HHS and Public Safety Committee

Remote HHS and Public Safety MEMBERS Meeting Agenda Councilor Anna Bullett, District 4, Chair Councilor April Fournier, At-Large June 10, 2025 at 5:30 PM Councilor Sarah Michniewicz, District 1 Remote Meeting Councilor Wesley Pelletier, District 2 To submit written public comment on an agenda item, email HHSPS@portlandmaine.gov. Submissions must be received by 12:00 pm the day before the Health & Human Services and Public Safety meeting to guarantee their inclusion in the agenda packet. All submissions must include the commenter's name and legal address. To help ensure your comment is submitted for the correct item, please include the name of the agenda item (see below). The Health & Human Services and Public Safety Committee will conduct this meeting remotely via Zoom pursuant to the Remote Meeting Policy adopted by the Portland City Council. Allow your computer to install the free Zoom app to get the best meeting experience. If you are not able to attend live either in person or via Zoom, a recording will be available in the Agenda Center following the meeting. You are invited to a Zoom webinar! When: Jun 10, 2025 05:30 PM Eastern Time (US and Canada) Topic: Remote HHS and Public Safety Meeting Join from PC, Mac, iPad, or Android: https://portlandmaine-gov.zoom.us/j/89654981836?pwd=nLjOqDn3JYKi8pYbLO6mG9rAgbzGi2.1 Passcode:782585 Phone one-tap: +13092053325,,89654981836#,,,,*782585# US +13126266799,,89654981836#,,,,*782585# US (Chicago) Join via audio: +1 309 205 3325 US +1 312 626 6799 US (Chicago) +1 646 931 3860 US +1 929 205 6099 US (New York) +1 301 715 8592 US (Washington DC) +1 305 224 1968 US +1 689 278 1000 US +1 719 359 4580 US +1 253 205 0468 US +1 253 215 8782 US (Tacoma) +1 346 248 7799 US (Houston) +1 360 209 5623 US +1 386 347 5053 US +1 507 473 4847 US +1 564 217 2000 US +1 669 444 9171 US +1 669 900 6833 US (San Jose) Webinar ID: 896 5498 1836 Page 1 Passcode: 782585 International numbers available: https://portlandmaine-gov.zoom.us/u/kbuBl5halF 1. Announcements 2. Review and Approval of Minutes from May 13, 2025 a. Draft MInutes Discussion Re: Investment in Maintenance and Installation of Street Lights (Mike Murray, 3. Director of Public Works) a. Memo 4. HHS Annual Report (Maggie McLoughlin, HHS Director) a. HHS Annual Report Housing Options for People in Encampments (HOPE) Program Update (Aaron Geyer, 5. DIrector of Social Services) a. HOPE 6. Sprinkler Requirement for Single Family Homes (Chad Johnston, Fire Chief) a. Memo 7. Next Meeting: July 8, 2025 Page 2  Health & Human Services and Public Safety Committee April 10, 2025, 5:30 PM Remote Meeting Committee Attendance: Anna Bullett, Chair (District 4), April Fournier (At-large), Sarah Michniewicz (District 1), Wesley Pelletier (District 2). Councilor Attendance: Pious Ali, (At-large) Mayor Mark Dion City Staff: Adam Harr, Executive Assistant; Mark Dubois, Police Chief; Dena Libner, Assistant City Manager; Maggie Mcloughlin, Director of Health and Human Services; Chad Johnston, Fire Chief. Aaron Geyer, Director of Social Services; Invited Panelists: Amy Holland, Statewide Homeless Response System Coordinator; Nakesha Warren, Homeless Response Hub 2 Coordinator. 1. Announcements • None. 2. Review and Approval of Minutes from April 10, 2025 • Councilor Pelletier Moved to approve the minutes and seconded by Councilor Michniewicz. The minutes were approved unanimously 4-0. 3. Built for Zero Panel Discussion (Councilor Sarah Michniewicz) • Councilor Sarah Michniewicz explained how Portland takes an outsized role in the state’s homelessness response. A statewide effort saw Maine divided into 9 homeless response service hubs, adopting the Community Solutions Built for Zero model to get to functionally zero homelessness. Tonight, will look at how Portland fits into this systems-level data driven approach. • Amy Holland, The Statewide Homeless Response System Coordinator of the Maine State Housing Authority explained that the 9 hubs launched three years ago out of collaboration between the Statewide Homeless Council, The Maine Continuum of Care, and MaineHousing, with help from Community Solutions. o Each hub has a coordinator with a neutral employer of record so they work for the community, not just one provider in the hub. o Municipalities, General Assistance, Police, Health Providers o It is a theorized strategy proven to solve homelessness ▪ A by name list for each person experiencing homelessness in each up, including their preferred housing solution, ▪ A point in time counts once a year is not accurate or real time. Page 3  ▪ At any point we can see how many people are experiencing homelessness in the hub and statewide. ▪ Identifying barriers and advocating for resources to fill gaps. ▪ Maine is one of five statewide BFZ initiatives. • We were the first state to implement the hub model. o Functional Zero is defined by a having more housing resources (Outflow) than enter homelessness (inflow). ▪ 15 communities have achieved this. o Efficiently targets resources on the by-name list. With at least 90% on the list, we can understand full nuanced picture and solutions. • Nakesha Warren, Homeless Response Hub 2 Coordinator. o The work the City has done in Hub 2 has been essential. ▪ The HSC ▪ Prevention and Diversion ▪ Street Outreach ▪ HOPE • Have been able to connect people to resources without having stability or any connections around them. ▪ Public Health o 2,024 people are experiencing homelessness in Cumberland County. o The City of Portland’s teams have assessed over 1,200 people. ▪ Data informs increases in vouchers and resources. o The ECRT informed hub resources and added people to the hub by name list. o Collaborating on the people who are the hardest to house and finding the appropriate housing for ran individual to be successful, not just the first one available to be able to have a hosing placement. o Outreach collaboration where all hub 2 outreach providers in Portland came together to discuss capacity. o There is a new Maine Homeless Planning website: https://www.mainehomelessplanning.org/hubs/ o Employment initiative ▪ Looking to help people at every area ▪ Our inflow numbers double our outflow numbers. Committee questions and discussion • Councilor Fournier asked about the analysis of the data collected: who is analyzing the data and what actions are the data informing? March had 12 people return to homelessness and the trend line of total active going up. What is the context hub 2 and statewide? o It may not be that the number of people is increasing, but the number of providers adding quality data increased; we like to see the number going up at this point because we are getting closer to confidence that our data is complete. We will likely see it rise until we see our quality data milestone and then want to see it stay the same then decrease. o We are able to see basic trends. o Hub 2 case conferencing looks at people by name and can see the returns and collaborate on people case by case for people who have timed out of resources. ▪ Are we matching people to the right resource vs any resource to get people housed? the data informs how to proceed to find successful placements. Page 4  • Mayor Dion asked if other municipalities in the county are contributing Data? What municipalities are participating in hub 1/York County? o Hub 2: South Portland is the other municipality participating coordinated entry. o Hub 1: Biddeford, Sanford, Saco, and Kittery. • Councilor Pelletier asked what the by name list looks like on the ground? o A by name list is as it sounds: a list by name of everyone experiencing homelessness in the hub. It contains HMIS data, including their demographics and sub population (veteran, DV, etc.) and the Coordinated Entry Assessment prioritizations core. o Once 90% of people experiencing homelessness are on the BNL and haver been assessed, we will have quality data. • Councilor Bullett asked about data entry and what support is coming from the state level to support his. o Data sharing agreements with entities that have larger capacity for data entry can enter data on behalf of smaller agencies that lack capacity via a data sharing agreement. This is happening in hub 1. o Pursuing funding through Community Solutions to have a statewide data specialist position to support the hubs. o Renewed support from the Statewide Homeless Council and Maine CoC. • Councilor Michniewicz asked if we are approaching quality data? o Hub 5 is close, likely within the next couple of months. o Each hub will be different. o Hub 2 is close too; September is the goal. o From there, the trends will be tracked with trust it is meaningful and can start advocating for targeted resources. 4. Public Safety Update (Mark Dubois, Police Chief) • YTD Citywide: o 8% increase for calls for service o 778 arrests compared to 764 last year. o Total calls for service: 23,013 ▪ 17,000 911 calls ▪ 6,013 officer initiated calls, a 63% increase compared to last year. • Attributed to targeted enforcement and behavioral health calls such as the Monument Square response. • 71 overdoses last month (5 were fatal.) o Is that high? ▪ Consistent with last year. ▪ We sent an advisory when there were multiple overdoses in a short span of time • Shots were fired on Grant Street on Sunday and arrests have been made. • Last remaining person from last year’s Forest Ave shooting was apprehended. • Bayside o Calles for services decreased by 4% compared to last year. o Arrests increased 8% compared to last year. ▪ Warrants ▪ Violations of release ▪ Possession of drugs ▪ Trespass Page 5  o Bayside calls for service: 4279 calls for service ▪ 1,652 officer initiated calls ▪ 2,627 911 calls. o There was a shooting in a DV situation (non-fatal) o Standoff with negotiators. ▪ Chemical munitions were used. Committee questions and discussion • Councilor Pelletier asked for clearance rates from a former presentation. 5. Childcare Concept Proposal (Dena Libner, Assistant City Manager) • Seeking feedback before bringing to the Housing & Economic Development Committee. • At the same time the committee was looking at childcare, the City was looking for childcare solutions for staff as part or recruitment and retention, internally. • Internal analysis showed over 50% of respondents had considered leaving their position due to childcare. • Staff looked at solutions for affordable childcare and for retention. o Looked at Barron Center 2, three quarters of the building has been unused since before the pandemic. The other quarter is the Office of Elder Affairs. o We are getting close to seeing what is possible at that location and would need an RFP to prong childcare licensing expertise to us. o Will seek feedback from the state and fire marshal’s office to make the RFP stronger and successful when issued. o Proposal would prioritize Portland residents and have a set aside for City of Portland employees (who live in or outside the city) ▪ If it somehow did not fill up, would could a third option be? o Looking for a private provider in the Barron Center 2 space, not build a program in- house. o No fiscal impact at this concept stage, but there may be some revenue loss by moving some of the unused licensed beds; staff are researching this fiscal impact. o An operator would take on capital improvements needed at the site. Committee questions and discussion • Councilor Ali asked if this would go on to the DSC budget in this current budget cycle? o No, it should not impact the fy26 budget. ▪ Depending on how much work is needed on the building the program likely wouldn’t start until fy27. • Councilor Pelletier asked what the percentage has been floated? o Hasn’t been discussed yet and is up in the air; it would be the decision of the HEDC to decide. • Mayor Dion thanked staff for their work and encourages moving this forward. • Councilor Michniewicz asked how much, if any, coordination will be needed between this and the housing planned for the Barron Center campus via the recent RFP? o None that we can foresee as the existing building is already well suited to this use. • Councilor Fournier thinks it’s an innovative way to use our resources to support our community and staff. What conditions can we put in re: % dedicated to staff and the hours of operation for the varied shift positions people staff at the City with before and after work hours. Page 6  o The need for flexibility for shift employees is salient and we are identifying the specific barriers, such as opening hour(s) before normal hours or have flexible drop off/pick up. ▪ Cognizant of these for providers to be able to ramp up to and not be too restrictive that the program doesn’t get off the ground. ▪ `Make it clear these are the intents of year 2 of operation. ▪ Some orgs have this figured out (prime time evening care model) • Councilor Bullett requested mandatory Child and Adult Care Food Program (CACFP) program participation for free meals to families that cannot pack lunch. Does the Barron center have a kitchen? o Yes. o There is possible reality where we get the CACFP money. 6. Next Meeting: May 13, 2025 • HHS Annual Report Councilor Michniewicz moved to adjourn and Councilor Pelletier Seconded. The motion passed unanimously 4 -0 and the committee adjourned at 6:41 PM. Page 7 City of Portland | Department of Public Works Michael Murray, Director To: Health & Human Services & Public Safety Committee Councilor Anna Bullett, Chair MEETING DATE June 10, 2025 AGENDA ITEM Agenda Item #3 - Investment in Maintenance and Installation of Street Lights PURPOSE Provide information on the City of Portland’s Street Light program in connection with City’s Vision Zero Initiative. COMMITTEE WORK PLAN/CITY COUNCIL GOAL ALIGNMENT This item supports priority #5 (Safe Streets) on the committee’s 2025 work plan. BACKGROUND/ANALYSIS In 2017, the City of Portland purchased the existing street light infrastructure from Central Maine Power (CMP) for $586,000 - the cost being determined by a formula established by the Public Utilities Commission. Prior to the purchase of the streetlight infrastructure, the city had been paying $1.1 million dollars per year to CMP in a rental and service agreement. Subsequently, the City embarked upon a retrofit of all of the streetlights in Portland with LED lighting, which provides high quality lighting with 70% less energy consumption. This retrofit of approximately 6500 streetlights, was completed as a part of a larger initiative that included outdoor lighting upgrades at some city buildings, and athletic facilities. It also included upgrades to the traffic control system along Forest Avenue and on Marginal Way. The total project cost was approximately $8.6 million dollars; the streetlight conversion accounted for a little over $4 million of that cost. Since the change in ownership and retrofit of the city’s streetlights, maintenance of the street light infrastructure has been assigned to the Traffic Division of the Department of Public Works. There are two basic categories of street lights - cobra heads and decorative street lights - cobra head style lighting and decorative lighting. 1 Page 8  ​ ​ ​ Cobra head ​ ​ ​ ​ ​ Decorative Cobrahead style lighting is usually located high on utility poles, and is usually fed by overhead electrical wires. Decorative lights, of which there are several styles throughout the city, are generally fed by underground electrical supply. There are over 4000 cobra head style lights throughout the city and approximately 2500 decorative style lights. Maintenance of the streetlights are provided by two sources - city staff and a private contractor. Cobrahead light maintenance is provided by a private contractor due to the proximity of the lights to high voltage electrical wires - a utility lineworker’s electrical license is required. The maintenance of the decorative lighting in Portland is provided by city staff, who possess a master electrician’s license, a journeyperson’s license, or a helper’s license. The repair work undertaken by city staff is combined with traffic signal maintenance and repair, which consists of 130 signalized intersections scattered throughout the city. The reporting of streetlight outages comes from a variety of sources including resident reporting through DPW’s Dispatch Office, the See Click Fix app, and an online dashboard provided by a third party vendor who assists with monitoring and lighting adjustment issues. Public Works also provides a yearly point in time survey of all of the streetlights in the city, the last of which was in the fall of 2024. The point in time survey found 471 lights not working (7.2% of all lights), broken down as follows: 197 cobraheads and 275 decorative lights. Many of the decoratives that had an outage were the style of light that consists of a main overhead light and two lower pedestrian scale lights. If any one of the three lights was out, it was listed as an outage. The cause of streetlight outages may be a worn out bulb, worn out or defective controller/fuse, or lack of electricity. Since the point in time survey the city’s contractor has repaired a total of 497 cobrahead lights(which includes the 197 from the survey). The city and its contractor are responsible for repair of the first two categories of outages, CMP is responsible for power supply. Currently, there are a total of 128 work orders prepared for streetlight repair (2% of the total streetlights). To strengthen accountability and guide future improvements, DPW will build a formal performance management framework into its streetlight maintenance program. This framework will include key performance indicators such as percentage of functioning lights citywide, average time to repair by light type, and the geographic distribution of outages. Data will be collected through multiple channels, including real-time reporting, public input via See Click Fix, 2 Page 9 and the annual point-in-time survey. These data will be tracked and analyzed quarterly to identify trends, recurring issues, and areas with disproportionate outage rates. The City will use this information to improve maintenance scheduling, prioritize system upgrades, and report transparently on performance. Over time, this framework will also support strategic decisions around future capital and technology investments, ensure appropriate and equitable distribution of lighting across the city, and help DPW leadership manage staffing, contractors, and operating costs. Staff anticipates sharing this framework and associated data with the committee by Spring 2026. FISCAL IMPACT The Traffic Division FY26 operating budget carries approximately $335,000 in direct expenditures for streetlight maintenance. This figure does not include DPW staff or vehicle costs. CONCLUSION(S) The conversion of Portland streetlights from rental status to ownership status made economic sense in 2017, and continues to make economic sense in 2025. While there have been cost increases since the installation was completed, those increases are expected, due in part to the equipment being now 7+ years in age, and component replacement is an anticipated expense. PRIOR COMMITTEE REVIEW N/A PREPARED BY Michael Murray Greg Jordan Director Assistant City Manager Department of Public Works Executive Department ATTACHMENTS None ​ 3 Page 10  City of Portland Health & Human Services 2024 Annual Report Page 11  Table of Contents Director’s Letter 1 Portland’s Demographic Profile 2 Housing & Homelessness 3 General Assistance 12 Substance Use 16 Disease & Prevention 20 Aging, Older Adults, and Disability 34 Organizational Competencies 39 Community Partnerships 40 Glossary 42 Feedback Survey 43 Health & Human Services 2024 Annual Report Page 12  Director’s Letter MARGARET McLOUGHLIN, HEALTH & HUMAN SERVICES DIRECTOR Dear Portland Community Members, syringe waste management plan by increasing I am delighted to share with you the City of outreach pick-ups, fostering intercity Portland’s Health and Human Services (HHS) collaboration, providing client education, and Department Annual Report. This review is a expanding community sharps disposal sites. We snapshot into the multitude of diverse initiatives played a significiant role in increasing access to and services we deliver across the four divisions of naloxone, a critical medicine to reverse overdoses, the department: Office of Elder Affairs, Public distributing 19,072 doses and contributing to a Health, Social Services, and the Barron Center. As decrease in fatal overdoses. We scaled up someone new to the team in 2024, I was, and preventative measures to mitigate the risk of remain, deeply impressed by the range of services HIV/Hep C outbreaks through collaborative rapid HHS provides to our city and the commitment of testing between our harm reduction programs and our staff to enhance the health and well-being of STD Clinic. Our Senior Outreach Nursing program all Portland residents. was expanded, enabling more seniors to age in place with at-home care, and the Barron Center Portland continues to grapple with many continued its recovery from COVID-19, providing challenges, including the opioid epidemic, the skilled nursing care to 165 residents. These are just complexities of homelessness, and ongoing a few of the many highlights in the pages ahead, all housing challenges. HHS has focused on made possible through collaboration with our leveraging available resources to address the staff, community partners, and, most importantly, immediate impacts of these challenges while you—our residents. driving forward progress on root causes. In 2024, we tackled evolving community needs by While there are many challenges ahead, the implementing new programs, expanding services, momentum of this past year continues to drive our and focusing on practical solutions. Our homeless work. We're committed to a healthier and more services scaled up with 50 additional beds at the equitable future for everyone in our communities, Homeless Services Center. We launched a new pilot including some of Portland’s most vulnerable and program to work collaboratively with partners and underserved populations. With our dedicated an outreach program to deepen engagement with team, strong partnerships, and active community our unsheltered community. Through these engagement, we're excited to see what we can collective efforts, more than 500 residents achieve together in the year ahead. transitioned out of homelessness into housing despite a challenging housing climate. Our Public Thank you for your continued trust and Health Division expanded screening services and partnership in this essential work. Together, we introduced latent TB treatment to our portfolio of are shaping a brighter, healthier future for community-centered services. We improved our Portland. Best, Maggie McLoughlin Health & Human Services 2024 Annual Report PAGE 1 Page 13  Portland Demographic Profile Social Services staff and Portland Mayor at Staff Appreciation Day Population By Age Age 65+ Total Age 65+ 17% 17% Population Total Age 18-64 Age 18-64 68,505 Households 68% 32,393 68% Under Age 18 Under Age 18 15% 15% Population By Race 9% 3% 2% 6% 80% Black or African Asian Other Race Two or More White American Races $76,174 11% 48% Median Household Households Below Households Income Poverty Level Spending Over 30% on Rent 9% 5% 13% Adults Who Were Adult Population Population Living Housing Insecure in Without Health with a Disability the Past 1 2 Months Insurance Source: U.S. Census Bureau American Community Survey, 1 & 5-Year Estimates Subject Tables, 2023. Accessed on March 28, 2025. URL: https://data.census.gov/ Data presented in this document are rounded to the nearest whole number. Health & Human Services 2024 Annual Report PAGE 2 Page 14 Housing & Homelessness Social Services staff moving donated furniture for client housing placements Health & Human Services 2024 Annual Report PAGE 3 Page 15  Participant Snapshot This page's demographic data, collected by the Homeless Services Center, reflects client demographics from January 1 to December 31, 2024. HSC served a total of 1,295 unique clients. U.S. Military Living with a Veteran Disability 28% Median Age Chronically 43 6% 67% Homeless 1 Homeless Services Center Population Race and Ethnicity Asian 1% 1.0% American Indian or Alaska Native 2% 2.0% Other 3.0% 3% Black or African American 18.0% 18% White 76.0% 76% 0% 100% At the time of this 2024 snapshot, 28% of clients at the HSC were experiencing chronic homelessness as defined by the U.S. Department of Housing and Urban Development (HUD). The definition of chronic homeless has several conditions, including homelessness for at least 12 months or on at least four separate occasions in the last three years. Health & Human Services 2024 Annual Report PAGE 4 Page 16  Homeless Services Center (HSC) A low-barrier emergency shelter providing housing 2 navigation and resources to unsheltered adults. 1,295 90,364 3 Combined bed nights, Clients sheltered representing 248 years of homelessness 111 43 of 111 Clients placed into Housing placements 4 housing were long term stay clients, representing 3 over 23,108 bed nights Health & Human Services 2024 Annual Report PAGE 5 Page 17  Family Shelter A low-barrier emergency shelter providing housing 2 navigation and resources to unsheltered families. 281 36,697 Individuals sheltered, Combined individual 3 representing 86 families bed nights 266 12 Tenant education Individuals housed, classes conducted, representing 77 families reaching 65 families Health & Human Services 2024 Annual Report PAGE 6 Page 18  166 Shelter An emergency shelter providing housing navigation 2 and resources to unsheltered adults. 439 60,730 3 Clients sheltered Combined bed nights 167 16,900+ Shuttle rides conducted to Clients placed into provide clients access to housing 5 wraparound services Health & Human Services 2024 Annual Report PAGE 7 Page 19  Prevention & Diversion Assisting clients to identify and obtain housing solutions to retain housing or connect to emergency shelter when necessary. Most Utilized Types of Assistance to Prevent Homelessness N = 163 Prevention & Diversion clients enrolled Utility Assistance 3 Transportation 8 Security Deposits 12 Other 15 Program Referrals 21 Overdue Bill Assistance 60 0 10 20 30 40 50 60 1,050 2 Total unsheltered people completed shelter intakes Health & Human Services 2024 Annual Report PAGE 8 Page 20 New program in 2024 Homeless Outreach Engagement Bridging the gap between unsheltered individuals and essential services through dedicated street outreach, education, relationship building, and partner collaboration. 60 65 1,299 Partner referrals for Referrals to obtain alternative housing, Total interactions city-run shelter beds 2 medical care, detox with unsheltered or other housing services, other essential individuals solutions needs Coordinated Partnerships Staff maintained frequent communication and collaboration with partners to proactively address evolving needs. This included: Weekly ride alongs with Preble Street Food Van Weekly meetings with Bayside Providers at Preble Street Weekly interdepartmental meetings with City of Portland’s Mobile Medical Outreach, Behavioral Health Units, Community Policing, Public Health Division, and Park Ranger teams Monthly collaborative case conferences at Cumberland County Jail to coordinate releases Health & Human Services 2024 Annual Report PAGE 9 Page 21 New program in 2024 Project HOPE: Housing Options for People in Encampments A collaborative partnership, coordinated by the City, 2 dedicated to reaching unsheltered individuals by linking them to housing. 73 26 Clients worked with Clients placed in housing navigators housing Partners 11 Include Milestone, Clients placed in Commonspace, and shelters Preble Street, with program funding from MaineHousing Health & Human Services 2024 Annual Report PAGE 10 Page 22  Resettlement Conducting needs-based assessments, short-term case management, and housing retention services to families seeking access to shelter. 279 32 Families served, Families placed in representing 916 permanent housing individuals 159 6 Tenant education Families placed in classes conducted, shelters reaching 51 clients Health & Human Services 2024 Annual Report PAGE 11 Page 23  General Assistance General Assistance sign directing clients to the entrance Health & Human Services 2024 Annual Report PAGE 12 Page 24  Participant Snapshot This page's demographic data, collected by General Assistance, reflects recipient demographics from January 1 to December 31, 2024. Ages of General Assistance Recipients Missing 3% 51+ 8% Total Recipients Under 18 3,145 29% 18-50 60% Approximate Cases with Living with a Median Age Children Disability Male Female 33 43% 57% 12% 2% Health & Human Services 2024 Annual Report PAGE 13 Page 25  General Assistance Providing temporary support for basic needs and essential services to Portland residents, aiming to foster long-term self-sufficiency. 78% 1,841 GA applications Vouchers issued to qualified for assistance assist with housing costs 67% 845 Rental assistance clients Households received needed support for less assistance to purchase than 3 months medication Health & Human Services 2024 Annual Report PAGE 14 Page 26  Representative Payee Offering financial case management to help individuals manage their personal finances. 160 Clients received monthly assistance managing their finances $2.25 million Managed from clients’ Social Security Funds Health & Human Services 2024 Annual Report PAGE 15 Page 27  Substance Use Harm reduction supplies available at the Needle Exchange Health & Human Services 2024 Annual Report PAGE 16 Page 28  Participant Snapshot This page's demographic data, collected by the Public Health Division, reflects Needle Exchange program client demographics from January 1 to December 31, 2024. The Needle Exchange served a total of 2,444 onsite and through outreach. Housing Status of Needle Exchange Clients Unstable Housing 11% Median Stable Housing 27% Age 6 Unhoused 39 62% Needle Exchange Program Population by Race and Ethnicity Hispanic/Latino 2% 2.0% Black or African American 3.0% 3% Unknown 34% 34.0% White 62% 62.0% 0% 10% 20% 30% 40% 50% 60% 70% 6 The pie chart shows 100% of non-blank responses for housing status in 2024. The housing categories (unstable, stable, unhoused) were coded by staff based on client responses using the following definitions—Stable Housing: Rent/own, living with friends/family; Unstable Housing: Sober living facility, shelter, YMCA, temporary hotel stay, couch surfing; Unhoused: Living outside, living in a car. Health & Human Services 2024 Annual Report PAGE 17 Page 29  Harm Reduction Reducing the risks associated with drug use by offering various safer options, addressing underlying conditions, and supporting individual well-being without judgment. 1,951 19,072 Unique Needle Naloxone doses Exchange clients distributed served, including 99 new clients 742,595 5,910 Referrals for medical Syringes collected and care, case management, disposed substance use treatment, and recovery options Health & Human Services 2024 Annual Report PAGE 18 Page 30  Overdose Data to Action Implementing overdose prevention and response strategies based on local data, lived experiences of community members, and surveillance of drug overdoses. Members of Cumberland County 88 Overdose Prevention Alliance (CCOPA) 34,000 Harm reduction supplies and basic need items distributed by CCOPA members and organizations Supplies include: Sharps disposal containers, safer use kits, wound care kits, fentanyl test kits, and more 66 235 7 Overdose Recognition Community reversals and Response trainings reported conducted Health & Human Services 2024 Annual Report PAGE 19 Page 31  Disease & Prevention Public Health staff holding a taste testing cup of fresh produce at Portland Farmer’s Market Health & Human Services 2024 Annual Report PAGE 20 Page 32  Participant Snapshot This page's demographic data, collected by the Public Health Division, reflects client and program participant demographics from January 1 to December 31, 2024. Notably, as the Health Equity program links clients to clinical care, its demographics offer a snapshot of populations served by those programs. 1,947 999 Median Age of Health Equity Clients Youth Participated in Adults Participated in Prevention Prevention Programming & Preparedness Programming 33 Race and Ethnicity of Language(s) Spoken by 500 Health Equity Clients Health Equity Clients 437 Missing Other 1% 400 12% 355 300 Hispanic/Latino 13% 197 200 141 100 36 28 3 2 1 0 Black/African American Po Fr Sp En Li Cr Ew U 74% rt en an gl ng al eo e nk ug ch is is Kin a le no ue h h ya w se rw n an da Health & Human Services 2024 Annual Report PAGE 21 Page 33  Healthy Eating, Active Living Promoting nutritious food choices and physical movement through direct education and system- level changes. Individuals participated in 114 2,799 healthy cooking and/or grocery budgeting classes. Cumberland County municipalities worked 8 with staff to adopt a best-practice lactation policy; 1 municipality completed policy implementation. Staff facilitated the translation of Maine Breastfeeding Coalition’s “Returning to Work Toolkit” into French, Spanish, Portuguese, and Arabic to expand access to this statewide resource. Health & Human Services 2024 Annual Report PAGE 22 Page 34  Tobacco & Substance Use Prevention Preventing youth initiation, engaging communities, and supporting quit attempts. 1,185 95 Students received Classes facilitated prevention education throughout 7 through 95 classes Cumberland County school districts 234 41 Retail staff received Cannabis Youth Cannabis Use: establishments received Prevention & Safety required annual training training Health & Human Services 2024 Annual Report PAGE 23 Page 35  Lead Poisoning Prevention Preventing childhood lead poisoning by educating property owners and parents about exposure to lead paint in old homes, Maine’s highest risk factor in childhood lead poisoning. 455 58 Parents received direct Property owners received education direct education 1,282 160,598 Impressions from Lead Prevention resources Poisoning Prevention Bus distributed Campaign Health & Human Services 2024 Annual Report PAGE 24 Page 36  Immunization Providing vaccines to uninsured adults and all children. Top 10 Administered Vaccines in 2024 Immunization Patients by Age 830 87 Influenza 3,000 MeningACWY (Seasonal) 3000 2,853 2853 508 109 Small Pox / COVID-19 2,500 MPox 2500 3,041 2,000 304 163 2000 MMR Vaccines Polio 2,145 2145 Administered 1,500 in 2024 1500 193 251 HEP B Tdap 1,000 1000 239 231 Varicella HEP A 500 708 Other vaccines include: HPV (43), DTP/aP (21), PneumoConj (20), Zoster (15), 0 Td (12), DTP/aP-HepB-Polio (6), RSV (4), DTP/aP-Hib-Polio (4), Mening B (1). Patient Age Note: 184 COVID vaccines were paid privately. Pediatric Adults Health & Human Services 2024 Annual Report PAGE 25 Page 37  Screening, Prioritization, Urgent Referral (SPUR) Providing rapid screenings to identify urgent medical issues and link patients to primary care. Patient Screenings Undocumented 4% 715 Acute Care 39% 38.6% Unique patient screenings Routine Care 57% 56.4% Emergency Care 1% <1% Additional Types of Referrals HIV Care 5 Prenatal care 15 Optometry 70 Mental Health 104 Dental 187 Vaccines 457 0 100 200 300 400 500 Number of Referrals Health & Human Services 2024 Annual Report PAGE 26 Page 38  Inactive Tuberculosis Treatment Providing treatment for those with inactive Tuberculosis, who do not have insurance or a primary care provider. 65 Screenings for tuberculosis 15 Patients who completed treatments 6 Patients in treatment at the end of year Health & Human Services 2024 Annual Report PAGE 27 Page 39  Portland Community Free Clinic Offering medical care to under- and uninsured patients through volunteer medical providers, bridging the gap until patients acquire insurance elsewhere. Specialty Care 156 Utilized by Patients Unique patients Physical Therapy Dermatology 478 Endocrinology Patient visits Psychiatry Behavioral 511 Health Counseling Volunteer hours contributed by Gynecology 37 healthcare professionals Health & Human Services 2024 Annual Report PAGE 28 Page 40  Maternal & Child Health Supporting newborns and pregnant, postpartum, or parents of newborns with nursing visits. 420 2,140 Unique clients Nursing visits 6 934 Nursing visits to unhoused and/or 2 unsheltered clients 698 Attendees of weekly health and education series at Francis Warde House. Francis Warde House is a home managed by In Her Presence for pregnant immigrant women who are homeless or at risk of homelessness. Health & Human Services 2024 Annual Report PAGE 29 Page 41  8 STD Clinic Offering low-barrier sexual health screenings and testing, educating patients and professionals on 9 10 HIV / STI prevention, and connecting individuals to 11 preventative treatment options. 642 345 Additional unique Unique patients, patients served at totaling 1,380 patient community locations and visits events 612 58 12 Patients utilized Doxy PrEP-specific patient 13, 14 PEP, a new service visits offered in 2024 Health & Human Services 2024 Annual Report PAGE 30 Page 42  Health Equity Reducing health inequities by promoting inclusive community participation and implementing effective public health interventions that are culturally and linguistically appropriate. Community Health Worker (CHW) Outreach 1 full-time and 10 per diem CHWs 1,100+ hours dedicated to interpreting, cultural brokering, patient intake, appointment reminders, and community outreach 9 HHS programs utilized CHW expertise to support clients needs Languages spoken by native speakers: Arabic, French, Lingala, Portuguese, Somali, Spanish, and Vietnamese Client Impact Top Client Referrals 1,189 unique clients supported 1. Primary Care through 2,321 encounters 2. Public health insurance and benefits 111 doses administered at 3 mobile 3. Transportation vaccine clinics 4. Housing and shelter 5. Reproductive, maternal, and/or child 91 clients reached at 2 mobile dental clinics health Health & Human Services 2024 Annual Report PAGE 31 Page 43  Portland Health Equity Alignment Organized and managed by the Health Equity program, the Portland Health Equity Alignment (“Alignment”) is a coalition of 135+ members from 75+ organizations dedicated to advancing health and social equity for Greater Portland's most vulnerable populations. Operating in a non-competitive environment, the Alignment values community wisdom and believes in the power of collaboration to drive positive change. PHEA Committees as of February 2025 Student & Social Academic Determinants of Advisory Health (SDOH) *Note: Established February 2025, the Policy Committee is still in its formative stage and continues to define its goals and objectives. Achieving Health Equity Clinical with Older Advisory Persons Significant achievements include the identification of each committee's top priorities for 2024-2025 and the development of the Social Determinants of Health Accelerator Plan, an assessment-informed report designed to improve chronic disease outcomes of those experiencing health disparities and inequities in Greater Portland. Quarterly Alignment meeting Health & Human Services 2024 Annual Report Page 44 PAGE 32  Cities Readiness Initiative Enhancing preparedness in Southern Maine for a large-scale public health emergency or bioterrorist event that would require the deployment of medical countermeasures to the public. Emergency 2 exercises simulated 100+ Volunteers recruited Emergency exercise at Portland Jetport Nursing and pharmacy 150+ students received training Cities Readiness Initiative Program Coordinator speaking to University of New England students Health & Human Services 2024 Annual Report PAGE 33 Page 45  Aging, Older Adults, and Disability Barron Center staff and resident sitting outside Health & Human Services 2024 Annual Report PAGE 34 Page 46  Participant Snapshot This page's demographic data, collected by the Barron Center, reflects patient demographics from January 1 to December 31, 2024. Approximate Population Living Population on Median Age with a Disability Medicaid Male Female 38.1% 61.8% 81.5 100% 81.8% Barron Center Population Barron Center Population By Age Range: Race and Ethnicity 40-49 50-59 Other 90-99 4% <1% 3% 60-69 17% 18% 12% 70-79 28% 80-89 39% White 96% Health & Human Services 2024 Annual Report PAGE 35 Page 47  Barron Center Providing comprehensive healthcare services through the city-owned and operated long-term skilled nursing and rehabilitation center. 165 36,826 3 Unique residents Combined bed nights 5-Star Barron Center offers Rating from the short- and long-term Centers for Medicare & residency Medicaid Services Health & Human Services 2024 Annual Report PAGE 36 Page 48  Elder Affairs Addressing issues that present hardships for Portland residents as they age. Senior Outreach Adult Day Programs Nursing Program Supporting low-income Portland Providing safe daytime residents age 60+ ineligible for supervision and care to older other in-home nursing visits. adults with cognitive and physical health challenges. 500+ patients served through blood pressure clinics 63 clients served 36 patients received home 20,000+ hours of daytime visits care, allowing respite for family caregivers Most Common Information, Advocacy, and Referral Requests Healthcare provider referrals Home maintenance Healthcare benefits and services Affordable housing access Elder abuse Transportation In-home assistance and Legal matters case management Dementia care and respite Staff processed approximately 600 requests! Health & Human Services 2024 Annual Report PAGE 37 Page 49  Age Friendly Portland Organized by Elder Affairs, Age Friendly Portland is a coalition dedicated to fostering healthy aging and increasing safety, activity, and inclusion for aging residents. The Age Friendly Steering Committee comprises 12 members, representing retired Portland residents and local agencies serving older adults. 142 Volunteers committed to shoveling snow for seniors 118 Households received snow shoveling 1 business, Back Cove Books, was certified as an Age Friendly Business by meeting accessibility and inclusivity standards for older adults. Health & Human Services 2024 Annual Report PAGE 38 Page 50  Organizational Competencies Health & Human Services leadership prioritizes core organizational competencies, strategically enhancing existing practices and investing in key areas of its operations. This work has cultivated a strong foundation for operational efficiency and the delivery of services that will continue to benefit the Portland community throughout 2025. In 2024: The Communications Specialist identified new strategies to implement to increase community awareness of HHS services and its impacts A Data Learning Collaborative was instituted to enhance data collection, analysis, and program evaluation, leveraging staff expertise across epidemiology, data analysis, business technology, and performance management & quality improvement Health & Human Services 2024 Annual Report PAGE 39 Page 51  Community Partnerships Thank you to our partners. Your collaboration and dedication are essential and amplify our collective impact on the community. AARP Maine Greater Portland CareerCenter Access to Care Greater Portland Council of Affinity Hospice Governments Alpha One Greater Portland Health Alzheimer's Association Greater Portland Metro Bus Beacon Hospice Groups Recover Together Better Life Partners Guardian Pharmacy Catholic Charities Hope Acts commonspace HOPE Squad Compassus Hospice Hospice of Southern Maine Cross Cultural Community Immigrant Legal Advocacy Services Project Crossroads Recovery Immigrant Resource Center of Cumberland County Jail Maine Cumberland County Public Immigrant Welcome Center Health In Her Presence Department of Health & Human Independent Seniors Network Services (Maine) Independent Transportation Disability Rights Maine Network Elder Abuse Institute of Maine Jewish Community Alliance First Parish Church Khmer Maine Frannie Peabody Center Maine Access Immigrant Furniture Friends Network Gateway Community Services Maine Association for New Maine Americans Greater Family Promise Maine Boys to Men Health & Human Services 2024 Annual Report PAGE 40 Page 52  Community Partnerships Thank you to our partners. Your collaboration and dedication are essential and amplify our collective impact on the community. Maine Breastfeeding Coalition Presente! Maine Maine Cancer Foundation Project Blessing Maine CDC ProsperityME Maine Continuum of Care Quality Housing Coalition Maine Equal Justice Root Cellar Maine Housing Sacred Heart Catholic Church Maine Immigrants Rights Salvation Army Coalition Sam L. Cohen Foundation Maine Medical Center Sexual Assault Response Maine Needs Services of Southern Maine Milestone Recovery Spurwink Mystery of the Cross of Christ State Street Church Church Sweetser New England Arab American The Opportunity Alliance Organization Through These Doors Northern Light Mercy Hospital Tufts University School of Pine Tree Legal Medicine Portland Adult Education United Way of Southern Maine Portland Downtown University of New England Portland Housing Authority University of Southern Maine Portland Public Schools Veteran Housing Services Portland Recovery Community Volunteers of America Center Wayside Food Programs Portland Trails YMCA of Southern Maine Preble Street Preferred Therapy Solutions Health & Human Services 2024 Annual Report PAGE 41 Page 53  Glossary 1. Chronically homeless: An experience of continuous homeless for at least 12 months or at least four separate episodes of homelessness in the past three years where the combined total of those episodes is at least 12 months. 2. Unsheltered: Lacking access to any form of shelter with primary nighttime residence in a place not mean for human habitations (streets, parks, vehicles, etc). 3. Bed nights: A single night spent in a bed or space at a shelter. Bed nights are calculated by multiplying the number of occupied beds by the number of days in a given period. 4. Long term stay: Staying at a shelter 180 days out of a 365-day period. Stays do not have to be consecutive. 5. Wrap-around services: A comprehensive and individualized approach to supporting individuals with complex needs. The shuttle service designed a route to meet clients’ needs, including stops at Maine Medical Center, Portland Public Library, Portland Adult Education, Bureau of Motor Vehicles, Maine’s Department of Health & Human Services, and immigration services. 6. Unhoused: Lacking a fixed, regular, and adequate nighttime residence. 7. Community reversal: A non-fatal overdose reversal where naloxone is administered by an individual who is not a trained first responder (e.g., bystander, family member, friend). 8. STD (Sexually Transmitted Diseases) Clinic: A group of diseases and infections spread through sexual contact. 9. HIV (Human Immunodeficiency Virus): A virus that attacks the body's immune system. 10. STI (Sexually Transmitted Infection): A group of infections spread through sexual contact. 11. Preventative treatment options: A range of options that include Doxy Pep, PEP, PrEP. 12. PrEP (Pre-Exposure Prophylaxis): A medication that HIV-negative individuals can take to significantly reduce their risk of acquiring HIV, acting as a preventative measure before potential exposure. 13. PEP (Post-Exposure Prophylaxis): A course of antiretroviral medications taken after a possible exposure to HIV to prevent infection. 14. Doxy Pep (Doxycycline Post-Exposure Prophylaxis): A treatment regimen involving the antibiotic doxycycline that is used to prevent sexually transmitted infections (STIs) after a potential exposure. Health & Human Services 2024 Annual Report PAGE 42 Page 54  How did we do? Our goal of this report was to highlight key accomplishments over the past year and outline our collaborative efforts to improve outcomes for all residents. Take our survey to let us know if we accomplished these goals or if there is more you would like to see in the 2025 Annual Report. Link to the Survey PAGE 43 Health & Human Services 2024 Annual Report Page 55 2024 Annual Report Health and Human Services HHSPS Committee June 2025 Presentation Page 56 Highlights Housing & Homelessness General Assistance Substance Use Disease & Prevention Aging, Older Adults, & Disability Organizational Competencies Partnerships Page 57 Housing & Homelessness Page 58 HSC Participant Snapshot Page 59 Prevention & Diversion Outreach Page 60 HSC Impact Highlights Page 61 Family Shelter Impact Highlights Page 62 Riverside Shelter Impact Highlights Page 63 Resettlement Page 64 General Assistance Page 65 Participant snapshot Page 66 General Assistance Page 67 Representative Payee Page 68 Substance Use Page 69 Participant snapshot Page 70 Harm Reduction & Overdose to Action 235 Community reversals reported 66 overdose recognition & response trainings Page 71 Disease & Prevention Page 72 Participant Snapshot Page 73  Tobacco & Healthy Eating, Lead Poisoning Substance Use Active Living Prevention Prevention 2,799 individuals participated in 114 healthy cooking/grocery budgeting classes 8 CC municipalities worked w/ staff to adopt a lactation policy Page 74 Immunizations Page 75 Screening, Prioritization & Urgent Referral Page 76 STD Clinic Community Free Clinic Page 77 Maternal & Child Health Page 78 Health Equity Page 79 Cities Readiness Initiative Page 80 Aging, Older Adults & Disability Page 81 Participant Snapshot Page 82 Barron Center Page 83 Elder Affairs 2 new businesses and 118 HHs+ Page 84 Investment in Organizational Competencies Communications Data, Learning, and Collaboration Page 85  PARTNERSHIP Thank you to our partners! Your collaboration and dedication are essential and amplify our collective impact on the community. …and more! Page 86  Thank you! Contact mmcloughlin@portlandmaine.gov Page 87  Project HOPE Housing Opportunities for People in Encampments Page 88  Housing Navigation Housing Navigation is a step in the continuum that begins with outreach to individuals residing in encampment. HOPE Navigators engage with individuals and, through the Coordinated Entry process, initiate the process of identifying shelter and housing needs as well as working on barriers to housing, such as obtaining documentations necessary to complete housing assistance and rental applications. INTRODUCTION TO Navigation involves helping those individuals develop a housing Project HOPE stability plan to continue to address the barriers identified in the plan. Navigators then assist individuals with searching for housing. Project HOPE (Housing Opportunities for People in Stabilization Services Encampments) supports housing navigation and After housed continue to provide retention support including stabilization services recognized as a best practice in attending property owner meetings, setting appointments, and moving people from homelessness to stable, assisting with paperwork related to keeping clients successfully permanent housing. housed. Page 89  85 Total enrollments 12 Total shelter placements The Impact 45 Total housing placements 142 Days - the average amount of time to find housing after Page 90 enrollment  Coordinated Entry ● 8 Clients housed with Shalom House Permanent Supporting Housing Program (PSHP) vouchers ● 15 Total PSHP vouchers awarded to HOPE clients Subsidies & Payment Types Housing Placement ● 20 Clients used vouchers (Section 8, by Source BRAP, PSHP) ● 14 Clients used General Assistance ● 9 Clients self-paid ● 2 Clients connected to a long term supportive program Page 91  Project HOPE Collaboration Approach ● HOPE Navigators meet weekly to discuss case assignments. We collaborate by creating the space to speak about clients and come up with viable solutions. ● When a Navigator encounters difficulty, we support each other by creating an open dialogue, brainstorming solutions, and offering support to one another. ● HOPE Navigators participate in larger outreach community meetings, working together to connect with unsheltered individuals who do not have housing navigation services. Additional Valued Partners ● Milestone HOME Team, Preble Street Outreach Collaborative, commonspace, Portland’s Homeless Outreach Engagement and Left to Right: Danielle Levasseur, Project HOPE Program Coordinator at the City of Portland; Autumn Teruel, Navigator at Milestone; Bob Avery, Navigator at Preble Street; Ryan Murphy, Navigator at CommonSpace; Prevention & Diversion programs, Portland Police, Portland Fire - Joshua Ruitto, Director of Housing at the City of Portland. Mobile Medical Outreach, and Portland Public Health Page 92 Project HOPE & Homeless Services Center (HSC) Bed Nights ● HOPE enrollments have an HSC shelter cumulative total of 7,282 bed nights (almost 20 years of homelessness).* ● HOPE clients are often shelter-resistant, resulting in the services delivered in the community. ● HOPE has housed five of the original individuals from the Encampment Crisis Response Team (ECRT) 2023 “By Name List” who had remained unsheltered. *Does not include undocumented years of unsheltered homelessness Page 93 Enrollments by Navigator *Primarily a Program Coordinator and not a Navigator, Danielle assisted with client housing placements using relationships she’d formerly established with clients. Page 94 Lessons Learned ➔ Communication is vital. ➔ Subsidy and assistance education is key. ➔ Group collaboration is essential. ➔ Having a creative mindset can achieve the best outcomes - even with limited resources Page 95  Stories of HOPE “THE HOPE IMPACT” Page 96  “Homeless to Housing” I first encountered D.G. in 2022 while I was working at a women’s shelter here in Portland. She had been referred by an outside agency who was concerned about her safety as she had been staying outside for a very long time. When I met her, she was full of stories about why she liked to stay outside, about her life, and about her goals. She was accepted into the program, but she never stayed inside, instead using her space to store things while she continued to sleep nearby in a tent with her partner. According to her, she has been unhoused for the entirety of her adult life. Her HMIS [Homeless Management Information System] entries go back to 2017, and she is not yet 30 years old. She has been known to stay near the Fore River. In 2023, there was a significant encampment at Fore River. She was staying in a tent, moving when asked, eventually moving to the Harbor View encampment. When HOPE encountered her in January of 2025, her ideas about being housed had changed. I remember when I saw her again, she approached me and said that she “knew me” and that “everyone deserves housing.” I couldn’t have agreed more and I was able to enroll her in HOPE. She became determined and told everyone she was going to be housed. The community became involved in supporting her through her housing journey. Then came a time when she couldn’t be located. (Continued) Page 97  “Homeless to Housing” Through collaboration, Milestone said they would let us know if they made contact with her when she picks up food. When the time came for her to view what would eventually be her apartment, she was nowhere to be found. This is the nature of outreach work, there is no way to know where someone will be from day to day. Through continued collaboration, we were able to locate her and connect her with her navigator to complete her paperwork. Afterward, she was awarded a Shalom House Permanent Supportive Housing Program Resource in February of 2025, and was housed on March 13, 2025. What makes HOPE strong and unique is the collaboration we have with each other, as well as with other organizations in the community. There are many challenges associated with keeping people housed. As part of the program, HOPE will continue to follow up with her in the coming months. Though her future will be her own, she has a strong support network within the community that will help in any way they can. Page 98 “A Home for Brindal and I” No Bowl Empty is an organization that donates pet food and medicine to people in the unhoused community. I met a client at one of the organizations events. This client had been staying outside, unable to access the shelter for fear of being separated from his dog, Brindal. HOPE helped him with his immediate needs, medical concerns, and was able to assist with getting his dog the medical attention it needed. This client had come from a rural setting, but was unable to find work in the town where he previously resided. He had come to Portland to find work, but found the labor market to be saturated and was was unable to find consistent work. HOPE worked closely with this client, filling out applications for apartments as well as for employment. HOPE helped this individual secure employment and temporary housing. The client moved to be closer to his job. As it turned out, his employer was also a landlord and was able to help him move into a permanent unit. Page 99  “Growing My Own Food” This story involved a collaboration was with the Portland Public Health Syringe Exchange. There was a client who accessed their services and was in line to receive a PSHP resource. This person had lived on a farm for most of his life and became unhoused when his parents passed away, leaving him unable to maintain the house. Being left without a home, he took to camping on the outskirts of Portland and began using substances. As a person who had always lived in a rural setting, he was not used to the amount of people in shelter and found it a difficult place to be due to his mental health. While living outdoors, he accessed harm reduction supplies but, with limited access to resources, he was unable to find housing for a number of years. When HOPE was introduced to him through the Syringe Exchange, the most important thing to him was finding a home where he could settle in and resume doing what he loves: growing his own food. HOPE was able to find the client housing near Portland. Moving into housing after having slept outside for some time can present some challenges. There were small adjustment periods where we worked closely with the property management and were able to get this client settled into a routine that worked for him, the apartment building, and community. Since setting in he has grown his vegetables, recently brought a tray of microgreens to Portland Public Health, and he has been planning for a more substantial garden this summer. Page 100 Client Testimonials: “I have a good [rapport] and friendship basically with a caseworker that’s very helpful and actually cares. This program has been amazing.” - Kim, Project HOPE Client “As long as I was putting my initiative in, you guys were doing everything you could do for me and it’s worked out very well. And I can’t thank you guys enough.” - John, Project HOPE Client “I would suggest to anyone who gets the opportunity to be a part of [Project HOPE] that they don’t get discouraged and they stick with it and they keep in touch ‘cause it goes both ways. Y’know people on our end gotta know that somebody’s got our back and is looking out for us. And at the same time y’all need to know the person is taking it seriously and really wants it and is doing what they need to do on their end.” -Mitch, Project HOPE Client Page 101  Questions & Answers Contact aeg@portlandmaine.gov Page 102 City of Portland | Fire Department Chad D. Johnston, Fire Chief To: Health & Human Services & Public Safety Committee Councilor Anna Bullett, Chair MEETING DATE June 10, 2025 AGENDA ITEM Agenda Item #6 -Fire Sprinkler Systems PURPOSE Provide information on the City of Portland’s Fire Sprinkler Systems. COMMITTEE WORK PLAN/CITY COUNCIL GOAL ALIGNMENT This item supports priority #7 (Sprinkling Requirements) on the committee’s 2025 work plan in connection with the City Council’s Common Goal #2 on solutions to the housing crisis. BACKGROUND/ANALYSIS The requirement to provide fire sprinkler systems in any building comes from two areas. One is the ICC codes adopted by the Maine Uniform Building and Energy Code (MUBEC). The other is the National Fire Protection Association (NFPA) Fire and Life Safety Codes, which are adopted by both the State of Maine and municipalities, such as the City of Portland. Both of these (MUBEC and NFPA) require sprinklers for many but not all new buildings. Whether or not a sprinkler system is required is determined by many factors, including occupancy type and building construction type. For instance, all new three-story wood-frame multifamily buildings (3 or more dwelling units) are required to be equipped with sprinklers as they are residential occupancy. However, suppose you had a business occupancy with the same size and construction type as the multifamily building. In that case, it may not require sprinkler protection, as business occupancies do not always require sprinkler protection. The State of Maine, in both its adopted MUBEC codes and its adopted NFPA codes, has removed all requirements for fire sprinklers in one- and two-family dwelling units. The City of Portland adopts the NFPA 101 Life Safety Code in Chapter 10 of the City Code. Starting on September 16, 2010, the City’s adoption of that code did not remove the sprinkler requirement for one and two-family homes. This adoption, unlike the State of Maine’s adoption, has required all new homes built since this 2010 date to be protected throughout with a fire sprinkler system. In previous City Code 10 adoptions of NFPA 101, the City had removed the renovation trigger for when a sprinkler system is required in a one or two-family home undergoing renovations. We 1 Page 103 were starting to see renovation projects where a home would be completely demoed except for one small wall, so that it was a renovation rather than a new building. In light of this, effective November 5, 2020, the City Council adopted the renovation codes in NFPA 101. The change includes the code section that states that if the building level of renovation is 50% or more of the entire building, then it is required to have sprinkler and fire alarm protection, as is necessary for new construction. Once a trigger for a sprinkler system is present, the code requires the system to be installed throughout the entire building, including both new and existing buildings if attached. This is not something the City could modify, as the State Fire Marshal’s Office also has jurisdiction over sprinkler systems. Therefore, per the code, when adding a new ADU attached to an existing home, both the new ADU and the existing house would be required to be sprinkled throughout. With this in mind and considering the City’s initiatives to create more housing, we collaborated with the City Council to develop a policy on December 5, 2020, regarding when ADUs would require sprinkler protection. This policy looks at the attached ADUs as an addition. So, if you have a 2000 sq ft existing unsprinklered home with no renovation and add a 1000 sq ft new ADU attached to the existing building, we would consider the entire renovation level to be 33%. Thus, neither building is required to be sprinklered. On the contrary, if you have a 2000 sq ft existing, unsprinklered home and are simultaneously adding a 1000 sq ft ADU, you will also extensively renovate 600 sq ft of the existing house. This would result in the entire addition and renovation level of the existing house being approximately 55% of the building, thus requiring both new and existing dwellings to be sprinklered. New standalone, non-attached Accessory Dwelling Units (ADUs) require sprinkler protection. Requiring new one- and two-family homes to be equipped with fire sprinkler systems offers numerous housing benefits. With sprinkler systems, we have been able to safely increase the density of the City’s housing. This density increase, made possible by sprinkler protection, comes from several factors. A decrease in building setback requirements for buildings with sprinklers. Decrease in the number and widths of access roads for buildings with sprinklers. It also permits an increase in the spacing of fire hydrants. Sprinkler systems are the most effective tool the city has to prevent fire fatalities, but they also provide numerous additional benefits. ●​ In the last 10 years, the City of Portland has issued over four hundred One and Two-Family Fire Sprinkler Permits. ●​ All City of Portland One and Two-Family Sprinkler Permits are free of charge. ●​ The City of Portland has no record of any fire fatalities in a building (all buildings, single-family homes through highrises) protected throughout with a fire sprinkler system. ●​ The 2021 national civilian fire fatality rate was 89% lower in structures with fire sprinklers compared to those without sprinkler protection. 2 Page 104  ●​ The fire fatalities that occur in a sprinklered building statistically only happen when the person is in the immediate vicinity of the fire origin. ●​ There has never been a multiple loss of life from an accidental fire in a sprinklered building. ●​ The firefighter injury rate is 60% lower in fires where the building is equipped with a sprinkler system. ●​ From 2002 to 2019, 66% of the firefighter line-of-duty deaths were caused by cancer. Although it is difficult to know precisely how much fire sprinkler systems can reduce this, it is safe to say that reducing the number and duration of incidents where firefighters are exposed to toxic smoke and carcinogens reduces this number. ●​ The average property loss per structure fire is 55% lower in homes with fire sprinkler systems. FISCAL IMPACT There is no fiscal impact associated with this item. CONCLUSION(S) This item is for information and discussion regarding the current City code as well as state and national standards. PRIOR COMMITTEE REVIEW N/A PREPARED BY Chad Johnston Jason Grant Chief Fire Marshal Fire Department Fire Department ATTACHMENTS https://www.nfpa.org/education-and-research ​ 3 Page 105