City of Portland

Recovery Plan

Local Fiscal Recovery Funds

2021 Report to US Treasury
City of Portland

2021 Recovery Plan

❖ Executive Summary 1

❖ Uses of Funds 3

❖ Promoting Equitable Outcomes 6

❖ Community Engagement 10

❖ Labor Practices 12

❖ Use of Evidence 13

❖ Expenses by Expenditure Category 14

❖ Project Inventory 18

❖ Performance Report 97
City of Portland Recovery Plan Performance Report 2021 1

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Executive Summary

The COVID-19 pandemic has brought severe and prolonged public 

health, economic, and social impacts to Portland community members, 

organizations, and businesses. Through the Local Fiscal Recovery Funds

program, the American Rescue Plan Act provides a second major 

infusion of federal relief dollars directly to the City of Portland, allowing 

us the opportunity to act with both intention and urgency to deliver 

needed stabilization and care to our community.

In March 2021, Portland Mayor Ted Wheeler directed his Chief 

Administrative Officer and the Executive Director Portland’s economic 

and urban development agency to convene and chair the Economic 

Relief and Stabilization Coordinating Council (ERSCC).

He charged this group with developing and recommending an 

investment package for the City’s first round of American Rescue Plan 

Local Fiscal Recovery Funds (LFRF).

The group was directed to prepare a package that would respond to the 

effects of COVID-19 in Portland through the lens of the Portland City 

Council’s identified priorities of houselessness, community safety, and 

economic stability.

On July 28, 2021, the City Council approved the proposed investment 

package, which allocated just under $64 million in LFRF resources. This 

action followed the Council’s earlier action to allocate roughly $40 million 

in LFRF resources to the FY21/22 City budget as part of the City’s annual 

budget process.

Together, these two actions allocated the City’s full first round award of 

Local Fiscal Recovery Fund Resources.
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The ERSCC-proposed investment package supports projects in three 

investment priority areas: community health and safety; household 

stabilization; and business and commercial district stabilization. These 

investment areas were identified both by community and by 

independent economic analysis, and affirmed by the City Council, as top 

priorities for the City’s COVID-19 response. Embedded throughout the 

investment package is a commitment to building capacity for communitybased partner organizations and improving partnerships with these 

groups. Through its budget process, the City Council additionally 

allocated a portion of the funds to revenue replacement to ensure 

continuity of services critical to our economic recovery.

The City’s investments are coordinated with those from the State of 

Oregon, which will receive a total of $2.6 billion, and Multnomah County, 

which will receive $158 million. The City’s investments complement 

without duplicating State and County investments within the same 

geography. For example, our jurisdictions will each invest in 

houselessness, housing stabilization, household assistance, business 

stabilization, and workforce development, bringing discrete but aligned 

tools to the table to meet the needs of our residents.

City investments will bring economic stability to families and individuals 

who are at risk of losing their homes, support local businesses and nonprofits as they work to reopen and recover, and bring upstream services 

to families affected by and at risk from the increased violence affecting 

communities around the country in the wake of COVID-19’s devastating 

economic and social impacts.

Through a strong equity lens designed to further the President’s goal to 

‘build back better,’ Portland leaders are investing in immediate economic 

relief and support in ways that lay the foundation for an equitable, safe, 

sustainable economic recovery.
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Uses of Funds

The Portland City Council allocated roughly $40 million through the 

Fiscal Year 2021-2022 budget process, and roughly $64 through a 

separate, later budget action.

In the City budget, Council prioritized Rescue Plan LFRF resources to 

continuity of critical government services, investing in a combination of 

revenue replacement, services to people experiencing houselessness, 

and important economic recovery actions.

The later, larger package of investments developed by the City’s 

Economic Relief and Stabilization Coordinating Council (ERSCC) was 

shaped by three guiding principles:

1. Ground process, priorities and outcomes in the city’s Core 

Values of anti-racism, equity, in-language access, and transparency 

to ensure benefits for BIPOC communities and the most vulnerable 

Portlanders.

2. Prioritize investments on relief and stabilization activities that are 

informed by data and address houselessness and houselessness 

prevention, community health and safety, and COVID-19 

economic challenges for individuals, businesses and communities.

3. Act as effective stewards of financial and other resources by 

ensuring the city can provide critical services, aligning investments 

with other public and private investments, including regional 

collaboration, and positioning community for longer term recovery.

With the guiding principles as a starting point, the ERSCC developed an 

allocation proposal that built on community input, aligned with City 

Council’s top priorities, was driven by data, and coordinated with County 

and State investments.
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This approach led to a package which complements allocation decisions 

Council made in the City budget in June, is responsive to our 

community’s needs, and is grounded in real-time data about how our 

economy has been affected by the pandemic and how City resources can 

have the greatest impact.

The City’s Rescue Plan LFRF allocation package also builds on new 

approaches created in 2020. When the pandemic hit, our Emergency 

Coordination Center (ECC) chose to move away from the “greatest good 

for the greatest number” approach toward a strategy focusing on 

communities who have been hit the hardest by the pandemic.

Institutional barriers and systemic oppression have made Black and 

Indigenous communities, communities of color, low-income workers, 

people experiencing houselessness, older adults, and people with 

disabilities or underlying health conditions especially vulnerable to both 

the public health and economic impacts of the pandemic. The City has 

sought to center these communities in its budget, policy and 

programmatic decisions.

The City’s first round Rescue Plan Local Fiscal Recovery Fund investments 

fall into the following Expenditure Categories US Treasury has defined:

✓ Negative Economic Impacts (EC 2)

✓ Services to Disproportionately Impacted Communities (EC 3)

✓ Revenue Replacement (EC 6)

✓ Administrative (EC 7)

We have not allocated resources toward projects in the Public Health (EC 

1), Premium Pay (EC 4), or Infrastructure (EC5) categories.
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The work funded by these first round resources will support Portland 

families and individuals, businesses, and non-profits toward a safe, 

sustainable, equitable reopening and recovery.

In addition to Rescue Plan LFRF funds, the City of Portland is in receipt of

Emergency Rental Assistance funds in the following amounts. We will 

pass these Emergency Rental Assistance funds through to our network of 

40+ culturally-specific and community-based organizations to do intake, 

case-manage, and provide rent assistance to households most in need.

• $19,647,973.30 of ERA-1

• $15,546,521.70 of ERA-2

• $9,639,287.40 of ERA-2 High Needs

Additionally, the City received the following funds through the CARES 

Act:

• $9,640,943 of Community Development Block Grant

• $16,979,685 of Emergency Solutions Grant

• $249,909 of Housing Opportunities for People with AIDS

Together, these funds have supported investments in expanded winter 

shelter capacity; rent assistance; supportive services; safe motel shelter;

street outreach; and support for contracted service providers, including 

hazard pay for frontline workers.

Our investments will stabilize our families, protect Portland’s unique 

economy and our most vulnerable neighbors from the worst impacts of 

the pandemic, and set the table for a strong and sustained recovery.
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Promoting Equitable Outcomes

Very early in the pandemic, the Portland City Council established core 

values to guide its COVID-19 response. In a Council Resolution adopted 

on May 20, 2020, Council directed that the City’s COVID-19 response 

center climate and equity and prioritize fiscal resiliency, equity, the needs 

of our vulnerable populations, and climate action in budget decisions.

In this same action, Council adopted a COVID-19 Equity Toolkit to 

provide guidance in the development of policy, practices, and 

procedures related to our pandemic response. The Resolution 

additionally directed the City’s Office of Equity and Human Rights to work 

with bureau-based Equity Managers and practitioners, the City Budget 

Office, and community partners to center the City’s equity goals in our 

response actions.

The Equity Toolkit, shaped by input from more than 80 community-based 

partner organizations, is a guide and resource for City staff. It includes 

information about how to use a Results-Based Accountability approach in 

the design and implementation of response programs and actions; and 

about our legal obligations under various local and federal regulations.

This legislative action build on previous City Council actions to advance 

equity. Since 2015, the Portland City Council has:

• Ratified Citywide Racial Equity Goals and Strategies.

• Directed City bureaus to develop and implement Racial Equity 

Plans.

• Established a Budget Equity Assessment Tool to ensure 

consideration of bureau Racial Equity Plan and ADA Transition 

goals in the City budget process.
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• Directed the City’s Office of Equity and Human Rights to establish 

Citywide policies and accountability measures related to Civil 

Rights Title VI and ADA Title II.

This body of legislation charted the course for prioritization of CARES 

resources as well as other emergency response work, and guided City 

Council’s allocation of Rescue Plan resources this year.

Council allocated the City’s first round of Local Fiscal Recovery Funds in 

two actions: roughly $40 million in the City’s Fiscal Year 2021-2022 

budget, and roughly $64 million on July 28 in a separate budget action.

Proposals considered as part of the July 28 action were required to 

identify how the project would result in equitable outcomes, and the 

project’s impact on communities of color. This information was a key 

consideration for the City Council as they reviewed proposals.

Based on the City’s deep engagement with community beginning in 

2020, and City Council’s direction to center equity and climate goals, the 

City’s investment package prioritizes people and communities most 

affected by the devastating economic and social health impacts of the 

pandemic: Black, Indigenous, and People of Color households and

workers; immigrants and refugees; people with disabilities; people 

experiencing houselessness; and small businesses, especially those 

owned by people of color. Nearly all of our programmatic investments 

are in the Negative Economic Impacts (EC 2) or Services to 

Disproportionately Impacted Communities (EC 3) categories.

As part of the City budget, Council approved funding for an internal 

team to support delivery of Rescue Plan Local Fiscal Recovery Funds. This 

Delivery Team includes project management, equity strategies analysis, 

data and reporting analysis, procurement, grants management, 

communications, and government relations capacity.
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The Equity Strategies Analyst position, housed within the City’s Office of 

Equity and Human Rights, will:

• Provide tools and guidance to project teams and BPS data analyst 

to help develop project metrics.

• Provide guidance to project teams to ensure projects meet their 

equity goals.

• Review reporting to US Treasury, Council, and community to ensure 

equity is embedded in performance measures and metrics to 

measure progress.

• Coordinate the ARP reporting and metrics with concurrent efforts 

such as bureau-specific Racial Equity Plans. Our goal is to build on 

good work already done at the bureau level and Citywide, and to 

leverage the data collection and reporting for these funds to 

continue improving our overall system of programs and services.

We are now working to finalize project scopes of work and program 

design; ensure our project teams are trained in 2 CFR 200 and American 

Rescue Plan Act requirements; and develop grant, contract, and 

intergovernmental agreements. As part of this, project teams have been 

asked to:

• Provide information about their plans to serve underserved, 

marginalized, or adversely affected groups.

• Name specific output and outcome metrics and goals.

o The Delivery Team will collaborate with Project Teams in the 

use of Results-Based Accountability (RBA) to identify 

sustainable and consistent metrics to measure project

performance and impact on equitable outcomes. The RBA 

process begins with the end result or outcome and works 

back, step by step, to identify key program metrics to 

measure progress towards the outcome.
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• Identify potential challenges in bringing awareness and access to 

priority groups, and describe how they will address them.

• Describe how their project considers economic and racial equity as 

goals.

The Equity Strategies Analyst and the Data and Reporting Analyst, a 

position housed in our Bureau of Planning and Sustainability, will work 

with project teams to refine reporting metrics and program design, and 

to develop data collection guidelines and a data management approach

to ensure timely, transparent, accountable reporting to Council and to 

community. We look forward to providing qualitative and quantitative 

updates about our progress in future reports. 
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Community Engagement

The City's COVID-19 Equity Toolkit identifies community engagements 

needs as part of the Results-Based Accountability approach. This 

approach includes identifying ways project teams can authentically 

engage and inform impacted communities before making programmatic 

design and decisions. The process also highlights the need to 

understand historical relationships with impacted communities and 

identify how to rebuild broken trust.

Dating back to March of 2020, the City of Portland has intentionally 

engaged community organizations, leaders, and members to ensure that 

our investment decisions reflected community needs as defined by 

community, not just by policymakers.

These 16 months of engagement have included both existing and new 

committees and focused audiences to ensure that we are leveraging 

expertise that’s already plugged into City processes as well as bringing 

new insight and perspective to our work.

For example, the City’s Joint Volunteer Information Center, a partnership 

with more than 80 community-based partner organizations, helped 

shape the City’s COVID-19 Equity Toolkit and included implementation 

partnership: using both City and Federal relief dollars, the City’s ECC 

partnered with these groups to provide basic household supplies, 

culturally-appropriate food boxes, and accessible information about 

resources and services. These trusted community organizations helped 

both develop these responses and deliver them to community members.

Another new partnership was between the City and its Economic 

Recovery Task Force, which was established in March of 2020 and which 

includes more than 70 external partners. This body has advised the 
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Council about economic stabilization and recovery interventions, helping 

ensure that our investments respond to our community’s specific needs.

More recently, Mayor Wheeler established five Action Tables to shape 

activity in the following categories:

1. Clean & Green

2. Business Reopening & Success

3. Community Events

4. Safety & Compassion

5. Reputation Recovery & Rebranding

Since March of 2020 the longstanding Portland Housing Advisory 

Commission and the new COVID Rent Assistance Provider Network have 

met monthly to provide guidance to the City’s housing stability response.

Conversations with Reimagine Oregon; a focus group of Black, 

Indigenous, and business owners of color; the City’s Joint Volunteer 

Information Center; and the Street Roots Ambassador Program have also 

informed the City’s investment strategy and allocations.

The investments City Council has directed for Portland’s Local Fiscal 

Recovery Funds present an opportunity to partner with a variety of 

community organizations – some who have existing relationships with the 

City, some who are new. We will use this opportunity to build capacity 

among our partners, including by providing training about what it means

and how it works to be a sub-recipient of federal funds and/or a 

contractor with the City. Through the delivery of these funds we hope to 

foster a cohort of community groups who are competitive for public 

funds, who are deeply rooted in and connected to community, and who 

can continue to partner with the City beyond the life of these funds.
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Labor Practices

The City has not allocated any funds to capital projects.
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Use of Evidence

The City of Portland allocated the majority of its Rescue Plan Local Fiscal 

Recovery Funds through a collaborative process co-convened by the 

Executive Director of the City’s economic development agency and the 

City’s Chief Administrative Officer, and with representation from City 

Council offices and City bureaus. The process was informed by deep 

community engagement in 2020 and the first half of 2021, and grounded 

in Council’s shared priorities and the City’s core values.

On July 28, 2021 the City Council approved allocation of approximately

$64 million LFRF dollars. This followed their earlier allocation of 

approximately $40 million in the City’s budget in June.

These allocations are spread across roughly three dozen programmatic 

and administrative line items. Since Council finalized the City’s first round 

award investment package in late July, we have worked collectively to 

establish the necessary structures to meet US Treasury’s – as well as our 

own – robust reporting and accountability requirements.

We are working quickly to refine the scopes of these projects, put 

necessary contracts or sub-recipient agreements in place, and establish 

the wraparound compliance and reporting processes.

We anticipate a combination of projects using evidence-based 

interventions and projects which will be evaluated to develop an 

evidence base, and look forward to providing comprehensive 

information about our projects’ use of evidence in our next Recovery Plan 

Performance Report.
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Table of Expenses by Expenditure Category

Category

Cumulative 

expenditures 

to date ($)

Amount spent 

since last 

Recovery 

Plan

1 Expenditure Category: Public Health

1.1 COVID-19 Vaccination

1.2 COVID-19 Testing

1.3 COVID-19 Contact Tracing

1.4 Prevention in Congregate Settings 

(Nursing Homes, Prisons/Jails, Dense 

Work Sites, Schools, etc.)

1.5 Personal Protective Equipment

1.6 Medical Expenses (including Alternative 

Care Facilities)

1.7 Capital Investments or Physical Plant 

Changes to Public Facilities that respond 

to the COVID-19 public health emergency

1.8 Other COVID-19 Public Health Expenses 

(including Communications, Enforcement, 

Isolation/Quarantine)

1.9 Payroll Costs for Public Health, Safety, and 

Other Public Sector Staff Responding to 

COVID-19

1.10 Mental Health Services

1.11 Substance Use Services

1.12 Other Public Health Services

2 Expenditure Category: Negative Economic 

Impacts

2.1 Household Assistance: Food Programs 

2.2 Household Assistance: Rent, Mortgage, 

and Utility Aid 

2.3 Household Assistance: Cash Transfers 

2.4 Household Assistance: Internet Access 

Programs
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Category

Cumulative 

expenditures 

to date ($)

Amount spent 

since last 

Recovery 

Plan

2.5 Household Assistance: Eviction Prevention

2.6 Unemployment Benefits or Cash 

Assistance to Unemployed Workers

2.7 Job Training Assistance (e.g., Sectoral jobtraining, Subsidized Employment, 

Employment Supports or Incentives)

2.8 Contributions to UI Trust Funds*

2.9 Small Business Economic Assistance 

(General)

$57,655.69 $57,655.69

2.10 Aid to nonprofit organizations

2.11 Aid to Tourism, Travel, or Hospitality

2.12 Aid to Other Impacted Industries

2.13 Other Economic Support 

2.14 Rehiring Public Sector Staff

3 Expenditure Category: Services to 

Disproportionately Impacted Communities

3.1 Education Assistance: Early Learning 

3.2 Education Assistance: Aid to High-Poverty 

Districts

3.3 Education Assistance: Academic Services 

3.4 Education Assistance: Social, Emotional, 

and Mental Health Services 

3.5 Education Assistance: Other 

3.6 Healthy Childhood Environments: Child 

Care 

3.7 Healthy Childhood Environments: Home 

Visiting 

3.8 Healthy Childhood Environments: Services 

to Foster Youth or Families Involved in 

Child Welfare System 

3.9. Healthy Childhood Environments: Other 

3.10 Housing Support: Affordable Housing 
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Category

Cumulative 

expenditures 

to date ($)

Amount spent 

since last 

Recovery 

Plan

3.11 Housing Support: Services for Unhoused 

persons 

3.12 Housing Support: Other Housing 

Assistance 

3.13 Social Determinants of Health: Other 

3.14 Social Determinants of Health: Community 

Health Workers or Benefits Navigators 

3.15 Social Determinants of Health: Lead 

Remediation

3.16 Social Determinants of Health: Community 

Violence Interventions 

4 Expenditure Category: Premium Pay

4.1 Public Sector Employees

4.2 Private Sector: Grants to other employers 

5 Expenditure Category: Infrastructure

5.1 Clean Water: Centralized wastewater 

treatment

5.2 Clean Water: Centralized wastewater 

collection and conveyance

5.3 Clean Water: Decentralized wastewater

5.4 Clean Water: Combined sewer overflows

5.5 Clean Water: Other sewer infrastructure

5.6 Clean Water: Stormwater

5.7 Clean Water: Energy conservation

5.8 Clean Water: Water conservation

5.9 Clean Water: Nonpoint source 

5.10 Drinking water: Treatment

5.11 Drinking water: Transmission & 

distribution

5.12 Drinking water: Transmission & 

distribution: lead remediation

5.13 Drinking water: Source

5.14 Drinking water: Storage 
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Category

Cumulative 

expenditures 

to date ($)

Amount spent 

since last 

Recovery 

Plan

5.15 Drinking water: Other water infrastructure

5.16 Broadband: “Last Mile” projects

5.17 Broadband: Other projects

6 Expenditure Category: Revenue 

Replacement

6.1 Provision of Government Services

7 Administrative and Other

7.1 Administrative Expenses $1,674.17 $1,674.17

7.2 Evaluation and data analysis 

7.3 Transfers to Other Units of Government

7.4 Transfers to Nonentitlement Units 

(States and Territories only)
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Project Inventory

The Portland City Council has approved a number of projects for Rescue 

Plan Local Fiscal Recovery Funds. Each project is summarized in a Fact 

Sheet below.

Addressing Litter and Vandalism in Portland 

(Planning and Sustainability)

#16 $765,000 Negative Economic Impacts

Aid to Other Impacted Industries (2.12)

Project Overview

The COVID pandemic has led to a substantial increase in the amount of trash, 

graffiti, and vandalism in the city. The city’s recovery will require that these issues 

be addressed head-on. From increased to-go containers from restaurants leading 

to overflowing trash cans, large increases in visitation to parks and natural areas 

and accompanying littering, to reduced services and build-up of litter and debris 

on the sides of our streets, the impacts of COVID are visible to all. By enhancing 

public trash service, expanding cleaning of public streets, and ensuring damaged 

businesses are boarded up and protected quickly from vandalism, this proposal 

will ensure this aspect of the city’s recovery is addressed.

Main Activities

200 additional trash cans will be added to North Portland, an area currently 

underserved by the city’s public trash can program. Older, smaller, trash cans in 

neighborhoods and business districts will also be replaced. BPS staff will work with 

contractors to remove piles of debris left next to public trash cans in a timely matter 

as well as cleaning and repairing damaged containers.

Approximate Timeline

• August-September 2021 – Replace trash containers.

• October 2021 – Finalize agreement with cleanup contractors.

• November 2021 – Cleanup contractors work begins.

• March 2022 – North Portland trash cans installed.
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Primary Partners

Go Lloyd, Portland Business Alliance, Pearl District Neighborhood Association, 

COBID certified haulers, North Portland Neighborhood Services, Venture Portland, 

Neighborhood Associations, Business Districts, small businesses.

Key Performance Indicators

• 200 new trash cans in North Portland.

• 50 trash cans replaced.

• Trash piles near cans cleaned within 72 hours.

Output Measures

• # of trash cans installed # of trash cans replaced.

• Dollar value of contracts awarded to COBID-certified firms.

• Pounds of trash removed.

Outcome Measures

• Reduction in number of trash can complaints.

• Increased cleanliness of public trash cans.

• Reduced complaints of litter.
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Addressing Litter and Vandalism in Portland 

(Portland Bureau of Transportation)

#18 $1,495,000 Negative Economic Impacts

Aid to Other Impacted Industries (2.12)

Project Overview

By increasing large debris response time and street cleaning, the Portland Bureau 

of Transportation will enhance the livability and economic health of its communities 

and businesses. These increased services will support PBOT's efforts to "catch up" 

to the current state of debris and right of way trash that is impacting public health 

and small business success within the city of Portland. Due to the impacts of 

COVID-19 our ability to maintain appropriate levels of street cleaning were 

drastically impacted. With houseless camp cleanups put on pause, trash within the 

City's right of way has increased drastically. This project will focus on brining the 

right of way back to a state of cleanliness and safety of pre-COVID.

Main Activities

An increase in large debris clean up and response time from the Right of Way 

(ROW), as well as an increase in 2 street sweeping crews to support more proactive 

ROW sweeping measures removing harmful and often hazardous debris from the 

ROM and community.

Approximate Timeline

Initial project outlines, needs, resources, and goals are still being finalized. 

Although there is an outline plan, many of the tactics involved in delivering this 

project must still be worked out. We expect to have personnel and resources 

prepared for service delivery within a calendar year with the project completion 

happening prior to the deadline of the end of 2024. It will take most of our project 

timeline with recruiting and hiring the appropriate personnel to complete this 

project scope.

Primary Partners

Internal partners include various users of the ROW, as well as partner bureaus who 

may Identify hazardous debris in the ROW. These partnerships may include, 
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Parking Enforcement, Abandoned Auto Teams, Houseless Camp Cleanup teams 

and efforts.

Key Performance Indicators

• Increase on monthly and quarterly swept streets overall totals.

• Increase from baseline response time for picking up emergency bulky items.

Output Measures

• Street sweeping annual totals (will reach an additional 3,000 miles of residential 

streets and arterials, or an 11% increase in arterial curb miles and 50% increase 

in residential/local street curb miles swept).

• A measurable of response time for picking up emergency bulky items (will be 

enhanced, and capacity increased to haul away and properly dispose of an 

estimated 110 cubic yards of garbage).

Outcome Measures

• Street sweeping will reach an additional 3,000 miles of residential streets and 

arterials, or an 11% increase in arterial curb miles and 50% increase in 

residential/local street curb miles swept. 

• Response time for picking up emergency bulky items will be enhanced, and 

capacity increased to haul away and properly dispose of an estimated 110 cubic 

yards of garbage.
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Addressing Litter and Vandalism in Portland 

(Portland Police Bureau)

#20 $75,000 Negative Economic Impacts

Aid to Other Impacted Industries (2.12)

Project Overview

The COVID pandemic has led to a substantial increase in the amount of trash, 

graffiti, and vandalism in the city. In order to address the livability and business 

challenges that result from these issues, the Portland Police Bureau will quickly 

board up businesses when damage occurs, helping prevent further loss while 

supporting these important parts of our business community, already hurting 

because of COVID.

Main Activities

If the windows or doors of a business are broken during the commission of a crime, 

the Portland Police Bureau is obligated to secure the business before leaving. 

Currently PPB utilizes a 24/7 contractor to board-up businesses, then bills those 

businesses for the costs. This can lead many business owners to feel doubly 

victimized – having to pay for the cost of any theft or vandalism as well as these 

repairs. These funds will subsidize these expenses and lift the burden on struggling 

businesses. This initiative would support businesses and storefronts to help 

commercial districts as well as address vandalism.

Approximate Timeline

The project will commence as soon as funds are available. Duration of the project 

will depend on need, but we expect funds will be exhausted in 12-24 months.

Primary Partners

PPB will work with Internal Partners at the City of Portland Bureau of Planning & 

Sustainability to plan and develop the program. To implement the program, the 

Portland Police Bureau plans to work with a company under price agreement, 

Stanley C. Kennedy Enterprises, Inc. (doing business as, 1-800 BOARDUP).

Key Performance Indicators

Number of businesses and community organizations served.
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Output Measures

Number of dollars businesses saved by the board up subsidy program.

Outcome Measures

Decrease in number of invoices going to businesses for board-ups.
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AdoptOneBlock

#21 $40,000 Negative Economic Impacts

Aid to Other Impacted Industries (2.12)

Project Overview

This project supports neighborhood business and social success through the 

lenses of environmental justice and land stewardship; AOB services its local 

community by empowering its volunteers with the technology and tools needed to 

‘adopt’ and care for the block they live on or a block in their neighborhood. Direct 

focus on removing litter, trash, and hazards from the community such as needles, 

waste, and other harmful items. During the COVID-19 pandemic this program has 

been a safe avenue for people to participate in as the focus is on supporting 

individual volunteer efforts, outside, and not in groups. This pandemic-responsive 

model to create safe and welcoming neighborhoods benefits Portland’s 

neighborhood-based businesses and the communities who support them.

Main Activities

Trash and litter removal from all public spaces, including but not limited to 

residential neighborhoods, parks, business districts, trails, and even waterways.

Approximate Timeline

AdoptOneBlock is an ongoing effort to make our community cleaner and happier. 

The funds will begin to be disbursed upon receipt.

Primary Partners

AdoptOneBlock is working with the City’s Clean & Green Action Table, as well as 

like-minded non-profits, grassroots organizations, and community leaders.

Key Performance Indicators

AdoptOneBlock’s mission statement is to “clean the world up, one block at a time.” 

Performance indicators include:

• Number of volunteers called ‘Block Ambassadors.’

• Number of block adoptions.

• Visible improvement in the community.

• Blocks getting cleaner and the removal of litter and trash.
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Output Measures

AdoptOneBlock will focus on tracking outreach and education to diverse groups to 

ensure resources are available to anyone who is interested in participating in the 

program.

Outcome Measures

• Trends in block adoption rates.

• Geographical locations and how those compare to socioeconomic status of 

neighborhoods and areas around the city.

• The removal of litter and activity of the AdoptOneBlock Ambassadors.
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Community & Civic Life Project to Address Litter in 

Portland

#17 $250,000 Negative Economic Impacts

Aid to Other Impacted Industries (2.12)

Project Overview

The COVID pandemic has led to a substantial increase in the amount of trash, 

graffiti, and vandalism in the city. The city’s recovery will require that these issues 

be addressed head-on. From increased to-go containers from restaurants leading 

to overflowing trash cans, large increases in visitation to parks and natural areas 

and accompanying littering, to reduced services and build-up of litter and debris 

on the sides of our streets, the impacts of COVID are visible to all. As the trash 

problem throughout the city has grown, community groups and individual 

volunteers have stepped up to help. However, these cleanup efforts require a 

growing amount of assistance with disposal. By providing disposal assistance to 

these community volunteers this proposal will ensure this aspect of the city’s 

recovery is addressed.

Main Activities

Disposal assistance will be available to community groups conducting litter 

cleanups throughout the city.

Approximate Timeline

24 months.

Primary Partners

Neighborhood Associations, Business Districts, Non-Profit Organizations, SOLVE, 

Bureau of Planning and Sustainability, Parks and Recreation.

Key Performance Indicators

• 100 cleanup projects supported.

• # pounds of trash removed.

Output Measures

• # of trash removed.
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• # of volunteers participating.

• # of community groups supported.

• # of cleanups supported.

Outcome Measures

• Increased cleanliness of public spaces.

• Reduced complaints of litter.
City of Portland Recovery Plan Performance Report 2021 28

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Continuity of Hygiene Stations

#31 $2,400,000

Services to Disproportionately Impacted 

Communities

Housing Support: Services for Unhoused Persons 

(3.11*^)

Project Overview

In 2020, the City placed hygiene stations – portable toilets and handwashing 

stations – throughout our neighborhoods to ensure community-wide access to this 

basic and essential public health resource. This risk-mitigation action to help 

people experiencing houselessness stay safe was a direct response to the public 

health impacts of the COVID-19 pandemic and continues to be a critical need.

Main Activities

Placement and regular servicing of approximately 130 hygiene stations across 

Portland. To evaluate placement of units, the City contracts with community 

partners to perform peer-research on units throughout the City. Researchers spend 

one week in each location surveying houseless and housed community members 

regarding use and placement issues of the units. 

Approximate Timeline

This allocation funds continued provision of these stations through June 30, 2022.

Primary Partners

Primary initial partners were the City’s Bureau of Emergency Management and the 

Multnomah County Health Department. The City’s primary external partners are

Rapid Response Bioclean, Central City Concern, Street Roots, and Groundscore.

Key Performance Indicators

Use of hygiene stations.

Output Measures

• Number of hygiene stations in service.

• Frequency of service to hygiene stations.

Outcome Measures
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• Incidence of COVID-19 transmission among Portlanders experiencing 

houselessness.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 30

www.portland.gov/united

Digital Divide Response Tech Kit Expansion

#26 $3,500,000

Negative Economic Impacts

Household Assistance: Internet Access Programs 

(2.4*^)

Project Overview

Because of the ongoing Covid-19 pandemic, Portlanders have faced profound 

disruptions and been inundated with illustrations of why broadband is essential. 

The COVID crisis has accelerated the digitalization of economic, educational, and 

social activities and services, which is exacerbating existing, and leading to new, 

inequalities and discriminations. All Portlanders need the internet, devices, and the 

skills and ability to work remotely, take classes, access medical care, apply for 

government benefits, stay informed about public safety measures, and stay 

connected with loved ones. However, the digital divide, for too long, has 

disproportionately impacted our communities of color and people with disabilities. 

The Digital Divide Response Tech Kit Expansion project, a collective effort led by 

the Digital Divide Work Group and Digital Inclusion Network community, will 

address digital in-equities to generate economic and social benefits for Black, 

Indigenous, and residents of color; people with disabilities; and seniors in our city.

Bridging the digital divide is our vision and contribution for a shared and sustained 

economic recovery. In a recent survey of frontline-service community organization 

leaders, we were told very clearly that devices, internet service, and culturally 

specific digital literacy training are essential for their communities to recover and 

thrive. With ARPA funding, we will build upon the success of CARES Act funding for 

the Digital Divide Tech Kit project ($5 million) to the benefit of both immediate and 

mid-term needs. Community members have repeatedly told us that devices paired 

with internet assistance and training remain the top priority and will serve an 

immediate need.

Main Activities

With the Emergency Broadband Benefit, a federal subsidy program to help pay for 

internet service, in place, we plan to focus the limited ARPA resources on device 

and digital literacy investments. We will again partner with community-based 

organizations most familiar with the BIPOC, disability, and senior communities to 

distribute devices and develop and offer digital literacy support. Organizations 
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eligible to apply for the program must serve Black, Indigenous, and other people of 

color, people with disabilities, and/or seniors.

Approximate Timeline

October 2021-June 2022.

Primary Partners

• Internal: Office of Commissioner Rubio; Community and Civic Life; Emergency 

Management; Housing; Parks & Rec; Planning and Sustainability; Equity and 

Human Rights Other: Public Safety lead, BTS.

• External: Digital Divide Work Group and Executive Team; Digital Inclusion 

Network.

Key Performance Indicators

Black, Indigenous, and residents of color, people with disabilities, and seniors, 

(“community members”), who have faced barriers to being digital adopters, have 

received devices and culturally-/ability-specific training to use it effectively.

Output Measures

• # BIPOC, people living with disabilities, seniors (community members) with 

devices.

• # community organizations build new capacity to provide digital literacy training 

and technical support designed specifically for community members.

• # of culturally digital literacy trainings and technical support sessions provided, 

including specialized setup and training support for people living with 

disabilities.

• # community members receive help navigating the process and options to 

subscribe to internet service (discount programs and subsidies).

Outcome Measures

• Increase in number of organizations providing digital literacy services and 

support to residents in need.

• Overcome barriers to technology access and use for residents

disproportionately affected by the digital divide and COVID-19.

Use of Evidence
City of Portland Recovery Plan Performance Report 2021 32

www.portland.gov/united

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 33

www.portland.gov/united

Downtown and Commercial Business Corridors 

Revitalization and Activation Consultant Team

#9 $165,000 Negative Economic Impacts

Small Business Economic Assistance (2.9*^)

Project Overview

Implement a near-term retail and activation strategy with a focus on prioritizing 

businesses owned by and community-based organizations serving Black, 

Indigenous, and People of Color. The consultant will lead the following activities to 

support and elevate small businesses and organizations adversely impacted by the 

COVID-19 pandemic:

• Marketing and communications campaign to promote activities within the 

central city and broader city of Portland featuring.

• Plan and execute Pop Up Small Business Events & Activation for interim use 

activities in vacant storefronts and adjacent spaces.

• Program community-based events & activations at key community business 

nodes and corridors in partnership with community-based organizations.

Main Activities

• Craft and execute marketing and communications campaign to promote 

activities within the central city and broader city of Portland featuring small 

businesses and community-based organizations including social media, 

electronic newsletter, and website.

• Plan and execute Pop Up Small Business Events & Activation for interim use 

activities in vacant storefronts and adjacent spaces including working with 

property owners and small businesses for short-term leasing opportunities.

• Program community-based events & activations at key community business 

nodes and corridors in partnership with community-based organizations.

• Provide technical assistance in overall event planning, scheduling participants, 

communications, public health requirements, etc.

• Coordinate activation efforts with Bureau of Transpiration’s Healthy Business 

Permit Program and Portland Parks & Recreation permitting division.

• Engage and schedule small businesses, artists, and community partners to 

participate in programming.
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• Advise on current community initiatives underway (examples include Old 

Town/Chinatown’s right of way and street activations) and supporting program 

and coordination activities distributed seasonally.

• Leverage additional organized community efforts around marketing, 

promotions, and space activations including the PDX Recovery & Events and the 

Reputation & Branding Action Tables.

Approximate Timeline

Begin project as soon as possible with a 12-month implementation period.

Primary Partners

Prosper Portland, Bureau of Transportation, Portland Parks & Recreation, 

Commissioner Offices, community-based organizations supporting under-served 

Portlanders, and district area small businesses with an emphasis on BIPOC owners.

Key Performance Indicators

• Number of plaza and Healthy Business Permitted areas activated with targeted 

stakeholders.

• Quality of experience and feedback from participants.

• Social media metrics and visits to associated websites.

• Number of small businesses participated, notices, and products sold (if 

applicable).

Output Measures

• # of participating organizations and businesses.

• # of events.

• # of partnerships leveraged.

• # of Healthy Business Permit and storefront activations collaborations

Outcome Measures

• Increase in diversity of businesses and organizations using public space.

• Increase in storefront activation with small businesses and artists.

• Increased in adjacent indoor/outdoor activations.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 
City of Portland Recovery Plan Performance Report 2021 35

www.portland.gov/united

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 36

www.portland.gov/united

Eviction Prevention and Defense

#13 $4,700,000

Negative Economic Impacts

Household Assistance: Eviction Prevention 

(2.5*^)

Project Overview

The public health emergency, including necessary measures to protect public 

health, resulted in significant economic and financial hardship for community 

members, particularly those with lower incomes. The severe recession has 

disproportionately affected low-income community members and amplified 

housing insecurity. This project provides legal assistance and associated financial 

assistance for low-income tenants facing eviction, which is responsive to both the 

public health and economic impacts of the pandemic. Loss of housing causes 

individuals and families to double up in housing or enter into congregant shelters, 

both of which increases the chance of COVID-19 exposure transmission might 

occur. Researchers estimate that evictions led to 430,000 excess cases of COVID-19 

and 10,000 excess deaths during the summer of 2020.

Main Activities

Legal defense services and associated financial settlement assistance for renters 

experiencing an eviction or potential eviction.

Approximate Timeline

As soon as possible through 2022-2023 fiscal year.

Primary Partners

Primary partners include the Joint Office of Homeless Services, Multnomah County 

Youth and Family Services, legal service providers, and other culturally specific and 

community-based organizations.

Key Performance Indicators

• Clients provided intakes and assessments.

• Clients provided legal representation.

• Clients with legal representation not receiving a court judgement.

• Clients with legal representation not being evicted and retain housing.
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• Clients with legal representation receiving a favorable negotiated settlement, 

even if housing is not retained.

Output Measures

• Clients provided intakes and assessments.

• Clients provided legal representation.

Outcome Measures

• Clients with legal representation not receiving a court judgement.

• Clients with legal representation not being evicted and retaining housing.

• Clients with legal representation receiving a favorable negotiated settlement, 

even if housing is not retained.

Applicable Mandatory Indicators

Number of people or households receiving eviction prevention services (including legal 

representation)

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 
City of Portland Recovery Plan Performance Report 2021 38

www.portland.gov/united

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 39

www.portland.gov/united

Healthy Business Program

#23 $3,509,000

Negative Economic Impacts

Small Business Economic Assistance (General) 

(2.9*^)

Project Overview

This project provides right-of-way space for business operations to provide a safer 

way for community members to access goods and services while mitigating the 

impacts of the pandemic on businesses. Outdoor space is critical to business 

operations during the pandemic. Due to safety concerns, many community 

members do not feel comfortable accessing businesses indoors. Families with 

children too young to be vaccinated and immunocompromised community 

members must take additional care. The availability of outdoor space allows 

businesses to retain customers and serve the community. Outdoor space also 

allows businesses to maintain continuity when responding to shifting capacity limits 

and other public health regulations. Many businesses have enacted additional 

internal policies to maintain the health and safety of staff and customers. Outdoor 

space allows businesses to maintain employment levels, preserve revenue, and 

avoid closure.

Main Activities

This project provides right-of-way space for business operations. The project has a 

strong customer service focus.

• Ongoing outreach and awareness: Efforts to ensure that a diverse group of 

businesses, business associations, and organizations are aware of permit 

programs and opportunities. These efforts include outreach to inform program 

development and partnerships to extend awareness.

• Permit application processing: Customer support and technical assistance to 

ensure that applicants are able to navigate application processes. Processing of 

permits to ensure that city requirements are met.

• Traffic Engineering services: Although many permit processes require external 

applicants to secure traffic engineering services independently, this program 

provides all necessary traffic engineering for permitted projects.

• Insurance processing: Technical assistance to help applicants secure required 

insurance for installations and tracking of current insurance documentation.
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• Ongoing technical assistance: Problem-solving with permit-holders to balance 

conflicting activities and respond to changing conditions, such as scheduled 

street maintenance activities.

• Inspections and compliance: Efforts to determine whether permitted 

installations comply with requirements and technical assistance to support 

permit-holders to meet requirements.

• Program evaluation and program development: Efforts to modify and adapt 

program to meet evolving public health conditions, business needs, and 

community priorities.

Approximate Timeline

This project is ongoing to support businesses requesting right-of-way space for 

business operations during the pandemic. Although implementation is ongoing, 

there is considerable program development work to continue to modify this 

program to meet evolving needs as the conditions of the public health crisis 

evolves.

• Sept 2021- February 2022: Program development.

• January 2022- June 2022: Implementation of modified program. Future 

program implementation will reflect public health considerations and funding 

availability.

Primary Partners

Partners include other regulatory agencies inside and outside of the City of 

Portland, including Oregon Liquor Control Commission, Fire Marshal, Noise 

Control, and Multnomah County Health. Additional partners include agencies 

focused on economic development and business support, including Prosper 

Portland internal to the City of Portland, and external business associations. 

Businesses, business groups, and organizations will also be partners in select 

implementation projects.

Key Performance Indicators

Positive impacts on businesses and business districts

Output Measures

• Number of permits issued.

• Number of businesses served.

• Geographic distribution of permits.
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Outcome Measures

• Permit-holder satisfaction and impacts, via survey.

• General community feedback, via surveys.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 42

www.portland.gov/united

Homeowner Foreclosure Prevention

#14 $2,500,000

Negative Economic Impacts

Housing Assistance: Rent, Mortgage, and Utility Aid 

(2.2*^)

Project Overview

This is a multi-year program, anticipating long-lasting impacts of the pandemic, 

focused on home retention and stability. Once moratoriums expire, we should 

anticipate and be prepared for possible foreclosures or threats of, or homeowners 

will be forced to rely on credit cards and any existing savings to pay the increased 

monthly payments or lump sums in some cases. This project responds directly to 

the negative impacts of the pandemic on low-income community members and will 

stabilize vulnerable homeowners.

Main Activities

The Foreclosure Prevention Counseling service element of this project will be 

offered through nonprofit HUD-certified counseling agencies who will provide 

homeowners the support to navigate foreclosure prevention options with their 

servicer. This project will also provide financial assistance to City of Portland 

residents who have been financially impacted by COVID-19 and who are at risk of 

losing their homes through direct payments to the mortgage company, utility 

company or tax collector (as eligible), extending the amount of assistance and 

eligible uses from previous programs. The project will fill any gaps from the ARP 

State Homeowner Assistance Fund (HAF) once State allocations are determined 

and provide some financial planning and support to ensure long term housing 

stability. Program delivery will be primarily through culturally-specific organizations 

with an existing pipeline of Black, Indigenous, and other homeowners of color.

Approximate Timeline

This is a multi-year program, anticipating long lasting impacts of the pandemic.

• Program development through October 2021.

• Program implementation to begin November 2021.

• Annual contracts (on a June – July fiscal year cycle) through July 2024 or when 

funds have been fully expended, whichever occurs first.

Primary Partners
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• Potential external partners for foreclosure prevention counseling: Native 

American Youth and Family (NAYA), African American Alliance for 

Homeownership (AAAH), Hacienda CDC.

• Potential external partners for Financial Assistance: Portland Community 

Investment Initiatives, Portland Housing Center, Proud Ground & Latino 

Network (in addition to those mentioned above).

Key Performance Indicators

• Home retention: significant BIPOC homeowners served/receiving counseling 

and/or financial assistance; homeowners remain in their home by not falling 

victim to predatory lending and/or real estate practices.

Output Measures

• # of households receiving foreclosure prevention counseling.

• # of households with foreclosure proceedings that in turn avoid foreclosure.

• # of households receiving permanent loan modification, refinance, forbearance, 

a repayment plan, reinstatement, etc. that improves the homeowner’s financial 

situation.

• # of households receiving financial assistance.

Outcome Measures

Homeowner stabilization: homeowner remains in the home 12 months after 

service; homeowner no longer delinquent on mortgage and/or utility payments.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 
City of Portland Recovery Plan Performance Report 2021 44

www.portland.gov/united

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 45

www.portland.gov/united

Housing Stabilization Contingency

#37 $4,300,000 Negative Economic Impacts

Other Economic Support (2.13*^)

Project Overview

We know that the COVID-19 public health emergency and its public health and 

economic impacts have led to housing instability across the spectrum: homeowners 

have been foreclosed on; renters have been evicted; and many thousands of 

people have fallen into houselessness. The National Alliance to End Homelessness 

reports that our country has experienced three straight years of increases in 

houselessness, and cites an expert estimate that as many as 250,000 additional 

people faced houselessness in 2020. We also know that local governments are on 

the front lines of preventing eviction and foreclosure, creating affordable homes for 

people with low incomes, and providing safe places for people who would 

otherwise be unsheltered and outside. We must have a broad and nimble toolkit to 

respond to the immediate and dynamic needs of our community. This set-aside will 

allow the City of Portland to implement the immediate solutions funded with our 

Local Fiscal Recovery Funds, assess their effectiveness, gather real-time information 

about our community’s need, and use these funds where they are most needed.

Main Activities

This allocation will fund direct household assistance, services for people 

experiencing houselessness, or some combination of the two.

Approximate Timeline

These funds will be expended during the Local Fiscal Recovery Funds performance 

period ending December 31, 2024.

Primary Partners

The Portland Housing Bureau, the City of Portland/Multnomah County Joint Office 

of Homeless Services, and the Rescue Plan delivery team will partner to ensure 

these dollars go the highest community need.

Key Performance Indicators
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Reduced number of people experiencing houselessness or housing insecurity.

Output Measures

To be determined based on allocation decision.

Outcome Measures

To be determined based on allocation decision.

Use of Evidence

To be determined based on allocation decision.

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 47

www.portland.gov/united

Joint Office of Homeless Services COVID-19 

Homeless Services

#3 $5,100,000

Services to Disproportionately Impacted 

Communities

Housing Support: Services for Unhoused Persons 

(3.11*^)

Project Overview

This project continues the City/County joint COVID-19 homeless response strategy 

implemented in April 2020 through the second half of the 2021-2022 Fiscal Year

(existing resources will fund the first half of the year). Funding will allow for 

continued assistance and support for individuals and families experiencing 

homelessness in the Portland metro area, who comprise several diverse 

communities disproportionately impacted by the COVID-19 pandemic and 

systemic inequities in health care, housing and homeless services systems. Primary 

among the impacted communities are those identifying as Black, Indigenous, and 

People of Color (BIPOC). Disproportionate rates of homelessness among BIPOC 

communities can be traced back to centuries of policies that have prevented BIPOC 

households from accessing resources and building economic opportunities. 

Policies such as redlining, where BIPOC communities were disproportionately 

denied access to FHA loans, and eminent domain, where communities are 

disproportionately displaced, ultimately prevented individuals from obtaining 

home ownership, which is a major conduit to housing stability and wealth. Policies 

that restrict the level and duration of services and financial assistance for 

immigrants and refugees further limit community members to take any housing or

employment resource immediately available, which often forecloses future 

opportunities. The current manifestation of systemic racism within social systems 

continues to create barriers to housing access for BIPOC communities, including 

immigrants and refugees. Data from Multnomah County’s Homeless Management 

Information System (HMIS) from FY2019-2020 shows racial disparities among those 

served in homeless system programs. The disparities are especially stark for 

Black/African American and American Indian/Alaska Native communities, which the 

data shows have much higher percentages of receiving services in the homeless 

services system, 29.2% and 9.9% respectively, in comparison to their percentage in 

the general population, which are 8% and 2% respectively.
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Main Activities

Programming will be used for continuation of physical distancing and voluntary 

medical isolation motel shelter, safety on the streets outreach, and provider 

support.

• Physical distancing and medical isolation motel shelter: This will fund the 

continuation of physical distancing and voluntary COVID-19 isolation motel 

shelters to ensure adequate physical distancing capacity within the congregate 

shelter system, as well as adequate non-congregate space for people 

experiencing homelessness and other community members with COVID-19 

symptoms to isolate and recover. Physical distancing motel shelter capacity is 

prioritized for individuals that are high-risk for serious illness or death from 

COVID-19 due to age, underlying medical conditions, BIPOC identity, and other 

risk factors.

• Street outreach: These activities will include ongoing street outreach to assist 

those who are unsheltered to physically distance and reduce transmission of 

COVID-19. Street outreach teams will continue to staff an outreach supply 

center, stocking of that supply center with personal protective equipment, 

sanitizing supplies, basic safety supplies (blankets, tarps, sleeping bags, socks, 

etc.), and water and food items.

• Provider support: Ongoing activities will continue to support contracted service 

providers (partner agencies) as they adapted to delivering services amidst 

increased risk and need. This has included providing funding for hazard pay (for 

frontline workers), overtime pay, technology infrastructure to support remote 

service delivery, personal protective equipment, and other supplies.

Approximate Timeline

The project will be completed in the FY21-22 year and will be 6-12 months in 

duration.

Primary Partners

The funds will be allocated to the Joint Office of Homeless Services (JOHS). The 

JOHS will partner with and subcontract funds to more than 30 community 

organizations that provide emergency shelter and street outreach programs.

Key Performance Indicators

Physical distancing and medical isolation motel shelter:
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• Number of unique individuals receiving physical distancing and isolation 

supports in motel settings.

• Overrepresented BIPOC supported in motels at rate as high or higher than 

percent of population.

Street outreach:

• Units of personal protective equipment/hygiene supplies distributed.

Provider support:

• Number of people served in year-round emergency shelter beds for adults.

• Overrepresented BIPOC placed or retained in housing at rate as high or higher 

than percent of population.

Output Measures

Physical distancing motel shelters ensure that people who are at highest risk of 

severe and fatal consequences from COVID-19 are out of congregate and semicongregate shelter settings and remain isolated throughout the pandemic and 

recovery period. Those with the highest risk factors based on age and underlying 

medical conditions will be prioritized for access. Outreach efforts will focus on 

reaching Black, Indigenous, and People of Color (BIPOC) communities, who are 

disproportionately impacted by the impacts of the COVID-19 pandemic. Based on 

past outcomes from physical distancing motel sites operating in FY20-21, 44% of 

the 442 individuals served in the past 15 months identified as BIPOC.

Physical distancing and medical isolation motel shelter: 

• Number of physical distancing and medical isolation capacity (beds) provided 

per night.

Street outreach:

• Estimated number of unique organizations receiving support and supplies.

Provider support:

• Number of partner agencies supported in COVID-19 response.

Outcome Measures

Physical distancing and medical isolation motel shelter: 

• Number of unique individuals receiving physical distancing and isolation 

supports in motel settings.

• Overrepresented BIPOC supported in motels at rate as high or higher than 

percent of population.
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Street outreach: 

• Units of personal protective equipment/hygiene supplies distributed.

Provider support: 

• Number of people served in year-round emergency shelter beds for adults.

• Overrepresented BIPOC placed or retained in housing at rate as high or higher 

than percent of population.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 51

www.portland.gov/united

Minority Chambers of Commerce Support

#10 $700,000 Negative Economic Impacts

Aid to Nonprofit Organizations (2.10*)

Project Overview

Capacity-building for community-based partner organizations directly serving 

culturally-specific business chambers. Supports small businesses, communities of 

color, and CBPOs – all of which have been disproportionately impacted by the 

economic impacts of the pandemic.

Main Activities

Capacity-building grants for multicultural chambers to include:

• Engage on and take leadership roles at advisory tables with the City of Portland.

• Communicate and navigate Black, Indigenous, and people of color-owned 

businesses to available resources providing improved access.

• Provide the City of Portland with strategic direction informed by direct 

engagement with BIPOC-owned and LGBTQ+ owned businesses, with an 

explicit racial equity lens.

• Retain chamber staff recently brought on board to implement COVID-19 relief 

efforts.

• Build up capacity to engage on and facilitate leadership roles to provide 

equitable implementation of upcoming American Rescue Plan Local Fiscal 

Recovery Funds.

Approximate Timeline

Begin project ASAP with 1-year grant agreements.

Primary Partners

External: HMC, BACC, PACCO, ONAC, ORPIB, Soul District & Asian-American 

Chamber of Commerce (TBC).

Key Performance Indicators

• Staff retention at CBPOs.

• Representation at key advisory tables for the City of Portland.
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Output Measures

• Track engagement on COVID-19 economic recovery.

• # businesses represented + demographics of businesses.

• # staff being funded with capacity-building dollars.

Outcome Measures

Share qualitative outcomes of the capacity-building within the organizations.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 53

www.portland.gov/united

Oregon Worker Relief Fund: Household Assistance

#7 $4,000,000 Negative Economic Impacts

Other Economic Support (2.13*^)

Project Overview

Oregon Worker Relief is a community-governed initiative that uses an equityfocused design thinking approach to solve for the short-and long-term negative 

economic impacts of the COVID-19 pandemic on underserved immigrant and 

refugee communities. See Executive Order 13985, Advancing Racial Equity and 

Support for Underserved Communities Through the Federal Government, 86 Fed. 

Reg. 7009 (Jan. 25, 2021) (defining “equity” and “underserved communities”). The 

historic exclusion of these communities from social and civic safety systems and 

recovery structures has urgent short-term implications, such as housing and food 

insecurity, and profound long-term implications, including marginalization, erasure, 

family separation, and civic exclusions. The immigration legal precarity experienced 

by immigrant and refugee communities prevents access to public health systems 

(such as health care), civic support systems (such as unemployment and rental 

support), and other aspects of civic life. Oregon Worker Relief seeks to solve for 

these long-standing inequities by providing cash assistance and legal services to 

impacted individuals.

Oregon Worker Relief utilizes trusted Community-Based Organizations (CBOs) to 

deploy funds to families and workers who need them. As COVID-19 continues to 

affect low-wage employees, we continue to see a high level of unemployment for 

immigrant communities. Many gainfully employed residents who are immigrants 

(and contribute to our collective prosperity) have lost their jobs because of the 

pandemic and have limited access to any program such as the federal 

Unemployment Insurance program. 

Because of their immigration status, many Oregonians are categorically excluded 

from some of our most important federal safety net programs such as SNAP and 

TANF, in addition to the $1,200 Economic Impact Payment and the Earned Income 

Tax Credit. This has immediate harsh impacts such as homelessness, food 

insecurity, and long-term impacts undermining the health and stability of immigrant 

families and individuals that are restaurant workers, caregivers, immigrants, 

refugees, day laborers, and farmworkers.
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Main Activities

OWR will provide household assistance, including cash and legal assistance, and 

will identify eligible individuals based on demonstration of need. OWR provides 

household assistance based on need to eligible immigrant and refugee workers 

impacted by the COVID-19 pandemic. OWR will also provide capacity to 

organizations that serve the immigrant and refugee community to work in the field 

and create more community-centered solutions to household instability. 

An individual is eligible if (a) the individual was or is negatively impacted by the 

COVID-19 pandemic; and, (b) was excluded from traditional forms of safety and 

economic relief on account of immigration status or cultural barriers. 

Approximate Timeline

12 months or less.

Primary Partners

OWR Coalition is a broad-coalition with 200+ active navigators at dozens of 

community-based organizations.

Key Performance Indicators

• # of people receiving cash assistance.

• # of people receiving legal assistance.

• average award amount.

Output Measures

Provide recovery assistance to up to 1000 eligible individuals.

Outcome Measures

# households receiving assistance.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 
City of Portland Recovery Plan Performance Report 2021 55

www.portland.gov/united

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 56

www.portland.gov/united

Oregon Worker Relief Fund: Small Enterprise Fund

#6 $1,500,000

Negative Economic Impacts

Small Business Economic Assistance (General) 

(2.9*^)

Project Overview

As COVID-19 continues to affect Oregon’s immigrant communities, the immediate, 

disproportionate, and devastating economic impacts are well-documented and 

include housing and food insecurity among other long-term complications for 

these families. Often overlooked, many of Oregon’s small enterprises that are 

operated by immigrant Oregonians, often family-owned, have likewise suffered 

because exclusionary immigration policy prevents them from accessing pandemic 

relief. For instance, many ITIN-holders operate small enterprises and are ineligible 

for relief due to their immigration classification. Likewise, immigrant small 

enterprises may avoid pandemic relief operated through traditional systems 

because of systemic barriers. Many of these small enterprises are composed of 

essential workers who themselves are impacted by COVID-19. These small 

enterprises are also impacted by public health measures that close or limit their 

capacity. These compounding impacts magnify the disruption experienced by the 

immigrant small enterprise. These small enterprises are essential to Oregon, to our 

regional and local communities, and are necessary for our collective prosperity. 

Many have insufficient resources to continue to weather the disruptions and 

survive. Without relief, these small enterprises will be irreparably harmed. This 

harm reverberates through the communities in which the enterprises are rooted, 

impacting the people served, the jobs retained, and the cultural vibrancy they bring 

to Oregon. We solve this problem by creating a rapid, community-based relief fund 

for micro and very small enterprises who are unable to access other forms of relief 

because of exclusionary immigration policy.

Main Activities

OWR will disburse available funds to eligible small enterprises based on 

demonstration of need. All applications would be considered on a case-by-case 

basis. The fund would be administered through the Oregon Worker Relief Coalition 

and rely on the core values and principles embodied in the Oregon Worker Relief 

Fund: integrity, adaptability, safety, scalable, designed to serve, and centered on 

the lived experience of the community. The Small Enterprise Fund will make grants 

of $5,000 to $50,000 to small enterprises operating in Portland that are owned or 
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operated by an Individual Taxpayer Identification Number (ITIN)-holder or similar 

individual; such enterprise provides the primary household income for the owner 

or operator; and the enterprise was impacted by COVID-19 or the related health 

and safety restrictions.

Approximate Timeline

12 months or less.

Primary Partners

OWR Coalition is a broad-coalition with more than 200+ active navigators at 

dozens of community-based organizations.

Key Performance Indicators

• # of enterprises receiving recovery assistance.

• Average award amount.

Output Measures

• # of enterprises receiving recovery assistance o average award amount.

• % of business served who are led by women.

• Size of business that received relief.

• Rural vs. urban awards.

Outcome Measures

To be determined. Current reports available here: https://workerrelief.org/reports/

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution
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We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 59

www.portland.gov/united

Park Trash Can Replacement and Enhancement 

Project

#19 $425,000 Negative Economic Impacts

Aid to Tourism, Travel, or Hospitality (2.11)

Project Overview

The COVID pandemic has led to a substantial increase in the amount of trash, 

graffiti, and vandalism in the city. The city’s recovery will require that these issues 

be addressed head-on. From increased to-go containers from restaurants leading 

to overflowing trash cans, large increases in visitation to parks and natural areas 

and accompanying littering, to reduced services and build-up of litter and debris 

on the sides of our streets, the impacts of COVID are visible to all. By enhancing 

public trash service, expanding cleaning of public streets, and ensuring damaged 

businesses are boarded up and protected quickly from vandalism, the City will

ensure this COVID-19 impact is addressed holistically and comprehensively. This 

project will replace or up-size 200 garbage cans in Portland parks system, which is 

a major draw for tourists and visitors to our community. This project will create a 

safer, more welcoming environment for visitors to our parks, benefits both 

residents as well as Portland’s travel, tourism, and hospitality industry.

Main Activities

• Confirm inventory of older trash cans.

• Evaluate and decide on replacement models (two current standard models that 

fit ergonomic, functional, and aesthetic needs are already being considered).

• Determine siting criteria (locations with frequent heavy or overflowing garbage, 

age and condition of cans, equity score of community, etc.).

• Procure new side-opening trash cans.

• Remove and dispose of old concrete, top-loaded trash cans.

• Deliver, prepare the sites, and install new trash cans in locations determined 

using the siting criteria.

Approximate Timeline

Our goal is to have sites for replacement cans selected, new cans purchased and 

installed by June 2023.
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Primary Partners

Internal: within Portland Parks & Recreation (PP&R) there are several work units that 

would partner on this project – including capital project and design staff, 

maintenance staff, staff in our asset management team, and from our finance team 

to ensure proper documentation and accounting.

External: we anticipate partnering with product vendors and other key bureaus 

including Bureau of Planning and Sustainability that manage other public trash cans 

(outside of PP&R properties).

Key Performance Indicators

Our goal is to have sites for replacement cans selected, new cans purchased and 

installed by June 2023.

Output Measures

• Purchase and place at least 200 replacement cans.

• Purchase and place at least 2 new large capacity cans for locations where that 

functionality is beneficial (such as near off-leash dog areas).

Outcome Measures

• Reduction in number of trash can complaints.

• Reduced complaints of litter.

• Continued or greater visitor satisfaction by community members when surveyed 

about park cleanliness, safety and perceptions of safety.
City of Portland Recovery Plan Performance Report 2021 61

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Portland Bureau of Transportation Capacity to 

Support Small Businesses

#25 $950,000

Negative Economic Impacts

Small Business Economic Assistance (General) 

(2.9*^)

Project Overview

The pandemic created unprecedented short-term strains on the Land Use and 

Building Permit Review permit revenues, totaling $2.5 million in FY 2021-22 and 

$2.2 million in FY 2022-23. To offset these losses, 4.0 Full-Time Employees were 

eliminated from the Portland Bureau of Transportation (PBOT) development staff 

budget in addition to other materials and services cuts, forcing reductions in critical 

services that are foundational to stimulating Portland’s recovery from crisis. To 

promote economic recovery and prevent permitting delays, additional funding is 

needed to staff this customer service group appropriately. This project will 

prioritize small businesses and business owners identifying as Black, Indigenous, or 

People of Color, supporting the City’s goal of an inclusive, equitable recovery.

Main Activities

Staff will conduct plan and proposal reviews and direct customer service assistance 

to help them directly navigate the PBOT permitting process and requirements. 

Specifically, permits and customer service services for people doing work in 

Portland who are required to, or have the desire to, do improvements to driveways, 

sidewalks, streets, stormwater, landscaping strips and other related right of way 

improvements, will be done on time with quality experiences from staff. Work will 

focus mainly on direct customer service with some focus on: program streamlining, 

website, code and rules, and compliance.

Approximate Timeline

The proposed funding serves as a gap measure for FY 21-22. PBOT will need to 

either increase fees, receive more aid, or reduce service in FY 22-23 to continue this 

level of service.

Primary Partners
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• External Partners: Development and building permittees, particularly those who 

self-identify as Black, Indigenous, or people of color, and/or are working on 

priority projects such as childcare services and undocumented people's support 

services. Also similar permittees under the healthy business permitting work.

• Internal: Bureau of Development Services, Prosper Portland, Bureau of 

Environmental Services, and Water Bureau.

Key Performance Indicators

• Review time.

• Customer satisfaction.

• Website hits.

Output Measures

• Maintain or improve 2021 building plan review times by PBOT teams overall 

(90% on time reviews as tracked by Amanda7 program monthly).

• Turnaround time improvements of 25% faster for customers who self-identify as 

Black, Indigenous, or people of color. Note: questions to ask customers to be 

developed by PBOT Communications and PBOT Equity and Inclusion teams as 

led by Development Permitting Group.

• Customer satisfaction for Public Works Permits as identified by new customer 

survey (survey to be developed).

Outcome Measures

• Prospective developers able to navigate the process without needing 

prospective developer to engage with a staff person.

• Increase in number of hits to PBOT Development Permitting website.

• Once identified as Black, Indigenous, or person of color (**or Local Small 

business developing child care, affordable housing, or homeless or 

undocumented immigrant services), receive concierge service for land use on 

through public works permitting.

• Local small business who identify as developing childcare, affordable housing, 

or homeless or undocumented immigrant services, or owned by Black, 

Indigenous, or person of color will be prioritized for Transportation System 

Development Charges (TSDCs) reviews and customer questions.

Use of Evidence
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www.portland.gov/united

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 64

www.portland.gov/united

Rapid Workforce Training & Employment for 

Vulnerable Portlanders

#4 $4,000,000 Negative Economic Impacts

Job Training Assistance (2.7*^)

Project Overview

Provide paid work opportunities and rapid re-careering services for Portlanders 

who are houseless, at risk of eviction, or at risk of involvement in violence. Services 

will address the disproportional economic impacts COVID-19 has had on people of 

color and other vulnerable populations currently disconnected from the workforce.

Main Activities

Provide paid work and stipend opportunities that will focus on city recovery efforts 

including trash and graffiti cleanup, and houseless community support. Work 

opportunities will also include placements at restaurant, retail, childcare and other 

businesses that are at risk of closing because of losses incurred while cooperating 

with the social distancing guidelines. Rapid re-career individuals into high-demand 

and middle-income jobs through short-term, intensive trainings that provide direct 

connections to employers in industries with high workforce demand and in careers 

that have low barriers to entry such as inclusiveness toward job seekers with prior 

justice system involvement. Industry-specific trainings with employer partners who 

hire program graduates are developed and scalable in areas such as construction, 

waste and recycling hauling, entry-level clerical positions within hospitals and 

clinics, entry level IT careers, and banking customer service. All trainings are 

developed in partnership with employers who hire program graduates and are 

approximately 12 weeks or less in duration to completion and employment.

Approximate Timeline

Project will begin as soon as possible and will be implemented for 24 months.

Primary Partners

Worksystems and community-based providers.

Key Performance Indicators
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• Percentage of participants who successfully completed paid internships and 

training.

• Percentage of participants who obtained employment.

Output Measures

Overall Program:

• Participant demographics (Disaggregated race/ethnicity and gender 

breakdown for all participants).

• # of program participants.

Paid Work/Stipend Opportunities:

• # of paid work /stipend opportunities provided.

• % of paid work interns that support key City initiatives and priorities responsive 

to the pandemic.

Rapid Re-Careering:

• # of rapid re-careering services provided.

• # of successfully completed industry-specific course of training.

• # of people who entered middle-income careers.

Outcome Measures

# of participants who obtained/retained stable housing at program completion.

Applicable Mandatory Indicators

Number of workers enrolled in sectoral job training programs

Number of workers completing sectoral job training programs

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 
City of Portland Recovery Plan Performance Report 2021 66

www.portland.gov/united

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 67

www.portland.gov/united

Relief and Recovery for Artists of Color

#27 $2,000,000 Negative Economic Impacts

Aid to Other Impacted Industries (2.12)

Project Overview

With the vast majority of indoor arts and entertainment spaces having been closed 

since late March of 2020, the COVID-19 pandemic has impacted our local arts 

community more than most sectors. Artists have been disproportionately impacted 

by the pandemic, experiencing a significant loss of income as galleries, museums, 

theaters and music halls were forced to close for over a year – Black, Indigenous, 

Latinx, Asian, Pacific Islander and Artists of color even more so. Many arts 

organizations, including those led by People of Color, are struggling to remain in 

business and will have challenges re-opening safely at a time when local funding 

streams have been acutely impacted as a direct result of the pandemic. This project 

will provide additional relief and new programming to help our arts community 

begin to recover.

Main Activities

Residency grants and free space will be provided for Black artists to produce work 

and present public programs at the Interstate Firehouse Cultural Center. This is part 

a larger effort to re-establish the IFCC as a place for gathering and healing for 

Portland’s Black community. Native-produced artworks will be procured and 

installed in the Cully neighborhood, including a new cultural corridor along 

Northeast 42nd Avenue and the North Lombard Bridge Project. Block grants will be 

provided to nonprofit cultural organizations led by Black, Indigenous, Latinx, Asian, 

Pacific Islander and People of Color for culturally specific artist programming in 

their communities. Direct support will be provided to underrepresented artists who 

identify as Black, Indigenous, Latinx, Asian, Pacific Islander and People of Color; 

LGBTQIA+; and artists with disabilities. Most funds will be awarded as grants; funds 

may also be used to purchase artworks for the City’s Portable Works Collection.

Approximate Timeline

October, 2021 through December, 2024.

Primary Partners
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• Internal: Portland Parks & Recreation, PBOT, Tribal Relations, Office of 

Commissioner Rubio.

• External: Regional Arts & Culture Council, Native American Youth and Family 

Center, IFCC Community Advisory Committee.

Key Performance Indicators

• Number of artists served; ability of artists to maintain residency in Portland.

• Presence of Indigenous artwork in Portland and support for Indigenous artists 

specifically.

• Number of events produced by and for the Black community at the IFCC.

• Dollars distributed in the community (keeping administrative costs as low as 

possible).

Output Measures

• # of artists reached.

• # of applications received.

• # of grants awarded.

• # of artworks purchased or commissioned.

• # of events and audiences at IFCC.

• $ out the door.

Outcome Measures

Ability of artists to maintain residency in Portland.
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Rent Assistance

#8 $1,500,000

Negative Economic Impacts

Household Assistance: Rent, Mortgage, and 

Utility Aid (2.2*^)

Project Overview

The public health emergency, including necessary measures to protect public 

health, resulted in significant economic and financial hardship for community 

members, particularly those with lower incomes. The severe recession has 

disproportionately affected low-income community members and amplified 

housing insecurity. This project provides rent assistance for renters impacted by the 

health and/or economic impacts of the COVID-19 pandemic who live in Portland 

Housing Bureau-regulated affordable housing. Researchers estimate that evictions 

led to 430,000 excess cases of COVID-19 and 10,000 excess deaths during the 

summer of 2020. Limiting the number of evictions by providing tenants with rent 

assistance will reduce community spread by keeping vulnerable residents stably 

housed.

Main Activities

Rent assistance payments for renters in PHB-regulated affordable housing.

Approximate Timeline

Rent assistance will be provided for the months of October 2021-March 2022.

Primary Partners

The partners are PHB-regulated affordable multi-family housing providers.

Key Performance Indicators

• BIPOC households served.

• Latinx households served.

• Households at or below 30% AMI served.

• Months of rent assistance provided per household.

Output Measures

In order to prevent eviction to those disproportionately affected by the pandemic, 

we will strive to reach the following output metrics:
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• 50% of households served identifying as BIPOC.

• 12% of households served identifying as Latinx.

• 20% of households served identifying as having a disability.

Outcome Measures

• Eviction prevention of BIPOC households.

• Eviction prevention of Latinx households.

• Eviction prevention of very low-income households.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
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Rescue Plan Program Delivery

#32 $3,416,646 Administrative

Administrative Expenses (7.1)

Project Overview

The Portland City Council has allocated roughly $3.4 million, or about 1.64% of the 

City’s anticipated Rescue Plan Local Fiscal Recovery Funds award, for internal 

infrastructure to deliver these critical programs and services. This includes project 

management, equity strategies analysis, data and reporting analysis, procurement, 

grants management, communications, and government relations capacity. Through 

the experience of delivery CARES resources in 2020, the City learned that sufficient 

capacity to manage the new programs and the reporting associated with the funds, 

is necessary to efficiently, quickly, and effectively deliver these services to 

community.

Main Activities

The delivery team described above will support City bureau project teams who are 

implementing individual projects. Through ongoing formal and informal 

interaction, the team will provide coordination, facilitation, technical assistance, and 

other support to ensure that the City’s overall implementation of Rescue Plan Local 

Recovery Funds complies with US Treasury and other regulations, and meets 

Council’s expectations for program performance.

Approximate Timeline

This work will run with the life of the Rescue Plan Local Fiscal Recovery Funds 

performance period, anticipated to last through the end of the 2024 calendar year.

Primary Partners

Implementation project teams as well as other support teams Citywide.

Key Performance Indicators

• Overall compliance with US Treasury and other regulations.

• Meets Council expectations for program performance and effective, 

transparent, accountable reporting.

Output Measures
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• Timely, complete reports to US Treasury.

• Timely, transparent, accountable reports to community and jurisdictional 

partners.

• Timely spend-down of resources.

Outcome Measures

• Project delivery meets Council expectation.

• Clean audit report at conclusion of program.

• Ease of access and understanding for community members and other partners.
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Revenue Replacement

#38 $31,136,110 Revenue Replacement

Provision of Government Services (6.1)

Project Overview

Consistent with guidance in the American Rescue Plan Act of 2021, and US 

Treasury’s Interim Final Rule and Compliance and Reporting Guidance, the City of 

Portland has calculated the revenue it has lost as a result of the COVID-19 public 

health emergency, and has allocated a portion of its Local Fiscal Recovery Funds to 

Revenue Replacement to support the provision of general government services. 

This allocation ensures continuity of critical services provided by the City.

Main Activities

The Revenue Replacement allocation includes general backfill of General Fundsupported personnel and activities as well as a targeted investment in the City’s 

Bureau of Development Services to ensure continuity of permitting support to help 

our local businesses weather the devastating economic impacts of the pandemic. 

These funds were not used to make a deposit in a pension fund or in any way 

otherwise prohibited by the American Rescue Plan Act or US Treasury guidance.

Approximate Timeline

These funds are budgeted in the Fiscal Year 2021-2022 City budget, and may 

support activities beyond the 21-22 fiscal year.

Primary Partners

City Budget Office, City bureaus, City Council.

Key Performance Indicators

Continued provision of basic services to community.

Output Measures

No COVID-19-caused reduction in services.

Outcome Measures

Uninterrupted delivery of government services to community.
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RV Pollution Prevention Program (RVP3)

#24 $780,000

Services to Disproportionately Impacted 

Communities

Housing Support: Services for Unhoused Persons 

(3.11*^)

Project Overview

The extreme economic impacts of the pandemic have disproportionately affected 

low-income workers and people experiencing houselessness. People living in RVs 

may have lost jobs due to COVID-19, or may have been excluded from finding 

work due to the virus. Providing services to unhoused Portlanders increases their 

stability and reduces their vulnerability to the ongoing threat of the virus. Sanitary 

waste and gray water from occupied Recreational Vehicles (RVs) parked in the 

right-of-way (ROW) are often discharged to a green street, a storm inlet, or the 

street gutter. The waste may flow from storm inlets to the Willamette River or to 

another nearby stream. Exposure to wastewater poses a serious health threat to 

humans. Through this program, sanitary waste and gray water will be pumped from 

RVs parked in the ROW and disposed of safely, thus eliminating a potential 

pathway for human exposure to harmful pathogens. COVID-19 has been found in 

wastewater effluent from treatment plants, and is therefore present in sanitary 

waste from RVs. By safely removing the waste from the RVs and disposing of the 

waste properly, potential exposure to COVID-19 is eliminated. 

Main Activities

BES will contract with a private entity to pump out sanitary waste and gray water 

from RVs parked in the ROW and dispose of the wastewater appropriately. Pump 

out trucks will be deployed in two ways: first, they will have a regular route that they 

drive 1 – 2 times per week, they will also respond to individual requests for pump 

out service.

Approximate Timeline

July 1, 2021at least through December 2024.

Primary Partners

• Internal: PBOT Parking Enforcement, BES Duty Officer (spill response), OMF 

Housing and Urban Camping Impact Reduction Program (HUCIRP).
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• External: people living in RVs in the ROW, we also communicate with Portland 

Street Response, and Portland Street Medicine, although they are not formal 

partners. Multnomah Co Drainage District is a potential partner. Our primary 

external contractor is Synergy Environmental which will provide the pump out 

service.

Key Performance Indicators

• Water quality (e. coli, a biological pathogen found in wastewater).

• Support for people living in RVs (unsheltered community).

Output Measures

• # of RVs that are pumped out # of calls to the RVP3 phone line requesting a 

pump out.

• Decrease in complaints about waste from RVs and decrease in illicit sanitary and 

gray water discharges from RVs.

Outcome Measures

Estimated # of gallons pumped that will be disposed of properly.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 
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many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
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Small Business Resource Navigation &

Technical Assistance

#5 $2,000,000

Negative Economic Impacts

Small Business Economic Assistance (General) 

(2.9*^)

Project Overview

This project will address inequitable access to federal funds through a culturallyspecific navigator program and relief-focused assistance in partnership with 

community partners for vulnerable and Black, Indigenous, and people of colorowned businesses disproportionately impacted by the pandemic.

Main Activities

• Address inequitable access to federal funds through a culturally-specific 

navigator program and relief-focused assistance in partnership with community 

partners for vulnerable and Black, Indigenous, and people of color-owned 

businesses.

• Staff capacity at Prosper Portland will serve as a central navigator and subject 

matter expert on accessing available Federal & State resources and projects, 

and a network of culturally-specific partners will provide direct services to 

businesses, both through their existing networks as well as through a central 

hotline. This includes training and consultation with partners on requirements 

and opportunities to build capacity within the network.

• Budget includes building out the infrastructure to allow for a coordinated 

network, while expanding partner organization culturally-specific programming.

Approximate Timeline

Post job descriptions for LTE capacity ASAP, quickly followed by RFP process to 

identify partners. 2-year subrecipient contracts with 18 months of programming 

(the remainder for onboarding & project offboarding).

Primary Partners

External partners to be determined via Request for Proposal process.

Key Performance Indicators
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• Number of businesses served.

• Partners under contract.

• Qualitative data on businesses accessing funding or projects through navigation 

services.

Output Measures

• # small businesses supported by navigation resources.

• # small business owners receiving relief and recovery technical assistance 

through relief technical assistance programming.

• # of views on webpage with resources outlined.

• # of business who received services in a Language other than English

Outcome Measures

• Businesses reporting gaining skills or knowledge via technical assistance 

(through relief & recovery technical assistance programming) that will allow 

them to stay in business and/or grow their business.

• Metrics will be disaggregated by race, gender identity and zip code where 

possible. Impact evaluation will include a feedback loop throughout 

implementation to adjust as needed to serve priority populations.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 
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success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 80

www.portland.gov/united

Streets to Stability: Safe Rest Villages

#2 $16,020,000

Services to Disproportionately Impacted 

Communities

Housing Support: Services for Unhoused Persons 

(3.11*^)

Project Overview

The Streets to Stability: Safe Rest Villages project provides outdoor shelter 

opportunities for our lowest-income residents – unhoused persons living outdoors 

(aka unsheltered). The COVID-19 public health emergency exacerbated housing 

insecurity, especially for low-income and Black, Indigenous and People of Color 

(BIPOC) communities. Social distancing requirements effectively cut our region’s 

congregate shelter capacity in half, overnight. The City of Portland responded by 

setting up emergency outdoor shelters and our regional partners responded by 

providing motel vouchers for non-congregate and isolation sheltering. Even so, 

we’ve still seen a significant increase in unhoused persons living outdoors, in public 

places, in vehicles, and in other areas not meant for human habitation. Prepandemic, the number of large, unsanctioned houseless encampments (with 8+ 

structures) in Portland was approximately 3-4 at any given time. During the 

pandemic that number has increased to 50+ large, unsanctioned houseless 

encampments across the city. The Streets to Stability: Safe Rest Villages project will 

develop six outdoor shelters, known as Safe Rest Villages, in locations across the 

city. Safe Rest Villages will provide safe places for unhoused neighbors to rest with 

access to food, hygiene, sanitation, and wraparound services – with the goal of 

increasing access to supportive housing.

Main Activities

• Identifying city-owned and/or privately-owned land.

• Conducting community engagement and outreach.

• Negotiating leases and good neighbor agreements.

• Site design.

• Development review and permitting.

• Selecting contractors.

• Construction (grading, site development, installing utilities, building services 

buildings, installing sleeping pods).

• Selecting service providers for day-to-day operations.
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• Determining the programming at each site.

• Contracting providers for wraparound services and case management.

• Data tracking and reporting.

Approximate Timeline

The COVID-19 public health crisis and the social distancing requirements 

effectively cut our area’s congregate shelter capacity in half overnight. As the 

ongoing public health crisis has exacerbated housing insecurity, we feel urgency to 

implement this project and build the Safe Rest Villages. The approximate timeline 

is:

• August 2021 – project team assembled.

• September 2021 – Safe Rest Village sites identified.

• September 2021 – December 2021 – design, permitting, construction of Safe 

Rest Villages.

• December 2021 – March 2022 – place unhoused residents in Safe Rest Villages.

• March 2022 – December 2024 – ongoing operations of Safe Rest Villages, 

including providing stability to unhoused people so they can exit the villages 

into permanent housing.

Primary Partners

Internal:

• Streets to Stability Task Force with representatives from all Council offices.

• Office of Management and Finance’s Impact Reduction Program.

• Office of Management and Finance’s Facilities Services.

• Bureau of Development Services staff dedicated to permitting outdoor shelters 

(Terry Whitehill, Building Official, and Matt Wickstrom, Senior Planner)

External:

• Joint Office of Homeless Services.

• A Home For Everyone Coordinating Board.

• A Home For Everyone Safety off the Streets Workgroup.

• Prosper Portland.

• Central Eastside Industrial Council.

Key Performance Indicators

• Number of Safe Rest Villages developed and capacity.
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• Number of people or households receiving shelter and wraparound services in 

Safe Rest Villages.

• Number/percentage of people finding stability and exiting the villages into 

permanent housing.

Output Measures

• Safe Rest Village programming models – example: tiny homes vs. safe RV park.

• Types of wraparound services provided at Safe Rest Villages.

• Geographic distribution of Safe Rest Villages.

• Total number of sleeping pods available.

• Disaggregated demographics of people served in Safe Rest Villages

Outcome Measures

• Increased stability for people experiencing chronic/unsheltered houselessness.

• Increased access to housing.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.
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The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
City of Portland Recovery Plan Performance Report 2021 84

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Upstream Services to Reduce Gun Violence

#28 $1,000,000

Services to Disproportionately Impacted 

Communities

Social Determinants of Health: Community Violence 

Interventions (3.16*^)

Project Overview

COVID-19 and gun violence both disproportionately impact Black, Indigenous, and 

People of Color communities, particularly those who are most isolated and 

disconnected from health care and government services. Data analysis indicates a 

high correlation between COVID-19, the increase in gun violence and the equity 

index score. Although new City funds have been dedicated to address the holistic 

rise in gun violence, gaps remain particularly within the African immigrant 

communities. Because COVID-19 has led to dislocation from school and work, this 

project will target youth and families who have experienced dislocation and 

isolation to engage youth in pro-social activities that are proven to reduce violence.

Main Activities

This project provides funding for Primary Prevention Programs that address the 

root cause of gun violence among historically underserved youth, particularly 

African Immigrant Communities who are living in adverse environments. Primary 

Prevention Programs focus on deeply engaging youth who are experiencing a lack 

of resources, trauma, and isolation. Primary Prevention Programs aim to intervene 

and change the trajectory of individuals before crime or misconduct occurs. Some 

activities that will be part of this project include pro-social activities that facilitate 

shame reduction, conflict resolution, social-emotional education, and 

comprehensive skill building. These activities will be focused on youth and families 

who have been directly or indirectly impacted by gun violence or are at an elevated 

risk of being involved in gun violence.

Approximate Timeline

We expect to conduct a grant solicitation and complete agreements with grantees 

by early 2022. The solicitation will allow organizations to apply to use the funding 

through June 2024. The precise timeline of spending down the funds will depend 

on the responses to the solicitation and the interest and capacity of the 

organizations to spend the funds over the eligible time frame.
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Primary Partners

• Multnomah County.

• City of Portland Office of Violence Prevention.

• City of Portland Bureau of Planning and Sustainability.

• City of Portland Office of Community and Civic Life.

• Oregon Health Sciences University/Portland State University School of Public 

Health.

• Dr. Jon Jay, Boston University School of Public Health.

Key Performance Indicators

The project is partnering with community-based organizations who will perform the 

work. Prospective grantees will be asked to provide performance metrics specific 

to their individual services. Overall performance will be assessed by indicators that 

measure the following:

• Engagement of new culturally specific community-based organizations.

• Sustained contacts/mentorships with individuals and families in pro-social 

activities.

• Reduction in incidents of violence in communities with high baseline rates of 

COVID-19, gun violence, and equity index scores.

• Improved community cohesion and inclusion based on participants’ self-reports.

Output Measures

The output metrics will be defined by the grantees that are selected, but may 

include:

• Number of individuals and families engaged in pro-social activities.

• Number of individuals and families with sustained contact with mentors.

• Number of community events hosted and/or culturally specific resources 

provided.

Outcome Measures

The outcome metrics will be defined by the grantees that are selected, but may 

include:

• Percentage of individuals served who enter criminal justice system.

• School attendance rates among youth served.

• Degree attainment by individuals served.

• Employment rates for families being served.
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• Perception of community cohesion or neighborhood livability within targeted 

demographics.

• Incidents of violence within targeted demographics

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
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www.portland.gov/united

Utility Debt Relief

#15 $2,600,000

Negative Economic Impacts

Housing Assistance: Rent, Mortgage, and Utility Aid 

(2.2*^)

Project Overview

The Portland Water Bureau (PWB) provides billing services for the City’s publicly 

owned sewer, stormwater, and water utilities. Due to the financial crisis of the 

COVID-19 pandemic, many Portlanders have been unable to pay their sewer, 

stormwater, water bills. PWB estimates that Portlanders have more $22 million of 

back-due bills. Account holders who are enrolled in our financial assistance 

program owe $1.4 million of that, and we believe there are many more Portlanders 

in need of financial assistance are currently in debt. This project supports those 

who have been economically impacted by reducing the outstanding delinquent 

balances on their accounts. It will focus on low-income Portlanders; according to 

Portland Business Alliance’s State of the Economy Report from 2021, households 

most impacted by economic crisis in Portland include low-income earners: from 

Jan 2020 to Dec 2020, there was a 24.5% decline in jobs that made less than $27K 

a year, 6.2% decline in jobs that made $27K-$60K per year, and a 0.8% increase in 

jobs that made more than $60K per year. Black, Indigenous, and Portlanders of 

color are overrepresented in these industries.

Main Activities

In collaboration with the Bureau of Environmental Services, the Portland Utility 

Board, the Office of Equity and Human Rights, and community partners, PWB will 

design a debt relief program to help the most vulnerable Portlanders catch up on 

overdue bills. PWB is tracking new federally-funded utility assistance programs for 

low-income Oregonians funded by federal resources through the state. The bureau 

wants to coordinate our program with the new LIWHAP program to ensure we are 

serving the most Portlanders. The state’s program is expected to roll out this fall. 

Approximate Timeline

The bureau is just beginning the design of the program. Below is a tentative 

timeline for delivery:

• August 2021: program background, data discussions.

• September -October 2021: program design and community engagement.
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• November 2021: development of outreach strategy.

• December 2021: development of marketing materials and outreach.

• January 2022: marketing and program start.

• January-June 2022: debt program delivery.

Primary Partners

• Internal: Bureau of Environmental Services, Office of Equity and Human Rights,

Housing Bureau (potential)

• External: Portland Utility Board, community partners and stakeholders to be 

determined. We are connecting with Portland General Electric to learn about 

the debt relief programs they’ve been managing.

Key Performance Indicators

We intend to design the program in collaboration with community partners, so KPIs 

are challenging to identify without final program design. Generally speaking, we 

will measure success by tracking the reduction in debt for our customers. More 

specific KPIs will be created along with program design.

Output Measures

We intend to design the program in collaboration with community partners, so 

output metrics are challenging to identify without final program design. Output 

metrics will be created along with program design. Some potential output metrics 

include:

• Number of residential accounts with balances in arrears decreased.

• Number of payment arrangements made.

• If available, demographics of recipients receiving debt relief.

Outcome Measures

We intend to design the program in collaboration with community partners, so 

outcome metrics are challenging to identify without final program design. Output 

metrics will be created along with program design.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.
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We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
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www.portland.gov/united

Venture Portland Catalytic Investment Initiative

#12 $530,931

Negative Economic Impacts

Small Business Economic Assistance (General) 

(2.9*^)

Project Overview

This project will increase Venture Portland’s staff capacity to better serve six 

designated Catalytic Investment Initiative (CII) business districts that have 

historically been under-represented and have a higher number of BIPOC-owned 

businesses. The additional staff capacity will support priority business districts and 

the district’s small businesses that have been adversely and disproportionately

impacted by COVID-19. In addition to support for the CII districts, Venture Portland 

will deploy an Events Hub Team who will be a one stop shop for business districts 

and organizations needing technical assistance to implement neighborhood and 

large-scale events while navigating COVID-19 restrictions and best practices.

Main Activities

• Increase organizer hour from 12 hours a week per district to up to 36 hours per 

week in six CII districts, which includes St Johns, Williams, Foster, Lents, 

Gateway and Midway business districts.

• Additional organizer capacity will support the districts with governance and 

guidance to each of the all-volunteer business districts association Board of 

Directors, create and implement community events, write and execute grants to 

fund program that market and promote the district, host Board and member 

meeting, host community mixers, engage and develop relationships with new 

and existing businesses.

• Hire a CII manager.

• Deploy an Events Team Hub that includes an Events Manager and Events 

Assistant positions that will provide technical assistance and support to 

organizations and business districts planning events across the city of Portland.

• Events Team Hub technical assistance includes support with general event 

planning; connections to performers, food vendors, business vendors, and 

activities; resources for tables, generators and tents; navigation support for 

permitting, medical personal; Venture Portland will act as liaison with PBOT for 

road closures, right of way, traffic redirection etc.; provide social media and 
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marketing support recommendations, assist with developing advertisement 

schedules; and sponsorship recommendations.

Approximate Timeline

Begin project as soon as possible with a 12-month implementation period.

Primary Partners

Venture Portland and Business District Associations.

Key Performance Indicators

• Number of events supported.

• Increase in CII business district membership (# of new CII business district 

members).

Output Measures

• # of CII volunteer hours.

• # of CII district events.

• Total amount of CII district revenues.

Outcome Measures

• Increase in board recruitment and participation.

• Increased attendance at trainings and workshops.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 
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climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 

detailed information about our success in reaching these community members in 

future reports.
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Vibrant and Inclusive Community Spaces

#1 $2,590,000

Negative Economic Impacts

Small Business Economic Assistance (General) 

(2.9*^)

Project Overview

Small businesses and business districts were disproportionately negatively 

economically impacted by COVID-19 through capacity restrictions to meet public 

health orders, resulting in a reduced number of customers, revenue loss, and 

business closure. Some businesses and communities experienced a drop in foot 

traffic due to extended working from home. The surrounding communities have 

been negatively impacted through social isolation, and a weakening of community 

bonds. This project and its sub-programs aim to boost business and community 

prosperity through reduced costs to businesses, boosting increasing community 

confidence in outdoor public spaces, encouraging community participation, and 

improving the built environment of the neighborhoods, and providing places to 

gather to reconnect people. The project provides assistance to small businesses 

and nonprofits, though financial subsidy, technical assistance, and implementation 

of physical changes to enable social distancing to meet public health orders and 

community expectations.

Main Activities

The program is designed to activate new and existing community spaces through 

multiple initiatives and programs:

• Reconfigure public right of way to create and program active plazas and public 

spaces. This work will transform underused streets and adjacent storefronts into 

attractive places for people to gather, and for small business and 

microenterprise to thrive resulting in healthy, stable commercial districts, 

especially in East Portland and the Central City. These spaces could be pop-ups, 

seasonal or permanent installations that create a healthier community and 

business ecosystem.

• Subsidize permitting-related fees and distribute financial awards to support 

community cohesion through events and activities. The program will fund grants 

and administration, and permit subsidies to organizations hosting community 

building, arts and small business-centric events with a priority on events led by 
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Black, Indigenous and People of Color and those centering cross-cultural 

collaboration coordinating with the events action table.

• Develop and support “play streets” to encourage and promote covid-safe, childfriendly outdoor community activity. transforms neighborhood streets and 

creates recurring pop-up community hubs for multi-generational socializing, 

play, and physical activity. Programming will expand to more sites particularly 

those in with limited access to safe outdoor spaces and historically 

underrepresented in community use permitting. Play Streets creates a 

foundation for partners to address the needs of families and elders isolated 

during the pandemic.

• Fund branding, awareness, and marketing campaigns to encourage community 

cohesion, pride, and participation.

Approximate Timeline

• Sept 2021- January 2022 Program development.

• January 2022- May 2022 Program implementation Phase 1.

• May 2022 – October 2022 Program implementation Phase 2.

• October 2022- Spring 2023 – Program implementation Phase 3.

• End of ARPA Funding 2024 – Ongoing program.

Primary Partners

• Internal: cooperating public agencies, including Prosper Portland, Portland 

Parks & Recreation.

• External: may include the Portland Business Alliance, Venture Portland, and 

other business district and main street organizations, and culturally-specific 

community organizations. We expect to cooperate and collaborate with other 

internal and external partners as an integral part of the program.

Key Performance Indicators

• Growth: Number of permits issues, number of public plazas, play streets tracked 

by town center geography and equity focus areas.

• Customer Feedback: survey results about usage, satisfaction, conditions, and 

safety, programming satisfaction.

• Facility Usage: estimated usage levels (passive and event based), of people 

moving, staying, and using the site in other ways at a given time.

Output Measures
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• Programming: number of activities and cultural events and estimated 

attendance.

• Growth: Number of permits issued, number of new and enhanced public plazas 

within town centers.

• Financial: Value of subsidy, public space infrastructure, tracked by town center 

geography and equity focus areas.

Outcome Measures

• Customer Feedback: survey results about usage, satisfaction, conditions, and 

safety, programming satisfaction.

• Facility Usage: estimated usage levels (passive and event based), of people 

moving, staying, and using the site in other ways at a given time.

• Access: Increasing access to public space, expansion of programming.

Use of Evidence

The City of Portland has a culture of performance management and a practice of 

data-driven decision-making. We work across bureaus and with partners locally and 

nationally to update our programs and practices as best practices evolve, and we 

prioritize evidence-based programming across our organization.

We are working with our project teams to identify the evidence base for our 

projects and look forward to providing this information in future reports. We 

anticipate that some projects will use evidence-based interventions, and some will 

be evaluated to build evidence.

Project Demographic Distribution

We know that the pandemic and its devastating economic impacts hit underserved 

communities first and worst. In May 2020, the Portland City Council directed that 

the City’s COVID-19 response center and make every effort to advance the City’s 

climate and equity goals. We have prioritized Black, Indigenous, and People of 

Color, and low-income people, in our response efforts, including with our $114 

million CARES Act direct allocation, and early data on our CARES spending shows 

success in reaching these priority community members. We are grateful to the 

many community-based organizations who partnered with us and helped us 

connect with these communities.

The same approach drove the Portland City Council’s consideration of Rescue Plan 

projects and shaped the eventual allocation package. We are developing a data 

collecting and management approach for this work and look forward to sharing 
City of Portland Recovery Plan Performance Report 2021 96

www.portland.gov/united

detailed information about our success in reaching these community members in 

future reports.
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Performance Report

The Portland City Council has approved a number of projects for Rescue 

Plan Local Fiscal Recovery Funds. We are working quickly to launch these 

projects and look forward to reporting these projects’ outcomes against 

US Treasury’s required performance indicators in future reports.

Performance Data for Required Performance Indicators

Household Assistance (EC 2.2 & 2.5) and Housing Support (EC 3.10-3.12)

Number of people or households receiving eviction prevention services (including 

legal representation)

Race Ethnicity Gender Income

Number of affordable housing units preserved or developed

Race Ethnicity Gender Income

Negative Economic Impacts (EC 2)

Number of workers enrolled in sectoral job training programs

Race Ethnicity Gender Income

Number of workers completing sectoral job training programs

Race Ethnicity Gender Income

Number of people participating in summer youth employment programs

Race Ethnicity Gender Income

Education Assistance (EC 3.1-3.5)

Number of students participating in evidence-based tutoring programs

Race Ethnicity Gender Income

Healthy Childhood Environments (EC 3.6-3.9)

Number of children served by childcare and early learning (pre-school/pre-K/ages 

3- 5)
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Race Ethnicity Gender Income

Number of families served by home visiting

Race Ethnicity Gender Income