Economic Development Committee

ECONOMIC DEVELOPMENT COMMITTEE DATE: July 17, 2018 (Tuesday) TIME: 5:30 – 7:30 p.m. LOCATION: Room 209 Portland City Hall 1. Review and accept Minutes of previous meeting held on June 19, 2018. 2. Presentation and Feedback on Amendments to Outdoor Dining Regulations Pursuant to Section 25-28 of the Code of Ordinance Allowing for Use of Non-Contiguous Areas – Jeff Levine a. See enclosed memorandum from Jeff Levine 3. EDC Workshop related to Workforce Training System Programs and Policy Discussion including Possible Organization Changes and City Funding. a. Greater Portland Workforce Initiative – Kim Moore i. See enclosed memo from Kim Moore. b. Office of Economic Opportunity – Julia Trujillo i. See enclosed memo from Julia Trujillo. c. Adult Education – Anita St. Onge i. See enclosed memo from Anita St. Onge d. Possible Municipal Funding Sources – Greg Mitchell i. See enclosed memo from Greg Mitchell. 4. Executive Session: Pursuant to 1 M.R.S.A. 405(6)(C), the Committee will go into executive session to provide staff guidance related to the following: a. Real estate negotiations related to a possible sale in the Portland Technology Park. Councilor Justin Costa/Chair NOTE: No public comment will be taken on non-action items. Next Meeting: September 4, 2018 CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683  DRAFT Meeting Minutes ECONOMIC DEVELOPMENT COMMITTEE DATE: June 19, 2018 (Tuesday) TIME: 5:30 – 7:30 p.m. LOCATION: Room 209 Portland City Hall Attending Members: Chair Justin Costa, Nick Mavodones, Spencer Thibodeau Additional City Council Members: Mayor Ethan Strimling Staff: Jon Jennings (Items 2 and 3,) Greg Mitchell, Tuck O’Brien (Items 1-5,) Michael Goldman, Brendan O’Connell (Item 6,) Bill Needelman (taking notes) Public: Bill Leete, Chris Stevenson, Maine Health representative The meeting minutes below intend to record actions by the committee and to provide a general summary of the discussions related to agenda items. The full meetings (excepting executive session items) are streamed to the public and are available for viewing at: http://townhallstreams.com/towns/portland_maine Agenda Items 1. Review and accept Minutes of previous meeting held on June 5, 2018. Motion to accept (Moved by ST, 2nd NM) No comments Vote 3-0, Motion Passed 2. Verbal update regarding next steps related to the Maine State Pier Redevelopment Plan – Jon Jennings, City Manager The City Manager provided the Committee with an update on the status of Maine State Pier redevelopment efforts. Given uncertainty over the future of international ferry service to Nova Scotia, the staff will be taking a 3-6 month pause on first floor changes to allow clarity to evolve around the ferry and future use of the queuing lanes. Staff will move forward on second floor redevelopment. Committee members agreed with the pause with comments regarding the need to make progress on planning for the pier. 3. Portland Pier – Public hearing and vote to recommend to City Council the proposed Street Discontinuance/Public Access to Remain. CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683  Bill Needelman provided an introduction to the Portland Pier property and the staff recommendation to discontinue a portion of public right of way while retaining public access rights and commercial fishing access to the water. Public Comment: Supporting comments from Chris Stevenson representing 60 Portland Pier. Mr. Stevenson expressed the property owner’s commitment to improve access to fishermen and to revitalize the lobster buying station on the pier. Motion to recommend to City Council the proposed Street Discontinuance with Public Access to Remain (Moved by NM, 2nd ST) No additional public comment. Committee members and the Mayor expressed support for continued public access to Portland Pier. Vote 3-0, Motion Passed 4. Public Hearing and vote to recommend to City Council proposed amendments to the following Purchase and Sale Agreements related to establishing a new pedestrian easement between Parris and Hanover Streets along the Proposed 44 and 82 Hanover Street Property Line: a. For City sale of 44 Hanover Street to Watson & Co. LLC; and b. For City sale of 82 Hanover Street to Watson & Co. LLC Councilor Thibodeau disclosed that members of his firm represented interests working with the project, but that he had no conflict participating in the discussion or vote. Greg Mitchell summarized the issues described in the back up material related to modifications to public access easements across discontinued portions of the Lancaster Street right of way between Hanover and Parris Street. The easement amendments are proposed to the existing P&S agreements with Tom Watson on both 44 and 82 Hanover Street properties, which share a boundary at the former Lancaster St ROW. Mr. Mitchell noted that this issue has received a first reading with the City Council and is ready for recommendation from the Committee. Michael Goldman clarified the details and intent of the amendments to the P&S. Tuck O’Brien described the relationship between the amendments and the site plan review of the pending projects proposed by Mr. Watson. Mayor Strimling questioned the restrictions on public access as related to the original proposal language followed by a general discussion among the Committee and staff. The Mayor stressed the need for open space in Bayside. The Chair clarified that the issues had been negotiated in the original P&S discussions. Councilor Thibodeau suggested edits to the redline removing reference to “site plan” as it may be amended – while keeping the descriptive list of issues that would be covered in such a site plan. The Committee discussed in detail expectations for limited vehicular access while retaining abilities to serve future businesses with deliveries and transportation needs. Public Comment: Bill Leete, representing Tom Watson described history of the proposal and clarified the purpose of the flex space within the former ROW. CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683  Motion to recommend to City Council proposed amendments to the following Purchase and Sale Agreements related to establishing a new pedestrian easement between Parris and Hanover Streets along the Proposed 44 and 82 Hanover Street Property Line: c. For City sale of 44 Hanover Street to Watson & Co. LLC; and d. For City sale of 82 Hanover Street to Watson & Co. LLC (as further edited by suggestion by Councilor Thibodeau to remove reference to “site plan”) (Moved by ST, 2nd NM) Committee members followed the motion with a further discussion on the desire to restrict parking in the ROW area. The Mayor further stressed the need for open space and encouraged the Committee to reject the amendments. Vote 3-0, Motion Passed (Councilor Mavodones excused himself at this point in the meeting) 5. Public Hearing and vote to recommend to the City Council Proposed Amendments to Bayside Tax Increment Financing District to remove Unit 2 (Proposed Project floors 2-7) located at 178 Kennebec Street in order for the above ground residential project to be an Affordable Housing Tax Increment Financing District Greg Mitchell provided an introduction to the backup material describing a proposed amendment to the Bayside TIF district to remove an upper floor multi-unit condominium division at the proposed 178 Kennebec Street project. By removing the upper floor unit from the Bayside TIF district, the unit can be included in an Affordable Housing TIF district, consistent with its intended use. No members of the public chose to comment. Motion to recommend to the City Council Proposed Amendments to Bayside Tax Increment Financing District to remove Unit 2 (Proposed Project floors 2-7) located at 178 Kennebec Street in order for the above ground residential project to be an Affordable Housing Tax Increment Financing District (Moved by ST, 2nd JC ) No additional discussion Vote 2-0, Motion Passed (Mavodones absent) 6. Update and Discussion regarding proposed City Payment in Lieu/Service in Lieu of Taxes Policy related to non-profit organizations. Finance Director Brendan O’Connell provided a summary of the back up material provided to the Committee. The Mayor and members of the Committee stressed that the program was voluntary and that communications to nonprofit groups need reflect that reality. CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683  7. Executive Session: Pursuant to 1 M.R.S.A. 405(6)(C), the Committee voted (motion by ST, 2nd by JC, Vote 2-0, Mavodones absent) to go into executive session to provide staff guidance related to real estate negotiations for possible sale in the Portland Technology Park. Respectfully submitted, WBN CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683  Memorandum To: Economic Development Committee From: Jeff Levine, Director Date: July 12, 2018 Re: Outdoor Dining Parklets Earlier this year, the State Legislature amended 28-A MRSA §1051, sub-§3 to allow for sale and consumption of alcohol in an area not contiguous to licensed premises. This amendment allows for serving of alcohol in places that did not previously permit such service, such as outdoor dining areas that are not immediately outside the door of a restaurant, until as late as 11 pm. It would permit, for example, use of an existing parking space as an outdoor dining area that could serve drinks. The City’s current outdoor dining regulations have a limited allowance for use of parking spaces as so-called “parklets” that can allow for service of food. However, in practice this option has not been utilized due to limitations on serving of alcohol. With passage of this amendment, staff believes there will be renewed interest in this option, especially for restaurants and bars that do not have adequate space on the sidewalk for outdoor dining. Use of parking spaces or similar areas for “parklet” dining areas has become more common in other metropolitan areas over the past 15 years. San Francisco, Salt Lake City, and Halifax, among other cities, have made widespread use of this option as a way to liven up the streetscape and provide additional opportunities for restaurants and bars. This opportunity needs to be balanced with public safety concerns, parking needs, and other factors that require a thoughtful set of regulations. Outdoor dining is regulated under Section 25-28 of the City Code. That section authorizes the City Manager to promulgate regulations governing outdoor service. These regulations were most recently amended in 2016 to ensure that adequate sidewalk space is maintained for those with mobility issues. Any changes to permit parklets would be added to these regulations. Attached is a draft of language that would be added to the outdoor dining regulations to permit use of parklets under the new state ordinance. We are seeking to give you an overview of what they include and gather your feedback before adopting any amendments. As with the food truck regulations, we have chosen to start somewhat conservatively with these regulations in order to ensure we are not creating unforeseen issues as this concept comes to Portland. 1 of 21  Dining Areas in Public Spaces other than Sidewalks or Public Parks The City has determined that, in some areas of the City where there are businesses that are unable to locate outdoor dining on City sidewalks or public parks abutting their businesses and there is adequate space in the street to accommodate outdoor dining without compromising safety, dining may be offered in public parking or other public spaces. Pursuant to Chapter 25 of the City’s Code of Ordinances, a permit is required for expanding food service to the outside of all properties. Outdoor dining permits for parking and other alternative public spaces will be issued under Chapter 25 and these regulations pursuant to the following requirements.: ● Any food service operation located on City property pursuant to a permit issued hereunder e must comply with state and local laws with respect to service of food and/or alcohol; ● For any outdoor dining operation located in a public parking space, the permit holder shall construct a platform, on which tables and chairs will sit. The platform must be built of durable, slip resistant materials such as composite plastic or construction-grade lumber. This platform may remain for the entire outdoor dining season (April 1-November 15) but must be removed upon conclusion; ● Any space occupied hereunder must be laid out in such a way that it complies with the requirements of the Americans with Disabilities Act. The required platform must be flush with any abutting sidewalk. ● Any movable items on the outdoor dining area must be secured against wind and theft and locked or removed when the business is closed.; ● Any outdoor dining spaces permitted hereunder must be located immediately in front of the business. Where parking spaces are not striped (such as in multispace meter areas) the location of any outdoor dining space must be located to minimize loss of effective parking spaces. The precise boundaries of outdoor dining spaces will be determined by the City in its sole discretion. ● Any outdoor dining space must provide railings or other substantive barriers along the edges to protect patrons; ● Wheel stops satisfactory to the Permitting & Inspections Director must be placed at the front and rear sides of the outdoor dining platform, no less than 4 feet from the edges of the platform. In addition, flexible bollards shall be provided at the corners of the platform (see illustration); ● Construction of the platform must allow water runoff to easily flow under platform; ● No attachments to the pavement or curbing are permitted; ● No covers are permitted over the outdoor dining space other than umbrellas; ● No advertising other than labels identifying the business is permitted on the outdoor dining space; ● No permit shall be issued for outdoor dining in these locations if there is a feasible alternative space on the sidewalk or an appropriate public park; ● No outdoor dining space in the vehicular right of way is permitted within 15’ of an intersection; ● No outdoor dining space will be permitted within the vehicular right of way on a roadway that has over 2,000 ADT as determined by the City Traffic Engineer or on a street that does not have 12’ clear in the middle after all parking and platforms are accounted for. Method of Review: Identification of appropriate locations for outdoor dining is ultimately at the discretion of the Director of Permitting & Inspections. Permits issued under these regulations are revocable at the City’s discretion for any reason, including but not limited to, the permit-holder’s failure to comply with these regulations, any unforeseen safety concerns, and City operational concerns or needs. No more than one of these spaces will be permitted on each side of a city block. 2 of 21  Source: National Association of City Transportation Officials. Note that in Portland only one space per block side may be occupied. (https://nacto.org/publication/urban-street-design-guide/interim-design-strategies/parklets/) Renewal applications will get priority, provided the requested space satisfies the City’s public safety review and the applicant has complied with the requirements outlined herein. After that, applications will be approved on a first come, first-served basis,. Additional Requirements: If a location is approved under this section, the following financial and insurance requirements shall apply: 1. The permit fee shall be $20.00 per day for each day that the parking space is occupied (which amount will be determined at the time the permit is issued) ) from a parking space in addition to any applicable licensing fees; 2. The Applicant shall procure and maintain occurrence-based Commercial General Liability Insurance coverage in amounts of not less than One Million Dollars ($1,000,000.00) per occurrence for bodily injury, death and property damage, naming the City as an additional insured thereon, and also Workers’ Compensation Insurance coverage to the extent required by law. With respect to the Liability Insurance, the Applicant shall name the City as additional insured for coverage only in those areas where government immunity has been expressly waived by 14 M.R.S. A. § 8104-A, as limited by § 8104-B, and § 8111. This provision shall not be deemed a waiver of any defenses, immunities or limitations of liability or damages available to the City under the Maine Tort Claims Act, other Maine statutory law, judicial precedent, common law, or any other defenses, immunities or limitations of liability available to the City. The Applicant will provide the City and thereafter maintain a certificate of insurance evidencing such coverage, which certificate shall guarantee thirty days’ notice to the City of termination of insurance from the insurance provider or agent. The Applicant shall also provide a copy of any endorsement naming the City as additional insured. The Workers’ Compensation insurance shall include an endorsement waiving all rights of subrogation against the City of Portland, its officers or employees. 3 of 21 7/12/2018 PUBLIC Law, Chapter 337, An Act To Permit the Sale and Consumption of Alcohol in an Area That Is Not Contiguous to Licensed Premises PUBLIC Law, Chapter 337 SP0637 LD 1738 on - Session - 128th Maine Legislature An Act To Permit the Sale and Consumption of Alcohol in an Area That Is Not Contiguous to Licensed Premises Be it enacted by the People of the State of Maine as follows: Sec. 1. 28-A MRSA §1051, sub-§3, as amended by PL 2009, c. 438, §2, is further amended to read: 3. Liquor not to be consumed elsewhere. Except as provided in paragraphs A and B and in section 1207, no a licensee for the sale of liquor to be consumed on the premises where sold may not personally or by an agent or employee, sell, give, furnish or deliver any liquor to be consumed elsewhere than upon the licensed premises or noncontiguous real estate that meets the conditions specified in subsection 9. The service and consumption of liquor must be limited to areas that are clearly defined and approved in the application process by the bureau as appropriate for the consumption of liquor. Outside areas must be controlled by barriers and by signs prohibiting consumption beyond the barriers. A. Subject to law and the rules of the bureau, hotel or bed and breakfast licensees may sell liquor in the original packages or by the drink to bona fide registered room guests. Any sale to a guest may be delivered to the guest's room only by a hotel or bed and breakfast employee. B. A licensee may serve liquor at locations other than the licensed premises under the off-premise catering license issued under section 1052. Sec. 2. 28-A MRSA §1051, sub-§9 is enacted to read: 9. Use of noncontiguous real estate. Notwithstanding section 2, subsection 24, the bureau may approve the use of noncontiguous real estate near an establishment licensed under this chapter as part of the premises where the licensee may exercise the license privilege. A. The bureau shall ensure the following conditions have been met before approving the use of noncontiguous real estate as part of the licensed premises: (1) The noncontiguous real estate is owned by the municipality in which the establishment is licensed; (2) The licensee has obtained approval from the municipality to directly or indirectly control the noncontiguous real estate for the exercise of the license privilege; and 4 of 21 http://legislature.maine.gov/legis/bills/bills_128th/chapters/PUBLIC337.asp 1/2 7/12/2018 PUBLIC Law, Chapter 337, An Act To Permit the Sale and Consumption of Alcohol in an Area That Is Not Contiguous to Licensed Premises (3) The bureau has determined that the noncontiguous real estate is a proper place for the exercise of the license privilege. B. A licensed establishment authorized to use noncontiguous real estate as part of the licensed premises may not: (1) Permit any person other than an employee of the licensed establishment to transport liquor between the establishment and the noncontiguous real estate; or (2) Notwithstanding section 4, subsection 2, sell or serve liquor on the noncontiguous real estate later than one hour after the time food service has ended or 11 p.m., whichever occurs first. C. The area between the licensed establishment and the noncontiguous real estate may be accessible to the public if it is a public way as defined by Title 29-A, section 101. D. The bureau shall adopt rules to implement the provisions of this subsection. Rules adopted pursuant to this paragraph are routine technical rules as described in Title 5, chapter 375, subchapter 2-A. Effective 90 days following adjournment of the 128th Legislature, Second Regular Session, unless otherwise indicated. Office of Legislative Information voice: (207) 287-1692 100 State House Station fax: (207) 287-1580 Augusta, ME 04333 tty: (207) 287-6826 Word Viewer for Windows Disclaimer 5 of 21 http://legislature.maine.gov/legis/bills/bills_128th/chapters/PUBLIC337.asp 2/2 It’s a Patio! It’s A Deck! … It’s a Public Parklet? https://www.stlmag.com/dining/its-a-patio-its-a-deck-its-a-public-parklet/ 6 of 21 1 of 9 7/12/2018, 10:41 AM It’s a Patio! It’s A Deck! … It’s a Public Parklet? https://www.stlmag.com/dining/its-a-patio-its-a-deck-its-a-public-parklet/ 7 of 21 2 of 9 7/12/2018, 10:41 AM It’s a Patio! It’s A Deck! … It’s a Public Parklet? https://www.stlmag.com/dining/its-a-patio-its-a-deck-its-a-public-parklet/ 8 of 21 3 of 9 7/12/2018, 10:41 AM It’s a Patio! It’s A Deck! … It’s a Public Parklet? https://www.stlmag.com/dining/its-a-patio-its-a-deck-its-a-public-parklet/ 9 of 21 4 of 9 7/12/2018, 10:41 AM It’s a Patio! It’s A Deck! … It’s a Public Parklet? https://www.stlmag.com/dining/its-a-patio-its-a-deck-its-a-public-parklet/ 10 of 21 5 of 9 7/12/2018, 10:41 AM It’s a Patio! It’s A Deck! … It’s a Public Parklet? https://www.stlmag.com/dining/its-a-patio-its-a-deck-its-a-public-parklet/ 11 of 21 6 of 9 7/12/2018, 10:41 AM It’s a Patio! It’s A Deck! … It’s a Public Parklet? https://www.stlmag.com/dining/its-a-patio-its-a-deck-its-a-public-parklet/ 0 Comments Sort by Oldest Facebook Comments Plugin 12 of 21 7 of 9 7/12/2018, 10:41 AM Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/ Become a Member - Member Login Real Estate Politics Food & Drink Arts & Events Entertainment Latest Articles & Columns City Hall: Council Backs Less Mayoral Power Over 12 places to enjoy the latest urban fad, like sidewalk FPC by Jeramey Jannene dining on the street. By Michael Holloway - Jul 18th, 2017 03:34 pm Dining: La Scala Is Authentic But Uneven by Sign-up for the Urban Milwaukee daily email Cari Taylor-Carlson Subscribe Pocan’s Bill Would Abolish ICE by Laurel White City Streets: Why Two Streets Named Washington? by Carl Baehr Op Ed: Why Milwaukee’s Great for Startups by Roman Reynebeau Press Releases China Lights Lantern Festival Announces Parklets at Club Charlies and Bavette La Boucherie. Photo by Amanda Exclusive Preview Night by Maniscalco. Milwaukee County Parks The small window that is summertime in Milwaukee is packed full Walker’s WEDC foots of options for outdoor activities. As soon as the temperature taxpayers with $1 million reaches the 60s, restaurant goers flock to patios to enjoy their loan given to conman in first outdoor meals in months. And there’s a lot of those, as our exchange for zero jobs by recent patio guide proves. Adding to the summertime eating Democratic Party of Wisconsin excitement are relatively new attractions in Milwaukee’s outdoor dining scene known as parklets. Read more Press Releases 13 of 21 1 of 11 7/12/2018, 10:42 AM Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/ Parklets offer a heightened outdoor dining experience in the form of an extension of the sidewalk that takes up a section of the 3 Most Popular street, typically occupying one to three public parking spaces. Murphy’s Law: Is Foxconn They’re sometimes referred to as “street patios” to avoid Double Crossing Walker? customer confusion, making them easier to distinguish from by Bruce Murphy sidewalk patios. Friday Photos: Meet Trestle Parklets are not Park by Jeramey Jannene permanent and are only legal between March 15 Op Ed: Why State’s Lakes and Nov. 15 to Are in Decline by Spencer prevent conflicts Black with snow removal during the winter. Businesses are required to submit an application for prospective Sig parklets to the Department of Public Works, which upon approval leads to a modification of the food and/or alcohol license. The business then obtains the Special Privilege, a Common Council action that overrides the public right-of-way and allows the parklet to occupy the public space. A total of eight city parklet programs have been created in the United States: Raleigh, NC, San Francisco, CA, Philadelphia, PA, Chicago, IL, Oakland, CA, Seattle, WA, Long Beach, CA, and Become a Member Milwaukee, WI. Milwaukee’s first parklet was built in 2013 on the Get members-only benefits shared space between Divino Wine and Dine and the now-closed Two Bucks on Murray Ave. Help assure the future of city’s fastest growing publication. Businesses benefit from parklets as foot traffic increases and customers are likely to spend more time in the space, boosting Join Today economic activity. The addition of floral arrangements and bicycle racks adds an aesthetically pleasing aspect to the space as well Recent Comments as an encouragement for eco-friendly transportation. Barbara on The Contrarian: The Since parklet season is upon us, here is our (ahem) First Annual Siren Song of Criminal Justice Guide to parklets in Milwaukee. We count an even dozen. Reform Remarkably, three are located in Shorewood, what a wild city! geoffreyskoll on Data Wonk: The rest are in Milwaukee’s Third Ward, Walker’s Point, East McAdams Decision Is a Travesty Side and Downtown. Come next year, we’ll expect this list to Crazy Chester on The Contrarian: have grown. The Siren Song of Criminal Justice Reform 14 of 21 2 of 11 7/12/2018, 10:42 AM Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/ Bavette La Boucherie: Located next door to Club Charlies’ CarlBaehr on City Streets: Why parklet in the Third Ward, Bavette’s cozy single parking space Two Streets Named Washington? parklet adds approximately 10 more seats to its outdoor dining Lee on City Streets: Why Two area that also includes a sidewalk patio. Located at 330 E. Streets Named Washington? Menomonee St. New Faces Courage MKE Announces New Appointments to its Board of Directors Kundert becomes chair, three new directors join Greater Milwaukee Foundation board New Director of Hospitality at Eastcastle Place in Milwaukee More New Faces Black Sheep: Offering an opportunity to expand upon your wine palette while sitting outdoors, Black Sheep’s parklet is conveniently located on the street in a spot where parking isn’t typically allowed anyway. The parklet’s dark color schemes of black and gray match the look and feel of the restaurant’s interior and exterior. 216 S. 2nd in Walker’s Point. 15 of 21 3 of 11 7/12/2018, 10:42 AM Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/ Buddha Lounge: This year, the Buddha Lounge has added to its already extravagant exterior with a parklet that lines the west side of the restaurant. The space is roughly three parking spaces long and provides a combination of bench and chair seating as well as five low standing tables, each boasting a personal firepit. The parklet is lined with strings of light, ensuring that customers can enjoy sushi or a cocktail well after sunset. 1504 E. North Ave. Camp Bar (Third Ward): Camp Bar’s rather large parklet adds about 40 additional seats for the restaurant, occupying three parking spaces. Lined with lanterns and adorned with a wood finish, the Third Ward Camp Bar’s parklet was the inspiration for its sister location in Shorewood to follow suit with a parklet of its own. 525 E. Menomonee St. 16 of 21 4 of 11 7/12/2018, 10:42 AM Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/ Camp Bar (Shorewood): Taking a page out of its Third Ward counterpart’s book, the Shorewood bar is home to a 40-foot long parklet that offers 20 seats, expanding upon the sidewalk patio seating. The parklet was approved in 2016 when the bar also sought to expand into the neighboring space that was previously home to an entertainment company called Sound By Design. Both expansions have helped Camp Bar with an overcrowding problem due to the bar’s popularity. 4044 N. Oakland Ave. Chocolate Factory: The eighth location to open in the area, the Shorewood Chocolate Factory contains a parklet occupying two parking spaces. The wooden parklet has become an instant favorite for customers on days when a couple of scoops of ice cream are necessary for cooling off. 4330 N. Oakland Ave. 17 of 21 5 of 11 7/12/2018, 10:42 AM Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/ Club Charlies: One of the first parklets to grace the city, Club Charlies converted a loading zone located in front of the business into an outdoor dining area. Running 20-by-8 feet, the parklet allows for additional outdoor seating for restaurant goers. 320 E. Menomonee St. in the Third Ward. Divino Wine and Dine: Milwaukee’s first parklet will make a return despite neighboring businesses closing down within the past year. The parklet occupies two public parking spaces and can hold approximately 35 people. 2315 N. Murray Ave. 18 of 21 6 of 11 7/12/2018, 10:42 AM Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/ The Pub Club: Home to one of the biggest outdoor seating areas on N. 3rd St., the parklet at The Pub Club holds five dining tables, occupying three public parking spots. 1103 N. Old World 3rd St. Shaker’s Cigar Bar: This parklet has returned for its third season. When S. 2nd St. was reduced from four lanes to two lanes and a bike lane, Shaker’s capitalized on an error with the sidewalk after a large step-off was smoothed into a slope by the city. The parklet runs 28 feet by 16 feet and is decorated with a variety of park-like plants such as hibiscus, ferns, and an apple tree. 422 S 2nd St., Walker’s Point. 19 of 21 7 of 11 7/12/2018, 10:42 AM Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/ Three Lion’s Pub: Home to yet another parklet in Shorewood, this pub’s outdoor seating takes up about two parking spaces. Three Lions offers an authentic pub experience, opening early for soccer games and boasting that they “bring the across the pond just across the street.” 4515 N. Oakland Ave. Yokohama 1910: A brand new spot to get a bowl of ramen on the East Side, Yokohama is home to the most recent parklet in Milwaukee. Designed by Rinka Chung architecture, the parklet takes up two public parking spaces on Kenilworth and seats 20 people. The wooden, rustic appearance matches that of the 20 of 21 8 of 11 7/12/2018, 10:42 AM Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/ interior of the restaurant. The garage door offers an opening in which the customers seated at the parklet can view the karaoke singers. 1932 E. Kenilworth Pl. Complete 2018 38 Milwaukee 21 Great Bars Summerfest Wine Bars for Craft Beers Shuttle Guide Apr 5th, 2018 by Michael Apr 3rd, 2018 by Jennifer Holloway Rick Jun 27th, 2018 by Cynthia Crawford Categories: Arts & Entertainment, Food & Drink, Guides 21 of 21 9 of 11 7/12/2018, 10:42 AM  Gregory A. Mitchell Director, Economic Development Department July 17, 2018 EDC Workshop related to Workforce Training System Programs and Policy Discussion, including Possible Organization Changes and City Funding. A. Greater Portland Workforce Initiative – Kim Moore a. See Memo and Attachments – pp. 2 to 9 B. Office of Economic Opportunity – Julia Trujillo a. See Memo and Attachments – pp. 10 to 37 C. Adult Education – Anita St. Onge a. See Memo and Attachments – pp. 38 to 65 D. Possible Municipal Funding Sources – Greg Mitchell a. See Memo and Attachments – pp. 66 to 69 CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683 1 of 69  Julia Trujillo Luengo, Director Office of Economic Opportunity MEMORANDUM TO: Economic Development Committee FROM: Julia Trujillo Luengo Director, Office of Economic Opportunity DATE: July 12, 2018 SUBJECT: Greater Portland Workforce Initiative Overview GREATER PORTLAND WORKFORCE INITIATIVE (GPWI) Background The tightening labor market and historically low unemployment rate in Greater Portland is creating a more competitive landscape for employers to attract qualified staff in skilled occupations. Many of these occupations require a credential or certification for entry into the field. Despite the overall low unemployment rate in the region, disaggregated employment data shows several serially under- utilized pools of jobseekers with significantly higher levels of unemployment. The GPWI’s 21 Stakeholders are working together toward one goal: that all individuals in Greater Portland are prepared for and connected to growing sectors of employment with strong career pathways and family sustaining wages. Vision A workforce pipeline that addresses, in tandem, employer-identified roadblocks to entry into Greater Portland’s growing employment sectors and the unique barriers of targeted jobseekers. Members Tarlan Ahmadov , Catholic Charities Office of Maine Refugee Services (OMRS); Christa Baade, Program Developer Coastal Enterprises Inc. (CEI); Joni Boissonneault, Self Sufficiency Programs Manager Portland Housing Authority; Beth Campbell, Director, Financial Stability United Way of Greater Portland; Lisa Crothers, Regional Director FedCAP; Hannah DeAngelis, Program Director Catholic Charities Immigration and Refugee Services; Matt Dubel, Executive Director Portland ConnectED; Joe Everett, Chief Program Officer The Opportunity Alliance; Sara Gagnè-Holmes, Senior Program Associate John T. Gorman Foundation; Adam Harr, Executive Assistant- Social Services Division City of 2 of 69 Portland Health and Human Services; Quincy Hentzel, President- Portland Regional Chamber of Commerce; Tommy Johnson, Director of Membership and Events- Portland Regional Chamber of Commerce; Mary LaRoche, Re-Entry Case Worker Maine Department of Corrections; David MacLean, Administrator- Social Services Division City of Portland Health and Human Services; Antoinette Mancusi, Deputy Director Coastal Counties Workforce, Inc. (CCWI); Mike Roland, Manager- Greater Portland CareerCenter- Maine Department of Labor; Anita St Onge, Director Portland Adult Education (PAE); Jennifer Sporzynski, Senior Program Director- Business Development Services Coastal Enterprises, Inc. (CEI); Julia Trujillo Luengo, Director City of Portland- Office for Economic Opportunity; Laura Tait, US Probation Officer US Probation and Pre-Trial Services; Jim Whitten, Dean, Midcoast Campus and Satellite Centers Southern Maine Community College (SMCC); Nikki Williams, Project Manager- Gateway to Opportunity University of Southern Maine’s Cutler Institute; David Wurm, Director- Workforce Solutions Goodwill of Northern New England; Donna Yellen, Chief Program Officer Preble Street; Marty Zanghi, Director- Director, Youth and Community Engagement University of Southern Maine’s Cutler Institute. Goal and Strategies Goal: All individuals in Greater Portland are prepared for and connected to growing sectors of employment with strong career pathways and family sustaining wages. Strategies: 1. RESPOND: Identify, develop, and pilot approaches to address existing gaps in workforce development employment and training opportunities. Outcome: Agile assessment of and best-practice based approach to Greater Portland’s workforce development needs. 2. CONNECT: Establish learning communities and shared systems of communication between workforce development representatives and staff Outcome: Connection to and leverage of resources across organizations serving targeted jobseekers. 3. EMPLOY: Develop and implement customized, informed programming for entry into employment within the region’s thriving sectors. Outcome: Targeted individuals are trained for and connected to sustainable employment opportunities and strong career pathways. Staffing The GPWI is staffed by a Project Director, Kim Moore. The position is housed at the United Way of Greater Portland, the backbone organization for the initiative. The Portland Regional Chamber of Commerce also provides office space for the GPWI Project Director. Budget To date, the GPWI and its programming has been funded primarily by the John T. Gorman Foundation. In 2018, the Samuel L. Cohen Foundation granted the GPWI program funding to support individual’s participation in Bridge programming. The GPWI’s funding for FY ’19 has not yet been publicly announced. 3 of 69  Greater Portland Workforce Initiative 2018/2019 Plan CONTEXT The tightening labor market and historically low unemployment rate in Greater Portland is creating a more competitive landscape for employers to attract qualified staff in skilled occupations. Many of these occupations require a credential or certification for entry into the field. Despite the overall low unemployment rate in the region, disaggregated employment data shows several serially under-utilized pools of jobseekers with significantly higher levels of unemployment. VISION A workforce pipeline that addresses, in tandem, employer-identified roadblocks to entry into Greater Portland’s growing employment sectors and the unique barriers of targeted jobseekers. GOAL All individuals in Greater Portland are prepared for and connected to growing sectors of employment with strong career pathways and family sustaining wages. STRATEGIES RESPOND: CONNECT: EMPLOY: Identify, develop, and pilot Establish learning Develop and implement approaches to address communities and shared customized, informed existing gaps in workforce systems of communication programming for entry into development employment between workforce employment within the and training opportunities development representatives region’s thriving sectors and staff OUTCOMES & Agile assessment of and Connection to and leverage Targeted individuals are TARGETS best-practice based response of resources across trained for and connected to to Greater Portland’s organizations serving sustainable employment workforce development targeted jobseekers and opportunities and strong needs sector employers career pathways TARGET: TARGET: TARGET:  GPWI is tuned in and  Measure of increased  75 individuals have responsive to the needs connectivity and leverage increased access to and trends of both sides of resources across transitional employment of the pipeline. organizations serving and training programs targeted jobseekers  Inform, advise, and  70% of GPWI program support “peripheral”  Initiative member’s data participants placed in a job projects and demonstrates increased within 30 days of conversations involving effectiveness in serving completion. both side of the pipeline. both jobseekers and employers  # of impacted employers  #/% of Greater Portland’s changed their practices to workforce development  % of stakeholders taking increase access to and community implementing action to change or hiring of targeted best practices due to initiate change in a related individuals GPWI partnership practice or policy 4 of 69 Greater Portland Workforce Initiative- Dual Customer Pipeline 5 of 69  Greater Portland Workforce Initiative Stakeholder Asset Map yo Ge f Por Cit yo ne ral tland Ass - ista r Eco f Por no Co mi tla c O d-p n po nc e Immigrant and Refugees ast rtu erC Co Wo r kf aol Co u rce es nti nit y Ch ast al E nte rpr Inc is e. s In en Fed c. ar i Fed CA P, Inc . Single Head of Household Pa era rol Prob l te e ati on tie Wo r kf orc eS olu tio an ns d Joh s n Fou T. Go nd rma ati Reentry Ma Co i ne rre epar D on n L/ C Of fic e Ser of M v ic ctio tm es aine ns (OM Re en to f Po RS fuge ) e are l ic Ed rtla uca Adu n d Older Youth Po rtla nd tio Co n t nn ect l ED Ca Po Po rtla Au nd H rtla tho rity usino g n tho Ch am Reg be d r o onali Experiencing Homelessness MD So Pre bl e fCStromee me t rce Cit Co ernuth mm Ma O So uth Tra rn e nsi Ma un ine ity Co lleg e All or Multiple Populations Th tio eO All ppor ian nN ine etw outh Y ork Un Po ite d rtla ay W ce tunit nd of G rea y ter Pre Enrollment Activities: Participant Recruitment * * * * * Jobseeker Intake/Information Gathering * * * * * Interest/Ability Assessment * * * * * Literacy/Numeracy Assessment * $ $ Case Management * * * * * $ * Program/Supportive Service Referral * * * * $ * Training Services: Sector-focused curriculum (ie: Medical Terminology) $ $ $ * Contextualized WorkReady/Workforce Readiness $ $ $ Financial Literacy $ * * Basic Computer Skills $ $ $ Licensing Requirements Resume Assistance * * * $ Background Checks * * * * References * * $ Credential verification/translation (HS Diploma) * $ $ * * ? Obtaining Social Security Card $ * Obtaining Government Issued ID $ * Supportive Services Training/employment related tools and equipment * $ * * Transportation Assistance (bus passes/gas cards) * * $ * * * * Childcare Assistance * $ * * Post-Training Activities Credential/Certification Course Placement * * * Employer Outreach/Relationship Development * * * Job Placement * * * $ Follow up and Retention Services * * * * $ * * * = dependent on program/service eligibility $ = directly funds but does not administer the service 6 of 69 7 of 69 8 of 69 9 of 69  Julia Trujillo Luengo, Director Office of Economic Opportunity MEMORANDUM TO: Economic Development Committee FROM: Julia Trujillo Luengo Director, Office of Economic Opportunity DATE: July 12, 2018 SUBJECT: Portland Office of Economic Opportunity Overview OFFICE OF ECONOMIC OPPORTUNITY Background The City Council set as one of its goals for 2016 to evaluate whether the City should establish an office focused on integrating immigrants into the local economy and tasked the Economic Development Committee with this work. The Economic Development Committee held six public hearings, heard from service providers, community groups and individuals, examined comparable northeastern cities, researched best practices from around the country, and held a public conference on the topic. It reached a clear consensus that the City has a role to play in convening service providers to strengthen communication and collaboration; ensuring capacity across the system; collecting and sharing impact data; and better identifying and addressing gaps on an ongoing basis; The Office of Economic Opportunity was launched on May 1, 2017 with the hiring of its first Director. Its mission is to convene and leverage public and private partners to assure optimal communication and collaboration so that immigrants, people of color and other underserved populations have access to jobs and related support services as well as economic opportunities. Goals and Objectives The Economic Development Committee set OEO’s goals below: 10 of 69  1. Convene community resources to improve coordination, communication and collaboration and avoid or decrease any duplication of services 2. Create a common data collection tool to better track outcomes across organizations and perhaps individual job seekers, as well as evaluating the work of the new Office 3. Link employers more systematically with job seekers, and job seekers with necessary training 4. Collaborate with partners to ensure ongoing intern/apprentice/mentorship opportunities Results 1. Convene community resources to improve coordination, communication and collaboration and avoid or decrease any duplication of services 1. a. English for Speakers of Other Languages (ESOL) Collaborative (for further detail, please see attachment) OEO leads their efforts since January, 2018. Mission: to improve the rate at which ESOL students/learners in the City of Portland reach English proficiency (as defined by a common assessment standard/metric) by enhancing our collaborative approach, where gaps and duplication of service are mitigated, and our coordination is enhanced Current Members: Portland Adult Education, Salvation Army, YMCA, Hope Acts ESL Program, Learning Works, In Her Presence. Goals Identified by the group: - Identify existing gaps in service delivery and create a common list of services. - Commit to adapt our service delivery models to fill identified gaps and maximize our collective results. - Coordinate the referral processes by: Sharing real time offerings in a common platform Systematic notification when referrals go out and when referrals are received. - Ability to track referral outcomes to improve individual and collective results. - Develop procedures and protocols to track individual learning results across programs to capitalize on what is producing results and amend where necessary, while safeguarding to the highest standard students’ confidentiality. 1b. Workforce Strategy Group (under the Greater Portland Workforce Initiative) Mission: to establish learning communities and shared systems of communication between regional workforce development representatives and staff Goals: - Increased employer connection to and hiring of targeted populations by employers - Track collective results to understand overarching trends. - Assess collective progress. - Mitigate duplication of service. 11 of 69  - Improve collective effectiveness - Increased Stakeholder connection to employment and training related opportunities for targeted jobseekers - Increased Jobseekers aware of and connected to workforce development opportunities, services and programs for which they qualify - Increased Awareness and mitigation of jobseeker service overlap in the region Documentable expanded connection to and leverage of resources across organizations serving targeted jobseekers - % of Initiative members whose data demonstrates improved effectiveness in serving both jobseekers and employers. 2. Create a common data collection tool to better track outcomes across organizations and perhaps individual job seekers, as well as evaluating the work of the new Office One of the goals delineated for OEO was to improve the tracking job related outcomes. OEO’s Director discussed multiple approaches with several City Offices like OEO across the country. OEO concluded that the most efficient and effective route was to consider the Portland Job’s Alliance web based interface (funded in great part by CDBG $) as the potential clearinghouse. One of the main challenges faced by the PJA interface was its limited usage by relevant stakeholders. OEO is working within the Greater Portland Workforce Initiative to improve the coordination of direct service staff. A web interface is key in this effort but it must also show value for staff and be informed (in part) by their operational needs. This would ensure data is indeed uploaded and its functionality is relevant. Currently, OEO is working with the GPWI to acquire the rights for the site, assess customization costs with its current developer to draft a plan forward. It is the goal of OEO to have a functional, results oriented online web interface by Spring 2019. 3. Link employers more systematically with job seekers, and job seekers with necessary training 3a. The online web interface referenced above will also be designed to facilitate and ensure employers’ needs for human capital are met in a timely and effective manner. In FY2018, OEO worked with several employers to facilitate their hiring needs. While the partnership resulted in a good number of jobs, the approach is not sustainable given current staffing needs. The support of an online web interface is crucial in order to meet employers’ labor needs and ensure the optimization of the highly skilled talent in the city. The premise is that connector and connectee meet over coffee/casual conversation to orient the connectee in that particular industry and a career path. 12 of 69  3b. In 2018, OEO and the Portland Regional Chamber led a group of partners to create and support the Greater Portland Hires Initiative. Members: Bank of America, the Greater Portland Workforce Initiative and the Greater Portland Career Center (Department of Labor) were Its first successful event was dedicating April’s Eggs and Issues to The Integration of Immigrants into our Workforce and Community. It was the highest attended eggs and issues of the year. The overwhelming feedback was a greater need for more trainings and information on this untapped talent pool. As a result, OEO and the Chamber have partnered to bring about two trainings this July titled: The Predictor of Diversity Hiring Success: Intercultural Competency. OEO secured PEDPIP funding to support the costs associated with the training provider. Maine Intercultural Communication Consultants will covered two 3 hour training where employers will be able to learn What exactly is this concept of intercultural competency? What is it not? ;What are the benefits of being an interculturally competent workplace? ; What are the dangers of not being interculturally competent?; How can intercultural competency be measured?; Why is it absolutely necessary to know your workplace’s developmental level of intercultural competency if you want diversity and inclusion efforts to succeed? 4. Collaborate with partners to ensure ongoing intern/apprentice/mentorship opportunities Under the Greater Portland Hires Campaign, OEO and the Portland Regional Chamber will adapt and launch in Portland the very successful Professional Connector program this Fall. The program originally created in Halifax, Canada but replicated in St. Louis, MO, Michigan, Pennsylvania and other states, connects foreign-born professionals with other local professionals, volunteer “connectors”, who share their industry knowledge and job seeking advice. Budget OEO’s original budget called for external grant funding to support two Program Manager Positions, a Data Tool and a program Evaluation. While OEO’s Director has secured more than $45,000 in external funding, it did not encompass operational needs. 13 of 69  OEO’s Original Budget The goals set forth for FY2019 require further operational and staffing support for OEO, particularly if the Committee agrees to support external workforce development programs. 14 of 69  Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work As a result of the City’s Selection under the Welcoming America: Gateways for Growth participates regularly in Challenge, we can access a webinars and conference Ongoing free of cost TA from the Welcoming America robust set of materials free of calls hosted by the most reputable immigrant cost to support our efforts to national organization to integration national organization become a more inclusive stay informed of national City. trends and efforts. www.welcomingamerica.org As a result of the partnership, OEO will: - release a brand new customized report with MEMBERSHIPS AS quantitative and personal A RESULT OF OEO testimonials of the As a result of the City’s OEO has been working contributions of Selection under the diligently with the G4G immigrants to our local Gateways for Growth team to produce and economy (June, 2018) Gateways for Challenge, we can access a release a brand new data - Deploy and test a highly Growth Challenge robust set of materials free of report and economic innovative Participatory cost to support our efforts to briefings showcasing the Stakeholder Feedback become a more inclusive contribution of immigrants process using the many City. to Greater Portland’s local qualities of gamification in www.welcomingamerica.org socio-economic fabric. June, 2018. The expected results are to learn from OEO’s focus population what current services, resources and supports are currently helping them 15 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work achieve their integration goals and it would also serve as an awareness tool to showcase the plethora of services and assets that exist in the City. To see a similar project, visit: https://elab.emerson.edu/ projects/participatory- chinatown By September 2018, OEO will release a Strategic Vision/Plan for the City in order to become the most inclusive City in New England MaineSpark is a 10-year commitment from Maine’s most influential education and business leaders to work By participating, OEO is able to together to ensure that OEO is part of the New leverage and partner with the Maine’s workforce is MaineSpark Opportunity Track, which most prominent partners in the productive and competitive. focuses on professionals State whose mission is to attract MaineSpark organizations looking to move or start and retain talent in Maine. connect people with the new careers in Maine. education, training, jobs, programs and resources needed to thrive in Maine’s robust and changing 16 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work economy. MaineSpark is powered by a coalition of organizations—schools and universities, nonprofits and foundations, government agencies and businesses— with a common goal: by 2025, 60% of Mainers will hold education and workforce credentials that position Maine and its families for success. OEO is the only municipal government member in the coalition. OEO is part of the UWGP This partnership integrates Thrive 2027 campaign. OEO’s Director currently OEO’s goals into a broader sits in its Goal 2 county wide campaign and Thrive2027’s vision is that Individuals and families United Way of leverages supports in similar Greater Portland is an have the education, Greater Portland areas of work. inclusive, caring, and employment Goal 2 Cabinet It also keeps OEO collaborative community that opportunities, and informed of the current trends in focuses its resources resources* to achieve financial stability, best practices strategically so that everyone financial stability. and latest data findings. grows and prospers through enhanced educational 17 of 69  Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work opportunities, financial stability, and healthy living. MECA has put together a task force to improve its OEO often interacts with the public engagement with racially diverse and linguistically Portland’s racially and diverse artistic community. MECA MECA Community ethnically diverse is contemplating forming a Task Force communities. OEO has been comprehensive platform to part of it since its inception in support this cohort in their March, 2018. integration into this community and sector. GRANTS WRITTEN Two Additional efficient human Two positions as: Recruitment for positions took Americorps/VISTA capital support for the place July 2017- November 2017 Applications operation of OEO. Community Outreach without securing a candidate. Coordinator Recruitment for the Impact and Impact and Data Data Specialist has begun and an Specialist offer has been made to one candidate. Request/Application The Data Innovation Project Same requirements and OEO was not selected in the Data Innovation (DIP) is an applied research roles and responsibilities 2017-2018 cycle. Project and evaluation consulting as the Impact and Data Community Research team housed in the Muskie Specialist mentioned OEO plans to re-apply for the Assistant Program School of Public Service at above. 2018-2019 cycle. Deadline is 15 the University of Southern July, 2018. Maine - Portland. Each 18 of 69  Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work assistantship is focused on applied research, program evaluation, and/or data management. DIP staff function as liaison between graduate student and CBO and offer support and supervision where needed. These assistantships are a special opportunity for graduate students to apply their new knowledge and skills within a community organization while also receiving the support and mentorship of DIP staff. GRANTS SECURED Community organizations receive highly subsidized graduate research assistants to support their applied research and/or evaluation efforts and the indirect expertise of DIP staff. Gateways for Growth See below See below Awarded (See below) Samuel L. Cohen Grant #1: Aimed to Unsuccessful Awards Foundation x 2 develop a one day Immigrant Integration Forum. Grant #2: The design and implementation of a 19 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work Leadership Program. An adaptation of the MDF model to the City of Portland. PEDPIP x 2 Awarded (see below) Maine Accelerates Awarded (see below) Growth John T. Gorman Awarded (see below) Foundation x2 United Way of Thrive 2027 Campaign Unsuccessful Greater Portland Wells Fargo To support local nonprofits in Support the Greater Unsuccessful Community WINS promoting long-term Portland HIRES efforts Grant Program economic prosperity and listed below and quality of life for their operational support for community OEO. Gateways for OEO and The Regional Offered a three tier Gateways for Growth Challenge Growth Challenge Chamber of Commerce were opportunity: $12,500 in = $ 12,500 co-applicants for this funding toward an prestigious opportunity Immigrant Integration Portland was one of four funded/supported by a Plan; tailored technical communities out of a total of 45 Partnership for a New assistance in the process; applicants to win this support. American Economy and a robust report on the Welcoming America contribution of immigrants to Portland’s local economy. John T. Gorman x2 Offered a local match toward John T. Gorman x2 = $ 2,500 G4G and an additional = $ 7, 000 support for the publication 20 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work and enhancement of the Strategic Plan to be published by September, 2018 Maine Technical Offered funding support for Support the successful Total number of participants Institute/Maine the development of the roll out and data gathering Accelerates Growth participatory stakeholder tool of the video game: a Land Learning Outcomes in the form of a customized of Opportunity. videogame. Assess its effectiveness as a public engagement tool Assess its effective translation into the Action Plan published by OEO in September, 2018. Award: $5,000 PEDPIP x2 December 2017 PEDPIP PEDPIP May 2018 = award offered funding to $7,300 support OEO’s Immigrant Integration Action Plan May 2018 PEDPIP award PEDPIP December 2017= supports the adaptation of the $15,000 Professional Connector Program in Portland and a series of professional development opportunities for employers at no cost. 21 of 69  Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work ONE ON ONE - Ready Part of the challenge with the Liaise between the Ready Seafood = 15 + hired. In EMPLOYER Seafood current workforce system is employer and the labor the words of its Operations RELATIONS - VIA Agency the high number of players. It supplier. OEO meets with Manager “without you we would - Wex is difficult to navigate for the employer, learns of its be struggling”. - Portland outsiders. needs and works with the ViA Agency = 1 candidate made Harbor Hotel OEO has adopted the role of workforce system it to the final three. At the end, - Native Maine liaison with several agencies to supply human they did not hire the candidate Produce and employers. OEO’s Director is capital that matches but the VIA Agency is creating a Specialty part of the Greater Portland employers’ needs. OEO new position and has voiced their Foods Workforce Initiative and is filters candidates and interest to hire this individual. familiar with the different ensures the employer WEX – after several meetings labor pools available only receives candidates and correspondence, WEX depending on the agency. that match its needs. agreed to interview and reconsider a candidate. He was hired in April as an IT Support Specialist. Since then, OEO has sent another referral to their HR recruiters. Portland Harbor Hotel – 20 GA/HIRE participants were interviewed for several positions. Native Maine Produce and Specialty Foods – employer reached out to OEO on 22 May to fill critical positions as warehouse (nightshift) and truck 22 of 69  Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work driver crews. Thus far, three candidates have been identified for the truck drivers’ positions. Mission: to improve the rate at English for which ESOL students/learners in Speakers of Other Several ESOL providers Members (at this time): the City of Portland reach English Languages (ESOL) asked OEO to lead their Portland Adult Education, proficiency (as defined by a Collaborative (see collective efforts. They came Salvation Army, YMCA, common assessment attachment) together to improve their Hope Acts ESL Program, standard/metric) by enhancing coordination efforts to Learning Works, In Her our collaborative approach, OEO leads their enhance each other’s Presence (list is evolving where gaps and duplication of efforts since January, programs and adapt their as the group identifies service are mitigated, and our 2018. models to fulfill existing gaps. other providers within the coordination is enhanced City) Goals Identified by the group: 1. Identify existing gaps in service delivery and LEADERSHIP AND create a common list of COORDINATION services. ROLE 2. Commit to adapt our service delivery models to fill identified gaps and maximize our collective results. 3. Coordinate the referral processes by: a. Sharing real time offerings in a common platform B. Systematic notification when referrals go out 23 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work and when referrals are received C. Ability to track referral outcomes to improve individual and collective results. 4. Develop procedures and protocols to track individual learning results across programs to capitalize on what is producing results and amend where necessary, while safeguarding to the highest standard students’ confidentiality. 24 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work Workforce Strategy Workforce Strategy Group Workforce Strategy Workforce Strategy Group Group Group: Establish learning One of the goals delineated Using the Portland Jobs  Increased employer connection communities and for OEO was to improve the Alliance’s learnings, to and hiring of targeted shared systems of tracking job related create meaningful populations by employers communication outcomes. meeting agendas for Track collective results to between regional engagement of front line understand overarching trends. workforce OEO’s Director discussed staff  Development team  Assess collective progress. development multiple approaches with must include front line  Mitigate duplication of service. representatives and several City Offices like OEO. staff  Improve collective effectiveness staff  Develop a shared  Increased Stakeholder OEO concluded that the most database of common connection to employment and efficient and effective route employer and job seeker training related opportunities for was to consider the Portland information  Develop a targeted jobseekers Job’s Alliance web based method of documenting  Increased Jobseekers aware of interface (funded in great part outcomes and leverage of and connected to workforce by CDBG $) as the potential time/funding- GPWI’s development opportunities, clearinghouse. indirect “reach” services and programs for which they qualify One of the main challenges  Increased Awareness and faced by the PJA interface mitigation of jobseeker service was its limited usage by overlap in the region  relevant stakeholders. Documentable expanded connection to and leverage of OEO is working within the resources across organizations Greater Portland Workforce serving targeted jobseekers Initiative to improve the  % of Initiative members whose coordination of direct service data demonstrates improved staff. A web interface is key in 25 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work this effort but it must also effectiveness in serving both show value for staff and be jobseekers and employers informed (in part) by their operational needs. This would ensure data is indeed uploaded and its functionality is relevant. 26 of 69  Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work CREATION OF OEO Committee was The Advisory Team exists to: Facilitator was secured in Completion of Participatory ADVISORY formed in February, Issue recommendations that December, 2017 to lead Stakeholder Feedback Process in COMMITTEE 2018. would inform OEO’s strategic the efforts behind the support of the work of the priorities by September 2018. participatory stakeholder Engagement Lab (See Members represent feedback process and Attachment) the main linguistic, Provide support to the completion of Strategic racial and/or ethnic community outreach process. Plan for Integration and Publication of an Integration and minoritities in Inclusion by September, Inclusion Action/Strategic Plan for Portland. Its Assist with the design and 2018. the City members: implementation of a public Chanel Lewis - engagement process. Jones, Mohamed Abdirahman, Julie Assist with the development Chase, Guillermo and distribution of project Bila, Donna Gaspar communications to reach Jarvis, Georges multiple audiences. Badagu, Ophelia Hu Kinney, Julia Brown, Support OEO in its mission to Victoria Rodriguez, coordinate and leverage Sally Sutton, Mufalo services that aim to achieve Chitam. overarching goals. Group has been Review quantitative and meeting at least once qualitative data in order to a month since make informed February 2018. recommendations affecting OEO and its focus population (immigrants and refugees, people of color and other disadvantaged populations) 27 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work Provide multiple pathways for the broader general public to provide feedback. Review and make recommendations about policies, procedures, services and activities of Departments and agencies of the City of Portland which impact OEO’s focus population. Stay informed and up-to-date of local and regional efforts which impact OEO’s focus population. Improve visibility of citywide programs and initiatives focused on achieving outcomes related to OEO’s mission. Assist with carrying out project activities unique to OEO. 28 of 69  Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work Foster a collaborative/ripple- effect community impact process. FORMAL Chamber of OEO Director put an GPortlandHires: PARTNERSHIPS Commerce: G4G: OEO wrote a grant on online survey together to behalf of both institutions to learn additional learning Gateways for Growth strengthen Portland’s needs form the audience Increased their ability to hire from Greater Portland application and developed marketing this untapped talent pool. HIRES materials with Jessica Grondin for all Increase the number of The most notable GPortlandHires: participants. candidates interviewed. challenge for the integration of Eggs and Issues Dedicated to Increase the number of racially immigrants and other the Integration of Immigrants and linguistically diverse hires. 29 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work racially diverse into the Workforce and One Day Forum similar to populations into the Community: the Eggs and Issues is workforce is a lack of currently in the works. intentional OEO developed: coordination between Adaptation of the the employer A video (posted on OEO) Professional Connector community and this website with the support of Programs featured in labor force. Portland Media Center that Halifax, Canada and St revealed the professional Louis, MO will launched in OEO has partnered experience of three foreign the Fall 2018. with the Chamber of born trained professionals. Commerce to form a OEO Director interviewed Increase the number of close working each candidate and employers who report that relationship to combined all interviews into their pledge to GPHires respond to one. has: employers’ needs and improve their Improve their connection/learning understanding of this to this population. population, the G4G: OEO wrote a opportunities they grant on behalf of represent and how to both institutions to manage some of their strengthen Portland’s potential challenges, such application. as English Proficiency. 30 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work Economic Economic Development and Development, New OEO have worked closely Workshop has been Participants will learn: Ventures Maine, together to identify the current scheduled for June 4. See he pros and cons of owning your New Mainers’ gaps faced by the common flyer attached. own business, the steps needed Resource Center: population they serve. After for start-up, the basics of a several considerations, both business plan, marketing, cash Immigrant parties secured funding from planning and the many resources Entrepreneurs: How a bank and a credit union to available to help small business to Start a Business in support an introductory owners in Maine succeed. Maine workshop. Ec Dev experience secured the partnership with New Ventures Maine. Portland Adult Ed was the best possible venue as a great portion of the population is safe and comfortable in that space already. Cultural Orientation OEO and Social Services OEO coordinates agenda OEO is working with CCharities for foreign-born engaged early on to learn of with CCharities and Social to improve its evaluation methods population at the the most notable challenges Services to enhance to substantiate the effectiveness family shelter facing the immigrant learning, adapt speakers of the initiative. population when accessing and topics and improve their services. In addition, In the overall experience. their Shoes Training – held in September, 2017 with a high OEO attends part of the number of City staff across Cultural Orientations each Departments – revealed month to monitor its ongoing “cultural related” 31 of 69  Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work challenges faced by other effectiveness and Departments. relevance. OEO approached Catholic Charities to learn if they would offer a similar Cultural Orientation to the one offered to the Refugee Population for the GA foreign born population. The low number of refugees since 2017, allowed CCharities to have the staff and secure alternative funding to provide an all day monthly training for up to 20 participants. Outreach and Civic Portland Media Best practices across the Engagement Center Monthly TV country demonstrate that The interviews OEO Director has selected a Show intentional opportunities conducted for couple of immigrants and the TV Program where receiving GPHires, sparked the questions have already been The challenges communities and new idea to develop a generated. integrating the comers congregate, have monthly tv show where An increased understanding of immigrant a leverage effect in other OEO Director would the diversity within Portland’s population into the initiatives. interview two global community and the workforce also immigrants a month. value added they represent for affect their The key is that these OEO has already met with our economy and community. integration into the initiatives represent a mix. Portland Media Center community. Not only instances where 32 of 69 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s) the Work the receiving community and identified a June start commemorates World date. Refugee Day but also other platforms where the broader community learns about our newest neighbors “by chance”/without having to attend a specific event. City Services and Currently being developed Currently being developed Currently being developed Global Parade to commemorate Welcoming Week 2018 (September 21- 28, 2018) 33 of 69  COMMUNITY OUTREACH COORDINATOR OFFICE OF ECONOMIC OPPORTUNITY CITY OF PORTLAND Summary of the position The Community Outreach Coordinator is responsible for cultivating strategic partnerships through community outreach activities, ensuring that the Office of Economic Opportunity’s (OEO) vision, mission and endorsed strategies are embraced and known by its target population. This position develops relationships with stakeholders (target population/community members, businesses, individuals, schools and other organizations) ….to support the mission and expected outcomes and results of the OEO. In addition, this position may interface with City of Portland leadership and reports to the OEO Director. Key Functions and Responsibilities  Work with OEO stakeholders (target population, businesses, employers, service providers and other partners) to identify unique barriers and opportunities, and develop strategies to address those concerns.  Represent OEO in various community-based meetings to promote the office’s initiatives, share promising practices, collect information relevant to scope of the OEO, and advocate as needed.  Lead or participate in various presentations, forums, and events to advance the mission of the OEO and obtain cross-sector buy in.  Work with OEO’s Director and Community Impact and Data Specialist to map out existing services to meet target population’s needs and analyze further efficiencies and gaps in service.  Establish and maintain relationships with community leaders, government/law enforcement partners, and elected officials.  Support OEO’s Director in the design and implementation of a comprehensive stakeholder feedback process to inform OEO’s strategic plan and priorities.  Plan and help organize community events as determined by OEO Director.  Engage and inform stakeholders of the various initiatives, resources, and services endorsed by the OEO using multiple media outlets including by not limited to: OEO’s website, social media and local outlets.  Build, maintain and enhance OEO’s website in conjunction with the City of Portland’s Communication’s Director and OEO Director.  Serve as liaison and point of contact for stakeholders, as determined by OEO Director. 34 of 69  Support the efforts by OEO and the City of Portland at large to reach and inform all City residents, including linguistically diverse populations.  Perform other related and necessary tasks as needed. 35 of 69 COMMUNITY IMPACT AND DATA ANALYST SPECIALIST OFFICE OF ECONOMIC OPPORTUNITY CITY OF PORTLAND Summary of the Position The Community Impact and Data Analyst is an integral part of the Office of Economic Opportunity (OEO), identifying further efficiencies and effective approaches to the complex needs of the target population. The position is a key liaison among OEO’s cross-sector stakeholders and partners, reporting directly to the OEO’s Director. Key Functions and Responsibilities  Design a data collection structure to improve collective efforts to address common needs, avoid inefficiencies and improve more effective systematic approached.  Design and implement data collection, data analysis and data presentation processes to ensure data collection and analysis is accurate, relevant and efficient.  Use data to monitor and evaluate impact of OEO and collective strategies.  Plan and outline statistical procedures necessary in compilation of data.  Conduct assessments and make recommendations for program enhancements and improvements.  In conjunction with OEO Director and Community Outreach Coordinator, map out existing services to meet population’s needs and analyze further efficiencies and gaps in service in selected areas.  Assist community partners with performance improvement plans, as determined by OEO Director.  Train and support technical and non-technical stakeholders in the value of data collection and data decision-making.  Utilize Excel, Access or other similar digital tools to further OEO’s vision and City wide impact.  Convert complex numerical data findings into a variety of representations to reach multiple audiences, including but not limited to: Tableau or other pictogram software OR Adapt language and strategies in order to respond to diverse groups.  Conduct studies and analyze available data about the focus population from various data bases and sources in order to develop reports, summaries, recommendations and visual representations to guide and inform approaches to persistent barriers.  Lead data collection and analysis to inform OEO’s strategic planning process and its ongoing implementation.  In tandem with OEO’s Director and Community Outreach Coordinator, provide technical assistance and support OEO’s stakeholders in order to improve collective results.  Develop innovative strategies and methods to seek, track, collect and respond to constituent and stakeholder feedback. 36 of 69  Participate and represent OEO in local or regional workshops, meetings or initiatives that aim to improve data collection systems for common populations, as needed.  Work closely with OEO Community Outreach Coordinator to develop, maintain and enhance a communication strategy that encompasses multiple pathways to share relevant information with stakeholders and the public at large.  Establish new partner relationships and maintain effective working relationships in order to reach common mutual goals.  Perform other related and necessary tasks as needed. 37 of 69  MEMORANDUM TO: Economic Development Committee FROM: Anita M. St. Onge Executive Director, Portland Adult Education DATE: July 12, 2018 SUBJECT: Portland Adult Education Background Portland Adult Education welcomes over 4,000 adult learners each year. From the native Mainer who needs his High School Diploma, to the engineer from another country who needs to improve her English, to the professional hoping to advance in his career... we can help them to reach their goals. PAE offers affordable courses to the community, and it represents less than 2% of the Portland Public School budget. The Enrichment program sustains itself with student fees and Job Skill course fees provide 35% of the revenue needed to run that program. Grants, contracts and state/federal funding comprise 60% of PAE’s budget. PAE offers programs that are designed to prepare Greater Portland area residents for a better, more fulfilling life. PAE is a wide-ranging community program that brings people and resources together for academic, English for speakers of other languages, job skills training or personal enrichment courses. Classes are held throughout the city at different times. Programs The Academic program at PAE includes classes in English, Language Arts, Math, Science and Social Studies. Academic classes at PAE can help students increase their English language fluency; earn credits for a High School diploma; improve their skills for college or career; or prepare for the HiSet or Accuplacer test. The College Transitions program advises students who are striving to enter college. PAE’s learning lab serves ESOL (English for Speakers of Other Languages) students who are unable to attend classes or who wish to extend their language study beyond the classroom; students who are 38 of 69 looking for additional support to pass their HiSET or Accuplacer tests; or students who are looking for assistance with resume writing or job searches. On June 28, 2018, 34 students received a High School Diploma and 84 students received a High School Equivalency Diploma. Our ESOL (English for Speakers of Other Languages) Program provides English classes from literacy to advanced English to over 2,000 immigrants and refugees from over 82 countries. Our Job Skills courses prepare individuals for a more fulfilling career. Whether the student wants to gain skills for an entry level job, improve their skills for a promotion or reenter the workplace, PAE has classes to address those needs. Our Enrichment courses, ranging from foreign language acquisition to exercise, art or computer basics, take place in various Portland schools and centers throughout the City. PAE’s Street Academy, located at the Preble Street Teen Center, offers a program assuring that homeless youth have free access to an appropriate public education. The New Mainers Resource Center (NMRC) was created in 2013 by the Maine State Legislature to develop and execute a strategy to integrate and better utilize the skills of foreign trained immigrants living in Maine. Established as a pilot project at Portland Adult Education (PAE), NMRC’s mission is to support Maine's economic development by meeting employers' demands for a skilled and culturally diverse workforce. PAE has been supporting members of Maine’s immigrant communities to find success and build financial stability since its inception. For over 10 years, PAE has provided workforce development programs designed specifically for new Mainers. The addition of the NMRC allows PAE to develop targeted programming focused on the unique needs of those who come to the U.S. with an advanced degree and experience in a professional field. In 2017, The New Mainers Resource Center served 438 foreign-trained professionals. 90 students received Job Class certificates and 70% of those students found employment (some students were not work authorized by the end of the class). Mission Portland Adult Education’s mission is "To inspire lifelong learning in a culturally diverse environment.” As part of Portland Public Schools, our programs incorporate PPS’ Vision and Mission: Vision All Learners will be fully prepared to participate and succeed in a diverse and ever-changing world. Mission The Portland Public Schools are responsible for ensuring a challenging, relevant, and joyful education that empowers every learner to make a difference in the world. We build relationships among families, educators and the community to promote the healthy development and academic achievement of every learner. 39 of 69 Staffing and Budget 2016-2017 Expenditures Program FTE Budget Students Academic 7.67 $319,674.00 444 ESOL 14.59 $608,760.00 2036 Job Skills 6.23 $287,636.00 534 NMRC 4 $212,837.00 438 Street Academy 2 $136,693.00 140 Administration/Operations 8 $755,459.00 N/A Enrichment N/A $107,518.00 1486 Total: 42.49 $2,428,577.00 Contracted Staff (FTE) 27.55 Funding Sources Local State/Federal Private Academic 81% 15% 4% ESOL 51% 19% 30% Job Skills 62% 0% 38% NMRC 0% 36% 64% Street Academy 38% 37% 26% Administration/Operations 95% 2% 3% Enrichment 100% 0% 0% 40 of 69 41 of 69  New Mainers Resource Center 2017 Annual Report Executive Summary NMRC’s Mission NMRC’s mission is to support Maine's economic development by meeting employers' demands for a skilled and culturally diverse workforce. Serving over 4,000 students in 2106-2017, PAE has been supporting members of Maine’s immigrant communities to find success and build financial stability through workforce development programs designed specifically for new Mainers, for over 10 years. The addition of the NMRC allows PAE to develop targeted programming focused on the unique needs of those who come to the U.S. with an advanced degree and experience in a professional field. Need Maine’s population has begun to decline. For the state to have a vibrant economy it will need to attract more foreign-born workers as well as retain and support the nearly 20,000 refugees and immigrants living in Southern Maine alone, in order to combat Maine’s ‘demographic winter’. Barriers to Employment Foreign trained skilled professionals face many barriers as they seek to enter the Maine workforce. In addition to requiring an adequate level of English competency, these barriers include lack of information about: career pathways, transferring credentials, US standards for resumes, interviews, and American workplace culture. NMRC 2017 Program Data and Impact  438 people received services; 261 were new in 2017; 171 continued from previous years  317 people received case management/career advising  81% of those eligible to work and receiving case management/career advising services found jobs  Job class students report higher wages than area minimum wages, receiving an average of $12.84  NMRC program participants are successful at getting jobs in all sectors  In 2017 NMRC programmatic offerings designed to help immigrants overcome barriers and engage with employers had 566 participants  A majority of new Mainers served by NMRC have a bachelor’s degree or higher Conclusion Maine's economy is changing; we are seeing record low rates of unemployment and an increased interest from employers to recruit and hire candidates from immigrant communities. This has led NMRC to forge new employer partnerships this year, create innovative approaches to training, and has allowed NMRC participants an easier path to employment. However, many new Mainers can get 'stuck' in these low-paying, low-skilled jobs. In the coming year it will be NMRC's role to reach out to these individuals and create opportunities for advancement through networking, exposure to appropriate job openings, engagement with employers, training and other strategies to assist with career advancement. Due to both a lack of understanding of this issue and a lack of financial support for those who need assistance there continues to be a need for greater facilitation and recognition of foreign degrees and credentials and support for individuals pursuing further education and/or a path to professional licensing. 42 of 69  New Mainers Resource Center 2017 Annual Report TABLE OF CONTENTS Overview 3 NMRC 2017 Program Impact 4 Success Stories 5 NMRC Programmatic Offerings 7 Leveraged Resources 9 Employer Partners 10 Conclusion 11 2018 Goals 12 Appendices Appendix A. PAE Immigrant Enrollment Chart 2017 13 Appendix B. NMRC 2017 Programmatic Offerings 14 Appendix C. Portland Adult Education 2016-2017 Summary 18 Appendix D. Sampling of Employers that Hired NMRC Program Participants in 2017 20 43 of 69  New Mainers Resource Center 2017 Annual Report OVERVIEW NMRC’s Mission The New Mainers Resource Center (NMRC) was created in 2013 by the Maine State Legislature to develop and execute a strategy to integrate and better utilize the skills of foreign trained immigrants living in Maine. Established as a pilot project at Portland Adult Education (PAE), NMRC’s mission is to support Maine's economic development by meeting employers' demands for a skilled and culturally diverse workforce. PAE has been supporting members of Maine’s immigrant communities to find success and build financial stability through workforce development programs designed specifically for new Mainers, for over 10 years. The addition of the NMRC allows PAE to develop targeted programming focused on the unique needs of those who come to the U.S. with an advanced degree and experience in a professional field. Need Maine’s population has begun to decline. This has a direct link to labor shortages and the ability for economic growth in the state. Natural population growth (births) and in-migration from other states will not provide enough people to meet the current labor demands, let alone address the need for economic growth in the state. Maine needs to attract more foreign-born workers as well as retain and support the current immigrant population in order to combat Maine’s ‘demographic winter’. Demographic Information Southern Maine is home to nearly 20,000 Total NMRC Participants by Year refugees and immigrants, with Portland being a major resettlement city for primary 2014 2015 2016 2017 and secondary immigrants. Students at PAE come from all over Maine and more than 438 438 82 different countries and range in age from 18 – 80+ with over 2,036 English language students in the 2016-2017 school 325 year. Economic need is also a defining trait of most PAE students with many receiving 204 some type of public assistance. Most English language students and their families are refugees or asylum seekers, attempting to restart their lives after fleeing war or government persecution. See Appendix A. PAE Immigrant Enrollment Chart 2017 for more specific PAE Annual Totals of Program Participants demographic data. 44 of 69 Barriers to Employment Foreign trained skilled professionals face many barriers as they seek to enter the Maine workforce. In addition to requiring an adequate level of English competency, these barriers include lack of information about career pathways, transferring foreign earned credentials, and US standards for resumes, interviews, and American workplace culture. In addition, they must navigate the complicated vocational licensing system and educational systems as well as combat employer misperception, discrimination and the loss of professional networks. NMRC strives to help remove these barriers for our students through a variety of classes and services. NMRC 2017 PROGRAM IMPACT Overall Program Results Completing its fourth year, the demand for services remains consistent:  438 people received services o 261 were new program participants in 2017 o 171 previous students continued to receive services  317 people received case management/career advising Employment Results Maine’s low unemployment rate has been a benefit to new Mainers as they look for work. New Mainers receiving case management services from NMRC in 2017 were very successful at finding jobs:  317 of the 346 people eligible to work received case management/career advising services  81% or 256 of those eligible to work and receiving case management/career advising services found jobs Job Class Highlights Job Class A (ESOL 3 and 4) and Job Class B (ESOL 5 +) have been offered at PAE for over 10 years. These classes, which are offered 3 times a year, provide the foundation for NMRC programming. Offering an intensive experience, these classes include: job search strategies, networking with employers, ESOL for those students at a lower English level, connection to other NMRC and PAE resources, and career advising after the end of the class. Community Financial Literacy (CFL) is a partner in offering the financial literacy component as part of class. 45 of 69 These classes are incredibly diverse in many ways. In a single Job Class, students might 2017 NMRC Participants/Students by represent 8 different countries and collectively Most Frequent Professional speak over a dozen different languages. Their educational and professional backgrounds vary Backgrounds just as widely. The same class can consist of students who began their careers directly after Business/Economic 99 high school to those who have decades of Healthcare 72 experience as doctors, engineers, and judges. Despite these differences, they have each Computer/IT 39 enrolled in the Job Classes because they share a Arch/Engineers 36 strong desire to put their skills and experience to Education 32 use in Maine, their new home. Of the 88 job Legal 19 seekers who took these classes in FY 2017, 0 20 40 60 80 100 120 78.4% have found employment across a wide Professional Backgrounds range of industry sectors. Job Class Students Have Higher Wages Job class students also report wages that are higher minimum wage: - $12.84 - average reported wage of Job Class students - 93% of Job Class students who reported wages were paid over the Portland minimum wage of $10.68 (2017 minimum) - 78% of Job Class students who reported wages were paid at least 25% above the Maine minimum of $9.00 (2017 minimum) - 78.4% of Job Class graduates obtained jobs. SUCCESS STORIES The successes of NMRC program participants also cut across sectors. Musonda M. - Architect Fleeing for safety from a xenophobic South Africa, Musonda, a Congolese architect landed in Portland in 2016 and found his way to Portland Adult Ed. (PAE). PAE offered free English language classes that equipped him with a solid command of English. Working with NMRC he took Job Class A and learned to navigate the job market. Within two months of his Job Class graduation, and only six months in the U.S., Musonda was able to secure a position as an Architectural Designer at an international engineering firm located in Portland. He will continue to work with the New Mainers Resource Center as he settles into his new position, and as he makes steps towards becoming credentialed as an architect in Maine. 46 of 69 Michel T. - Healthcare – Lab Technician “Like most immigrants arriving in Maine I faced so many challenges and uncertainty about the future of my career and as a result, driven to despair to just do any kind of job just to survive and pay bills. My hopelessness faded away when I first went to NMRC and I found a new hope. Considering my experience in laboratory science I was advised to do the following:  Enroll in a phlebotomy course which will open up opportunities to work in the health care field and eventually will make a way to get back into my profession.  Enroll in Job Class B at NMRC so that I could learn about the job search process in the USA. This class did a wonderful job of providing the tools that made me a success in my job search. I was offered 3 positions at the same time by three great organizations in (Red Cross, Mercy Hospital and MaineHealth).  I was encouraged to have my credentials evaluated by an accredited organization acceptable to my employer. My transcripts and diploma were authenticated and I was given an equivalent of a US bachelor’s degree, with Medical Technology as major area. With this evaluation I was eligible to submit an internal application for a Lab Technician position. I was hired in November 2017 and have been in an intense 2 months of on the job training in the chemistry department. I have recently been approved to work by myself. I am very excited for the opportunity that I now have to contribute to my employer, Nordx, and the economy of the State of Maine. The counsel and training I received from NMRC has greatly contributed to my progress.” Michel T. Sam K. – Electro Mechanical Engineer “I’m originally from the Democratic Republic of Congo. I’m grateful to Portland Adult Education for contributing to the success of my career. Before coming to the U.S., I studied and worked as an Electro Mechanical Engineer. When I arrived in Maine, I was feeling discouraged because I knew it was not going to be easy for me to return to my career. I had a foreign degree, and even though I had years of experience, without the help of PAE, finding work was not going to be easy. In June 2016, I registered at PAE to improve my English fluency and vocabulary skills. Earlier this year, I enrolled in the NMRC Job Class Program. This program not only helped me to gain more confidence in job interviews, but it also gave me a better understanding of how to market myself more effectively to employers. These are things I wasn’t quite sure about before. I knew little about the American culture, such as body language and other gestures. Pursuing my career, which seemed very challenging at the beginning, is now much easier. Right now I am pleased to say I am hired since last July by On Semiconductor, formerly known as Fairchild 47 of 69  Semiconductor as a full time Maintenance Technician. I really enjoy my job now and my new company! Thank you to the Portland Adult Education team, instructors, administrators, and partners for your support!” Sam K. More Success Stories Tam T., from Viet Nam, is a former PAE/NMRC student and PAE Computer Lab Summer Coordinator. She works for the City of Portland as a Computer Programmer Analyst. She continues to stay involved at PAE by helping in whichever way she can. Innocent B., a former NMRC/PAE student from the Democratic Republic of Congo, was recently hired by Chewonki Foundation as IT Help Desk. Steve B., a former NMRC/PAE student from Burundi now works as a Teller at Key Bank. In 2017, representing NMRC/PAE on behalf of the Maine Adult Education Association, he gave a presentation at an event at the Statehouse in Augusta. Abdul Q., a physician who worked as an interpreter for the US army in Afghanistan was one of NMRC’s earliest students. In June 2017 he graduated from UNE’s Physician Assistant program. He is now working as a Physician Assistant in the Urology Department at MaineMed. Olesya S., a former NMRC/PAE student from Russia now works as a HR Generalist at Growers Express. She continues to look to NMRC as a recruitment source and assists Job Classes with mock interviews. NMRC PROGRAMMATIC OFFERINGS The New Mainers Resource Center provides a range of services to meet the individual needs of each student. This is necessary because immigration status affects a person’s eligibility to work. Many of the people receiving services from NMRC are asylum seekers who are required by federal immigration law to wait 150 days from the filing of their asylum application before they can apply for work authorization. They then may need to wait several months before they get their work authorization and Social Security numbers. NMRC services are designed to meet each person’s needs taking into consideration their English level, prior training and experience and where they are in the work authorization process so that they may benefit as much as possible from the services that are available. See Appendix B. NMRC 2017 Programmatic Offerings for a complete list with descriptions of these offerings.  In 2017 NMRC programmatic offerings had 566 participants. These offerings, which were open to NMRC program participants, PAE students and the general public included, amongst others:  A series of workshops offered throughout the year focused on job search strategies 48 of 69   Specific courses to help people take tests such as: TOEFL Prep course, court interpreter course and commercial drivers’ license (CDL)  Contextualized English courses for health professionals, computer/IT professionals, accounting and finance professionals and education professionals  Professional networking groups for health professionals, finance people, electrical engineers and IT professionals and education professionals  Job fairs or employer networking opportunities for employers in the hospitality sector, health sector, and public sector  Summer communication classes – pronunciation and interviewing  One-on-one engagement opportunities with employers such as job shadowing, mentorships, attending sector related conferences, internships Career Guidance Advice and Case Management One important component of NMRC programming is the individualized career guidance, advice and case management that program participants receive. This is important particularly as they try to understand and maneuver professional licensing requirements and take steps to move up the career ladder in their chosen field. The initial goal for many people is to help them find employment in a job that utilizes as much of their previous training and experience as possible and that will provide opportunities for career growth. Career advising and case management takes into consideration: ● English level ● previous training and experience, need for additional training or education ● availability of training resources or scholarships ● job search skills and familiarity with US work culture ● access to college transcripts and diplomas ● work authorization status, i.e., when will they be able to work ● family commitments both in the US and in country of origin ● office and computer skills Educational Level Among NMRC Participants by ● need for specific Year credential or license in their 200 180 158 professional field, 136 150 an understanding of that process and 100 75 likelihood of 48 51 45 45 successful 50 24 30 25 29 completion 0 ● access to High School Diploma Some College Undergraduate Graduate Degree and transportation, Degree Above need for child care, etc. 2015 2016 2017 Many people are pursuing more than just the short-term goal of finding their first job. NMRC staff is available to work with people who may have been here for several years, are working and are looking to advance their careers. A majority of new Mainers served by NMRC have bachelors’ degrees or higher and come with years of experience. They may be pursuing longer term goals that require a professional 49 of 69 license or credential that may take additional years of experience and study and involve a complicated and costly path to licensure that requires expert guidance to understand, maneuver and weigh the various available options. LEVERAGED RESOURCES Portland Adult Education Resources One great advantage of having NMRC provide services through PAE is the ability to take advantage of and leverage other PAE programming. The vast majority of NMRC program participants are either current or former PAE students. Being a program within PAE provides easy accessibility to NMRC services for PAE students and allows NMRC to take advantage of the support provided by PAE and Portland Public Schools. PAE served more than 4,000 students in the 2016/2017 school year and offered 6 levels of ESOL classes. Students who are in the higher level of these classes focus on reading, writing and grammar in an academic context to prepare for employment and continuing education. For those students whose English is beyond ESOL classes there are Language Arts classes. These prepare students who are pursuing a high school diploma or a college education. PAE also offers a wide range of Job Skills courses. These courses and certificate programs require a higher level of English proficiency, but for many new Mainers provide an opportunity to refresh or learn new skills that will enhance their ability to find employment. Courses include: office and computer skills, accounting and finance related courses, medical office skills and CNA. The English Language Computer Learning Lab provides a flexible, supported learning environment for NMRC students as they work to improve their English or job search skills and actively pursue employment. See Appendix C. Portland Adult Education 2016-2017 Summary for more detail regarding PAE offerings, utilization and student demographics. New Mainers Resource Center Funding Sources NMRC has been successful at raising funds from a range of funding sources including:  State Appropriation  JT Gorman Foundation  Bank of America  New Mainers Fund  Portland Jobs Alliance  Integrated Education and Training Grant  UNE New Mainer Health Pipeline Grant  Friends of Portland Adult Education  Maine Community Foundation - People of Color Fund  Betterment Fund  Rines Thompson Fund NMRC works cooperatively with Friends of Portland Adult Education (FPAE) which also raises funds on behalf of NMRC. Total Support for NMRC in FY 2017 - $270,597. 50 of 69 Community Collaborations and Partnerships To the greatest extent possible, NMRC and PAE seek to partner with other educational and training providers, employers, and other community agencies to leverage as many resources as possible for our students. NMRC and PAE work in close partnerships with: Catholic Charities, the City of Portland Office of Economic Opportunity, Goodwill Workforce Solutions, Fedcap, City of Portland General Assistance, CEI, CareerCenter, Community Financial Literacy and Immigrant Welcome Center of Greater Portland. We also participate in a number of coalitions:  Greater Portland Workforce Initiative  Welcoming Immigrant Network  Maine Immigrant Rights Coalition  Asylum Seekers Working Group  Teach Portland  Diversity Hiring Coalition  Maine Health Workforce Forum  Greater Portland Refugee and Immigrant Healthcare Collaborative  Maine Adult Education Association  Cumberland County Adult Education and Career Development Hub EMPLOYER PARTNERS The New Mainers’ Resource Center supports the development of Maine’s economy by helping to meet employers’ demands for a skilled and diverse workforce. It provides individualized services and builds long lasting partnerships with local companies who want to hire talented, internationally trained professionals. A partial listing of employers who have hired NMRC students in 2017 is provided in Appendix D. Sampling of Employers that Hired NMRC Program Participants in 2017. Below are highlights of the services provided to employers: ● Recruitment Events - PAE has close to 1,000 students come to its building each day. By partnering with NMRC, employers can access this wide range of candidates. Types of events include: ○ Company interviews at PAE ○ Industry focused job fairs ○ Employer networking opportunities ○ Reverse job fairs (focus on applicant vs. employer) ○ Company tabling or informational sessions ○ Classroom presentations ○ Referrals for specific job openings ● NMRC works directly with employers to determine the skills and experience needed for the positions they are striving to fill and will match those positions with candidates from our qualified and vetted talent pool. ● Tailored training and industry focused classes - Employers play an important 51 of 69  role in NMRC programming. Receiving their input about their workforce needs, potential job openings, and job applicant requirements helps us make sure our program participants are qualified candidates and prepared for the jobs for which they are applying. CONCLUSION Given the high employment level of students (80% who received case management/career advising have jobs) and the number and range of employers from across all sectors who have partnered with NMRC and hired NMRC students, it appears that NMRC is meeting its overall goals of helping employers hire a qualified, skilled and diverse workforce and helping Maine’s immigrant and refugees overcome barriers to employment. But, there are other factors that impacted our programming in 2017 and that need to be taken into consideration as we plan for the future. Maine's economy is changing; we are seeing record low rates of unemployment and an increased interest from employers to recruit and hire candidates from immigrant communities. This has led NMRC to forge new employer partnerships this year, create innovative approaches to training, and has allowed NMRC participants an easier path to employment. The low unemployment rate brings challenges to our participants as well. An abundance of entry level positions makes it easy for foreign trained professionals to take a job which has no relation to their educational and career background, thus diverting them from their ultimate goal of re-entry into their career. With these new developments came a new opportunity in 2017 for NMRC to more deeply engage with our mission. In a competitive economy, immigrant candidates have to work even harder than the Maine- born population in order to obtain the same positions, even entry level positions. In times of low- unemployment, obtaining their first position is easier for all candidates, including new Mainers. This first job is a vital step on their path back to their careers, however many new Mainers can get 'stuck' in these low-paying, low-skilled jobs. NMRC's role is to create opportunities for advancement through networking, exposure to appropriate job openings, and training. With this in mind, NMRC added several new industry-specific classes in 2017, has more consistently offered its professional networking groups, and set-up some specific opportunities such as job shadowing, mentoring and internships as a way to help move new Mainers into a career path that will provide a chance to move up a career ladder. It has also tried to work closely with employers, vetting potential job applicants before making referrals for openings. Some examples of the ways that NMRC plans to be able to help move people forward include our initiative around professional licensing. With support from the Betterment Fund we are undertaking a research project to make information about professional licensing easier to understand and more accessible. Another initiative is our focus on the education sector in which we are working on the development of an education certificate program that will better prepare people for pursuing careers in the education field by familiarizing them with the US education system, teaching methods, etc., assist them with evaluations of their degrees and certification requirements to become teachers, and also prepare them for the college level courses and tests they will need to take to become fully certified. 52 of 69 2018 GOALS In its 2016 report NMRC laid out some specific steps it needed to take. Progress has been made on many of these but there is much more that could be done, so several of these goals will be carried forward to 2018. 1. We have worked on trying to improve our communication with PAE staff and students and members of the immigrant community through a greater effort with our social media (email blast, NMRC website and Facebook) and internal PAE communications and will adopt a communication plan in 2018 that will help systematize these efforts. 2. As is demonstrated by our programmatic activities across a range of sectors we have worked to provide more opportunities for our students to engage with employers. We will continue with these efforts and are looking at some additional industries such as construction and education to meet the needs we have heard from employers. 3. We continue to try to refine our data collection methods and are moving toward an approach that will allow more in-depth analysis for measures of success. 4. Stabilizing our funding at a sufficient level to meet demand continues to be a primary objective. In 2017 efforts were initiated to diversify our sources. This will continue in a more significant manner in 2018 by adapting our programs to qualify for existing training resources and reaching out for more engagement with the business community. 5. While we have attempted to expand and systematize employer engagement and outreach to community groups and other service providers, it has generally not been necessary to reach either individuals or employers looking for our assistance as we have been working at our capacity to meet their needs. However, going forward, if our goal is to reach those new Mainers who have been here for several years, and essentially “stuck” in positions that do not provide a path for career growth or opportunities, we will need to find ways to reach out to these people to let them know of our services. We will also need their input about what they need to move forward which will likely require a wider range of strategies to match them with and engage the employers in their chosen field. 6. Looking back to an issue raised in our 2015 report, there needs to be greater facilitation and recognition of foreign degrees and credentials and support for individuals pursuing further education and/or a path to professional licensing. There continues to be both a lack of understanding of this issue and a lack of financial support for those who need this assistance. NMRC has been able to devote some resources to this and has developed a level of expertise on this issue. In 2018, with support from the Betterment Fund, it will develop information around some specific professional licensing pathways with a goal of providing greater transparency and understanding for not only individuals in those professions, but other service providers as well. NMRC will continue to advocate for greater understanding of this complex issues and for funding in this area. 53 of 69 APPENDICES Appendix A. PAE Immigrant Enrollment Chart 2017 PAE Immigrant Enrollment Chart 2017 Congo DRC 378 Angola 349 Iraq 215 Somalia 205 Burundi 175 Rwanda 107 Sudan 92 Djibouti 80 Vietnam 39 Total Immigrant El Salvador 35 Enrollment for Cambodia 29 September 2016 - Afghanistan 22 June 2017: Congo Brazzaville 21 2,036 Syria 20 Number of Ethiopia 20 Countries Eritrea 20 Represented at Guatemala 18 PAE: China 16 82 Iran 13 Jamaica 11 South Sudan 10 Russia 10 Honduras 10 IVORY COAST 9 Gabon 8 Burkina Faso 8 Cameroon 6 0 50 100 150 200 250 300 350 400 Number of Students Countries with 5 or less students attending: Argentina, Azerbaijan, Bangladesh, Belarus, Benin, Bosnia, Brazil, Canada, Central African Republic, Chad, Colombia, Costa Rica, Cuba, Dominican Republic, Egypt, Gambia, Germany, Ghana, Guinea, Haiti, Hong Kong, India, Indonesia, Kazakhstan, Kuwait, Lebanon, Macedonia, Mexico, Mozambique, Myanmar, Nigeria, Pakistan, Palestine, Papua New Guinea, Peru, Philippines, Poland, Puerto Rico, Senegal, Serbia, South Korea, Spain, St. Lucia, Taiwan, Tanzania, Thailand, Tibet, Togo, Turkey, Uganda, Ukraine, Venezuela, Zambia, Zimbabwe 54 of 69  Appendix B. NMRC 2017 Programmatic Offerings – Total Participants – 566 Offering Description Date Number of Participants Winter, Spring Workshop topics included: A series of workshops 25 and Fall ● Overview of the Job Search Process offered 2-3 times each 2017 ● Using Online Resources year, once in the Fall, Workshop ● Matching Your Skills to the Job Description and the other divided Series ● Resume Writing between Winter / ● Cover Letter Spring Semesters ● Filling out Application ● Interviewing Overview and Practice Job Class A Winter- 1/17/17- 54 This is a 7-week intensive training designed for immigrants 3/2017 with low-intermediate (ESOL levels 3-4) English language skills who are looking for their first jobs in the U.S. It Spring- 5/1/17-6/12/17 includes: job search skills, English for work, U.S. workplace culture, financial literacy, and basic computer skills. Area Fall- 9/18/17- employers are actively involved in the program, visiting the 11/06/17 classroom to share information about their companies, providing mock interview practice as well as hiring graduates. Graduates of the program receive a certificate detailing their attendance hours and competency achieved in 12 employability standards. They also participate in one-on-one job search support with their teachers. Job Class B Winter 34 Similar to Job Class A, this class is geared for higher English 1/17/17 - 3/2017 proficiency students placed at ESOL level 5 and higher who will be looking to either advance their work situations or Spring apply for work in entry-level career fields where students can 5/1/17 - 6/12/17 begin to apply their professional, transferable skills. Focus of the class is on navigating resources within students’ Fall particular fields of interest. This course will run on Tuesday, 9/18/17 - 11/06/17 Wednesday and Thursday mornings. Students in both courses can participate in computer tutorials and receive assistance with online job search tools and meet with their teachers one-on-one. Prior to enrolling in either of the above classes, students must participate in an intake session scheduled prior to the start of each course. Engineer/IT This is a professional support group for those who have Ongoing 47 Professional worked as an electrical engineer or in the electrical field or Group computer/IT field with an interest in electrical and technical Meeting professions. 55 of 69 TOEFL Winter: 24 The TOEFL Prep Course is for individuals who are preparing Preparation 1/11-2/8/17 to take the Test of English as a Foreign Language. The Courses ongoing group is open to ESOL 5 or above. Spring: 3/1/17-6/7/17 Fall: 9/19-11/1/17 English for Winter 2017 5 This course was offered to foreign trained professionals with Accounting training and experience in the fields of accounting, finance and Finance and economics who want to become familiar with the US finance system, learn the terminology of the field, and improve their Excel skills. Students should be ESOL level 5 and above. It covered such topics as: ● Common accounting and finance jobs ● How to evaluate a company's performance Financial markets and instruments ● Accounting and finance in the government and non- profit sector. Additional focus was put on: ● Using Microsoft Excel ● English and communication skills English for Winter 2017 8 Computer/IT This course was offered to foreign trained computer/IT Professionals professionals or ESOL students who are working in the computer/IT or related field. The course: ● Explored career goals and jobs in computer/IT field ● Included an overview of job search skills, workplace communication and computer/IT terminology ● Focused on pronunciation ● Provided opportunities to meet and network with employers Health These group are for health professionals or doctors or for Ongoing 23 Professional those who are interested in careers in the healthcare field and Doctor Groups Accounting, This meeting will provide a chance to share resources and Ongoing 61 Finance information with others and to participate in discussions Professionals about topics of finance related to the interests of the group Group 56 of 69 Educational This group is for anyone interested in working in the public Ongoing 19 Professional schools and is not just for people who want to teach. Group Maine Medical Representatives from MaineMed came to PAE to share 2/9/17 35 Center information about employment opportunities in: CNA, Employer Pharmacy, IT and EVS (cleaning). Panel Maine State Six departments from the State of Maine came to present 3/2/17 61 Job Fair their job openings: - Department of Transportation - Department of Corrections - Department of Motor Vehicles - Department of Administrative and Financial Services - Department of Health and Human Services - Natural Resource Service Center English for This course was offered to foreign trained health 4/10/17- 6/14/17 5 Health professionals or ESOL students who are currently working in Professionals a healthcare related field. The course explored career goals in healthcare including an overview of job search skills, communicating with patients and other healthcare professionals, medical terminology, the US healthcare system and cultural sensitivity. Additional focus will be put on pronunciation. Students for this course should be ESOL 5 or higher or ESOL 4 with a teacher recommendation Hospitality Job Participating Employers Courtyard Marriott The Press Hotel 4/25/17 34 Fair Inn at Diamond Cove Portland Harbor Hotel Westin Portland Harborview Hotel Court This is a new offering for those people who might be Spring 2017 12 Interpreter interested in getting information about and preparing for Prep Course the court interpreter test. Summer The course focused on the job search process; resume 7/11-8/10/17 13 Interviewing writing; reading & understanding job descriptions; selling Class yourself & interviewing, ending with mock interviews. Summer In this class students improve pronunciation and learn how 7/11-8/10/17 32 Pronunciation to speak with a clearer American accent. The speech Class therapy trained teacher uses fun exercises to help students learn how to be understood while conversing in English. Gaining a The purpose of this course is to educate students on the 10/12 – 12/14/17 6 Better background and the importance of income taxes. It will explain and define key terms and concepts. The tax class will 57 of 69 Understanding be helpful for new Mainers who have just started or will soon of Taxes be working and may be filing taxes for the first time. It will provide a basic understanding of taxes in the US. CDL Tutoring We recruited 8 volunteers who are tutoring students in 11/19/2017- Present 17 either a group setting or one-on-one for the CDL (Commercial Driving License) permit exam. We have free study guides available for tutees. Students who pass the CDL permit test are eligible to apply for METRO driving positions which will be available this winter. METRO will hire qualified candidates and provide practical training for the driving portion of the exam. Many school districts are also hiring candidates with CDL permits. Education in 9/19 – 12/12/17 6 the United This course is geared toward new Mainers who were States: A teachers in their home countries or those who are interested Guide for New in working in the school system in the United States. It helps Mainers students understand how the US and Maine educational systems work and what it takes to get a job in a school system. It is also helpful for parents of have children in the school system and who just want to have a better understanding of the schools in their new country. This course is for ESOL Level 5 and above, or ESOL 4 with a teacher recommendation. Networking/ Throughout the year, students are presented different Throughout the year 27 Mentoring/Job opportunities to network and connect with employers and Shadowing/ other professionals in their field. These opportunities are Internships based on the students interests and needs and could include job shadowing, mentorships, a paid or unpaid internship or volunteering and job shadowing. Outreach and Examples of efforts in inform new Mainers of our services Fall 2017 18 Orientation include participating in the UNE Health Fair at the Portland Events Public Library and orientation sessions for new PAE students Total Programmatic Participants 2017 566 58 of 69 Appendix C. Portland Adult Education 2016-2017 Summary 59 of 69 60 of 69 Appendix D. Sampling of Employers that Hired NMRC Program Participants in 2017 Company Industry Alere Manufacturing Amec, Foster, and Wheeler Architecture American Red Cross Healthcare Americorp Education Antoine’s Textile Production Auto Europe Account/Tourism Barber Foods Food Production Bernstein Shur Legal Biodiversity Research Institute Environmental Black and Decker Mechanical Bowdoin College Education Boys and Girls Club Education BSC Cleaning Custodial Bujabelle African Restaurant Restaurant City of Portland Government Computer Solutions IT Dielectric, LLC Manufacturing FedCap Social Services Francis Hotel Hospitality Gateway Community Services Social Services H&R Block Financial/Banking Hampton Inn Hospitality Infinity Federal Credit Union Financial/Banking Kerry Temp Staffing Agency Key Bank Finance/Banking Key Bank Finance/Banking Learning Works Education Little Red School House Education Maine Health Healthcare Maine Today Media Production 61 of 69 On Semiconductor Manufacturing Oxford Street Shelter, City of Portland Social Services Piedmont Airlines Aviation Port City Architecture Architecture / Design Portland Adult Ed Education Portland Museum of Art Non-Profit Portland Public Schools Education Pratt Abbott Production Quality Containers Production RCSS Social Services Residence Inn Marriott Hospitality Taco Bell Restaurant Tyco Food Production Union Bagel Restaurant Westin Hotel Hospitality WEX Finance/IT Woodlands Senior Living Healthcare YMCA Non-profit 62 of 69 63 of 69 Report prepared by NMRC staff March 2018 New Mainers Resource Center Maine’s Welcome Back Center Portland Adult Education 14 Locust St. Portland, Maine 04101 207 874-8155 www.nmrcmaine.org nmrcmaine@gmail.com 64 of 69 portland adult education 2 01 6 -2 0 17 SU M MARY New Mainers Resource Center We help foreign-trained professionals get jobs in their fields. PAE se r ve d 3,717 s tud ents i n 2016 - 2017 . • 438 foreign-trained professionals were served: 299 received career advising; 285 participated in offerings (calendar year 2016) • 90 job seekers took Job Class, Lifelong Learning: Enrichment Program Academic Programs with 70% of participants finding employment We offer courses in fitness, fine arts, home and life skills, We teach Math, Language Arts, Science and Social Studies to languages, personal finance, and wellness. prepare students to receive a diploma or enter college. • 1,486 community members took classes. • 444 students took academic classes. • $103,169 in revenue contributed to PAE programming. • 98 students passed the high school equivalency exam or HiSET (formerly GED) and 40 received a High School Diploma. • 26 students from PAE’s College Transitions program were awarded $3-5,000 James & Marilyn Rockefeller Transition Scholarships, and 15 alumni achieved placement on the Dean’s List at SMCC and 4 at USM. English Language Learning Lab •274 ESOL waitlist students were able to begin their language study directly following their intake test. •221 ESOL students extended their language study beyond the classroom by completing ESOL Program: English Language and Literacy hours in the lab We teach English to immigrants from the literacy level • 46 New Mainers Resource Center clients used through advanced English. lab resources to navigate their pathway to employment • 2,036 immigrants from 82 countries took English classes. • 84 Students continued their English language • 705 new ESOL students came to intakes. acquisition in the lab’s supportive environment • More than 50 classes were taught by 25 ESOL teachers. during a 4-week summer session funded by the John T. Gorman Foundation.. Street Academy: Serving Homeless Youth We ensure that homeless youth in Maine have Job Readiness: Job Skills Program free access to appropriate public education and workforce training. We prepare students for better jobs through technology, office skills, and occupational training. •140 homeless youth received job training and academic preparation. • 534 students took job skills courses. • 129 students earned CNA credentials. 65 of 69  Economic Development Department Gregory A. Mitchell, Director MEMORANDUM TO: Economic Development Committee FROM: Greg Mitchell DATE: July 12, 2018 SUBJECT: Possible Municipal Funding Options to Support Workforce Development This memorandum seeks EDC discussion and general direction related to two new possible City of Portland funding options to support increased capacity of the Portland Office of Economic Opportunity and new City workforce development programs. The two new possible City of Portland funding sources include: ORDER 224-17/18 REFERRING (TO THE EDC) A PROPOSAL TO INCREASE FEES TO ADVANCE WORKFORCE DEVELOPMENT AND OFFICE OF ECONOMIC OPPORTUNITY. Copy of the City Council Order is attached. TAX INCREMENT FINANCING (TIF) DISTRICT FUNDS. State of Maine Law supporting TIF districts allow for TIF funds to be invested in workforce training programs. The State TIF Law citation MRSA Title 30-A, Chapter 206: DEVELOPMENT Districts 5225, Project costs, C. “(4) Costs of services and equipment to provide skills development and training, including scholarships to in-state educational institutions or to online learning entities when in- state options are not available, for jobs created or retained in the municipality or plantation. These costs must be designated as training funds in the development program;” To date, Portland has not included investment in workforce training programs in any City Council approved TIF Districts. As a reminder, the City has three large City Council approved area-wide TIF Districts which include the Waterfront, Downtown/Transit Oriented, and Bayside TIF Districts. See attached TIF District map. I note that one unique aspect related to use of TIF workforce investment funds is that they can be invested city-wide. This means that use of TIF funds, for workforce training, is not restricted to in District investments. Also, I note TIF District funds are utilized to cover a portion of the annual administrative staff costs for the Economic Development Department. 66 of 69 Also, the City Manager has asked staff to review the three City Council approved existing area-wide TIF Districts (Waterfront, Downtown/Transit Oriented, and Bayside) to recommend possible amendments which could include investment in workforce training, increasing the TIF capture rate for the Downtown/Transit Oriented District, and geographic expansion options for the Waterfront TIF District. I note that it is always beneficial to add state allowable TIF district investment options to locally approved TIF districts. Adding options does not obligate the City to make TIF district approved investments, but it does allow the City the option to do so. I am planning to present staff recommendations for possible area-wide TIF District amendments this September/October. NEXT STEPS Receive EDC general direction to instruct staff to propose detailed proposals, at future EDC meetings, related to the two above municipal funding sources. 67 of 69 68 of 69  NT ST PAR SO N S RD BRYA Tax Increment Financing BAY V IE WD R CHEN ERY ST Districts on Peninsula E AV AN OC E CO DMAN EXIT 8 ST February 2018 HERS EY ST ST E ST CLIFT ON FO RE GR AC GR ACE ST PL VAN NA PLO WMAN ST AV H AVE ST EA ST ER NP E WOODFORD ST RO ME NO NA H DE RT Legend ST ST N TO AN D 5 E ST G I - 29 V ER L IN RE AR E RS T EL ST S M Proposed WTIF L N EA RO ON TO TR T IF SE S CL ST ST O N N E ST ST M R Deering Place AH T U U E O FO YL ST N W ST LB W RE CO LD IL AL M NT U LI E EM ST ST O GO S ER ST ER AV LM CLAIR M CLAIR 58 Boyd St AH SO E BE O C N ST RN U R N TT VE TU HAM O ST IN E EC G R MO NT CO CT MO NT CT ST S N T MO NT VE MO 17 Carleton St AH HS ST T CLAIR CT DS T MA RG INA NS M UT MA E ST IT R HO T WH MO R C W Bramhall/Holt Hall IL E DA EB L AR RT SH QU ST D VE ER ST S L WAY ID FA YE PE R 409 Cumberland Ave Affordable Housing AN LA ST E ST LINDEN ST BE CO TTAG E ST ST C TT ST NO KE Y N S D EXIT 7 RT H TT T O FR IO 134 Washington Ave Affordable Housing O S E AR T IN M EM W M ST M E O GFE LLO W ST AN R TH LON N ST RO CT IN DIA R G ST NE M Baxter Library N S P M U T G N M S ST ST SU T JO RD O RE ES S T T ND ST Y R HO ET EN O S N S LD G S T ER ST LE N T S YE LW T F IE EN Bayside TIF O T RO W S EV AF IL ST S C O EL RD LN X ER N M N E MA FO ST O LS NU S O DE R DE E FO N O O RD DIS N AD SC MO 'B O O T RE EA GR ORTH ST AN PL A R S M E EN WAD SW M IO AN Downtown TOD ST ST LM ER NO DE EE CT LN E OM N ST H AV BE N NC TH ST ST M H RS E RT E LE PR O AS R E U RE LN NR D O TE AV O AF OR GR BO N N TM AS LA O S ER AT D ST W XF ST M Pearl Place RT AR YD NC AN PREBLE ST EXT W L AN ST AT D RK LA O BE T RL ST E DEVON SHIRE ST SC ST ER FR TI EA PA RD T A E LN C O M BE S VI A GI DY HA ST L LL ST K N KD AM RA K M E IC NE ST LI ING N CU S D A LI ST Power Pay W S YT IL LA OR LE N WA FE CL KE 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ST CU RM TY DE N G ST CL AR ST CE K TA RU CT ST T E SP LIN ST M CARROLL ST ST HA G R IN ST SP M DA LE NF MA ST ST SA O RT R R YS LO BR ME Y H PL T TA IG M GS SU SC ST ST HO RD OL BOWDOIN ST FO ST ST IF ST CL OR ND ST BO H G AN ST AC ER OR M BE LE SA ST EM ES T ER Y ST CA S CO ST L ST C HA RD T C OM M ER CIA BA YB 69 of 69 OR ST WE S RI H O RT DG E NF DA