HHS and Public Safety Committee
Regular MeetingPortland, ME · July 8, 2025
Agenda
Remote HHS and Public Safety MEMBERS
Meeting Agenda Councilor Anna Bullett, District 4, Chair
Councilor April Fournier, At-Large
July 8, 2025 at 5:30 PM
Councilor Sarah Michniewicz, District 1
Remote Meerting 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: Jul 8, 2025 05:30 PM Eastern Time (US and Canada)
Topic: Remote HHS and Public Safety Meeting
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1. Announcements
2. Review and Approval of Minutes from June 10, 2025
a. Draft Minutes
Process Update: Emergency Management Plan (Keith Gautreau, Portland EMA Contract
3.
Employee)
a. Municipal Emergency Operations Plan
Staff Update on Opioid Settlement Funds (Maggie McLoughlin, Director of Health &
4.
Human Services)
a. Opioid Settlement Funds Update
Helping Individuals Regain Employment (HIRE) and Portland Opportunity Crew (POC)
5.
Update (Aaron Geyer, Director of Social Services)
6. Public Safety Update (Police Chief, Mark Dubois)
a. July 8, 2025 Public Safety Update
7. Next Meeting: September 9, 2025
Packet
Remote HHS and Public Safety MEMBERS
Meeting Agenda Councilor Anna Bullett, District 4, Chair
Councilor April Fournier, At-Large
July 8, 2025 at 5:30 PM
Councilor Sarah Michniewicz, District 1
Remote Meerting 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: Jul 8, 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/81401939339?pwd=QEIeujNdEdPCtJ9m5xarHU7dJzfFqI.1
Passcode:082813
Phone one-tap:
+13052241968,,81401939339#,,,,*082813# US
+13092053325,,81401939339#,,,,*082813# US
Join via audio:
+1 305 224 1968 US
+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)
+1 507 473 4847 US
+1 564 217 2000 US
+1 669 444 9171 US
+1 669 900 6833 US (San Jose)
+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
Webinar ID: 814 0193 9339
Page 1
Passcode: 082813
International numbers available: https://portlandmaine-gov.zoom.us/u/kc4ocODFDT
1. Announcements
2. Review and Approval of Minutes from June 10, 2025
a. Draft Minutes
Process Update: Emergency Management Plan (Keith Gautreau, Portland EMA Contract
3.
Employee)
a. Municipal Emergency Operations Plan
Staff Update on Opioid Settlement Funds (Maggie McLoughlin, Director of Health &
4.
Human Services)
a. Opioid Settlement Funds Update
Helping Individuals Regain Employment (HIRE) and Portland Opportunity Crew (POC)
5.
Update (Aaron Geyer, Director of Social Services)
6. Public Safety Update (Police Chief, Mark Dubois)
a. July 8, 2025 Public Safety Update
7. Next Meeting: September 9, 2025
Page 2
Health & Human Services and Public Safety Committee
June 10, 2025, 5:30 PM Remote Meeting
Committee Attendance:
Anna Bullett, Chair (District 4), Sarah Michniewicz (District 1), Wesley Pelletier (District 2).
Councilor Attendance:
Mayor Mark Dion
City Staff:
Adam Harr, Executive Assistant; Dena Libner, Assistant City Manager; Greg Jordan, Assistant
City Manager; Maggie Mcloughlin, Director of Health and Human Services; Chad Johnston, Fire
Chief; Aaron Geyer, Director of Social Services; Mike Murray, Director of Public Works; Troy
Moon, Sustainability Director; Jason Grant, Fire Marshall.
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 May 13, 2025
• Councilor Michniewicz Moved to approve the minutes and seconded by Councilor Pelletier. The
minutes were approved unanimously 3-0.
3. Discussion Re: Investment in Maintenance and Installation of Street Lights (Mike Murray,
Director of Public Works)
• In 2017, The City bought the lights infrastructure that had until then been rented and maintained
from Central Maine Power Company (CMP) for $590,000.
• Followed by a retrofit with energy conserving lighting.
o 6,500 street lights at $4 million which was bonded to finance.
• Maintenance of street lights were formerly tasked to the traffic division as part of their traffic
signal, cross walk painting, and street/regulatory sign maintenance duties; there were staff with
electrical backgrounds.
• Two types of lights:
o ~4,000 Cobra style lights on many utility poles are higher near power lines.
o ~2,500 Decorative lights on a standalone pole with no visible wires, as well as a town and
country lights on wooden posts.
• Maintenance of outages
Page 3
o Cobra head lights are near high voltage wires and require someone with an electrical line
license such as a CMP worker; no one in the City has this license so an individual is
contracted maintain Cobra head lights.
o Staff that have master electrician, journeymen, and helper’s licenses are able to help on
the decorative lights with one FTE devoted to these lights with another staff who splits
time between traffic lights and the decorative lights, when time permits.
o Dashboard from a third party vendor shows outages but must be verified.
o Citizens through see click fix can report them
o Decorative lights may work but have an electrical issue supply power that CMP must fix.
o Point in time survey in the fall taking an inventory by canvasing the city after dark.
The last PIT found 471 lights were not working (7.2% of all lights)
274 were decorative.
Some poles have multiple lights but if a single light on a pole was out, it was
counted as an outage.
o Looking to decrease the time lights are out and that outages are equitable with no one
area experiencing more outages than another.
o Started replacing streetlight equipment in 2017, reducing street light energy consumption
by 70%.
Replaced 6400 lamps.
$4 million project
Some decorative lights had issues under warranty.
Underground electrical is an issue that is CMP’s responsibility.
o There are opportunities to look at new technologies.
New tech to communicate with lights exist; currently it is a wireless mesh
network that were chosen because cellular communication was not adequate at
the time but has improved significantly at present.
o We have reduced costs by $1 million per year by owning our lights.
Ownership makes repair our responsibility.
Committee questions and discussion
• Mayor Dion had to address outages in his tenure on the Council and understanding who is
responsible for repair and that there was a lack of licensed staff at both the City and CMP.
• There are very dark areas that are criminogenic and pose a risk to public safety.
o A bright place is a safe place; is there capacity to identify dark areas and direct resources
to illuminate them.?
We can look at a variety of ways to increase lighting such as adding additional
fixtures.
o Can dark corridors be indexed? There are places that are too dark and unsafe; is there a
way to identify these.
Audit these areas.
• Councilor Michniewicz agreed that there appears to be a disparity of some areas and would
request an analysis of these dark corridors cross referenced with calls for service to measure how
many calls for service (for crime of falls on walking paths) are increased due to outages.
• Councilor Michniewicz asked if it would help to have a licensed electrician to replace contracting
CMP help and what would be needed?
o The contract relationship is our best option.
Page 4
• Vision Zero: DPW’s reporting on the operability of the system to fix outages as quickly as
possible. Are there areas of the just not lit enough for safety and residents will need to mitigate
nuisance light to prioritize the safety of the community.
• Councilor Bullett would like to see what a big investment to get street lights off the grid would
look like and thanked staff for keeping up with emerging technologies.
• Fire department staff are knowledgeable about our city streets and related safety issues and are
excited about Vision Zero.
4. HHS Annual Report (Maggie McLoughlin, HHS Director)
• HHS Annual Report: https://portlandme.portal.civicclerk.com/event/8032/files/attachment/26641
• Housing & Homelessness
o HSC
More than 100 people were housed from the HSC.
67% living with a disability.
o Family Shelter
281 people comprising 86 families were sheltered at the family shelter.
266 individuals comprising 77 families housed.
o 166 Riverside
Sheltered 439 clients
167 individuals housed
o Resettlement
Short term case management to 279 families representing 916 individuals.
o GA
Adults 18-50
33 years old on average
78% of applicants were eligible for assistance.
67% of clients need support for 3 months with another drop off at six months.
GA is the last safety net, assisting with housing (rent), food, and medications.
o Rep Payee
160 clients
Managed $2.25 million of clients’ Social Security funds.
• Harm Reduction and Overdose to Action:
o 30% of people accessing needle exchange are stably housed.
o Average age of 39.
o Connected people to services and try to keep people who use substances healthy.
o Needle exchange helps prevent HIV outbreaks in this and the wider community.
o People who use the exchange are three times more likely to access recovery options.
o 235 overdoses were reversed in the community thanks to Narcan training and distribution.
o Our exchange return ratio is now above 90%
• Disease & Prevention
o Healthy Eating, Active Learning (HEAL)
2,799 participants over 114 healthy cooking/budgeting classes.
o Lead Poisoning & Prevention
Education to 455 parents and 58 property owners.
o Tobacco & Substance Use Prevention
95 classes facilitated in Cumberland County school districts.
Required annual training to 41 Cannabis establishments.
Page 5
• Immunization
o Provided 3,000 vaccines to the community.
• Screening, Prioritization & Urgent Referral (SPUR)
o 715 unique patients.
• STD Clinic
o 642 patients
o 1,380 patient visits
612 Pre-Exposure Prophylaxis (PrEP) specific visits.
• Community Free Clinic
o 156 unique patients
o 511 volunteer hours from 37 healthcare professionals.
• Maternal & Child Health
o 2,140 Nursing visits
• Health Equity
o 1,189 clients supported.
• Aging, Older Adults & Disability
o Barron Center
100% of population is living with a disability
81.8% are on Medicaid.
165 unique residents.
5 star CMS rating
o Elder Affairs
Senior Outreach Nursing Program
• 500+ served in blood pressure clinics
• 36 patients had home visits.
Adult Day Programs
• 63 clients
• 20,000+ hours of daytime care.
• Invested in a Communications position.
• Data Learning Collaborative working to update our data tracking and analysis.
Committee questions and discussion
• Councilor Michniewicz asked what data do we want that we do not have and which programs
have the highest return on investment?
o Demographics that we can cross layer on other City data points; investment in technology
will help tis and support collaboration with ither City programs.
o Return on investment isn’t applicable between program serve critical needs to their target
populations/issues.
• Mayor Dion is concerned about syringe litter by continuous reports of needle waste from
constituents.
o He would like an interim report on the buyback program.
o Some people are experiencing large litter and efforts to curtail are not working in these
localized areas people report.
Where is collection happening and can it be expanded to these reported problem
areas.
Page 6
o Data from our assessments and from our community partners on syringe litter to have a
baseline to compare against for evaluating the impact of our efforts such as the buyback
program.
If the Committee wills it, we can give another SSP Redemption pilot project
which currently has a 92% recovery rate.
• Councilor Pelletier appreciates the responsiveness of adding community sharps boxes.
• Councilor Michniewicz asked about the increased number of syringed ns the health outcomes
preventing HIV and hepatitis outbreaks,
o We have a new agreement with the Maine CDC on disease surveillance to try and get
sense of impact, however finding causality between these two datasets is difficulty.
• Councilor Bullett mentioned LD 1738 is in appropriations which would set up a CDC fund
supporting municipal syringe recovery efforts and commended the elder services work, and the
accomplishments of getting buy-in from business for age friendly Portland.
• Maine Health is tracking social determinants of health.
• Mayor Dion would like to see coordination between Maine Health and northern light; people are
getting discharged from health homes who need support but does not rise to the level Medicaid
would pay for.
o Outreach nursing is supporting the life support side, but the community and isolation
needs of our elders.
5. Housing Options for People in Encampments (HOPE) Program Update (Aaron Geyer,
Director of Social Services)
• In the Fall of 2023, service providers identified the need to bring services to a subset of the
unhoused community who are averse to staying at the shelter.
• 85 enrollments
• 12 shelter placements
• 45 housing placements during a voucher freeze.
• 142 days is the average time it takes program participants to obtain housing.
• Gathering documentation and filling to applications takes time
• HOPE navigators meet weekly for collaboration and find solutions targeted to the individual
people the program serves. Each person is engaged with a plan specific and nuanced to each
person and their unique circumstances.
• HOPE has housed 5 of the original 2023 by name list crated in the ECRT.
The HSC was just inspected and is in full compliance with its management plan.
6. Sprinkler Requirement for Single Family Homes (Chad Johnston, Fire Chief)
• Used to average 1 -2 residential fire deaths outside of a single outlier: the 2014 Noyes Street fire
• There is a huge delta on the costs to install, ranging 1 to 7 dollars per square foot, makes
estimating costs difficult.
• There are two levels of licenses for 1 and two family homes; it is fairly easy to achieve through
one to two hours of instruction to get certified with the State. Plumbers are able to attain this
without much difficulty.
• Trying to hide piping in existing buildings versus new construction is part of the wide price
range.
Page 7
• It is advised to get multiple quotes.
• Fire spread beyond the room of origin is reduced by 94% in a sprinkled building.
• Fire Deaths in sprinkled residential units are only 1% of fire deaths in residences.
Committee questions and discussion
• Are there any incentives to help with the costs of sprinkling residences such as low interest loans?
o Some insurance companies offer discounts to sprinkled buildings.
• Councilor Michniewicz asked what the cost is to sprinkle: how much is development being
suppressed due to cost and how many renovations triggered the 50% rule and how many were
ADU related?
• How many units could be created if we aligned with the states more flexible code.
• Councilor Michniewicz discussed hard wired alarms as a requirement that could ease the
percentage requirement on sprinkling?
o Hard wired smoke detectors have been required for ten years.
o These can be and still are tampered with and add to preventable deaths.
7. Next Meeting: July 8, 2025
Councilor Pelletier moved to adjourn, Councilor Michniewicz seconded; the motion passed 3-0 and the
meeting adjourned at approximately 7:33 PM.
Page 8
Project Timeline
Revised May 1, 2025
Form a Collaborative Planning Team Determine Goals & Objectives
Identify Team and engage the whole Determine Operational Priorities.
community in planning process Set Goals & Objectives.
May June/July
Step/Phase 2 Step/Phase 4
January May/June
Step/Phase 1 Understand the Situation Plan Development
Identify Threats & Hazards.
Step/Phase 3 Develop and Analyze Course of Action.
Assess Risks Identify Resources.
Identify Information & Intelligence needs.
Page 9
Project Timeline Cont.
Revised May 1, 2025
Plan Preparation, Approval & Review Plan Implementation & Maintenance
Write the Plan. Exercise the Plan.
Review the Plan. Review, Revise and Maintain the Plan
Approve and Disseminate the Plan
August September
Step/Phase 5 Cont. Step/Phase 6 Cont.
July August
Step/Phase 5 Plan Preparation, Approval & Review Step/Phase 6 Table Top or Full Scale Exercise
Write the Plan. Conduct a Table Top or Full Scale Exercise to
Review the Plan. validate the capabilities and resources of the
Approve and Disseminate the Plan Plan.
Conduct After Action Report for Revisions to
the Plan.
Page 10
MRS Title 37-B, §783. DISASTER EMERGENCY PLAN
§783. Disaster emergency plan
Each municipality, county and regional emergency management agency shall prepare and keep a
current disaster emergency plan for the area subject to its jurisdiction. The plan must be approved by
the jurisdiction's governing body. The plan must follow the risk assessment and planning guidance
provided by the director under section 704, subsection 10 and address the hazards and threats that pose
the greatest risk to the jurisdiction and the capabilities and actions needed to respond to and recover
from disasters. [PL 2013, c. 146, §14 (AMD).]
1. Identification of disasters.
[PL 2013, c. 146, §14 (RP).]
2. Action to minimize damage.
[PL 2013, c. 146, §14 (RP).]
3. Personnel, equipment and supplies.
[PL 2013, c. 146, §14 (RP).]
4. Recommendations.
[PL 2013, c. 146, §14 (RP).]
5. Other.
[PL 2013, c. 146, §14 (RP).]
Each municipal, county and regional emergency management agency, as part of the development
of a disaster emergency plan for the area subject to its jurisdiction, shall consult as it considers
appropriate with institutions, organizations and businesses within its jurisdiction to ensure that the
disaster plans developed by the municipality or agency and those institutions, organizations and
businesses are compatible. Institutions, organizations and businesses with which the municipality or
agency may consult include, but are not limited to, hospitals, schools, health care facilities, group
homes, joint use entities as defined in Title 35‑A, section 711, subsection 7, paragraph B and day care
centers. [PL 2021, c. 154, §2 (AMD).]
SECTION HISTORY
PL 1983, c. 460, §3 (NEW). PL 1987, c. 370, §§17,18 (AMD). PL 2001, c. 614, §§15,16 (AMD).
PL 2001, c. 662, §§84,85 (AMD). PL 2003, c. 404, §10 (AMD). PL 2003, c. 510, §A36 (AMD).
PL 2013, c. 146, §14 (AMD). PL 2021, c. 154, §2 (AMD).
The State of Maine claims a copyright in its codified statutes. If you intend to republish this material, we require that you include
the following disclaimer in your publication:
All copyrights and other rights to statutory text are reserved by the State of Maine. The text included in this publication reflects
changes made through the Second Regular Session of the 131st Maine Legislature and is current through January 1, 2025. The
text is subject to change without notice. It is a version that has not been officially certified by the Secretary of State. Refer to the
Maine Revised Statutes Annotated and supplements for certified text.
The Office of the Revisor of Statutes also requests that you send us one copy of any statutory publication you may produce. Our
goal is not to restrict publishing activity, but to keep track of who is publishing what, to identify any needless duplication and to
preserve the State's copyright rights.
PLEASE NOTE: The Revisor's Office cannot perform research for or provide legal advice or interpretation of Maine law to the
public. If you need legal assistance, please contact a qualified attorney.
Generated
01.07.2025 §783. Disaster emergency plan | 1
Page 11
ARTICLE VIII. EMERGENCY PREPAREDNESS
Sec. 2‑401. Purpose.
It
is
theintentandpurpose of
this articletoestablish abureau
of
emergency
preparedness in
compliance and in conformity with
the
provisions
of
Title 37‑B,
M.R.S.A., Section781
et seq.,toensure
the
complete
and efficient utilization of the
city's facilities and
resources
to
prevent, prepare and
respond to
all hazards, natural
and
manmade,
that may
occur
in
the
City of
Portland and
the s
urrounding
region.
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05)
Sec. 2‑402. Definitions.
The
following
definitions
shall
apply
in
the
interpretation o
f
this
article:
Bureau.
"Bureau"
shall
mean
the
bureau
of
emergency
preparedness
as
established by this article.
Disaster.
"Disaster" means
the occurrence or imminent threat of
widespread
or severe
damage, injury
or
loss of
life or p
roperty
resulting
fromanynatural
or
man‑madecauseincluding,butnotlimited
to,
fire,
flood, earthquake,
wind,
storm,
wave
action, o
il spill
or
other
water contamination r
equiring
emergency action
to a
vert danger
or
damage, epidemic,
air
contamination, critical material shortage,
infestation, explosion or riot.
Emergency
preparedness.
"emergencypreparedness"means
the
preparation
for
and
the
carrying
out
of
all
emergency
functions, o
ther
than
Page 12
functions
for which
military forces
are primarily responsible, to
minimize
and repair injury and
damage resulting from disasters or
catastrophes
caused by
enemy attacks,
sabotage, riots, terrorism or
other
hostile
action, or
by
fire,
flood,
earthquake or
other
natural
or
man‑made causes. These functions include, without l imitation,
firefighting,
police, medical and
health,
emergency welfare, rescue,
engineering,
and
communications services; evacuation of p
ersons
from
stricken
areas; allocation of critical materials in
short supply;
emergency
transportation; other activities related t o civilian
protection
and
other
activities necessary to
the
preparation f or
the
carrying out of these functions.
Emergency
Preparedness
Forces.
"Emergency
preparedness forces"
shall
mean
the
employees,
equipment
and
facilities
of
allcity
departments,
boards,
institutions and
commissions; and in addition, it
shall
include
all volunteer
persons,equipment
andfacilities contributedby
or obtained from volunteer persons or agencies.
Fire Chief.
"Fire Chief" means the Fire Chief of the
City of Portland.
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05)
Sec. 2‑403. Organization.
(a)
The
City Manager
shall
be
responsible for t
he bureau's
organization,
administration
and
operation.
The
City Manager
may
employ
such
permanent
or
temporary
employees
as
he
or
she
deems
necessary and prescribe their duties.
(b)
The
City Council shall review the existing operational
organization
to
ascertain the
bureau's ability to
cope
with
its
responsibilities
and
shall
approve
the
city's
emergency preparedness
plan.
(Ord. No. 377‑90, 6‑6‑90; Ord. 98-15/16, 11-16-2015)
Page 13
Sec.
2‑404.
Appointment of
Director
of
Bureau;
duties
and
responsibilities
The
City
Manager
or
his
or
her
designee
shall
be
the
Directorof the
Bureau,
and
shall coordinate the
activities
of all
city
departments,
organizations
and
agencies
for emergency
preparedness within
the
city
and
maintain a
liaison with other
emergency preparedness a gencies,
public safety agencies, and have such additional duties as necessary.
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05; Ord. 98-15/16, 11-16-2015)
Sec. 2‑405. Rules and regulations.
The
Director
of
the
Bureau shall
prepare
such policies
as
may
be
deemed
necessary
for
the
administration and
operational
requirements
of
the
bureau,
which
policies must
be
approved
by
the
City
Council
prior to becoming effective.
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05; Ord. 98-15/16, 11-16-2015)
Sec. 2‑406. Emergency proclamation.
(a)
The
City
Manager shall have the
power and
authority, after
consultation
with
the Mayor, or
City Council
members in t
he M
ayor’s
absence,
to
issue
a
proclamation that
an
emergency
exists whenever a
disaster
or civil emergency exists or appears imminent. The
proclamation
may
declare that an emergency exists in any or all
sections
of
the
city. If
the
City
Manager is
temporarily a bsent from
the
City or
otherwise unavailable, the Assistant City Manager may
issue
the
proclamation that
an
emergency exists.
If
neither t he
City
Manager
nor the
Assistant City Manager are available, then the
Page 14
following
persons shall have
the power
and
authority to issue a
proclamation
that an emergency exists,
in
the following order
of
succession:
the Fire
Chief;
if
unavailable, the
Chief
of P
olice;
if
unavailable,
theDirector of
PublicWorks.A
copyof
suchproclamation
shall
be
filed withintwenty‑four(24)hoursin
theofficeofthe
City
Clerk.
(b)
Notwithstanding theabove,when
consultation
with
theMayor
would
result
in
a
substantial
delay
in
an
effective
response
inalleviating
or
preventing an
emergencyor
disaster,the
City
Manageris
authorized
to
takewhatever actionsare
necessaryto
prevent
the
lossof
life
and
property in the City.
(c)
The
City Manager as the Director of
the
Bureau shall be
responsible
for
submitting a
full
report
to
the
City
Council o
f
all
actions
taken
as
a
result
of the
declared
emergency
as s
oon
as
the
City Council can be convened.
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05; Ord. 98-15/16, 11-16-2015; Ord. No.
54-18/19, 9-5-2018)
Sec. 2‑407. Termination of emergency.
(a)
When
the
City Manager
is
satisfied that a
disaster o r
civil
emergency
no
longer exists,
he
or
she
shall
terminate the
emergency
proclamation
by another
proclamation affecting the
sections of the
city
covered
by
the
original
proclamation, or
any
part
thereof. Said
termination
of
emergency shall
be
filed in
the
office o f
the City
Clerk.
(b)
No
state
of
emergency
may
continue
for
longer
than
five
(5)
days
unless renewed by the City Council.
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05; Ord. 98-15/16, 11-16-2015)
Page 15
Sec. 2‑408. City Manager's duties and emergency powers.
(a) During any period when an emergency or disaster exists or appears imminent, the City
Manager may promulgate such regulations as he or she deems necessary, and consistent with
the purposes of this article, to protect life and property and to preserve critical resources. Such
regulations may include, but are not limited to, the following:
(1)
Regulations
prohibiting
orrestricting
the
movement
of
vehicles in areas within or without the city;
(2)
Regulations
facilitating
or
restricting
the
movement
of
persons within the city;
(3)
Regulations
pertaining
tothe
movement
of
persons
from
hazardous areas within the city;
(4)
Such
other
regulations
necessary
to
preserve p
ublic
peace, health and safety.
Nothing
in
this
section
shall
be
construed
to
limit
the a
uthority
or
responsibility
of any
departmenttoproceed
under powersand
authority
granted
tothembystate
statute, city
ordinance or
thecharter
of
the
city.
(b)
The
City
Manager
or
his
or
her
designee
may
order
the
evacuation
of persons from hazardous areas within the city.
(c)
The
CityManagershallbe
authorized
to
requestaidor
assistance
from
the
state
or
any
political
subdivision
of
the
state a
nd
shall
render
assistancetoother
politicalsubdivisionsunderthe
provisions
of Title 37‑B, M.R.S.
Page 16
(d)
The
City
Manager
may
obtain
vital
supplies,
equipment
and
other
items
found
lacking
and
needed
forthe
protectionof
health, life
and
property.
(e)
The
provisions
of
this
section
will
terminate
at
the
end
of
the
declared emergency.
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05; Ord. 98-15/16, 11-16-2015)
Sec. 2‑409. Emergency operational plans.
The
Director ofthe
Bureau
shall prepareanemergencyoperational plan
for
the
city, which
shall
be submitted to
the
City Council for
approval.
The
emergency
plan shall
reflect the
use
of
the
National
Incident
Management System
(NIMS) as
its
primary
command and
control
system for all city, county, state and federal agencies.
It
shall be
the responsibility of all
municipal departments and
agencies
to perform the functions assigned and
to maintain
their
portions
of the
plan
in
a
current state
of
readiness. The
city
plan
shall
be
reviewed periodically by
the CityManager
inconjunction with
all
city
department heads by
his
or
her
authority as
the D
irector
of
the Bureau.
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05; Ord. 98-15/16, 11-16-2015)
Sec. 2‑410. Immunity from liability.
All
members of
emergency preparedness forces, while engaged in
emergency
preparedness
activities,
shall
be
immune
from
liability,
as
set forth in Title 37‑B, Section M.R.S. § 822.
Page 17
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05; Ord. 98-15/16, 11-16-2015)
Sec. 2‑411. Compensation for injuries.
All
members
of emergency
preparedness forces
shall be
deemed
to
be
employees
of
the
state
when
engaged
in
training
or
on
duty
and
shall
have
all
of the
rights of state employees under the
Workmen's
Compensation Act, as set forth in Title 37‑B,M.R.S. § 823.
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05; Ord. 98-15/16, 11-16-2015)
Sec. 2‑412. Violation of regulations.
It
shall be
unlawfulfor
any
person to
violateanyprovisions ofthis
article
or of
the regulations or plans issued pursuant to the
authority
containedherein,
orto
obstruct, hinderor delay
anymember
of
the
emergency preparedness
organization as
herein defined in
the
enforcement
of
the
provisions of
this
article or
any regulation or
plan issued thereunder.
(Ord. No. 377‑90, 6‑6‑90; Ord. No. 293-04/05, 6-20-05)
Sec. 2‑413. Penalty.
Any
person, firm
or
corporation violating
any
provision of
this
article
or any
rule or regulation promulgated thereunder, upon
conviction
thereof,
shall
be
punished
by
afine
of
notmore
thanfive
hundred dollars ($500.00) and the costs of prosecution.
Page 18
(Ord. No. 377‑90, 6‑6‑90)
Sec. 2‑414. Severability.
Should
any provision of
this
article be
declared invalid
for
any
reason,
such
declaration shall not affect the
validity of
other
provisions,
or
of
this
article
as
a
whole, it
being
the l
egislative
intent
that the
provisions of
this article shall be
severable
and
remain valid notwithstanding such declaration.
(Ord. No. 377‑90, 6‑6‑90)
2‑415.
Sec.
Conflicting
ordinances,
orders,
rules
and
regulations
suspended.
At
all
times when the
orders, rules and regulations made
and
promulgated
pursuant
to
this
article
shall
be
in
effect, t
hey
shall
supersede
all
existing ordinances, orders, rules and r
egulations,
insofar as the latter may be inconsistent herewith.
(Ord. No. 377‑90, 6‑6‑90)
Sec. 2-416. – 2-429. Reserved
Sec. 2-430. Ethics Commission.
a.
Purpose.
The Ethics Commission shall provide
impartial oversight
and render decisions and advisory opinions to ensure that standards of
ethical conduct are observed by City elected and appointed officials
and employees. The Ethics Commission shall be an independent body,
free from interference from any City elected and appointed officials
and employees. The Ethics Commission may request funding from the city
Page 19
council for independent investigations, legal services, staffing, or
other demands pertinent to its mission.
b.
Composition.
There shall be an Ethics Commission
composed of seven
(7) members. All members shall be appointed to fill at-large seats,
and may reside in any part of the City. For the initial appointment of
Commission members set out in (c) below, at least three (3) members
shall be appointed, to terms of one (1), two (2), and three (3) years.
c.
Appointment; Terms
. For the initial members
of the Ethics
Commission, two members shall be appointed by the City Council for a
term of one (1) year, two members shall be appointed for a term of two
(2) years, and three members shall be appointed for a term of three
(3) years. Thereafter, the City Council shall appoint members for
terms of three (3) years. Such members shall serve until their
successors are duly appointed and qualified.
d.
Qualifications
. Members of the Ethics Commission
shall be legal
residents of the City, having resided in the city for a period of at
least the three years immediately preceding the member’s appointment.
Elected City officials, candidates for any City elected office, City
employees, and their immediate family members are not eligible to be
appointed as members of the Ethics Commission.
e.
Vacancies
. Permanent vacancies on the Ethics
Commission shall be
filled by the City Council in the same manner as other appointments
hereunder for the unexpired term of the former member.
f.
Removal of Members
. Any member of the Ethics
Commission may be
removed for cause by the City Council at any time; provided, however,
that before any such removal, such member shall be given an
opportunity to be heard in their own defense at a public hearing.
g.
Compensation
. Members of the Ethics Commission
shall serve
without compensation.
h.
Meeting frequency; chair
;
secretary;
minutes,
public records
The
.
Ethics Commission shall meet as needed, but no less than annually. The
members of the Ethics Commission shall annually elect one (1) of their
members as chair to preside at all meeting and hearings and to fulfill
the customary functions of that office. The members of the Ethics
Commission also shall annually elect one (1) of their members as
Page 20
secretary to keep the minutes of the proceedings of the Ethics
Commission, showing the vote of each member on every question, or
their absence or failure to vote, and to file the same with the City
Clerk, who shall maintain the permanent records and decisions of all
board meetings, hearings and proceedings, and all correspondence of
the Ethics Commission, as required by statute, and to fulfill the
customary functions of that office. Except as otherwise provided by
State law, such records shall be public records open to inspection
during working hours upon reasonable notice.
i.
Quorum and Necessary Vote
. No business shall
be transacted by the
Ethics Commission without a quorum, consisting of four (4) members
being present. The Ethics Commission shall act on matters of routine
business by a majority of members present and voting. Matters arising
under section (k) and section (l) of this ordinance shall require the
affirmative vote of five members of the commission for passage
j.
Conflicts
. No member of the Ethics Commission
shall participate in
the hearing or disposition of any matter in which the member has an
interest. Any question of whether a member has a conflict of interest
sufficient for a member to be recused shall be decided by a majority
vote of the members present, except the member whose possible conflict
is being examined. Where such vote results in a tie, the subject
member shall be recused from the matter.
k.
Duties
. In addition to the jurisdiction conferred
on it by other
sections of this Article and in accordance therewith, the Ethics
Commission shall undertake the following duties:
1.
Prepare and recommend a Code of Ethics ordinance
to
the City Council for enactment. The City Council shall,
with the recommendation of the Ethics Commission, enact and
maintain a Code of Ethics ordinance defining the code of
ethical conduct for City elected and appointed officials
and employees as required by the City Charter.
2.
Review the Ethics Commission and Code of Ethics
ordinances not less than once every three (3) years and
make recommendations for any amendments to the City
Council;
3.
Hear complaints and render written decisions
with
findings of fact regarding alleged violations of the City’s
Code of Ethics ordinance;
3.
Hear and render advisory opinions regarding questions
of prospective application of the City’s Code of Ethics
ordinance;
Page 21
4.
Hear and render advisory opinions regarding questions
of the requester’s compliance with the City Charter as it
relates to the City’s Code of Ethics ordinance;
5.
Hear and render advisory opinions regarding adherence
to City Council and City board and commission ethics rules
and procedures as they relate to the City’s Code of Ethics
ordinance;
6.
On receipt of a request from a majority of the
City
Council or any City board or commission, procure a second
legal opinion from outside legal counsel; and
7.
Design and oversee evaluations of the City’s
ethics
program, composed of the Code of Ethics Ordinance, the
Ethic’s Commission’s bylaws and policies, and their
administration and make recommendations to the City Council
regarding such ethics program.
l.
Appointment of Accountability Officer.
The Ethics
Commission may
recommend that the City Council appoint an Accountability Officer and
fund that position pursuant to Article VIII, Section 1-A(c) of the
City Charter. The Accountability Officer shall report directly to the
City Council.
m.
Meetings, Hearings, and Procedures
.
1.
Regular meetings of the Ethics Commission
shall be held
at the call of the chair or as provided by the rules of the
Ethics Commission. Special meetings of the Ethics
Commission shall be called by the chair, at the request of
any three members of the Commission, or at the request of
the City Council. Except as otherwise provided by State and
federal law, all meetings and hearings of the Commission
shall be open to the public.
2.
The Ethics Commission shall adopt its own
rules of
procedure for the conduct of its business not inconsistent
with the statutes of the State of Maine and this Section.
Such rules shall be subject to City Council approval and
then filed with the secretary and with the City Clerk.
3.
Conflicts. No member of the Ethics Commission
shall
participate in the hearing or disposition of any matter in
which they have a direct or indirect pecuniary interest, as
Page 22
defined by 30-A M.R.S. §2605, as amended, common law, the
Code of Ethics, or the Charter.
n.
Complaints; Advisory Opinion Requests; Filing
with City Clerk;
Public Hearings
.
1.
Filing with Corporation Counsel. Complaints
alleging
violations of the Code of Ethics ordinance and requests
for advisory opinions, permitted by this Section, shall be
filed with Corporation Counsel pursuant to this Section.
Within 14 days receipt of a request pursuant to this
section, Corporation Counsel shall make initial
determinations as follows: (i) compliance with subsection
8 of this section, and (ii) compliance with subsection 4
of this section. If Corporation Counsel determines the
matter is a “personnel matter,” the matter shall be
redirected to the City Manager, or to the council if the
matter regards the City Manager, the Clerk, or the
Corporation Counsel. If Corporation Counsel determines the
matter is not a “personnel matter,” Corporation Counsel
shall alert the chair of the Ethics Commission of the
filing and shall acknowledge in writing to the complainant
or requester the Ethics Commission’s receipt of a
complaint or request for advisory opinion
2.
Complaints. Complaints under (k)(3) above
alleging
violation of the City’s Code of Ethics Ordinance may be
filed by any City official or employee, or resident of the
city, by the Accountability Officer, or may be initiated
by a majority of the membership of the Ethics Commission,
in accordance with the process set out herein,
provided
that complaints regarding City employees’ ongoing or prior
alleged violations or misconduct shall be referred without
Commission investigation or action to the City for
appropriate action under State law, its personnel policies
and/or collective bargaining agreements as set forth in
(n)(4) below.
3.
Advisory Opinion Requests. Requests for advisory
opinions under (k)(4), (5), or (6) above may only be made
by an official or employee of the City and must be made in
accordance with the process set out herein. The requester
seeking an advisory opinion under (k)(4), (5), or (6) shall
first submit a general written statement to Corporation
Counsel describing the nature of the matter. Corporation
Counsel shall then forward the general written statement to
Page 23
Corporation Counsel who shall (1) render an initial opinion
and provide it to the requester, or (2) if Corporation
Counsel determines that the opinion requested is of such a
novel and unique question of fact or law as to need an
advisory opinion from the Ethics Commission, refer the
matter to the Ethics Commission, which shall review the
matter at its next available public hearing and render an
advisory opinion thereafter. If Corporation Counsel renders
an initial opinion, and, after reviewing that opinion, the
requester would like the Ethics Commission to also consider
the matter, the requester shall submit its written
statement and a copy of Corporation Counsel’s initial
opinion to the Ethics Commission, which shall review the
matter at its next available public hearing and render an
advisory opinion thereafter.
4.
Personnel Matters. Corporation Counsel shall
redirect
all complaints about or advisory opinions concerning City
employees to the City Manager, or to the council if the
complaint or advisory opinion regards the City Manager, the
Clerk, or the Corporation Counsel, and if the complaint or
advisory opinion arises out of alleged conduct covered by
the City’s personnel policies, employment contracts, and/or
collective bargaining agreements. This Determination shall
be final and the Ethics Commission shall not receive such
complaints or requests.
5.
Reserved.
6.
Hearings. Within 14 days after the City Clerk’s
receipt
of a complaint or a request for an advisory opinion not
redirected pursuant to (n)(4) above, the Chair shall set
the date, time, and place of a hearing on complaints and
on requests for advisory opinions, advertised and
conducted by the Ethics Commission as required by various
State and federal laws pursuant to which matters are
brought before the Ethics Commission. The hearing, which
may be conducted in executive session, shall be conducted
in accordance with relevant State and federal law, the
City Code, and the rules of the Ethics Commission.
7.
Dismissal of certain complaints and advisory
opinion
requests. If the Ethics Commission finds any complaint or
advisory opinion request filed with it to have been based
upon allegations it determines to be frivolous,
Page 24
scurrilous, libelous, unsubstantiated, unfounded, of
nuisance, or with malice, it may so determine and may
dismiss the complaint without deciding the merits of the
complaint and may dismiss the advisory opinion request
without issuing an opinion.
8.
This Section and the Ethics Commission complaint
and
advisory opinion process shall protect the identity and
rights of complainants, requesters, whistleblowers, and
persons complained against in accordance with and as
required by all State and federal laws, regulations,
codes, municipal ordinances, and policies, including but
not limited to the Maine Freedom of Access Act, the Maine
Whistleblowers’ Act, and the City of Portland’s personnel
policies.
9.
The Ethics Commission shall refer any complaint
alleging corruption, fraud, or abuse of a criminal nature
to the appropriate law enforcement agency.
10.
City Clerk Report. The City Clerk shall compile
a
master list of all complaints and requests for advisory
opinions filed with the City Clerk’s office. Such list
shall not include complaints or advisory requests
redirected pursuant to (n)(4) above, and shall be redacted
to protect the identity and rights of complainants,
requesters, whistleblowers, and persons complained against
in accordance with and as required by all State and
federal laws, regulations, codes, municipal ordinances,
and policies, including but not limited to the Maine
Freedom of Access Act, the Maine Whistleblowers’ Act, and
the City of Portland’s personnel policies. Such report
shall initially be given to the chair of the Ethics
Commission on a monthly basis, but may be reduced to
quarterly at the request of the chair. The chair of the
Ethics Commission shall share the report with the rest of
the Ethics Commission at its next regularly scheduled
meeting.
o.
Decisions and
Record
.
1.
The Ethics Commission shall decide the complaint
or
request for an advisory opinion within 30 days after the
closing of the hearing unless the complainant and persons
complained against agree, or the requester agrees, in
writing to extension of that time period.
2.
Every Ethics Commission decision on a complaint
or
advisory opinion shall be in writing and every decision on
Page 25
a complaint shall include findings of fact and conclusions
of law.
3.
Corporation Counsel shall mail notice of any
decision
or advisory opinion of the Ethics Commission to the
complainant or requester, and any designated interested
parties, within seven (7) days of such decision or
opinion.
4.
The minutes of the Ethics Commission meetings
and
hearings; the meeting and hearing transcripts, if these
are made; all exhibits, papers, complaints, applications,
and requests filed in any proceeding before the Ethics
Commission; and the written decision or opinion of the
Commission shall constitute the record.
p.
Violations of the Code of Ethics.
Violations
of the Code of
Ethics ordinance shall be addressed as set out in that ordinance,
provided, however, that the Mayor, any City Councilor found by the
Ethics Commission to be in violation of or to have violated the Code
of Ethics ordinance may only be reprimanded or censured by the City
Council after notice and hearing conducted by the City Council.
q.
Severability
. The provisions of this Section
and each of its
sections, subsections, paragraphs, subparagraphs, sentences and
clauses are severable. In the event that any such provision is held to
be invalid or unenforceable by any judicial or administrative
tribunal, it is the intent of the governing body that all other
provisions thereof shall remain in full force and effect.
r.
Effective date.
This Section shall go into effect
on March 27,
2025 (30 days after passage).
(Ord. No. 82-24/25, 2-24-25)
2-431-2-435. Reserved.
------
Page 26
*Editor’s Note: Article IX, §§2-430--2-435 (Portland’s Property Tax Relief Program) was
repealed in its entirety due to the Law Court’s decision on 2/20/04 finding this Article to be
unconstitutional.
Page 27
Rewriting City Emergency Operations Plan
A Municipal Emergency Operations Plan (EOP) is vital because it helps the city prepare for and
respond to emergencies in a coordinated and comprehensive way. The City’s existing EOP has
not been updated or revised in almost 16 years. Given recent events; police protests, global
pandemic, weather events, shootings, etc. updating the EOP should be a top priority for city
leadership and the city’s Emergency Management Director. It is recommended that an Advisory
Committee be established to coordinate input by stakeholders in the preparation, evaluation,
and revision of the Emergency Management Program.
Steps for advisory committee updating the Emergency Operations Plan (EOP):
● Put advisory committee together
● Review / evaluate existing EOP
○ Identify what worked well in past emergencies and what didn’t. Gather feedback
from advisory committee members
● Confirm new plan format
● Review results of CaRAT
● Determine Plan Mission, Operational Priorities, Goals and Objectives
● Prioritize sections of the plan to work on
● Identify Subject Matter Experts
● Clearly define the roles and responsibilities of each department and individual.
● Identify process for plan review and adoption
● Plan update / rewrite
● Review and approve with advisory committee
● City Manager and City Council approval
● Disseminate and implement the plan
Page 28
● Training and exercise plan, driven by capabilities
● Continuous Improvement:establish a schedule for regularreviews and updates of the
EOP. Incorporate lessons learned from drills, exercises, and actual incidents.
Advisory committee will be comprised of department leadership and use other Subject Matter
Experts in plan development and review:
● Executive Department (Assistant City Manager, Public Information)
● Fire
● Police
● Public Works
● Health and Human Services (Public Health, Social Services)
● Parks, Recreation, and Facilities (Facilities, Public Assembly Facilities, Forestry)
● IT
After plan is drafted, expand review outside of internal City staff
● County
● Private sector coordination (transportation, PWD, CMP, DOT, etc.)
● Nonprofit and voluntary organizations
● Mutual Aid partners
STEP # END GOAL TIMELINE
Form a Planning Team January 20th - 31st
1 ● Preferably Dept. Heads
● Subject matter experts
Understand the Situation Completed in August 2024
2 ● THIRA
● Capability exercise
Determine Goals and Objectives February 1st - 30th
3 ● Operational Priorities & Goals
Develop the Plan; January 30th- March 30th
4 ● There is an existing plan
● Develop courses of action and ID
gaps or missing components
Prepare and Review the Plan May 1st - June 30th 2025
5 ● Rewrite plan & Review plan
● Approve the plan w/ Stakeholders
Implement and Maintain the Plan August 2025
6 ● Training
● Exercise the Plan
● Evaluate, validate and revise
Page 29
Page 30
City of Portland | Fire Department
Chad D. Johnston, Fire Chief
To: Health & Human Services & Public Safety Committee
Councilor Anna Bullett, Chair
MEETING DATE
July 8, 2025
AGENDA ITEM
Emergency Operations Plan Rewrite Project Update
PURPOSE
This will be a high level update on the project itself, its purpose, adjusted timeline and
next steps. This is a communication only so no Committee action is required at this time.
COMMITTEE WORK PLAN/CITY COUNCIL GOAL ALIGNMENT
Per State Statute Title 37-B Sec. 783 and City Ordinance Chapter 2 Article III Emergency
Preparedness, Municipal Disaster / Emergency Plans must be in place and approved by
the governing body.
BACKGROUND/ANALYSIS
A Municipal Emergency Operations Plan (EOP) is vital because it helps the city prepare
for and respond to emergencies in a coordinated and comprehensive way. Given recent
events; police protests, global pandemic, weather events, shootings, etc. updating the
EOP is a top priority for city leadership and the city’s Emergency Management Director.
A jurisdiction’s EOP is a document that:
● Assigns responsibility to organizations and individuals for carrying out specific
actions that exceed routine responsibility at projected times and places during an
emergency
● Sets forth lines of authority and organizational relationships and shows how all
actions will be coordinated
● Describes how people (including unaccompanied minors, individuals with
disabilities, others with access and functional needs, and individuals with limited
English proficiency) and property are protected
● Identifies personnel, equipment, facilities, supplies, and other resources available
within the jurisdiction or by agreement with other jurisdictions
● Reconciles requirements with other jurisdictions.
1
Page 31
An Emergency Management Project Advisory Committee (EMPAC) has been established
that consists of several Department Heads to help guide this process through feedback,
suggestions, experience and interdepartmental collaboration.
An EOP is flexible enough for use in all emergencies. A complete EOP describes: the
purpose of the plan; the situation; assumptions; organization and assignment of
responsibilities; administration and logistics; plan development and maintenance; and
authorities and references. The EMPAC which has held two meetings so far has
recommended developing a Traditional Functional Format which is the most commonly
used format and is the format of the existing city’s plan.
It has been several years since the plan has been updated.
FISCAL IMPACT
At this time there is no anticipated fiscal impact as this contract work has been
budgeted. Potentially some funding might be required to train and exercise the final
approved plan in the coming calendar year.
CONCLUSION(S)
N/A
PRIOR COMMITTEE REVIEW
N/A
PREPARED BY
Chad Johnston Greg Jordan
Fire Chief Asst. City Manager
Keith Gautreau Caity Hager
Fire Chief (ret.) EMA Coordinator
ATTACHMENTS
City Ordinance Chapter 2 Article III Emergency Preparedness
State Statute Title 37-B Sec. 783
Project Purpose, Steps, and Overview Document
Updated Project Timeline
2
Page 32
City of Portland | Health & Human Services Department
Maggie McLoughlin, Director
Staff Memo To:
Health & Human Services & Public Safety Committee
Councilor Anna Bullett, Chair
DATE
July 8, 2025
AGENDA ITEM
Agenda Item #4 - Opioid Settlement Funds Update
PURPOSE
This memo serves as an update to the Health & Human Services and Public Safety (HHSPS)
Committee on the progress regarding the allocation of Opioid Settlement Funds.
COMMITTEE WORK PLAN ALIGNMENT
The Committee’s 2025 work plan includes consideration of opioid settlement funds allocation as
a top priority.
BACKGROUND/ANALYSIS
In 2017, Portland joined a nationwide lawsuit against opioid manufacturers to address the opioid
epidemic’s impact. By September 2024, the City received $1.38M in settlements, expecting
~$235,000 annually through FY39, with yearly fluctuations based on settlement agreement
disbursements. Following consultations with a variety of stakeholders, including a June 2024
panel before the HHSPS Committee, the City Council allocated $1.3 in settlement funds on
October 21, 2024 to be spent on the following: (1) Syringe Redemption Program, (2) On-peninsula
day space, (3) On-peninsula methadone treatment.
The Syringe Redemption Program, launched January 2025, increased syringe returns by 30%+
($24,000 spent), with updates to HHSPS Committee most recently given on March 11, 2025, with
additional updates planned for September 9, 2025.
The City issued a request for applications (RFA) for on-peninsula methadone treatment providers
and day space operators in December 2024. Applicants were encouraged to demonstrate
operational sustainability, as there is no commitment for additional funding availability or
programming beyond the funds being made available as part of this cycle. A total of five
applications were received, four for the MMT program and one for the day space. The total
amount of funds requested across all applicants was $4,552,705.96 out of a total allocation of
$1.3 million. The applications were reviewed by a committee of five City of Portland staff,
including representatives from Fire, Police, Social Services, and Public Health. Applications were
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scored out of 100. Applications were scored on capacity to deliver, range of
partnerships/complementary services, readiness of start-up, neighborhood management,
financial value, and sustainability.
The scores for the four methadone treatment providers ranged from a high of 56 to a low of
41. Three of the applicants did not have a brick and mortar location identified and the fourth
applicant referred to plans to establish an on-peninsula facility in 2025, meeting the goals for
on-peninsula treatment without additional City funds. Additionally, the scoring committee noted
there was insufficient planning around neighborhood impact mitigation amongst applications
for mobile MMT provision.
One applicant responded to the call for day space operators and received an application score of
53. The RFA explicitly noted a preference for operators that were able to identify and utilize
existing available space, as well as demonstrate sustainability of funding in future years, given
the limited availability of opioid settlement funds. The applicant did not have existing facilities
and proposed using the 14 Baxter Boulevard location, which the RFA had suggested may be used
as a location pending lease negotiations with the property owner. This property is owned by the
Portland Housing Authority under a Declaration of Trust (DOT) from the Department of Housing
and Urban Development (HUD) and therefore any change of use is subject to HUD approval. This
property would be available for only a limited period (three years or less). Through the review and
refinement of the day space application the following key factors emerged:
- Program sustainability- The Baxter Blvd location’s availability is limited to an anticipated
three years. Future funding potential from OSF is limited at less than $240,000/annually.
As such the benefit to the City and the targeted population of people affected by Opioid
Use Disorder is time limited and there is no clear alternative or future location by which to
continue this program.
- Funding- After detailed review of programming and operational needs, staff are
concerned about an operator's ability operate a safe, effective day space with the available
funding. Specifically, this budget did not sufficiently support staffing at the levels needed
to meet the priorities outlined in the RFA, including neighborhood management and
supportive services on site.
Conclusion
Since the Council’s direction regarding the allocation and use of opioid settlement funds in
October 2024, there have been significant shifts in the funding landscape for core services that
address the opioid epidemic. Various iterations of the Federal Budget drafts have included the
elimination of a key funder (the Substance Abuse and Mental Health Services Administration),
potential impacts on Medicaid eligibility affecting recovery and treatment access, cuts to housing
vouchers, harm reduction, etc. These are core priorities that were listed by individuals with lived
experience, providers, and staff. Changes to longstanding funding for these services may
significantly alter the landscape of unmet needs in the community. Investing the vast bulk of our
received OSF in an initiative that will not continue beyond two years may not meet the changing
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needs that are still emerging in response to the federal budget cuts to the sector. Staff
recommend the following options:
- Continue funding the syringe redemption program- The program has been the
strongest factor in reducing the number of improperly disposed syringes. At a cost of less
than $75,000 annually (less than 6% of total available settlement funds), it represents a
significant public benefit. Staff recommend continuing to fund this program through
FY27 with opioid settlement funds.
- Reserve funding to preserve core services for individuals affected by SUD- As noted
above, funding for the existing services and programs that support individuals affected by
SUD are under threat. However, the FY26 Federal budget is still pending, and as such, the
full trickle down effects on states and municipalities remains uncertain. The City
recommends re-evaluating the use of the OSF pending these changes in order to reserve
funding to preserve core programs and services provided by the City and partners. To
move this forward, following budget processes, staff could provide an analysis of sector
impacts and optional directions to the committee for deliberation.
- Explore alternative models for the day space- This would include exploration of
alternative solutions for the day space that may reflect changes in anticipated scale,
partnership structure, and/or location.
- Consider reallocation of the funds to support a warming shelter - As noted in the April
2025 Warming/Cooling Center memo, the primary barrier to provision of on-peninsula
warming shelter for the unsheltered population is driven by lack of access to a suitable
facility. The City could consider making funds available to a private operator interested in
establishing a warming center in Winter 2025-2026.
PREPARED BY
Maggie McLoughlin
Director
Health and Human Services
ATTACHMENTS
● HHSPS Panel Discussion and Abatement Memo (June 2024)- link
● OSF Review of Initial Recommendations (July 2024)- link
● Allocating OSF Memo (Sept. 2024)- link
● Council Allocation (Oct. 2024)- link
● SSP & RFA Update (March 2025)- link
● Warming/Cooling Center memo (April 2025)- link
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Health and Human Service / Public
Safety Committee
Public Safety Update
Portland Police Department
July 8, 2025
Page 36
Crime Trends and Analysis
Violent Crime by Year January-June 2025
Update
● Violent crime totals appear to be
trending downward in 2025 YTD,
though the year is only halfway
complete.
● This is true in each crime
category. This is the first time
since 2021, without a homicide
in the first 6 months of the year.
● If current trends hold, 2025
could end with the lowest total
violent crimes in the past three
years.
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Crime Trends and Analysis
Property Crime by Year January-June 2025 Update
● Midway through 2025, some
categories are trending lower,
but totals are on track to
potentially match or exceed
previous years.
● After a 48% increase from 2023
to 2024, burglary numbers
remain high in 2025, and could
surpass 2024 if the pace
continues.
● Larceny and Motor Vehicle theft,
which both increased in 2024,
seem to be stabilizing mid-year
with a potential to decrease.
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Crime Trends and Analysis: Calls for Service
Calls for Service (CFS) are
classified as Proactive and
Reactive.
● Reactive - initiated by member of
public usually via 911 or non-
emergency line; this type of call
has been generally increasing over
the last 20 years.
● Proactive - Officer initiated
engagements or actions have
been declining since 2014 due
mostly to reduced staffing.
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Crime Trends and Analysis - Calls for Service
● Calls for service have
remained consistent in their
distribution across beats.
● There has been a slight
increase in total calls
compared to the first half of
2024.
○ 2024: 34,175
○ 2025: 35,994
● Beat 4 (Bayside) continues to
have the highest call volume,
followed by Beat 3 (Old
Port/Downtown) and Beat
5(West End).
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Calls For Service
January-June January-June
2024 2025
CALLS FOR SERVICE CALLS FOR SERVICE
1 Person(s) Bothering 1 Person(s) Bothering
2 Motor Vehicle Stop 2 Motor Vehicle Stop
3 Burglary Alarm 3 Special Attention
Check
4 Check Well Being
4 Pedestrian Check
5 Suspicious Activity
5 Check Well Being
● Person(s) Bothering continues to be the most frequent call type, indicating ongoing concerns with
disturbances, loitering, and/or criminal trespass.
● Three of the top 5 call types are officer initiated, reflecting a more proactive policing approach.
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Arrests
● There is no major change in overall
arrests in the first half of 2024
compared to 2025.
● The top five charges in the first 6
months of the 2025
○ Violating Conditions of Release
○ Warrants
○ Possession/Trafficking of Drugs
○ Criminal Trespass
○ Assault
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Clearance Rates
Crimes Against Crimes Against
People Property
● Portland’s clearance rate for crime against people has stayed above 50% for the last three years, putting it slightly
ahead of the national average.
● Portland’s property crime clearance rate remains just above the national average but below the state average. This
gap may be due to the higher volume of serious calls handled in Portland compared to other areas of the state,
combined with the impact of ongoing staffing shortages.
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Health and Human Service / Public
Safety Committee
Public Safety Update
Portland Police Department
July 8, 2025
Page 44