HHS and Public Safety Committee

Remote HHS and Public Safety MEMBERS Meeting Agenda Councilor Anna Bullett, District 4, Chair Councilor April Fournier, At-Large July 14, 2026 at 5:30 PM Councilor Sarah Michniewicz, District 1 Remote Meeting Councilor Wesley Pelletier, District 2 There will be opportunity for public comment on Agenda Item #3 City of Portland Opioid Settlement Funds Approved Uses. 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 14, 2026 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/84817149210?pwd=bmlg0Ug4wsSaZ6kMmAxfUrxozTPizo.1 Passcode:812533 Phone one-tap: +13017158592,,84817149210#,,,,*812533# US (Washington DC) +13052241968,,84817149210#,,,,*812533# US Join via audio: +1 301 715 8592 US (Washington DC) +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) +1 689 278 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 Page 1 +1 669 900 6833 US (San Jose) Webinar ID: 848 1714 9210 Passcode: 812533 International numbers available: https://portlandmaine-gov.zoom.us/u/kcUsjx1xQa 1. Announcements 2. Review and Approval of Minutes from June 9, 2026 a. Draft minutes 3. City of Portland Opioid Settlement Funds Approved Uses (Anna Bullett, Chair) Committee will consider a recommendation to Council regarding allocation City of Portland Opioid Settlement Funds for the purpose of Winter Warming Emergency Shelter. Public Comment will be taken. a. Staff Memo 4. Charitable Food Distribution Discussion (Councilor Sarah Michniewicz, District 1) Review of current food distribution landscape in Portland and potentially discuss policy tools to address community impact. No public comment will be taken. a. Staff Memo 5. CDBG Performance Metrics (Councilor Michniewicz) Determine committee interest in Community Development Block Grant (CDBG) performance metrics used in the recent program year. No Committee action is scheduled, therefore no public comment will be taken. a. Staff Memo 6. Next Meeting: September 8, 2026 Page 2  Health & Human Services and Public Safety Committee June 9 2026, 5:30 PM Remote Meeting Committee Attendance: Anna Bullett, Chair (District 4), Sarah Michniewicz (District 1), (Wesley Pelletier (District 2). April Fournier (At-Large) City Staff: Adam Harr, Executive Assistant; Maggie McLoughlin, Director or HHS; Dena Libner, Assistant City Manager; Chad Johnston, Fire Chief; Bridget Rauscher, Public Health Director; Ben Noyes, Police Sergeant; Mary Christi, Associate Corporation Council. 1. Announcements • City council workshop in August related to the family shelter relocation. 2. Review and Approval of Minutes from May 12, 2026 • Councilor Pelletier moved and second by Councilor Michniewicz and approved unanimously 4-0. • Overdose Prevention Site Legal Landscape Mary Christi, Associate Corporation Council reviewed the memo in the packet. Chair Bullett asked if there are provisions in the controlled substance act that provides immunity for officer carrying out local laws. She wants to speak with the State delegation and see the results of the November election for next steps. 4. Syringe Redemption Program Public Health Director Bridget Rauscher went over her memo in the packet. Councilor Michniewicz made it clear that the ambassadors who had been picking up syringes from 2024 to 2025 are not the same as the downtown ambassadors. She asked if we are in contact with WHO and if we have a sense of the syringes being picked up on private property. Director Rauscher said we are in contact but do not have a sense of the syringes picked up from private property. Councilor Michniewicz asked about the outlier and high traffic areas; is there a way to understand where syringes are being improperly discarded? Director Rauscher will return with analysis, but likely was at the district level. The councilor noted this district level may not be descriptive given how compacted the issue is and asked if PH has considered a survey or community meeting. What data exists on this being a gateway to healthcare? People who engage the program feel safe coming into the space and people become interested in other ways they can engage; more people ask about our services and wounds etc. get noticed; this is also direct feedback from the focus group. Councilor Pelletier asked about the requirement to be an exchange program participant. Director Rauscher felt it was important for the opioid settlement funds going directly to those victimized by the opioid epidemic; exchange clients are also well versed in safely handling needles to avoid accidental Page 3 needle sticks. On stigmatization, does that fee like a good faith criticism? Director Rauscher was not in the focus groups but she is already working with a population that is already stigmatized and probably feels additional eyes because of the redemption program and that this is in good faith if not potentially internalized stigma. Chair Bullett thanked Director Rauscher for her comprehensive report and celebrated that this is a cutting edge program, keeping people alive; she is happy to know wound care kits are being offered. She is nervous that there are not enough supplies and would like to help people get food. Let’s stay the course and let us know what you need. 5. Public Safety Traffic Update Sergeant Noyes presented his slide deck. Councilor Michniewicz asked if there has been an effect on other details with the increase in traffic; they are voluntary and have to be overtime. Are they finding other citable offenses during stops? Mostly looking for distracted driving and failing to stop at stop signs. How do officers feel about the stops? They are enthusiastic. Councilor Pelletier said traffic citations have been an ask from people concerned about dangerous speed and asked how speeding data can be considered by DPW and urban design. Chair Bullett said DPW are design streets for safety but don’t always ask officers and EMT for their input. Officers are concerned that we are designing for pedestrians and vulnerable people but some motorists are becoming aggressive and we are seeing an uptick in that behavior. 6. Next Meeting July 14, 2026 Councilor Michniewicz moved to adjourn, seconded by Councilor Pelletier, voted 3-0 to with Fournier absent. Adjourned at approximately 6:41 PM. Page 4 City of Portland | Executive Office Danielle P. West, City Manager To: Health and Human Services Committee Councilor Bullett, Chair From: Dena Libner, Assistant City Manager Date: July 10, 2026 Re: Policy Options for Authorizing Opioid Settlement Funds for Winter Warming Shelter Operations MEETING DATE July 14, 2026 AGENDA ITEM #1 - Opioid Settlement Funds PURPOSE The purpose of this memorandum is to describe the substance of Chair Bullett’s proposed policy so that the Committee can provide guidance. Based on that discussion, the Committee may request that a draft ordinance be presented at a future Committee meeting, or that the substance of what is agreed to at the July 14 Committee meeting is presented as an ordinance to the Council for consideration, without prior Committee review. COMMITTEE WORK PLAN/CITY COUNCIL GOAL ALIGNMENT This discussion supports the Council's common goal of “Reduce Chronic Homelessness.” BACKGROUND​ The City continues to receive annual payments through the national opioid settlement, which will continue until 2039. These revenues are restricted to uses that are consistent with the settlement agreement and related guidance. The Committee has expressed interest in a seasonal warming shelter operating 24/7 during the winter months. Since the application cycle for warming shelter grant funding provided by Maine State Housing Authority (MSHA) occurs too late for the City or a nonprofit partner to confidently hire additional staff for this work, the Committee plans to consider a proposal by Chair Bullett to allow opioid settlement funds to be used for this purpose, consistent with approved uses to support people in treatment and recovery under the settlement agreements. If the Committee supports this use, based on guidance provided by Chair Bullett, staff propose that a dedicated Opioid Settlement Fund be established by ordinance. The ordinance would provide that national settlement revenues are deposited into the fund and would establish the eligible uses of those revenues, including winter warming shelter operations. 1 Page 5 The advantages of this approach include that it: ●​ Creates a more permanent policy framework for managing settlement revenues. ●​ Provides greater predictability for future budgeting and multi-year planning. ●​ Clearly defines eligible uses in City Code. ●​ Minimizes the need for recurring policy deliberation regarding settlement revenues. ●​ Formalizes reporting requirements to support regular Committee review. The structure of the ordinance could be similar to other Council-established funds, such as the Climate Action Fund and Jill C. Duson Housing Trust Fund.​ As an alternative to this structure, the Council could continue to appropriate settlement funds through periodic amendments to the existing Council order (Attachment A). Under this structure, the Committee would periodically recommend that the order be updated to reflect additional revenue, and possibly make changes to the eligible uses. FISCAL IMPACT There is no anticipated fiscal impact associated with this item. CONCLUSION(S)​ Both approaches would allow the Council to authorize the use of opioid settlement funds for winter warming shelter operations, provided the expenditures remain consistent with applicable settlement requirements. The primary distinction is the governance framework through which future settlement revenues would be managed. If the Committee supports including winter warming shelter as an eligible use, staff request Committee guidance on its preferred policy framework: ●​ Establish a standing framework through City Code that automatically directs future opioid settlement revenues into a dedicated fund with Council-defined eligible uses; or ●​ Continue managing settlement revenues incrementally by periodically amending a Council order as new revenues are received, allowing the Council to reconsider eligible uses each time additional funds are accepted and appropriated. PRIOR COMMITTEE REVIEW Health and Human Services & Public Safety Committee - July 8, 2025; October 14, 2025; and November 13, 2025 PREPARED BY Dena Libner Mary Christie Assistant City Manager Associate Corporation Counsel Executive Office Office of the Corporation Counsel ATTACHMENTS Attachment A - Order 96-24/25 2 Page 6 City of Portland | Health & Human Services Department Maggie McLoughlin, HHS Director To: Health and Human Services & Public Safety Committee Councilor Anna Bullett, Chair MEETING DATE July 14, 2026 AGENDA ITEM Agenda Item # 4- Charitable Food Distribution Discussion PURPOSE This memo provides information on the outcomes of the Cotton St. Food Distribution initiative to support Committee conversation regarding the landscape of food distribution on the peninsula. COMMITTEE WORK PLAN/CITY COUNCIL GOAL ALIGNMENT The Health and Human Services and Public Safety (HHS&PS) Committee included a goal to “assess and consider regulation of charitable food distribution” in its 2026 workplan. BACKGROUND In August 2025, the City of Portland launched the Cotton St. Food Distribution pilot program in partnership with Preble Street, Milestone Recovery, and Hope Squad Maine. The program is designed to provide regular and coordinated delivery of existing community partner mobile meal services to unsheltered residents at one designated public site on the Portland peninsula. The initiative is part of a broader strategy to ensure food access for those in need while also addressing public health, safety, and sanitation challenges. Through collaboration between the City and community partners, the project aims to deliver services in a more sustainable, coordinated manner while maintaining the trust and wellbeing of surrounding neighborhoods. This voluntary partnership model was initially recommended by the City Council’s Health & Human Services and Public Safety Committee in 2024, as an alternative to regulating food distribution on public property. After achieving its initial goals during the three-month pilot, the initiative was extended to include the addition of partners from Portland Downtown and First Parish Church. Other non-profits have been encouraged to join programming on site, with regular support from the City’s Mobile Medical Outreach team, Behavioral Health Unit, and others. OUTCOMES 1 Page 7  -​ Food security- -​ Access- The program has distributed more than 22,000 meals from its start in August 2025 to June 2026. On average 86 individuals per day are served with two meals, one designed for eating on site and the other as a takeaway meal. Demand for services fluctuates, with lower numbers in the winter season (~83/day) as compared to the summer season (~106/day, with regular peaks at 120+ individuals). -​ Reliability- Qualitative data indicates that recipients appreciate the reliability of the service, made possible by the low barriers to access and consistency of meal times and locations. The program has been cited as the primary means by which many unsheltered individuals access food services. -​ Calls for service -​ Localized Impact- The Food Distribution implementation period is correlated with a significant localized increase in calls for service associated with homelessness.1 -​ Citizen calls for service are up 28% at Cotton St. and its adjacent block (from 1 call to 98 at Cotton, from 1,337 calls to 1,612 in surrounding block) -​ Calls for service in the Cotton Street area are concentrated outside of food distribution hours- 84% of calls occur outside of food distribution while just 16% occur during food distribution -​ Overall reduction- This localized increase does not represent a city-wide surge. Total public-initiated calls across the entire peninsula decreased by 2.8% (-460 calls), driven by a 5.6% drop (-832 calls) across the rest of the Peninsula. The data indicates a possible displacement effect, where existing activity has been pulled from other sectors and concentrated into the Cotton Street corridor. 1 Calls for service analysis data included codes related to core nuisance and crisis codes (well being checks, behavioral health, persons bothering, overdose, etc), and property crime, while exclusions included traffic violations, domestic disputes, and routine administrative police tasks. The data analyzed two identical 331 day blocks: pre-program from Aug. 4, 2024 to June 30, 2025, and program implementation from Aug 4, 2025-June 30, 2026. 2 Page 8  -​ SeeClickFix (311) -​ Localized Impact - The Food Distribution implementation period is correlated with a localized increase in 311 requests associated with public cleanliness and street-level friction in City Council District 1. Total municipal requests in District 1 rose by 4.1% (from 1,739 to 1,810 requests). This surge was driven almost entirely by hyper-local property impacts: trash on private property more than doubled, increasing by 115.6% (from 45 to 97 requests), while public right-of-way encampment reports increased by 100% (from 12 to 24 requests).2 -​ While general public Trash/Recycling requests remained flat (+0.2%), trash on private property nearly doubled. Concurrently, encampment complaints inside established District 1 parks decreased by 76.7% (from 30 to 7 requests). -​ Overall Reduction & Displacement: This localized friction does not represent a peninsula-wide surge in municipal complaints. Total Homeless-Related SeeClickFix requests across the entire Peninsula actually decreased by 5.6% (-155 requests), heavily insulated by a 21.5% drop in District 2 (-226 requests). Notably, Homeless Camp reports in District 2 decreased by 50.4% (-113 requests), while Trash on Private Property decreased by 27.9% (-24 requests). 2 See Click Fix (311) analysis data included municipal request categories related to public cleanliness, street-level friction, and homelessness (Encampment PW, Encampment Parks, Homeless Camp, Park & Trail Request, Police Issue, Public Restrooms, Trash on private property, and Trash/Recycling), restricted to City Council Districts 1 and 2 (the Peninsula), while exclusions included all other unrelated civic infrastructure, zoning, traffic, and routine municipal maintenance requests. The data analyzed two identical 331-day blocks: pre-program from Aug. 4, 2024 to June 30, 2025, and program implementation from Aug. 4, 2025 to June 30, 2026. 3 Page 9 Table, Peninsula SeeClickFix Requests by City Council District Pre-Implementation Implementation Net % District SCF Category (08.04.24 - 06.30.25) (08.04.25 - 06.30.26) Change Change City Council District 1 Encampment Parks 30 7 -23 -77% Encampment PW 12 24 +12 +100% Homeless Camp 659 698 +39 +6% Park & Trail Request 68 72 +4 +6% Police Issue 329 318 -11 -3% Public Restrooms 24 21 -3 -13% Trash on private property 45 97 +52 +116% Trash/Recycling 572 573 +1 +.2% City Council District 1 Total 1739 1810 +71 +4% City Council District 2 Encampment Parks 20 3 -17 -85% Encampment PW 2 2 0 0% Homeless Camp 224 111 -113 -50% Park & Trail Request 32 29 -3 -9% Police Issue 130 60 -70 -54 Public Restrooms 8 2 -6 -75% Trash on private property 86 62 -24 -28% Trash/Recycling 548 555 +7 +1% City Council District 2 Total 1050 824 -226 -21.5% -​ Neighborhood Impact- Neighbors in the adjacent zone report significant and sustained secondary impacts affecting their quality of life and businesses. More than 100 incident reports have been shared with City staff from neighboring properties. Reported impacts range in acuity from persons loitering, to break ins and fires; ultimately impacting business revenue streams and workplace satisfaction among employees. As a result, several property management and businesses report significant dissatisfaction with the status quo and have requested that the program be relocated away from Cotton St. There are also regular occurrences in which pedestrians walk on Spring St. instead of the sidewalk in order to avoid individuals who may be obstructing the sidewalk. This poses additional safety challenges. -​ Wrap around services and addressing root cause issues- All major social service and health providers with a mission that includes supporting the unsheltered population have been encouraged to join the program, either through direct food distribution or wrap around services on site. As the most reliable location to connect with unsheltered individuals, many wrap around services can create efficiencies through joining the effort. 4 Page 10  Beyond the MOU partners, the Fire Department’s Mobile Medical Outreach is the leading on-site provider. City outreach staff have been able to connect individuals to housing and shelter options. While it is impossible to separate out the relationship building on site from other relationship building efforts, in the last quarter (April - June 2026) the team has connected 12 individuals with the shelter, and successfully referred 27 individuals to the HOPE program for housing opportunities. HOPE supported four individuals into stable housing during this time, as well. -​ Collaboration Highlights and Challenges- -​ Program Partners- Cotton Street food security program partners work together under an MOU. Signatories include the City of Portland, Preble St., First Parish, Hope Squad, and Milestone. Each partner has reported improved collaboration as a result of the partnership. -​ Wrap around service partners- Wrap around service partners have inconsistently joined the effort on site, many note the challenges with understaffing and meeting other commitments that limit their involvement, though they join when they can. -​ Non-program food distributors- The collective strength of the partnership in reducing secondary impacts of food distribution elsewhere in the city is reduced by the increase in non-MOU partners. These partners operate outside of the norms of the MOU and distribute at different locations throughout the city. FISCAL IMPACT N/A CONCLUSION(S) The Cotton St. food program has succeeded in some areas, driving up consistency in food access from the leading outreach partners and bringing together a diverse group of stakeholders around a shared goal. In doing so, it has also created greater opportunity for efficiency in linking unsheltered individuals with additional resources. However, the impacts to the neighborhood are significant, and the increase in non-program actors distributing food has the potential to erode gains made. PREPARED BY Maggie McLoughlin Director Health and Human Services RELEVANT COMMITTEE DOCUMENTS HHS&PS Committee Memo- Distribution of Food on Public Property, Sept. 10, 2024 5 Page 11 City of Portland | Housing and Economic Development Department | Housing and Community Development Division Mary Davis, Division Director To: Health and Human Services and Public Safety Committee Councilor Anna Bullett, Chair MEETING DATE July 14, 2026 AGENDA ITEM Agenda Item - CDBG Performance Metrics - Discussion around any policy direction related to CDBG performance metrics PURPOSE A policy discussion regarding performance metrics for CDBG recipients was initially part of the Housing and Economic Development Committee (HEDC) work plan. However, this item has been transferred to the Health and Human Services & Public Safety Committee (HHS&PS) work plan. COMMITTEE WORK PLAN/CITY COUNCIL GOAL ALIGNMENT This item was moved to the HHS&PS work plan as a result of scheduling conflicts within the HEDC, the need to meet deadlines for the CDBG Priority Setting Task Force, and better strategic alignment with the HHS&PS work plan. BACKGROUND/ANALYSIS The U.S. Department of Housing and Urban Development (HUD) requires that Entitlement Jurisdictions, such as the City of Portland, establish a process that incorporates citizen participation in evaluating community needs, establishing local goals and priorities and the directing how Community Development Block Grant (CDBG), HOME, and Emergency Solutions Grant (ESG) program funds are invested. The City is required to undergo the evaluation process every five years, which results in a 5-Year Consolidated Plan. One piece of the City of Portland’s adopted citizen participation process is the establishment of a Community Development Priority Setting Task Force which convenes every five years prior to the creation and submission of a new Con Plan. The 2026 Task Force consists of 14 Portland residents representing diverse and relevant populations and expertise. The Task Force work plan includes a review of community priorities as they relate to HUD-funded programs, as well as the policies and application for the annual CDBG allocation process. Their work includes the review of Council’s Common Goals, the 2021 Con Plan’s Needs, Goals and Priorities, and the guiding principles, scoring matrix and other criteria in the CDBG application. The group held their first meeting on April 22nd and continue to meet bi-weekly through the beginning of September. To date, the Task Force has completed their work on the Needs, Goals and Priorities (see Attachment 1 Page 12 A) and have begun the review of the CDBG Guiding Principles (see Attachment B). The next item on their work plan is the scoring matrix. Once their work is complete, the Task Force will prepare a report that will be presented to the City Council with a request to adopt the recommendations as part of the 2027-2031 5-Year Consolidated Plan. To assist the HHS&PS Committee with its discussion of CDBG performance metrics, in addition to the information regarding the work of the CDBG Priority Setting Task Force, staff has included examples of the accomplishment reporting screens (see Attachment C) in the HUD reporting system along with the quarterly report form that CDBG sub-recipients use when reporting program accomplishments (see Attachment D). FISCAL IMPACT There is no anticipated fiscal impact associated with this item. CONCLUSION(S) The information included in this memo is provided to assist the HHS&PS Committee with its discussion of CDBG performance metrics. PRIOR COMMITTEE REVIEW: N/A PREPARED BY Mary Davis Housing and Community Development Division Director Housing & Economic Development Department ATTACHMENTS Attachment A - Needs, Goals and Priorities Attachment B - CDBG Guiding Principles Attachment C - Examples of HUD Reporting System Accomplishment Screens Attachment D - Example of Subrecipient Quarterly Reporting Form ​ 2 Page 13  ATTACHMENT A PROPOSED GOALS & ACTIVITIES FOR THE 2027 - 2031 GRANT YEARS GOAL - Priority Impact Area Definition Need (Provided by the CoP ) High Priority Medium Priority Low Priority Public Infrastructure and (1) Invest in infrastructure to improve neighborhood assets and Alternative Modes of Transportation Maintenance in Target build strong, safe, accessible and vibrant neighborhoods. Neighborhood Historic Preservation (2) Improve accessibility and livability through age-friendly designs and ADA compliance. Build sidewalks and trails to improve connectivity, increase the use of bicycles as a mode of transportation, and redevelop streetscapes to create shared streets for cars, bikes, and pedestrians that integrate with the Neighborhood Investment & Infrastructure- create strong, fabric of the neighborhood. Accessibility/ ADA compliance Park and Recreation Facilities safe, accessible, and vibrant neighborhoods (3) Support programs that increase safety in neighborhoods for residents and visitors throughout the year. Community Center & Senior Services Engagement Programs (4) Invest in programs and services that address the specific needs of members of the community. Disability Services Non-profit Rehab (5) Encourage programs that build a sense of inclusiveness, safety, and security within individual neighborhoods. At Risk Youth Services Tree Planting (1) Increase housing availability and affordability to all Portland residents regardless of income, race, ethnicity, and family size. Rental Assistance Legal Services (2) Encourage creative housing development through promoting a diversity of housing types while ensuring the inclusion of Environmental testing and Housing Availability - Increase housing availability & workforce and age-friendly housing. Adaptive Reuse for Housing remediation affordability Rehabilitation of Existing housing Energy Efficiency/weatherization Fair Housing activities Heating and Fuel Assistance Construction of New Housing Tenant Landlord Counseling Services (HOME Funds only) Career Advancement Services (1) Invest in Portland businesses to enable them to expand to (Education, Job Training, GED Façade Improvements create jobs. Invest in people wanting to create microenterprises. Attainment, ESL) Microenterprise Assistance Job Retention Support Services (2) Engage job seekers in a continuum of services to increase (Childcare vouchers, Housing their professional capacity, financial stability, and ability to Counseling, Transportation Assistance, maintain employment. Afterschool Program / Food Access) Job Creation Economic Opportunity: Create economic opportunities to transition people out of poverty (3) Focus on a growing number of individuals and families who are working but unable to afford basic household necessities and difficult to employ populations including homeless, new Financial stability services (budgeting, Americans and single parent head of households. financial planning, tax preparation) (4) Combine resources and build partnerships between public and private entities to provide opportunities to transition Portland residents out of poverty to sustainable employment and financial stability. Shelter Services - Employment Navigation/Navigator (1) Prevent individuals and families from becoming homeless and - Transportation Vouchers (conditional, Address the Needs of the Unhoused: Reduce Homelessness entering into the shelter system. with Job Retention Support Services) Food Assistance by Providing Stabilizing Services Mental & Behavioral Health (2) Rapidly rehouse those who enter the shelter system. - Subsance Use Disorder Assistance (3) Provide necessary resources to assist vulnerable populations transition out of homelessness, including housing opportunities Housing and Housing Services for Long for individuals experiencing homelessness. Term Shelter Consumers Page 14  ADOPTED: 2022 – 2026 Needs, Goals, Priority Activities NEED GOAL PRIORITY IMPACT LEVEL Neighborhood Investment & Infrastructure: Create strong, safe, accessible and Including but not limited to (in alphabetical vibrant neighborhoods: order, not in order of priority): Description: Public safety and mobility are key components to improving the livelihood of Portland neighborhoods. There is a Description: Invest in infrastructure to HIGH PRIORITY significant need to build neighborhood sidewalks where none improve neighborhood assets and build ● Accessibility/ADA compliance exist, improve ADA compliance, and increase access to strong, safe, accessible and vibrant ● Alternative modes of transportation alternative modes of transportation. Additionally, there is a neighborhoods. ● Community policing need to increase resident’s ability to remain or become active Improve accessibility and livability through ● Park and Recreation Facilities and engaged members of their neighborhoods through age-friendly designs and ADA compliance. ● Public infrastructure in targeted community-based services and programs. Build sidewalks and trails to improve neighborhoods connectivity, increase the use of bicycles as Basis for Relative priority: In 2019 & 2020, the Portland City a mode of transportation, and redevelop PRIORITY Council identified four goals that identified this need: 1) 15 streetscapes to create shared streets for cars, bikes, and pedestrians that integrate ● Community centers and engagement buses for 15 minutes: Add 15 buses to our fleet allowing us to with the fabric of the neighborhood. programs reduce peak hour wait times to an hour to 15 minutes. 2) Light Support programs that increase safety in ● Disability Services Hybrid rail to the eastern waterfront: install hybrid electric rail neighborhoods for residents and visitors. ● Non-profit rehab cars to come into Portland’s eastern waterfront to reduce ● Public infrastructure outside of targeted traffic. 3) Implement a plan for installation of solar arrays. 4) Increase public transit infrastructure and capacity in the City. Invest in programs and services that neighborhood The 2030 Comprehensive plan lists the following strategy: Full address the specific needs of members of ● Senior Services Service City: 2. Provide services to all residents. Operate City the community. Encourage programs that ● Tree planting facilities and services in an efficient and effective manner that build a sense of inclusiveness, safety, and is responsive to all segments of the community. security within individual neighborhoods. Resource: City of Portland 2019 & 2020 City Council Common Goals. and the 2030 City of Portland Comprehensive Plan UPDATED 10.05.2021 Page 15  ADOPTED: 2022 – 2026 Needs, Goals, Priority Activities NEED GOAL PRIORITY IMPACT LEVEL Housing Availability: Increase housing availability & affordability: Including but not limited to (in alphabetical order, not in order of priority): Description: In the 2019 Housing report, it was reported that Description: Increase housing availability Portland has an affordability gap of $255,796. In addition, there is and affordability to all Portland residents HIGH PRIORITY a lack of affordable rental housing within Portland’s housing regardless of income, race, ethnicity, and ● Adaptive reuse for housing supply. The City Council continues to make housing availability family size. Encourage housing ● Construction of new housing (HOME and affordability their goal. development by removing barriers to funds only) traditional urban housing types while ● Housing Retention Basis for Relative priority: In 2019 & 2020, the Portland City ensuring the inclusion of workforce and ● Housing Start up Assistance Council identified the following goal to address this need: age-friendly housing in significant ● Rehabilitation of existing housing Increase access to rental and home ownership that is safe, development projects. affordable, and accessible. PRIORITY Resources: ● Environmental testing and remediation 2030 Workforce Housing Demand Study ● Energy efficiency/weatherization 2019 City of Portland Housing Committee, Interim Housing Report ● Fair housing activities 2019 & 2020 City Council Common Goals. ● Heating and fuel assistance ● Legal services Tenant/landlord counseling services UPDATED 10.05.2021 Page 16  ADOPTED: 2022 – 2026 Needs, Goals, Priority Activities NEED Goal PRIORITY IMPACT LEVEL Economic Opportunity: Create economic opportunities to transition Including but not limited to (in alphabetical order, people out of poverty: not in order of priority): Description: Portland has a well-developed employment support system with many established providers. However, Description: Invest in Portland businesses to the system is fragmented, providers work in silos, there is enable them to expand to create jobs. Invest HIGH PRIORITY insufficient funding to cover needs of potential workers, and in persons wanting to create ● Career advancement services career planning and financial stability are often prioritized less microenterprises. Engage job seekers in a ● Education than job placement. Employment retention support is scarce continuum of services to increase their ● Job training and turnover results in economic uncertainty for employees professional capacity, financial stability, and ● GED attainment and higher costs for employers. ability to maintain employment. Focus on ● ESL difficult to employ populations including ● Job Creation Basis for Relative priority: In 2019 & 2020, the Portland City homeless, new Americans and single parent ● Job retention support services Council identified the following goal: Promote Economic head of households. Combine resources and ● Childcare vouchers Development in the City in a manner that provides for build partnerships between public and private entities to provide opportunities to ● Housing counseling increased property values, diversification across industry sectors and high paying jobs. Specifically, as it transition Portland residents out of poverty ● Transportation assistance relates to HUD programming and objectives, the Council further to sustainable employment and financial ● Microenterprise Assistance identified the need to advance work on the “Minority and stability. Women-owned Business Development Initiative” and secure City Council approval to invest CDBG funds in workforce development. Resources: Portland Economic Development Vision and Plan Portland Community Chamber of Commerce: Portland’s Economic Scorecard 2014-2015 Muskie School of Public Service: The State of Infant Pre-K Childcare in Portland, Maine 2015 GPCOG 2014- 2018 Economic Development Action Plan UPDATED 10.05.2021 Page 17  ADOPTED: 2022 – 2026 Needs, Goals, Priority Activities NEED GOAL PRIORITY IMPACT LEVEL Address the Needs for Growing Homeless Population: Prevent and Reduce Homelessness: Including but not limited to (in alphabetical order, not in order of priority): Description: The shelter system in Portland is beyond capacity. Staff and local organizations struggle to deal with overflow Description: Prevent individuals and families HIGH PRIORITY strategies to meet increasing need. Data from 2019 showed that from becoming homeless and entering into ● Behavioral Health Services 79% of the shelter consumers were new consumers, the average the shelter system. Rapidly rehouse those ● Emergency services to prevent length of stay at the shelter is under 60 days. Homeless who enter the shelter system. Provide homelessness Prevention and Rapid Rehousing are key components to help necessary resources to assist vulnerable ● Food Assistance reduce shelter usage and homelessness. Additionally, increased populations transition out of homelessness, ● Housing and Housing Services for long- case management is needed for those who have mental illness including housing opportunities for term shelter consumers and substance abuse issues to help them navigate the service chronically homeless or long-term stayers at ● Housing Startup Services delivery system. homeless shelters. ● Shelter services Basis for Relative priority: In 2019 & 2020 the Portland City PRIORITY Council identified the goal: Continue the effort to reduce ● At risk youth services homelessness, assist people experiencing homelessness through City, Regional, and State efforts. Resource: 2020 City Council Common Goals 20Health and Human Services Shelter Report UPDATED 10.05.2021 Page 18  ATTACHMENT B This document presents a summary the current and proposed changes to the CDBG Scoring Categories. These categories are determined by the Priority Setting Task Forces (PSTF). Currently, an application is scored on a 100-point scale; the three Scoring Categories below comprise of 70 points of the 100-point scoring system, with Goal/Priority Impact/Community Need comprising of the final 30 points. Additional information on the Goals/Priority Impact/Community Need can be found on the Need/Goals/Priority Activities chart. The “2021 Score Values” and “2021 Definitions” columns represents scoring values and definitions decided by the 2020 PSTF. The “2026 Proposed Definitions” column represents the 2026 PSTF’s proposed definitions aimed at increasing definition clarity for both applicants and the CDBG Allocation Committee, which scores applications. The 2026 PSTF met on July 1, 2026 and has not yet finalized definitions, category names, or scoring values; the 2026 Proposed Definitions are still in draft form. 2021 Scoring Score Category Values 2021 Definitions 2026 Proposed Definitions Programs and projects will be evaluated based on their potential to create significant, measurable, and lasting community impact. Significant impact is demonstrated by Applicant demonstrates a Measurable addressing a documented community need and significant and Community 10*/5 producing meaningful, sustained improvements. Impact measurable community Priority will be given to proposals that impact. demonstrate a clear contribution to established goals, with outcomes that endure beyond the grant period and continue to benefit the community over time. Project addresses the Guiding Principles Diversity & community’s diversity Project addresses the community's 10*/5 Inclusiveness and creates a culture of heterogeneity and creates a culture of belonging belonging. among all Portlanders. Priority to Priority should be given Lower 10*/5 to projects that serve the Prioritizing projects that demonstrate impact to Incomes lowest income persons. lowest income individuals and communities. Project benefits the targeted LMI area or Location* 5 neighborhood and Project benefits the targeted LMI area or considers other nearby neighborhood and complements other ongoing improvements. or proposed community improvements. Project demonstrates Services: Project demonstrates programmatic benefit to the viability and service delivery beyond the grant environment through period. energy efficiency or Sustainability* similar considerations, as Construction: Project demonstrates meeting or well as demonstrates exceeding current development standards and 5 economically sustainable building codes as required by City of Portland practices. standards. *: The current Scoring Rubric limited Location and Sustainability to Development projects only. To balance scoring, Social Service applications weighed Measurable Community Impact, Diversity & Inclusiveness, and Priority to Lower Incomes higher. Page 19 The PSTF did not complete the Capacity to Deliver section of the Scoring Categories during the July 1st meeting. The PSTF will define these Scoring Categories during the July 15th meeting. 2021 2026 Scoring Proposed Scoring Category Values 2021 Definitions Definitions Applicant demonstrates how CDBG funds are necessary to Financial 5 the program. If Applicant is requesting an increase in funding Need from the previous year, they sufficiently demonstrate a need and expansion of service. To be Leveraged 5 Project demonstrates other sources of funding in addition to determined Capacity Funds the CDBG request by Task to Experience 5 Force Providing Applicant demonstrates sufficient experience in delivering Deliver Service and managing this or similar projects. during the July 15th Readiness 5 Applicant demonstrates sufficient staff and organizational meeting to Proceed capacity to implement project promptly. 5 Applicant demonstrated sufficient nonprofit status (if Financial Stability applicable), agency operating budget, and recent audit (if applicable). During the July 1st meeting, the PSTF did agree upon a definition of “Collaboration” but did not create a naming convention for this Scoring Category. The PSTF will finalize this Scoring Category during the July 15th meeting. 2021 Scoring Scoring Category Values 2021 Definitions 2026 Proposed Definitions Memorandum of Scoring Category name is Agreement/ undefined as of July 1, 2026. Understanding These three categories are undefined in the The current working definition is: Program Guidelines. 15 Applicant demonstrates Please provide your Collaboration Points definition which aims to awareness of current service Letter of Support Total provider ecosystem and identifies provide clarity to both the opportunities for collaboration applicants and the with organizations that provide scorers. services similar to the proposed Demonstrated project. Outreach Page 20  ATTACHMENT C Example of HUD Public Service (Social Service) Accomplishment Reporting Example of HUD Development Activity Accomplishment Reporting Page 21  ATTACHMENT D Accomplishments Case Id: Name: Completed by Report Id: Accomplishments Only click Complete and Submit on this step once Accomplishments have been provided. Total Number of Persons Assisted Total Number of Unique Persons Assisted this Quarter Units of Service Units of Service provided this Quarter New Beneficiaries - Income Number of Extremely Low Income persons assisted (<30% AMI) Number of Low Income persons assisted (30%-50% AMI) Number of Moderate Income persons assisted (50% - 80% AMI) Number of persons assisted who are NOT Low to Moderate Income New Beneficiaries - Race/Ethnicity White - Total (Hispanic & Non-Hispanic) Black/African American (Hispanic & Non-Hispanic) Asian - Total (Hispanic & Non-Hispanic) American Indian/Alaskan Native - Total (Hispanic & Non-Hispanic) Native Hawaiian/Other Pacific Islander - Total (Hispanic & Non-Hispanic) American Indian/Alaskan Native & White - Total (Hispanic & Non-Hispanic) Asian & White - Total (Hispanic & Non-Hispanic) Black/African American & White - Total (Hispanic & Non-Hispanic) Am. Indian/Alaskan Native & Black/African American - Total (Hispanic & Non-Hispanic) Other Multi-Racial - Total (Hispanic & Non-Hispanic) Beneficiaries - Race/Ethnicity (Hispanic Only) White - Hispanic Black/African American - Hispanic Asian - Hispanic American Indian/Alaskan Native - Hispanic Native Hawaiian/Other Pacific Islander - Hispanic American Indian/Alaskan Native & White - Hispanic Asian & White - Hispanic Black/African American & White - Hispanic Am. Indian/Alaskan Native & Black/African American - Hispanic Other Multi-Racial - Hispanic Printed By: 1 of 3 Page 22 Narrative Case Id: Name: Completed by Report Id: Narrative Please provide a narrative describing accomplishments and barriers during this quarter. Documentation  Supporting Documents **No files uploaded Printed By: 2 of 3 Page 23 Submit Case Id: Name: Completed by Report Id: CERTIFICATION: I hereby certify that the information contained in this Monthly Report is accurate and the project/program is operating in accordance with the terms and conditions set forth in the AGREEMENT by and between the city and the above named agency which I represent. Signature Electronically signed by on Printed By: 3 of 3 Page 24