Cumberland County, Maine

Recovery Plan 

State and Local Fiscal Recovery Funds

2021 Report

Report 1

Reporting Period: May 2021 – July 31, 2021
2021 Recovery Performance Plan Report - 1

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Table of Contents

1.0 General Overview

1.1 Executive Summary 2

1.2 Use of Funds 7

1.3 Promoting Equitable Outcomes 12

1.4 Community Engagement 12

1.5 Labor Practices 13

1.6 Use of Evidence 14

1.7 Table of Expenses by Expenditure Category 15

2.0 Project Inventory

2.1 Performance Report 15

2.2 Ineligible Activities: Tax Offset Provision 15
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Executive Summary 

Communities of Cumberland County

Cumberland County is the most populous county in Maine, with a July 2019 U.S. Census 

estimated population of 295,0031. Despite a footprint of only about four percent of the state’s 

total land mass, the County is home to roughly 22 percent of Maine’s population - making 

Cumberland the most densely populated county in the state, as well. Recent data from the 

Federal Bureau of Economic Analysis estimates that Cumberland County generates one-third 

of the entire economic output for the entire state2; the success of Cumberland County is a 

critical factor not just to the county’s residents but to the whole state of Maine. 

State/County 2019 Population* Pop. as a Percentage of 

Maine Total Pop.

State of Maine 1,344,212 100%

Cumberland County, Maine 295,003 21.95%

* Source: US Census Bureau, 2019 American Community Survey

Cumberland County’s population lives across a mix of urban, suburban and rural 

communities. The county is home to three cities, including Maine’s largest city, Portland, and 

like other urban regions of the state, struggles with issues common to growing American cities 

that have been exacerbated by the ongoing COVID-19 pandemic. This recovery plan seeks 

to address those issues, in particular, access to affordable housing and shelter for the 

chronically homeless; access to affordable, quality childcare for working families; employment 

gaps, especially in service industries that serve as the backbone of the state’s economy; 

crises in mental health; and the ongoing spread of Substance Use Disorder (SUD).

The County recognizes that marginalized populations like New Americans, Americans living 

with disabilities, and Americans on fixed or low incomes bear the heaviest brunt of these 

challenges. 

Likewise, the rural communities in the state face similar challenges to other rural 

communities across America - many households struggle with access to reliable Internet 

connectivity capable of supporting remote work and education. Others saw child care 

facilities close or reduce availability, without replacement sites coming online. New work 

opportunities often do not line up with the skills, capabilities, geographic proximity or 

schedule availability of laid-off workers, due to challenges in child care access, reliable 

transportation, and other barriers.

Regional Coordination and Discussion

Upon receiving the first tranche of American Rescue Plan Act (ARPA) funds in May 2021, 

Cumberland County launched a thorough and ongoing discussion with our community that 

has involved several means of public outreach, direct communication with the Governor of 

Maine’s senior staff, state legislators, town managers, elected municipal leaders, experts in 
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the fields of housing, child care, mental health, SUD, economic development, and a range of 

other fields to identify the needs of the region, and how they align with defined use of ARPA 

funds. 

Economic and Equity Impact of COVID-19

Communities across Cumberland County were disproportionately impacted for a broad range 

of reasons. Urban neighborhoods were disproportionately impacted because of a lack of 

adequately-spaced housing and work opportunities, and a lack of access to childcare; 

meanwhile, rural communities struggled with working and studying remotely because of spotty 

broadband, securing access to rural childcare, and creeping housing prices. 

As a consequence of our geographic and demographic diversity, methods of distributing 

ARPA funds here will be diverse and broad-ranging. 

Addressing Affordable Housing and Homelessness

Access to workforce and affordable housing is beyond a crisis point in much of Cumberland 

County. According to the National Low-Income Housing Coalition, Maine has a shortage of 

about 19,000 affordable housing units3. That same organization revealed in a study -

conducted in 2019, before the current pandemic - that Maine has one of the least affordable 

rental housing markets in the nation4.

Meanwhile, in June 2021 Maine Listings reported a statewide increase in the median price of 

a home of 24.5% over June 20205. Those deficiencies in affordability are especially more 

acute in Cumberland County.

Affordable housing projects scheduled for construction over the course of the next year are 

facing catastrophic cost overruns due to the increased price of construction materials and 

major gaps in the construction workforce. Cumberland County intends to invest significant 

2021 ARPA funds to support qualified affordable housing construction projects that are stalled 

due to cost overruns, in order to get those projects built as fast as possible and at an 

acceptable quality.

The lack of safe, hygienic space for people experiencing chronic homelessness was brought 

into stark relief in 2020. Furthermore, COVID-19 exposed the lack of a support system for 

people who are not experiencing chronic homelessness, but are experiencing housing 

insecurity and may not have stable housing or are on the verge of homelessness. 

The City of Portland operates the state’s largest homeless shelter and non-profit agencies 

operate services for chronically homeless and marginalized peoples. The Portland homeless 

shelter has long been in need of replacement, and plans are moving forward to begin that 

work. Cumberland County expects to contribute to that project with ARPA funds. 

In the immediate term, the County will use ARPA funds to study the viability of establishing 

an emergency shelter and housing support services outside of Greater Portland - particularly 

in the northwestern quadrant of the county, where housing insecurity is a growing concern 
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and currently, the only option for residents who find themselves experiencing homelessness 

is to find their way to Portland. The County plans to engage a qualified partner to begin this 

study project immediately, with the goal of moving beyond exploration with future ARPA 

funding.

Workplace Shortages and Childcare

Since the start of the COVID-19 pandemic, worker shortages have forced child care facilities 

across the state6 and particularly in Cumberland County to either close their businesses or cut 

back on the number of children that they can serve. Prior to the pandemic, Maine was already 

struggling with an insufficient pool of childcare spaces. Particularly, in the densely populated 

Greater Portland area where families continue to struggle to find space for their children or 

cannot afford it.

Cumberland County seeks to work with state and regional leaders to incorporate a successful 

program modeled by the non-profit community development financial advisor “Coastal 

Enterprises, Inc.” that trains childcare entrepreneurs, in order to launch or grow home and 

small child care facilities. In particular, the County intends to work with community partners in 

order to drive potential childcare providers in areas where there is a significant need and a 

variety of barriers - including but not limited to cost, geographic, and spoken language - to 

entrepreneurship programming, in order to bring small new sites online and help grow existing 

ones that will serve these communities. 

Cumberland County also seeks to identify planned projects that will expand existing child care 

facilities, and is prepared to make one-time investments that will help those facilities construct, 

staff and train as quickly as possible in order to quickly create more child care spaces. 

Workforce gaps are a significant challenge in Cumberland County and have widened during 

the COVID-19 pandemic. In addition to the crisis of child care workers highlighted above, the 

service industry has been particularly hard-hit. According to the trade group HospitalityMaine, 

the state had 16,000 fewer hospitality workers between April, 2019 and April, 20217.

Cumberland County is working to establish partnerships with job trainers and job seekers - in 

particular, delegates from marginalized communities and the New American population -

toward job training programs and certifications. Directing able workers toward custom training 

and available jobs will fill gaps in the workforce and give disproportionately impacted residents 

an opportunity to grow their careers.

Addressing Public Health Gaps

The COVID-19 pandemic has shined a light on the mental health and SUD crises in the region. 

According to a report published by the Maine Attorney General in June of 2021, 504 deaths 

were caused by drugs statewide in 2020, which is a 33% increase over 380 in 20198. 19 

percent of those deaths were in Cumberland County, which is roughly commensurate with the 

county’s share of statewide population. 
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Cumberland County will immediately invest in programming with existing regional service 

providers to expand bed space for SUD rehabilitation, and crisis response services for people 

with mental health disabilities. The County will further explore service offerings with providers 

in each category as we work deeper into the ARPA funding schedule. 

County Operations

Cumberland County plans to make significant investments in County-owned facilities to better 

respond to current and future pandemics, prevent the spread of communicable diseases, and 

enhance regional public health. In particular, funds will be spent at the County Jail, which 

requires an expansion of the medical wing and a negative-pressure pod to more safely and 

effectively treat and quarantine inmates infected with COVID-19 and future contagious 

diseases. The jail also requires HVAC duct cleaning to improve air handling for the facility. 

Prior to the pandemic, the Cumberland County Jail was struggling to retain staff and fill 

vacancies. Like most employers in the region, the challenge of finding qualified employees 

became exacerbated by the pandemic. As of August 2021, the facility is operating at roughly 

half of it’s budgeted staff. Operating at half capacity makes it challenging to effectively spread 

inmates across the facility and monitor their interactions, and maintain the safety of the 

employees and inmates located there. Cumberland County will use ARPA funds to 

immediately increase the salary of Corrections Officers at the jail, in a bid to attract and retain 

quality employees. 

Funds will also go toward retrofits at the County-owned “Cross Insurance Arena,” a 6,200 seat 

performance and mixed-activity venue that was identified as an Alternative Care Site (ACS) 

in the event that the health care system is overburdened by COVID-19 or a future pandemic. 

The County is contractually obligated to ensure that the Arena will be fully operational to serve 

as a designated ACS. The retrofits include electrical redundancy and temperature control, and 

ARPA funds will guarantee that the site is in ready shape to serve as a reliable field hospital. 

The County operations also include the regional emergency communications center (CCRCC) 

that is the emergency dispatch service for 19 of the 28 municipalities within the County borders 

and the Sheriff’s Office. The existing office space requires enhancements to spread 

employees further out, reducing the risk of communicable disease spread amongst staff who 

are critical to the emergency response process.

The County is establishing a new public health office to ensure a more comprehensive and 

nimble regional response to the current and future public health crises - and to better serve 

identified populations that most commonly find themselves in health crises, such as people 

suffering from mental health disorders. The public health office will coordinate regional public 

health communications and services, and coordinate response to regional public health 

crises. 

Finally, Cumberland County is aware that many municipalities and small local agencies have 

needs that align with the mission of ARPA but are not ARPA recipients or lack sufficient funds. 
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Cumberland County will reserve a portion of the funds for competitive open grants that 

qualified entities may apply.

Resources:

1: US Census Bureau: https://www.census.gov/quickfacts/cumberlandcountymaine

2: Federal Bureau of Economic Analysis: https://fred.stlouisfed.org/categories/27301

3. NLIHC: https://nlihc.org/housing-needs-by-state/maine

4. NLIHC: https://reports.nlihc.org/sites/default/files/oor/files/reports/state/ME.pdf

5. Maine LIstings: https://learning.mainelistings.com/Systems/PressReleases/2021///06%20June.pdf

6. Portland Press Herald: https://www.pressherald.com/2021/05/30/another-labor-crisis-hits-maine-parents-cantfind-child-care/

7. Bangor Daily News: https://bangordailynews.com/2021/04/27/business/hospitality-group-to-spend-125k-toattract-workers-amid-labor-shortage/

8. Office of Maine Attorney General: https://www.maine.gov/tools/whatsnew/attach.php?id=5041404&an=1

1.1 Uses of Funds

As of July 31, 2021 Cumberland County had not yet expended any ARPA funds. However, County 

staff has worked internally and with regional partners to identify likely projects for 2021 ARPA 

funds, and estimated cost ranges for all major investments in order to quickly and appropriately 

invest the first tranche payment of $28,650,437 in County and community interests.

The list of projects below represents those identified as most critical and qualified. Cumberland 

County is in the process of identifying partners - and wherever possible, government agencies -

that are capable of carrying out this work. Cumberland County has arrived at this list through a 

significant and ongoing outreach effort (outlined below, in the section labeled “Community 

Engagement”).
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In addition, the County will set aside an estimated $1.4 million in competitive funds for regional 

municipalities, businesses and nonprofits to bring forth qualified projects that would help to solve 

challenges identified in the Executive Summary. 

Wherever possible, the County will align with state and municipal interests in order to combine 

resources and approaches, and provide stronger solutions that make use of rescue funds at all 

levels of government and prevent duplication of investments - or worse, confusing competitive 

programming. Cumberland County has already held conversations with state and local leaders 

on areas of potential overlap, including: affordable/emergency housing, mental health and SUD 

treatment, childcare entrepreneurship and workforce training.

CATEGORY PROJECT JUSTIFICATION

a. Public Health

1.10 Mental 

Health Services

Mental Health 

Services - crisis 

response and 

management

Explore mental health services within the region, in part through 

an open application process aligned with ARPA priorities and in 

part with a particular focus on identifying response programming 

to mental health crises and follow up case management that 

improves outcomes. Identify existing mental health 

programming key to responding to pandemics, and add capacity 

through funding.

1.11 Substance 

Use Services

Substance Use 

Disorder 

Treatment 

options

Explore regional substance use disorder services through an 

open application process aligned with ARPA priorities, with the 

goal of adding capacity to on-going efforts through one-time and 

short term investments 

1.12 Public 

Health Services

County Public 

Health Office

Establishment of County Public Health Office Years 1-3. Add 

capacity to the region's public health efforts. Focus on gaps that 

exist in public health and areas that greater capacity and aid 

could be beneficial.

1.4 Prevention in 

Congregate 

Settings

Jail - Negative 

Pressure POD & 

PPE/Mitigation

Converting an existing Jail POD to have negative pressure in 

order to create a quarantine POD at the Jail. Currently the holding 

cells are operated at neutral pressure with an equal supply and 

exhaust flow to each cell. The air handler provides approximately 

50% outside air through an energy recovery wheel, with 50% 

recirculated air from the Common areas. The exhaust for the 

Holding Cells is provided by a rooftop exhaust fan, which pulls air 

through the energy recovery wheel. Like the supply duct, the 

exhaust main duct branches are divided to serve areas of the cell 

block. Also covering PPE and other pandemic-mitigating 

expenses at the Jail that have not fallen under FEMA 

reimbursement. 

1.5 Personal 

Protective 

County Personal 

Protective 

Cover the costs of PPE at County facilities that were not covered 

by FEMA. FEMA only covered expenses related to the Sheriff's 
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Equipment Equipment Office, and did not cover the County Courthouse and Regional 

Emergency Communications Center.

1.6 Medical 

Expenses

County Inmate 

Medical Costs

The Cumberland County Jail utilizes an outside vendor to handle 

all inmate medical needs within the jail, utilizing a “cost-plus” 

payment contract. Under this system, the County pays the 

vendor a fixed annual amount intended to be a worst-case 

estimate of actual costs for the year. If actual costs come in 

under budget, the County receives money back as a 

reimbursement. If costs go over budget, then the County must 

pay the vendor the additional amount. Costs are recorded each 

year from July 1 to June 30th of each year. For the first time in 

many years, medical expenses went over budget during FY 20-21, 

by roughly $329,000. All of the additional expenses could be 

directly attributed to Covid 19, in the form of additional staffing 

expenses, quarantining needs, PPE costs, and regular Covid-19 

testing.

1.7 Capital 

Investment 

related to 

Covid19

County Jail 

Medical Wing 

Expansion

Increasing the size of the medical wing to 6,000 SF, giving 

greater capacity and flexibility to handle multiple inmate health 

issues. All cells will be negative pressure cells to provide the 

ability to isolate infectious patients better and faster, reducing 

the likelihood of community spread in the building. The expanded 

medical wing will also better separate routine medical clinic care 

from patients with communicable disease (e.g., COVID, influenza, 

etc.) that require medical monitoring.

1.7 Capital 

Investment or 

Physical Plant 

Changes 

Jail - HVAC Duct 

Cleaning

The HVAC ductwork at the Jail is lined with a fibrous insulated 

material. The fibrous material has now begun to deteriorate and 

is breaking off into the supply and return ducts/vents reducing 

the air flow and ventilation. This is becoming more problematic 

to meet the CDC requirements for sufficient fresh air being 

introduced into the building. Without proper cleaning, the fibrous 

material can contain airborne contaminants that can be 

hazardous to the entire building’s health. The ductwork will be 

cleaned by a licensed professional and then the system will be 

rebalanced. This work would have the facility comply with the 

CDC requirements for the air exchange rates for public and 

congregate living facilities. 

1.7 Capital 

Investment 

related to 

Covid19

Courthouse Air 

Handler #1

The courtroom side of the County Courthouse is a three-story 

construction. It houses multiple courtroom, administrative, and 

criminal processing areas. Currently the existing air handler (#1) 

can not address COVID-19 concerns because the existing unit is 

not operating at the required air capacity to provide slow, steady 

air speed per recommendation. The existing unit could not 

provide air filtration recommended through fiber-based material 

or membrane. The County has the inability to increase air filters 

to levels recommended by CDC. The existing unit could not 

provide outside air during the cold season. The existing unit is 

not capable of changing airflow patterns - it produces the same 
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speed, in a straight path. Demand control ventilation by 

occupancy will be included. The project scope is to replace the 

existing pneumatic control system. 

1.7 Capital 

Investment 

related to 

Covid19

Communications 

Space 

Enhancement

New dispatcher consoles will provide greater distance between 

each employee. The current set-up is not capable of creating 

appropriate social distance spacing to prevent the spread of 

communicable diseases. The County will establish new console 

designs that allow for greater distances between each 

dispatcher. The dispatch room will also be enlarged, spreading 

the desks out to gain even greater distance between dispatchers. 

1.7 Capital 

Investment 

related to 

Covid19

Cross Insurance 

Arena Generator

A new generator is required in order for the county-owned Cross 

Insurance Arena to be prepared for an 80-bed operational 

standup of an alternative care site (ACS). Arena's emergency 

generator (125 kw) was designed for load shed emergency 

egress only. It is not capable of running the Arena at full load. 

The alternate care site would be used for COVID-19 by providing 

beds for overflow at surrounding hospitals and medical facilities. 

Request for this alternate care site requires full load generator 

support for heat, air circulation, and medical equipment, etc. The 

existing generator can not support these functions. 

1.7 Capital 

Investment 

related to 

Covid19

Cross Insurance 

Arena Airlock

An airlock wall system at the Cross Insurance arena will prevent 

cold air (or hot) from impacting the climate control environment 

in the main arena. Loading docks, when doors are open, allow 

for air to flow directly into the arena, which is problematic for an 

alternative care site (ACS). 

b. Negative Economic Impacts

2.14 Rehiring 

Public Sector 

Employees

Cross Insurance 

Arena Rehire

Covid-19 has created a severe labor shortage in Southern Maine, 

particularly in service sector industries. For the Cross Insurance 

Arena (CIA), this shortage is most acutely felt in the form of the 

part time staff typically used for actual events at the arena. In 

order to stay competitive with similar venues, the CIA has 

requested a $1.00 rehiring stipend for their event staff, which will 

gradually step down over the next 3 years. As the ARPA stipend 

declines, budgeted wage increases will take its place.

2.14 Rehiring 

Public Sector 

Staff

County Staffing 

Hiring & 

Retention

Jail Hiring & Retention Premium Pay, Recruiter; Recruiting 

Outreach Years 1-3. Covid-19 greatly exacerbated an existing 

staffing shortage at the Cumberland County Jail. At the start of 

the pandemic, the jail was short 30 Corrections Officers. By the 

spring of 2021, that shortage had risen to over 60. In addition to 

a number of other measures taken to attempt to draw in new 

Corrections Officers, the County implemented an extra $2.75 

Hiring and Incentive pay for all certified Corrections Officers at 

the jail, which is added on to their base pay. 

2.7 Job Training Workforce 

Training/

Cumberland County will collaborate with state and regional 

partners to develop a childcare entrepreneurship training 
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Childcare program, modeled on a successful program operating in some 

rural Maine counties already. The program will train qualified 

individuals interested in opening home-based and small 

childcare operations, with a particular focus on marginalized 

communities.

c. Services to Disproportionately Impacted Communities

3.10 Affordable 

Housing

Affordable 

Housing -

emergency 

stopgap to cover 

overruns

Cumberland County will provide emergency stop-gap funding to 

prevent qualified, shovel-ready affordable housing projects from 

further delays due to increased construction costs. The County 

will work with area affordable housing developers and the State 

to allocate funding to move projects towards breaking ground.

3.11 Services for 

Unhoused 

Persons

Planning new 

Emergency 

Shelter & 

Transitional 

Housing

Partner with regional agencies to conduct a feasibility study on 

the building and operating of an emergency homeless shelter 

and/or transitional housing facility in the rural northwest region 

of Cumberland County. The possibility of establishing a 

shelter/transition housing within this region would serve the 

population and keep individuals from having to head to Portland 

to seek services. 

3.3 Education 

Assistance

Workforce 

Training (New 

American)

Partner with workforce training providers to address the

workforce shortage in designated industries such as 

construction, health care, and childcare. Build relationships with 

the New American population aiding interested individuals with 

skills training in fields of need.

d. Premium Pay

None planned.

e. Infrastructure

5.1 to 5.15 

Infrastructure

Sewer/Water 

Infrastructure

Allocation for design and/or construction of sewer/water 

infrastructure to increase the capacity, handling and quality of 

the County's drinking and waste water in accordance with the 

Clean Water Act.

5.17 Broadband 

Other Projects

Broadband 

Access

The County will partner with a qualified contractor to explore 

regions where access and quality of service are not meeting 

expectations outlined in the ARPA rules, with the goal of 

identifying the best strategies to implement broadband 

infrastructure projects with future ARPA funds.

f. Revenue Replacement

6.1 Provision of 

Govt Services

County Staff 

Childcare 

Program

Exploration of County provided Childcare service for employees 

Years 1-3. Access to quality child care is severely constrained in 

Cumberland County. The County will identify space and a 

provider to offer care for the children of County employees.
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6.1 Provision of 

Govt Services

County Lost 

Revenue

The calculation of this amount was done in a slightly unusual 

fashion for the County of Cumberland due to the Cross Insurance 

Arena (CIA). From the 1970’s until 2017, the CIA existed as a 

separate “Special Recreational District” which assessed the 

County of Cumberland for any operating losses that occurred 

during their fiscal year, which ran from July 1 to June 30th of 

each year. In 2017, the separate district was removed, and the 

CIA became an Enterprise Fund existing within the County. The 

CIA has always operated on a July-June Fiscal Year in order to 

correctly capture revenues and expenses from hockey seasons, 

which run from September to early June at the latest. As a 

result, the County has opted to keep the CIA on a fiscal year 

budget. The County itself actually plans to move to Fiscal Year 

in the near future.

Administrative

7.1 Admin 

Expenses

County ARPA 

Administration

Starting in September 2021, the County of Cumberland will 

employ a Compliance & Audit Manager who will be specifically 

tasked with monitoring all ARPA expenditures, both those made 

directly by the County, and also those passed along to 

Subrecipients. The full cost of this position over four years, 

including benefit costs and incidental expenses is expected to be 

$475,000.

1.2 Promoting Equitable Outcomes 

Cumberland County views ARPA as funds intended for all County residents and not just for 

County government operations. This means that funds will be spent in an equitable manner with 

the largest benefit to the most people over the longest period of time. As information has been 

collected, it has ultimately shaped the County’s program initiatives.

In an effort to advance fairness and opportunity utilizing ARPA funds, the County Commissioners 

are creating an ARPA Advisory Council (AAC) that will review project proposals and prioritize 

those that align with President Biden’s Executive Order 13985, On Advancing Racial Equity and 

Support for Underserved Communities Through the Federal Government1

To date, efforts to promote equity are still in the planning phase, specific project objectives, 

outreach, progress and corresponding metrics will be reported in the County’s future Recovery 

Plans as SLFRF funds are disbursed.

 

1

See Executive Order On Advancing Racial Equity and Support for Underserved Communities Through the Federal 

Government, (2021), available at https://www.whitehouse.gov/briefing-room/presidentialactions/2021/01/20/executive-order-advancing-racial-equity-and-support-for-underserved-communities-throughthe-federal-government/.
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1.3 Community Engagement 

Upon receipt of the first ARPA payment in May 2021, Cumberland County launched a 

comprehensive ARPA page on it’s public website, outlining the process by which the County will 

expend and report on ARPA funds. The County included links to additional resources explaining 

qualified uses of funding in clear, simple terms, and released a schedule of public meetings and 

events designed to collect public comment.

The County created a survey that any member of the public may submit comment to, and held a 

public hearing over Zoom hosted by County Staff and Commissioners in early summer where 

members of the public could advocate directly to the County Commissioners. Each forum 

contained an information component providing an overview of the available funding and project 

eligibility followed by a round table discussion of potential projects.

Date Target Audience Agenda Posted to 

County Website

Video Posted to 

YouTube

June 23, 2021 General Public Yes Yes

June 25, 2021 Northern Region Stakeholders No No

June 29, 2021 Lakes Region Stakeholders No No

July 20, 2021 Portland Area Stakeholders Yes Yes

County leadership has held - and will continue to hold - discussions with leaders across a broad 

range of industries including affordable housing; homelessness; child care; education; workforce 

training, in particular for marginalized communities like New Americans and people in recovery 

from SUD; tourism and economic development; public health; public safety; SUD treatment; 

mental health treatment; broadband (including providers, consultants, and residents who are 

disproportionately affected by COVID); among others. These conversations will continue and 

grow more granular as we begin to identify specific investment opportunities.

Cumberland County has encouraged leadership in those fields to direct the constituencies that 

they serve toward the County website to offer comments. All public opportunities to comment 

have been shared with state and local media outlets, through social media and County-managed 

email lists.

In addition, Cumberland County is engaging with local elected leaders of color and from the New 

American population to strategize on methods for reaching marginalized communities such as 

people of color, people with low incomes, and limited English proficiency populations. 

The County is planning to engage with the Maine Immigrant Rights Coalition, to connect County 

government directly with New Americans who may face challenges with finding and responding 

to a traditional survey. Community leaders from various immigrant groups in the region are holding 

guided conversations with immigrant residents to give feedback to the County on qualified ARPA 

needs from non-English speaking and marginalized groups.
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Planned use of funds outside of county government has been derived almost entirely from the 

above outreach strategies. Cumberland County has identified the needs of the region by collecting 

public and organizational feedback, and is working with qualified consultants, service providers 

and industry leaders to identify the best means of solving those challenges within ARPA 

guidelines.

1.4 Labor Practices 

If the County decides to pursue any EC 5 qualifying infrastructure projects, the County will use 

best practice models to ensure all local, state, and federal labor standards are followed. Where 

applicable, the County will follow local labor regulations including: local hire preferences; 

apprenticeship requirements; prevailing wage standards; and labor agreements. If the County 

pursues an EC 5 qualifying project over $10million, the County will ensure all contractors are in 

compliance with Davis-Bacon and Related Acts and will require a local hire preference. 

In an effort to support the economic recovery through strong employment opportunities for 

construction workers, Cumberland County has developed a working relationship with the 

Associated General Contractors. Associated General Contractors (AGC) is one of the largest and 

most active construction associations in Maine. Cumberland County and AGC have a shared goal 

of increasing the quantity and quality of construction workers available for hire throughout 

Cumberland County. In an effort to reach this shared goal, Cumberland County and AGC are 

exploring workforce and job training opportunities for sectors of the population who may have an 

interest in joining the trades industries. Cumberland County will continue to work closely with the 

hiring offices of the larger construction companies in Southern Maine, the main goal of this 

relationship will be to increase the potential of Section 3 qualifying workers gaining full time 

employment with an established construction company. Additionally, Cumberland County will 

continue to offer technical assistance to smaller construction companies and sole proprietors 

seeking subcontractor opportunities. 

1.5 Use of Evidence 

As of July 31, 2021, the Cumberland County has identified the potential projects that may have 

planned SLFRF expenditures relating to evidence-based interventions and program evaluation. 

Where applicable, the level of evidence, evidence type and sources will be reported in future 

recovery plan reports. 
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Where possible, the County will encourage project recipients to design program evaluations 

utilizing OMB M-20-122 and OMB M-21-273.

1.10 Mental Health Services

● Explore mental health services within the region and look to add capacity 

through funding.

1.11 Substance Use Services

● Explore SUD service and look to add capacity to on-going efforts.

2.7 Job Training

● Establish childcare entrepreneurship training in support of capacity building.

3.3 Education Assistance

● Partner with workforce training providers to address the workforce shortage in 

designated industries such as construction, health care, and childcare

3.10 Affordable Housing

● Emergency stop gap funding to prevent shovel ready affordable housing 

projects from further delays due to increased construction costs. 

3.11 Services for Unhoused Persons

● Partner with a qualified agency to conduct a feasibility study on the building and 

operating of an Emergency shelter and/or transitional housing facility in the 

Lakes Region. 

1.6 Table of Expenses by Expenditure Category

As of the end of the first reporting period, July 31, 2021, Cumberland County, Maine, has not 

made any expenditures with ARPA funds. 

Category Cumulative 

expenditures to 

date ($)

Amount spent 

since last 

Recovery Plan

1 Expenditure Category: Public Health $0.00 $0.00

2 Expenditure Category: Negative Economic 

Impacts

$0.00 $0.00

 

2

 See Office of Mgmt. & Budget, Exec. Office of the President, OMB M-20-12, Phase 4 Implementation of the 

Foundations for Evidence-Based Policymaking Act of 2018: Program Evaluation Standards and Practices (2020), 

available at https://www.whitehouse.gov/wp-content/uploads/2020/03/M-20-12.pdf. 

3

See Office of Mgmt. & Budget, Exec. Office of the President, OMB M-21-27, Evidence-Based Policymaking: 

Learning Agendas and Annual Evaluation Plans (2021), available at https://www.whitehouse.gov/wpcontent/uploads/2021/06/M-21-27.pdf
2021 Recovery Performance Plan Report - 15

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3 Expenditure Category: Services to 

Disproportionately Impacted Communities

$0.00 $0.00

4 Expenditure Category: Premium Pay $0.00 $0.00

5 Expenditure Category: Infrastructure $0.00 $0.00

6 Expenditure Category: Revenue Replacement $0.00 $0.00

7 Administrative and Other $0.00 $0.00

2.0 Project Inventory 

For the current reporting period the County has not started any projects.

2.1 Performance Report

Goals, measure, outputs and outcomes will be prepared prior to project development and tracked 

as projects are implemented. For the current reporting period the County has not started any 

projects.

2.2 Ineligible Activities: Tax Offset Provision (States and territories only)

The County is unable to report at this time as it has not started any projects during the report 

period.