Economic Development Committee — Portland, ME
Date: 2018-07-17

ECONOMIC DEVELOPMENT COMMITTEE
 DATE: July 17, 2018 (Tuesday)
 TIME: 5:30 – 7:30 p.m.
 LOCATION: Room 209
 Portland City Hall



 1. Review and accept Minutes of previous meeting held on June 19, 2018.

 2. Presentation and Feedback on Amendments to Outdoor Dining Regulations
 Pursuant to Section 25-28 of the Code of Ordinance Allowing for Use of
 Non-Contiguous Areas – Jeff Levine
 a. See enclosed memorandum from Jeff Levine

 3. EDC Workshop related to Workforce Training System Programs and Policy Discussion
 including Possible Organization Changes and City Funding.
 a. Greater Portland Workforce Initiative – Kim Moore
 i. See enclosed memo from Kim Moore.

 b. Office of Economic Opportunity – Julia Trujillo
 i. See enclosed memo from Julia Trujillo.

 c. Adult Education – Anita St. Onge
 i. See enclosed memo from Anita St. Onge

 d. Possible Municipal Funding Sources – Greg Mitchell
 i. See enclosed memo from Greg Mitchell.

 4. Executive Session: Pursuant to 1 M.R.S.A. 405(6)(C), the Committee will go into executive
 session to provide staff guidance related to the following:
 a. Real estate negotiations related to a possible sale in the Portland Technology Park.


 Councilor Justin Costa/Chair

NOTE: No public comment will be taken on non-action items.
Next Meeting: September 4, 2018




 CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683
 DRAFT
 Meeting Minutes
 ECONOMIC DEVELOPMENT COMMITTEE
 DATE: June 19, 2018 (Tuesday)
 TIME: 5:30 – 7:30 p.m.
 LOCATION: Room 209
 Portland City Hall

Attending
Members: Chair Justin Costa, Nick Mavodones, Spencer Thibodeau
Additional City Council Members: Mayor Ethan Strimling
Staff: Jon Jennings (Items 2 and 3,) Greg Mitchell, Tuck O’Brien (Items 1-5,) Michael Goldman,
Brendan O’Connell (Item 6,) Bill Needelman (taking notes)
Public: Bill Leete, Chris Stevenson, Maine Health representative

The meeting minutes below intend to record actions by the committee and to provide a general
summary of the discussions related to agenda items. The full meetings (excepting executive session
items) are streamed to the public and are available for viewing at:

http://townhallstreams.com/towns/portland_maine

Agenda Items
1. Review and accept Minutes of previous meeting held on June 5, 2018.

 Motion to accept (Moved by ST, 2nd NM)
 No comments
 Vote 3-0, Motion Passed

2. Verbal update regarding next steps related to the Maine State Pier Redevelopment Plan –
 Jon Jennings, City Manager

 The City Manager provided the Committee with an update on the status of Maine State Pier
 redevelopment efforts. Given uncertainty over the future of international ferry service to Nova
 Scotia, the staff will be taking a 3-6 month pause on first floor changes to allow clarity to evolve
 around the ferry and future use of the queuing lanes. Staff will move forward on second floor
 redevelopment.

 Committee members agreed with the pause with comments regarding the need to make progress
 on planning for the pier.

3. Portland Pier – Public hearing and vote to recommend to City Council the proposed Street
 Discontinuance/Public Access to Remain.


CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683
 Bill Needelman provided an introduction to the Portland Pier property and the staff
 recommendation to discontinue a portion of public right of way while retaining public
 access rights and commercial fishing access to the water.

 Public Comment: Supporting comments from Chris Stevenson representing 60 Portland Pier.
 Mr. Stevenson expressed the property owner’s commitment to improve access to fishermen and
 to revitalize the lobster buying station on the pier.

 Motion to recommend to City Council the proposed Street Discontinuance with
 Public Access to Remain (Moved by NM, 2nd ST)

 No additional public comment.

 Committee members and the Mayor expressed support for continued public access to
 Portland Pier.

 Vote 3-0, Motion Passed

4. Public Hearing and vote to recommend to City Council proposed amendments to the
 following Purchase and Sale Agreements related to establishing a new pedestrian
 easement between Parris and Hanover Streets along the Proposed 44 and 82
 Hanover Street Property Line:
 a. For City sale of 44 Hanover Street to Watson & Co. LLC; and
 b. For City sale of 82 Hanover Street to Watson & Co. LLC

 Councilor Thibodeau disclosed that members of his firm represented interests working
 with the project, but that he had no conflict participating in the discussion or vote.

 Greg Mitchell summarized the issues described in the back up material related to modifications to
 public access easements across discontinued portions of the Lancaster Street right of way between
 Hanover and Parris Street. The easement amendments are proposed to the existing P&S
 agreements with Tom Watson on both 44 and 82 Hanover Street properties, which share a
 boundary at the former Lancaster St ROW. Mr. Mitchell noted that this issue has received a first
 reading with the City Council and is ready for recommendation from the Committee. Michael
 Goldman clarified the details and intent of the amendments to the P&S. Tuck O’Brien described
 the relationship between the amendments and the site plan review of the pending projects
 proposed by Mr. Watson. Mayor Strimling questioned the restrictions on public access as related
 to the original proposal language followed by a general discussion among the Committee and
 staff. The Mayor stressed the need for open space in Bayside. The Chair clarified that the issues
 had been negotiated in the original P&S discussions. Councilor Thibodeau suggested edits to the
 redline removing reference to “site plan” as it may be amended – while keeping the descriptive
 list of issues that would be covered in such a site plan. The Committee discussed in detail
 expectations for limited vehicular access while retaining abilities to serve future businesses with
 deliveries and transportation needs.

 Public Comment:
 Bill Leete, representing Tom Watson described history of the proposal and clarified the purpose
 of the flex space within the former ROW.

CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683
 Motion to recommend to City Council proposed amendments to the
 following Purchase and Sale Agreements related to establishing a new
 pedestrian easement between Parris and Hanover Streets along the
 Proposed 44 and 82 Hanover Street Property Line:
 c. For City sale of 44 Hanover Street to Watson & Co. LLC; and
 d. For City sale of 82 Hanover Street to Watson & Co. LLC
 (as further edited by suggestion by Councilor Thibodeau to remove reference to “site
 plan”)
 (Moved by ST, 2nd NM)

 Committee members followed the motion with a further discussion on the desire to restrict
 parking in the ROW area. The Mayor further stressed the need for open space and encouraged
 the Committee to reject the amendments.

 Vote 3-0, Motion Passed

 (Councilor Mavodones excused himself at this point in the meeting)

5. Public Hearing and vote to recommend to the City Council Proposed Amendments to
 Bayside Tax Increment Financing District to remove Unit 2 (Proposed Project floors 2-7)
 located at 178 Kennebec Street in order for the above ground residential project to be an
 Affordable Housing Tax Increment Financing District

 Greg Mitchell provided an introduction to the backup material describing a proposed amendment
 to the Bayside TIF district to remove an upper floor multi-unit condominium division at the
 proposed 178 Kennebec Street project. By removing the upper floor unit from the Bayside TIF
 district, the unit can be included in an Affordable Housing TIF district, consistent with its
 intended use.

 No members of the public chose to comment.

 Motion to recommend to the City Council Proposed Amendments to Bayside Tax
 Increment Financing District to remove Unit 2 (Proposed Project floors 2-7)
 located at 178 Kennebec Street in order for the above ground residential project
 to be an Affordable Housing Tax Increment Financing District
 (Moved by ST, 2nd JC )

 No additional discussion

 Vote 2-0, Motion Passed (Mavodones absent)


6. Update and Discussion regarding proposed City Payment in Lieu/Service in Lieu of Taxes
 Policy related to non-profit organizations.

 Finance Director Brendan O’Connell provided a summary of the back up material provided to the
 Committee. The Mayor and members of the Committee stressed that the program was voluntary
 and that communications to nonprofit groups need reflect that reality.

CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683
 7. Executive Session: Pursuant to 1 M.R.S.A. 405(6)(C), the Committee voted (motion by ST, 2nd
 by JC, Vote 2-0, Mavodones absent) to go into executive session to provide staff guidance
 related to real estate negotiations for possible sale in the Portland Technology Park.

Respectfully submitted, WBN




 CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683
 Memorandum
To: Economic Development Committee

From: Jeff Levine, Director

Date: July 12, 2018

Re: Outdoor Dining Parklets


Earlier this year, the State Legislature amended 28-A MRSA §1051, sub-§3 to allow for
sale and consumption of alcohol in an area not contiguous to licensed premises. This
amendment allows for serving of alcohol in places that did not previously permit such
service, such as outdoor dining areas that are not immediately outside the door of a
restaurant, until as late as 11 pm. It would permit, for example, use of an existing parking
space as an outdoor dining area that could serve drinks.

The City’s current outdoor dining regulations have a limited allowance for use of parking
spaces as so-called “parklets” that can allow for service of food. However, in practice this
option has not been utilized due to limitations on serving of alcohol. With passage of this
amendment, staff believes there will be renewed interest in this option, especially for
restaurants and bars that do not have adequate space on the sidewalk for outdoor dining.

Use of parking spaces or similar areas for “parklet” dining areas has become more
common in other metropolitan areas over the past 15 years. San Francisco, Salt Lake
City, and Halifax, among other cities, have made widespread use of this option as a way
to liven up the streetscape and provide additional opportunities for restaurants and bars.
This opportunity needs to be balanced with public safety concerns, parking needs, and
other factors that require a thoughtful set of regulations.

Outdoor dining is regulated under Section 25-28 of the City Code. That section
authorizes the City Manager to promulgate regulations governing outdoor service. These
regulations were most recently amended in 2016 to ensure that adequate sidewalk space
is maintained for those with mobility issues. Any changes to permit parklets would be
added to these regulations.

Attached is a draft of language that would be added to the outdoor dining regulations to
permit use of parklets under the new state ordinance. We are seeking to give you an
overview of what they include and gather your feedback before adopting any
amendments. As with the food truck regulations, we have chosen to start somewhat
conservatively with these regulations in order to ensure we are not creating unforeseen
issues as this concept comes to Portland.



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 Dining Areas in Public Spaces other than Sidewalks or Public Parks
The City has determined that, in some areas of the City where there are businesses that are unable to
locate outdoor dining on City sidewalks or public parks abutting their businesses and there is adequate
space in the street to accommodate outdoor dining without compromising safety, dining may be
offered in public parking or other public spaces.

Pursuant to Chapter 25 of the City’s Code of Ordinances, a permit is required for expanding food
service to the outside of all properties. Outdoor dining permits for parking and other alternative public
spaces will be issued under Chapter 25 and these regulations pursuant to the following requirements.:

● Any food service operation located on City property pursuant to a permit issued hereunder e must
  comply with state and local laws with respect to service of food and/or alcohol;
● For any outdoor dining operation located in a public parking space, the permit holder shall
  construct a platform, on which tables and chairs will sit. The platform must be built of durable, slip
  resistant materials such as composite plastic or construction-grade lumber. This platform may
  remain for the entire outdoor dining season (April 1-November 15) but must be removed upon
  conclusion;
● Any space occupied hereunder must be laid out in such a way that it complies with the
  requirements of the Americans with Disabilities Act. The required platform must be flush with any
  abutting sidewalk.
● Any movable items on the outdoor dining area must be secured against wind and theft and locked
  or removed when the business is closed.;
● Any outdoor dining spaces permitted hereunder must be located immediately in front of the
  business. Where parking spaces are not striped (such as in multispace meter areas) the location
  of any outdoor dining space must be located to minimize loss of effective parking spaces. The
  precise boundaries of outdoor dining spaces will be determined by the City in its sole discretion.
● Any outdoor dining space must provide railings or other substantive barriers along the edges to
  protect patrons;
● Wheel stops satisfactory to the Permitting & Inspections Director must be placed at the front and
  rear sides of the outdoor dining platform, no less than 4 feet from the edges of the platform. In
  addition, flexible bollards shall be provided at the corners of the platform (see illustration);
● Construction of the platform must allow water runoff to easily flow under platform;
● No attachments to the pavement or curbing are permitted;
● No covers are permitted over the outdoor dining space other than umbrellas;
● No advertising other than labels identifying the business is permitted on the outdoor dining space;
● No permit shall be issued for outdoor dining in these locations if there is a feasible alternative
  space on the sidewalk or an appropriate public park;
● No outdoor dining space in the vehicular right of way is permitted within 15’ of an intersection;
● No outdoor dining space will be permitted within the vehicular right of way on a roadway that has
  over 2,000 ADT as determined by the City Traffic Engineer or on a street that does not have 12’
  clear in the middle after all parking and platforms are accounted for.


Method of Review: Identification of appropriate locations for outdoor dining is ultimately at the
discretion of the Director of Permitting & Inspections. Permits issued under these regulations are
revocable at the City’s discretion for any reason, including but not limited to, the permit-holder’s failure
to comply with these regulations, any unforeseen safety concerns, and City operational concerns or
needs. No more than one of these spaces will be permitted on each side of a city block.




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 Source: National Association of City Transportation Officials.
 Note that in Portland only one space per block side may be occupied.
 (https://nacto.org/publication/urban-street-design-guide/interim-design-strategies/parklets/)


Renewal applications will get priority, provided the requested space satisfies the City’s public safety
review and the applicant has complied with the requirements outlined herein. After that, applications
will be approved on a first come, first-served basis,.

Additional Requirements: If a location is approved under this section, the following financial and
insurance requirements shall apply:

1. The permit fee shall be $20.00 per day for each day that the parking space is occupied (which
amount will be determined at the time the permit is issued) ) from a parking space in addition to any
applicable licensing fees;
2. The Applicant shall procure and maintain occurrence-based Commercial General Liability
Insurance coverage in amounts of not less than One Million Dollars ($1,000,000.00) per occurrence for
bodily injury, death and property damage, naming the City as an additional insured thereon, and also
Workers’ Compensation Insurance coverage to the extent required by law. With respect to the Liability
Insurance, the Applicant shall name the City as additional insured for coverage only in those areas
where government immunity has been expressly waived by 14 M.R.S. A. § 8104-A, as limited by §
8104-B, and § 8111. This provision shall not be deemed a waiver of any defenses, immunities or
limitations of liability or damages available to the City under the Maine Tort Claims Act, other Maine
statutory law, judicial precedent, common law, or any other defenses, immunities or limitations of
liability available to the City. The Applicant will provide the City and thereafter maintain a certificate of
insurance evidencing such coverage, which certificate shall guarantee thirty days’ notice to the City of
termination of insurance from the insurance provider or agent. The Applicant shall also provide a copy
of any endorsement naming the City as additional insured. The Workers’ Compensation insurance
shall include an endorsement waiving all rights of subrogation against the City of Portland, its officers
or employees.




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7/12/2018 PUBLIC Law, Chapter 337, An Act To Permit the Sale and Consumption of Alcohol in an Area That Is Not Contiguous to Licensed Premises




 PUBLIC Law, Chapter 337
 SP0637
 LD 1738 on - Session - 128th Maine Legislature



 An Act To Permit the Sale and Consumption of Alcohol in an
 Area That Is Not Contiguous to Licensed Premises
 Be it enacted by the People of the State of Maine as follows:
 Sec. 1. 28-A MRSA §1051, sub-§3, as amended by PL 2009, c. 438, §2, is
 further amended to read:

 3. Liquor not to be consumed elsewhere. Except as provided in
 paragraphs A and B and in section 1207, no a licensee for the sale of liquor to be
 consumed on the premises where sold may not personally or by an agent or employee,
 sell, give, furnish or deliver any liquor to be consumed elsewhere than upon the
 licensed premises or noncontiguous real estate that meets the conditions specified in
 subsection 9. The service and consumption of liquor must be limited to areas that are
 clearly defined and approved in the application process by the bureau as appropriate for
 the consumption of liquor. Outside areas must be controlled by barriers and by signs
 prohibiting consumption beyond the barriers.
 A. Subject to law and the rules of the bureau, hotel or bed and breakfast licensees
 may sell liquor in the original packages or by the drink to bona fide registered
 room guests. Any sale to a guest may be delivered to the guest's room only by a
 hotel or bed and breakfast employee.
 B. A licensee may serve liquor at locations other than the licensed premises under
 the off-premise catering license issued under section 1052.

 Sec. 2. 28-A MRSA §1051, sub-§9 is enacted to read:
 9. Use of noncontiguous real estate. Notwithstanding section 2,
 subsection 24, the bureau may approve the use of noncontiguous real estate near an
 establishment licensed under this chapter as part of the premises where the licensee
 may exercise the license privilege.
 A. The bureau shall ensure the following conditions have been met before
 approving the use of noncontiguous real estate as part of the licensed premises:
 (1) The noncontiguous real estate is owned by the municipality in which the
 establishment is licensed;
 (2) The licensee has obtained approval from the municipality to directly or
 indirectly control the noncontiguous real estate for the exercise of the license
 privilege; and


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7/12/2018 PUBLIC Law, Chapter 337, An Act To Permit the Sale and Consumption of Alcohol in an Area That Is Not Contiguous to Licensed Premises


 (3) The bureau has determined that the noncontiguous real estate is a proper
 place for the exercise of the license privilege.
 B. A licensed establishment authorized to use noncontiguous real estate as part of
 the licensed premises may not:
 (1) Permit any person other than an employee of the licensed establishment to
 transport liquor between the establishment and the noncontiguous real estate;
 or
 (2) Notwithstanding section 4, subsection 2, sell or serve liquor on the
 noncontiguous real estate later than one hour after the time food service has
 ended or 11 p.m., whichever occurs first.
 C. The area between the licensed establishment and the noncontiguous real estate
 may be accessible to the public if it is a public way as defined by Title 29-A,
 section 101.
 D. The bureau shall adopt rules to implement the provisions of this subsection.
 Rules adopted pursuant to this paragraph are routine technical rules as described in
 Title 5, chapter 375, subchapter 2-A.



 Effective 90 days following adjournment of the 128th Legislature, Second Regular
 Session, unless otherwise indicated.

 Office of Legislative Information voice: (207) 287-1692
 100 State House Station fax: (207) 287-1580
 Augusta, ME 04333 tty: (207) 287-6826
 Word Viewer for Windows Disclaimer




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Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/



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 The small window that is summertime in Milwaukee is packed full Walker’s WEDC foots
 of options for outdoor activities. As soon as the temperature taxpayers with $1 million
 reaches the 60s, restaurant goers flock to patios to enjoy their loan given to conman in
 first outdoor meals in months. And there’s a lot of those, as our exchange for zero jobs by
 recent patio guide proves. Adding to the summertime eating Democratic Party of Wisconsin
 excitement are relatively new attractions in Milwaukee’s outdoor
 dining scene known as parklets. Read more Press Releases


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Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/


 Parklets offer a heightened outdoor dining experience in the form
 of an extension of the sidewalk that takes up a section of the 3 Most Popular
 street, typically occupying one to three public parking spaces. Murphy’s Law: Is Foxconn
 They’re sometimes referred to as “street patios” to avoid Double Crossing Walker?
 customer confusion, making them easier to distinguish from by Bruce Murphy
 sidewalk patios.
 Friday Photos: Meet Trestle
 Parklets are not Park by Jeramey Jannene
 permanent and
 are only legal
 between March 15 Op Ed: Why State’s Lakes
 and Nov. 15 to Are in Decline by Spencer
 prevent conflicts Black
 with snow removal
 during the winter.
 Businesses are
 required to submit
 an application for
 prospective Sig
 parklets to the Department of Public Works, which upon approval
 leads to a modification of the food and/or alcohol license. The
 business then obtains the Special Privilege, a Common Council
 action that overrides the public right-of-way and allows the
 parklet to occupy the public space.

 A total of eight city parklet programs have been created in the
 United States: Raleigh, NC, San Francisco, CA, Philadelphia, PA,
 Chicago, IL, Oakland, CA, Seattle, WA, Long Beach, CA, and Become a Member
 Milwaukee, WI. Milwaukee’s first parklet was built in 2013 on the Get members-only benefits
 shared space between Divino Wine and Dine and the now-closed
 Two Bucks on Murray Ave. Help assure the future of city’s
 fastest growing publication.

 Businesses benefit from parklets as foot traffic increases and
 customers are likely to spend more time in the space, boosting Join Today
 economic activity. The addition of floral arrangements and bicycle
 racks adds an aesthetically pleasing aspect to the space as well
 Recent Comments
 as an encouragement for eco-friendly transportation.
 Barbara on The Contrarian: The
 Since parklet season is upon us, here is our (ahem) First Annual Siren Song of Criminal Justice
 Guide to parklets in Milwaukee. We count an even dozen. Reform
 Remarkably, three are located in Shorewood, what a wild city! geoffreyskoll on Data Wonk:
 The rest are in Milwaukee’s Third Ward, Walker’s Point, East McAdams Decision Is a Travesty
 Side and Downtown. Come next year, we’ll expect this list to
 Crazy Chester on The Contrarian:
 have grown. The Siren Song of Criminal
 Justice Reform

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 Bavette La Boucherie: Located next door to Club Charlies’ CarlBaehr on City Streets: Why
 parklet in the Third Ward, Bavette’s cozy single parking space Two Streets Named Washington?
 parklet adds approximately 10 more seats to its outdoor dining Lee on City Streets: Why Two
 area that also includes a sidewalk patio. Located at 330 E. Streets Named Washington?
 Menomonee St.

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 Black Sheep: Offering an opportunity to expand upon your wine
 palette while sitting outdoors, Black Sheep’s parklet is
 conveniently located on the street in a spot where parking isn’t
 typically allowed anyway. The parklet’s dark color schemes of
 black and gray match the look and feel of the restaurant’s interior
 and exterior. 216 S. 2nd in Walker’s Point.




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 Buddha Lounge: This year, the Buddha Lounge has added to its
 already extravagant exterior with a parklet that lines the west side
 of the restaurant. The space is roughly three parking spaces long
 and provides a combination of bench and chair seating as well as
 five low standing tables, each boasting a personal firepit. The
 parklet is lined with strings of light, ensuring that customers can
 enjoy sushi or a cocktail well after sunset. 1504 E. North Ave.




 Camp Bar (Third Ward): Camp Bar’s rather large parklet adds
 about 40 additional seats for the restaurant, occupying three
 parking spaces. Lined with lanterns and adorned with a wood
 finish, the Third Ward Camp Bar’s parklet was the inspiration for
 its sister location in Shorewood to follow suit with a parklet of its
 own. 525 E. Menomonee St.




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 Camp Bar (Shorewood): Taking a page out of its Third Ward
 counterpart’s book, the Shorewood bar is home to a 40-foot long
 parklet that offers 20 seats, expanding upon the sidewalk patio
 seating. The parklet was approved in 2016 when the bar also
 sought to expand into the neighboring space that was previously
 home to an entertainment company called Sound By Design.
 Both expansions have helped Camp Bar with an overcrowding
 problem due to the bar’s popularity. 4044 N. Oakland Ave.




 Chocolate Factory: The eighth location to open in the area, the
 Shorewood Chocolate Factory contains a parklet occupying two
 parking spaces. The wooden parklet has become an instant
 favorite for customers on days when a couple of scoops of ice
 cream are necessary for cooling off. 4330 N. Oakland Ave.




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 Club Charlies: One of the first parklets to grace the city, Club
 Charlies converted a loading zone located in front of the business
 into an outdoor dining area. Running 20-by-8 feet, the parklet
 allows for additional outdoor seating for restaurant goers. 320 E.
 Menomonee St. in the Third Ward.




 Divino Wine and Dine: Milwaukee’s first parklet will make a
 return despite neighboring businesses closing down within the
 past year. The parklet occupies two public parking spaces and
 can hold approximately 35 people. 2315 N. Murray Ave.


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 The Pub Club: Home to one of the biggest outdoor seating areas
 on N. 3rd St., the parklet at The Pub Club holds five dining tables,
 occupying three public parking spots. 1103 N. Old World 3rd St.




 Shaker’s Cigar Bar: This parklet has returned for its third
 season. When S. 2nd St. was reduced from four lanes to two
 lanes and a bike lane, Shaker’s capitalized on an error with the
 sidewalk after a large step-off was smoothed into a slope by the
 city. The parklet runs 28 feet by 16 feet and is decorated with a
 variety of park-like plants such as hibiscus, ferns, and an apple
 tree. 422 S 2nd St., Walker’s Point.

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Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/




 Three Lion’s Pub: Home to yet another parklet in Shorewood,
 this pub’s outdoor seating takes up about two parking spaces.
 Three Lions offers an authentic pub experience, opening early for
 soccer games and boasting that they “bring the across the pond
 just across the street.” 4515 N. Oakland Ave.




 Yokohama 1910: A brand new spot to get a bowl of ramen on
 the East Side, Yokohama is home to the most recent parklet in
 Milwaukee. Designed by Rinka Chung architecture, the parklet
 takes up two public parking spaces on Kenilworth and seats 20
 people. The wooden, rustic appearance matches that of the

 20 of 21


8 of 11 7/12/2018, 10:42 AM
Guide to Milwaukee Parklets » Urban Milwaukee https://urbanmilwaukee.com/2017/07/18/guide-to-milwaukee-parklets/


 interior of the restaurant. The garage door offers an opening in
 which the customers seated at the parklet can view the karaoke
 singers. 1932 E. Kenilworth Pl.




 Complete 2018 38 Milwaukee 21 Great Bars
 Summerfest Wine Bars for Craft Beers
 Shuttle Guide




 Apr 5th, 2018 by Michael Apr 3rd, 2018 by Jennifer
 Holloway Rick
 Jun 27th, 2018 by Cynthia
 Crawford


 Categories: Arts & Entertainment, Food & Drink, Guides




 21 of 21


9 of 11 7/12/2018, 10:42 AM
 Gregory A. Mitchell
 Director, Economic Development Department




July 17, 2018 EDC Workshop related to Workforce Training System Programs and Policy
Discussion, including Possible Organization Changes and City Funding.

 A. Greater Portland Workforce Initiative – Kim Moore
 a. See Memo and Attachments – pp. 2 to 9


 B. Office of Economic Opportunity – Julia Trujillo
 a. See Memo and Attachments – pp. 10 to 37

 C. Adult Education – Anita St. Onge
 a. See Memo and Attachments – pp. 38 to 65

 D. Possible Municipal Funding Sources – Greg Mitchell
 a. See Memo and Attachments – pp. 66 to 69




 CITY OF PORTLAND/ECONOMIC DEVELOPMENT DEPT./389 CONGRESS ST./PORTLAND, ME 04101/(207) 874-8683

 1 of 69
 Julia Trujillo Luengo, Director
 Office of Economic Opportunity



 MEMORANDUM



TO: Economic Development Committee

FROM: Julia Trujillo Luengo
 Director, Office of Economic Opportunity
DATE: July 12, 2018
SUBJECT: Greater Portland Workforce Initiative Overview


GREATER PORTLAND WORKFORCE INITIATIVE (GPWI)

Background

The tightening labor market and historically low unemployment rate in Greater Portland is creating a
more competitive landscape for employers to attract qualified staff in skilled occupations. Many of
these occupations require a credential or certification for entry into the field. Despite the overall low
unemployment rate in the region, disaggregated employment data shows several serially under-
utilized pools of jobseekers with significantly higher levels of unemployment. The GPWI’s 21
Stakeholders are working together toward one goal: that all individuals in Greater Portland are
prepared for and connected to growing sectors of employment with strong career pathways and family
sustaining wages.

Vision

A workforce pipeline that addresses, in tandem, employer-identified roadblocks to entry into Greater
Portland’s growing employment sectors and the unique barriers of targeted jobseekers.

Members

Tarlan Ahmadov , Catholic Charities Office of Maine Refugee Services (OMRS); Christa Baade, Program
Developer Coastal Enterprises Inc. (CEI); Joni Boissonneault, Self Sufficiency Programs Manager
Portland Housing Authority; Beth Campbell, Director, Financial Stability United Way of Greater
Portland; Lisa Crothers, Regional Director FedCAP; Hannah DeAngelis, Program Director Catholic
Charities Immigration and Refugee Services; Matt Dubel, Executive Director Portland ConnectED; Joe
Everett, Chief Program Officer The Opportunity Alliance; Sara Gagnè-Holmes, Senior Program
Associate John T. Gorman Foundation; Adam Harr, Executive Assistant- Social Services Division City of



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Portland Health and Human Services; Quincy Hentzel, President- Portland Regional Chamber of
Commerce; Tommy Johnson, Director of Membership and Events- Portland Regional Chamber of
Commerce; Mary LaRoche, Re-Entry Case Worker Maine Department of Corrections; David MacLean,
Administrator- Social Services Division City of Portland Health and Human Services; Antoinette
Mancusi, Deputy Director Coastal Counties Workforce, Inc. (CCWI); Mike Roland, Manager- Greater
Portland CareerCenter- Maine Department of Labor; Anita St Onge, Director Portland Adult Education
(PAE); Jennifer Sporzynski, Senior Program Director- Business Development Services Coastal
Enterprises, Inc. (CEI); Julia Trujillo Luengo, Director City of Portland- Office for Economic Opportunity;
Laura Tait, US Probation Officer US Probation and Pre-Trial Services; Jim Whitten, Dean, Midcoast
Campus and Satellite Centers Southern Maine Community College (SMCC); Nikki Williams, Project
Manager- Gateway to Opportunity University of Southern Maine’s Cutler Institute; David Wurm,
Director- Workforce Solutions Goodwill of Northern New England; Donna Yellen, Chief Program Officer
Preble Street; Marty Zanghi, Director- Director, Youth and Community Engagement University of
Southern Maine’s Cutler Institute.

Goal and Strategies

Goal: All individuals in Greater Portland are prepared for and connected to growing sectors of
employment with strong career pathways and family sustaining wages.

Strategies:

 1. RESPOND: Identify, develop, and pilot approaches to address existing gaps in workforce
 development employment and training opportunities.
 Outcome: Agile assessment of and best-practice based approach to Greater Portland’s
 workforce development needs.
 2. CONNECT: Establish learning communities and shared systems of communication between
 workforce development representatives and staff
 Outcome: Connection to and leverage of resources across organizations serving
 targeted jobseekers.
 3. EMPLOY: Develop and implement customized, informed programming for entry into
 employment within the region’s thriving sectors.
 Outcome: Targeted individuals are trained for and connected to sustainable
 employment opportunities and strong career pathways.

Staffing

The GPWI is staffed by a Project Director, Kim Moore. The position is housed at the United Way of
Greater Portland, the backbone organization for the initiative. The Portland Regional Chamber of
Commerce also provides office space for the GPWI Project Director.

Budget

To date, the GPWI and its programming has been funded primarily by the John T. Gorman Foundation.
In 2018, the Samuel L. Cohen Foundation granted the GPWI program funding to support individual’s
participation in Bridge programming. The GPWI’s funding for FY ’19 has not yet been publicly
announced.



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 Greater Portland Workforce Initiative
 2018/2019 Plan


 CONTEXT The tightening labor market and historically low unemployment rate in Greater Portland is
 creating a more competitive landscape for employers to attract qualified staff in skilled
 occupations. Many of these occupations require a credential or certification for entry into the
 field. Despite the overall low unemployment rate in the region, disaggregated employment
 data shows several serially under-utilized pools of jobseekers with significantly higher levels of
 unemployment.

  VISION A workforce pipeline that addresses, in tandem, employer-identified roadblocks to entry into
 Greater Portland’s growing employment sectors and the unique barriers of targeted
 jobseekers.

  GOAL All individuals in Greater Portland are prepared for and connected to growing sectors of
 employment with strong career pathways and family sustaining wages.

STRATEGIES RESPOND: CONNECT: EMPLOY:
 Identify, develop, and pilot Establish learning Develop and implement
 approaches to address communities and shared customized, informed
 existing gaps in workforce systems of communication programming for entry into
 development employment between workforce employment within the
 and training opportunities development representatives region’s thriving sectors
 and staff

OUTCOMES & Agile assessment of and Connection to and leverage Targeted individuals are
 TARGETS best-practice based response of resources across trained for and connected to
 to Greater Portland’s organizations serving sustainable employment
 workforce development targeted jobseekers and opportunities and strong
 needs sector employers career pathways


 TARGET: TARGET: TARGET:

  GPWI is tuned in and  Measure of increased  75 individuals have
 responsive to the needs connectivity and leverage increased access to
 and trends of both sides of resources across transitional employment
 of the pipeline. organizations serving and training programs
 targeted jobseekers
  Inform, advise, and  70% of GPWI program
 support “peripheral”  Initiative member’s data participants placed in a job
 projects and demonstrates increased within 30 days of
 conversations involving effectiveness in serving completion.
 both side of the pipeline. both jobseekers and
 employers  # of impacted employers
  #/% of Greater Portland’s changed their practices to
 workforce development  % of stakeholders taking increase access to and
 community implementing action to change or hiring of targeted
 best practices due to initiate change in a related individuals
 GPWI partnership practice or policy


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Greater Portland Workforce Initiative-
 Dual Customer Pipeline




 5 of 69
 Greater Portland Workforce Initiative
 Stakeholder Asset Map

 yo
 Ge f Por
 Cit yo  ne ral tland
 Ass - ista
 r Eco f Por
 no
 Co mi tla
 c O d-p n
 po nc e
 Immigrant and Refugees
 ast rtu
 erC
 Co Wo r kf aol Co u
 rce es nti nit y
 Ch
 ast al E nte rpr Inc
 is e.  s In
 en
 Fed c.
 ar i
 Fed CA P,  Inc .
 Single Head of Household
 Pa era
 rol Prob l
 te
 e ati  on
 tie
 Wo r kf  orc eS olu  tio  an
 ns d
 Joh
 s
 n
 Fou T. Go
 nd rma
 ati
 Reentry
 Ma
 Co i ne
 rre epar D on n
 L/ C
 Of fic e
 Ser of M
 v ic ctio tm
 es aine  ns
 (OM Re en to  f
 Po RS fuge
 ) e
 are l ic Ed rtla
 uca Adu n d
 Older Youth
 Po rtla nd tio
 Co n t
 nn ect l  ED
 Ca Po  Po rtla
 Au nd H
 rtla tho rity usino g
 n
 tho
 Ch am Reg be d r o onali
 Experiencing Homelessness MD So Pre bl e fCStromee  me
 t rce
 Cit Co ernuth
 mm Ma
 O
 So  uth
 Tra rn e
 nsi Ma un ine
 ity  Co lleg e
 All or Multiple Populations Th tio
 eO
 All ppor
 ian nN ine
 etw outh Y
 ork
 Un
 Po ite  d
 rtla ay W ce tunit
 nd of G rea  y ter
Pre Enrollment Activities:
  Participant Recruitment * * * * *
  Jobseeker Intake/Information Gathering * * * * *
  Interest/Ability Assessment * * * * *
  Literacy/Numeracy Assessment * $ $
  Case Management * * * * * $ *
  Program/Supportive Service Referral * * * * $ *
Training Services:
  Sector-focused curriculum (ie: Medical
  Terminology) $ $ $ *

  Contextualized WorkReady/Workforce Readiness $ $ $
  Financial Literacy $ * *
  Basic Computer Skills $ $ $
Licensing Requirements
  Resume Assistance * * * $
  Background Checks * * * *
  References * * $

 Credential verification/translation (HS Diploma) * $ $ * * ?
 Obtaining Social Security Card $ *
 Obtaining Government Issued ID $ *
Supportive Services
 Training/employment related tools and
 equipment * $ * *

 Transportation Assistance (bus passes/gas cards) * * $ * * * *
 Childcare Assistance * $ * *
Post-Training Activities
 Credential/Certification Course Placement * * *

 Employer Outreach/Relationship Development * * *
 Job Placement * * * $
 Follow up and Retention Services * * * * $ * *
 * = dependent on program/service eligibility
 $ = directly funds but does not administer the service




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7 of 69
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9 of 69
 Julia Trujillo Luengo, Director
 Office of Economic Opportunity



 MEMORANDUM




TO: Economic Development Committee

FROM: Julia Trujillo Luengo
 Director, Office of Economic Opportunity
DATE: July 12, 2018
SUBJECT: Portland Office of Economic Opportunity Overview


OFFICE OF ECONOMIC OPPORTUNITY

Background

The City Council set as one of its goals for 2016 to evaluate whether the City should establish an office
focused on integrating immigrants into the local economy and tasked the Economic Development
Committee with this work.

The Economic Development Committee held six public hearings, heard from service providers,
community groups and individuals, examined comparable northeastern cities, researched best practices
from around the country, and held a public conference on the topic. It reached a clear consensus that
the City has a role to play in convening service providers to strengthen communication and collaboration;
ensuring capacity across the system; collecting and sharing impact data; and better identifying and
addressing gaps on an ongoing basis;


The Office of Economic Opportunity was launched on May 1, 2017 with the hiring of its first Director.

Its mission is to convene and leverage public and private partners to assure optimal communication and
collaboration so that immigrants, people of color and other underserved populations have access to jobs
and related support services as well as economic opportunities.


Goals and Objectives

The Economic Development Committee set OEO’s goals below:


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 1. Convene community resources to improve coordination, communication and collaboration and
 avoid or decrease any duplication of services
 2. Create a common data collection tool to better track outcomes across organizations and perhaps
 individual job seekers, as well as evaluating the work of the new Office
 3. Link employers more systematically with job seekers, and job seekers with necessary training
 4. Collaborate with partners to ensure ongoing intern/apprentice/mentorship opportunities



Results

 1. Convene community resources to improve coordination, communication and collaboration
 and avoid or decrease any duplication of services



 1. a. English for Speakers of Other Languages (ESOL) Collaborative (for further detail, please
 see attachment)
 OEO leads their efforts since January, 2018.
 Mission: to improve the rate at which ESOL students/learners in the City of Portland reach
 English proficiency (as defined by a common assessment standard/metric) by enhancing our
 collaborative approach, where gaps and duplication of service are mitigated, and our
 coordination is enhanced
 Current Members: Portland Adult Education, Salvation Army, YMCA, Hope Acts ESL Program,
 Learning Works, In Her Presence.

 Goals Identified by the group:

 - Identify existing gaps in service delivery and create a common list of services.
 - Commit to adapt our service delivery models to fill identified gaps and maximize our
 collective results.
 - Coordinate the referral processes by:
 Sharing real time offerings in a common platform
 Systematic notification when referrals go out and when referrals are received.
 - Ability to track referral outcomes to improve individual and collective results.
 - Develop procedures and protocols to track individual learning results across programs
 to capitalize on what is producing results and amend where necessary, while safeguarding
 to the highest standard students’ confidentiality.

1b. Workforce Strategy Group (under the Greater Portland Workforce Initiative)

 Mission: to establish learning communities and shared systems of communication between
 regional workforce development representatives and staff
 Goals:
 - Increased employer connection to and hiring of targeted populations by employers
 - Track collective results to understand overarching trends.
 - Assess collective progress.
 - Mitigate duplication of service.


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 - Improve collective effectiveness
 - Increased Stakeholder connection to employment and training related opportunities for
 targeted jobseekers
 - Increased Jobseekers aware of and connected to workforce development opportunities,
 services and programs for which they qualify
 - Increased Awareness and mitigation of jobseeker service overlap in the region Documentable
 expanded connection to and leverage of resources across organizations serving targeted
 jobseekers
 - % of Initiative members whose data demonstrates improved effectiveness in serving both
 jobseekers and employers.


2. Create a common data collection tool to better track outcomes across organizations and perhaps
 individual job seekers, as well as evaluating the work of the new Office


 One of the goals delineated for OEO was to improve the tracking job related outcomes.

 OEO’s Director discussed multiple approaches with several City Offices like OEO across the
 country.

 OEO concluded that the most efficient and effective route was to consider the Portland Job’s
 Alliance web based interface (funded in great part by CDBG $) as the potential clearinghouse.

 One of the main challenges faced by the PJA interface was its limited usage by relevant
 stakeholders.

 OEO is working within the Greater Portland Workforce Initiative to improve the coordination of
 direct service staff. A web interface is key in this effort but it must also show value for staff and be
 informed (in part) by their operational needs. This would ensure data is indeed uploaded and its
 functionality is relevant.

 Currently, OEO is working with the GPWI to acquire the rights for the site, assess customization
 costs with its current developer to draft a plan forward.

 It is the goal of OEO to have a functional, results oriented online web interface by Spring 2019.

3. Link employers more systematically with job seekers, and job seekers with necessary training

 3a. The online web interface referenced above will also be designed to facilitate and ensure
 employers’ needs for human capital are met in a timely and effective manner. In FY2018, OEO
 worked with several employers to facilitate their hiring needs. While the partnership resulted in a
 good number of jobs, the approach is not sustainable given current staffing needs. The support
 of an online web interface is crucial in order to meet employers’ labor needs and ensure the
 optimization of the highly skilled talent in the city. The premise is that connector and connectee
 meet over coffee/casual conversation to orient the connectee in that particular industry and a
 career path.



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 3b. In 2018, OEO and the Portland Regional Chamber led a group of partners to create and
 support the Greater Portland Hires Initiative.
 Members: Bank of America, the Greater Portland Workforce Initiative and the Greater Portland
 Career Center (Department of Labor) were
 Its first successful event was dedicating April’s Eggs and Issues to The Integration of Immigrants
 into our Workforce and Community. It was the highest attended eggs and issues of the year. The
 overwhelming feedback was a greater need for more trainings and information on this untapped
 talent pool.

 As a result, OEO and the Chamber have partnered to bring about two trainings this July titled:
 The Predictor of Diversity Hiring Success: Intercultural Competency. OEO secured PEDPIP funding
 to support the costs associated with the training provider. Maine Intercultural Communication
 Consultants will covered two 3 hour training where employers will be able to learn What exactly
 is this concept of intercultural competency? What is it not? ;What are the benefits of being an
 interculturally competent workplace? ; What are the dangers of not being interculturally
 competent?; How can intercultural competency be measured?; Why is it absolutely necessary to
 know your workplace’s developmental level of intercultural competency if you want diversity and
 inclusion efforts to succeed?

4. Collaborate with partners to ensure ongoing intern/apprentice/mentorship opportunities

 Under the Greater Portland Hires Campaign, OEO and the Portland Regional Chamber will adapt
 and launch in Portland the very successful Professional Connector program this Fall.
 The program originally created in Halifax, Canada but replicated in St. Louis, MO, Michigan,
 Pennsylvania and other states, connects foreign-born professionals with other local professionals,
 volunteer “connectors”, who share their industry knowledge and job seeking advice.


Budget

OEO’s original budget called for external grant funding to support two Program Manager Positions,
a Data Tool and a program Evaluation. While OEO’s Director has secured more than $45,000 in
external funding, it did not encompass operational needs.




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 OEO’s Original Budget




The goals set forth for FY2019 require further operational and staffing support for OEO, particularly
if the Committee agrees to support external workforce development programs.




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 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 As a result of the City’s
 Selection under the Welcoming America:
 Gateways for Growth participates regularly in
 Challenge, we can access a webinars and conference
 Ongoing free of cost TA from the
 Welcoming America robust set of materials free of calls hosted by the
 most reputable immigrant
 cost to support our efforts to national organization to
 integration national organization
 become a more inclusive stay informed of national
 City. trends and efforts.
 www.welcomingamerica.org

 As a result of the partnership,
 OEO will:
 - release a brand new
 customized report with
MEMBERSHIPS AS quantitative and personal
A RESULT OF OEO testimonials of the
 As a result of the City’s OEO has been working
 contributions of
 Selection under the diligently with the G4G
 immigrants to our local
 Gateways for Growth team to produce and
 economy (June, 2018)
 Gateways for Challenge, we can access a release a brand new data
 - Deploy and test a highly
 Growth Challenge robust set of materials free of report and economic
 innovative Participatory
 cost to support our efforts to briefings showcasing the
 Stakeholder Feedback
 become a more inclusive contribution of immigrants
 process using the many
 City. to Greater Portland’s local
 qualities of gamification in
 www.welcomingamerica.org socio-economic fabric.
 June, 2018. The expected
 results are to learn from
 OEO’s focus population
 what current services,
 resources and supports
 are currently helping them

 15 of 69
Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 achieve their integration
 goals and it would also
 serve as an awareness
 tool to showcase the
 plethora of services and
 assets that exist in the
 City.
 To see a similar project,
 visit:
 https://elab.emerson.edu/
 projects/participatory-
 chinatown
 By September 2018, OEO will
 release a Strategic Vision/Plan
 for the City in order to become
 the most inclusive City in New
 England
 MaineSpark is a 10-year
 commitment from Maine’s
 most influential education and
 business leaders to work
 By participating, OEO is able to
 together to ensure that
 OEO is part of the New leverage and partner with the
 Maine’s workforce is
 MaineSpark Opportunity Track, which most prominent partners in the
 productive and competitive.
 focuses on professionals State whose mission is to attract
 MaineSpark organizations
 looking to move or start and retain talent in Maine.
 connect people with the
 new careers in Maine.
 education, training, jobs,
 programs and resources
 needed to thrive in Maine’s
 robust and changing

 16 of 69
Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 economy. MaineSpark is
 powered by a coalition of
 organizations—schools and
 universities, nonprofits and
 foundations, government
 agencies and businesses—
 with a common goal: by
 2025, 60% of Mainers will
 hold education and
 workforce credentials that
 position Maine and its
 families for success.

 OEO is the only municipal
 government member in the
 coalition.


 OEO is part of the UWGP
 This partnership integrates
 Thrive 2027 campaign. OEO’s Director currently
 OEO’s goals into a broader
 sits in its Goal 2
 county wide campaign and
 Thrive2027’s vision is that Individuals and families
 United Way of leverages supports in similar
 Greater Portland is an have the education,
 Greater Portland areas of work.
 inclusive, caring, and employment
 Goal 2 Cabinet It also keeps OEO
 collaborative community that opportunities, and
 informed of the current trends in
 focuses its resources resources* to achieve
 financial stability, best practices
 strategically so that everyone financial stability.
 and latest data findings.
 grows and prospers through
 enhanced educational


 17 of 69
 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 opportunities, financial
 stability, and healthy living.

 MECA has put together a
 task force to improve its OEO often interacts with the
 public engagement with racially diverse and linguistically
 Portland’s racially and diverse artistic community. MECA
 MECA Community
 ethnically diverse is contemplating forming a
 Task Force
 communities. OEO has been comprehensive platform to
 part of it since its inception in support this cohort in their
 March, 2018. integration into this community
 and sector.

GRANTS WRITTEN Two Additional efficient human Two positions as: Recruitment for positions took
 Americorps/VISTA capital support for the place July 2017- November 2017
 Applications operation of OEO. Community Outreach without securing a candidate.
 Coordinator
 Recruitment for the Impact and
 Impact and Data Data Specialist has begun and an
 Specialist offer has been made to one
 candidate.


 Request/Application The Data Innovation Project Same requirements and OEO was not selected in the
 Data Innovation (DIP) is an applied research roles and responsibilities 2017-2018 cycle.
 Project and evaluation consulting as the Impact and Data
 Community Research team housed in the Muskie Specialist mentioned OEO plans to re-apply for the
 Assistant Program School of Public Service at above. 2018-2019 cycle. Deadline is 15
 the University of Southern July, 2018.
 Maine - Portland. Each

 18 of 69
 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 assistantship is focused on
 applied research, program
 evaluation, and/or data
 management. DIP staff
 function as liaison between
 graduate student and CBO
 and offer support and
 supervision where needed.
 These assistantships are a
 special opportunity for
 graduate students to apply
 their new knowledge and
 skills within a community
 organization while also
 receiving the support and
 mentorship of DIP staff.
GRANTS SECURED Community organizations
 receive highly subsidized
 graduate research assistants
 to support their applied
 research and/or evaluation
 efforts and the indirect
 expertise of DIP staff.
 Gateways for Growth See below See below Awarded (See below)
 Samuel L. Cohen Grant #1: Aimed to Unsuccessful Awards
 Foundation x 2 develop a one day
 Immigrant Integration
 Forum.
 Grant #2: The design and
 implementation of a

 19 of 69
Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 Leadership Program. An
 adaptation of the MDF
 model to the City of
 Portland.
 PEDPIP x 2 Awarded (see below)
 Maine Accelerates Awarded (see below)
 Growth
 John T. Gorman Awarded (see below)
 Foundation x2

 United Way of Thrive 2027 Campaign Unsuccessful
 Greater Portland
 Wells Fargo To support local nonprofits in Support the Greater Unsuccessful
 Community WINS promoting long-term Portland HIRES efforts
 Grant Program economic prosperity and listed below and
 quality of life for their operational support for
 community OEO.
 Gateways for OEO and The Regional Offered a three tier Gateways for Growth Challenge
 Growth Challenge Chamber of Commerce were opportunity: $12,500 in = $ 12,500
 co-applicants for this funding toward an
 prestigious opportunity Immigrant Integration Portland was one of four
 funded/supported by a Plan; tailored technical communities out of a total of 45
 Partnership for a New assistance in the process; applicants to win this support.
 American Economy and a robust report on the
 Welcoming America contribution of immigrants
 to Portland’s local
 economy.
 John T. Gorman x2 Offered a local match toward John T. Gorman x2 = $ 2,500
 G4G and an additional = $ 7, 000
 support for the publication

 20 of 69
Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 and enhancement of the
 Strategic Plan to be published
 by September, 2018
 Maine Technical Offered funding support for Support the successful Total number of participants
 Institute/Maine the development of the roll out and data gathering
 Accelerates Growth participatory stakeholder tool of the video game: a Land Learning Outcomes
 in the form of a customized of Opportunity.
 videogame. Assess its effectiveness as a
 public engagement tool

 Assess its effective translation
 into the Action Plan published by
 OEO in September, 2018.


 Award: $5,000
 PEDPIP x2 December 2017 PEDPIP PEDPIP May 2018 =
 award offered funding to $7,300
 support OEO’s Immigrant
 Integration Action Plan
 May 2018 PEDPIP award PEDPIP December 2017=
 supports the adaptation of the $15,000
 Professional Connector
 Program in Portland and a
 series of professional
 development opportunities for
 employers at no cost.




 21 of 69
 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work




ONE ON ONE - Ready Part of the challenge with the Liaise between the Ready Seafood = 15 + hired. In
EMPLOYER Seafood current workforce system is employer and the labor the words of its Operations
RELATIONS - VIA Agency the high number of players. It supplier. OEO meets with Manager “without you we would
 - Wex is difficult to navigate for the employer, learns of its be struggling”.
 - Portland outsiders. needs and works with the ViA Agency = 1 candidate made
 Harbor Hotel OEO has adopted the role of workforce system it to the final three. At the end,
 - Native Maine liaison with several agencies to supply human they did not hire the candidate
 Produce and employers. OEO’s Director is capital that matches but the VIA Agency is creating a
 Specialty part of the Greater Portland employers’ needs. OEO new position and has voiced their
 Foods Workforce Initiative and is filters candidates and interest to hire this individual.
 familiar with the different ensures the employer WEX – after several meetings
 labor pools available only receives candidates and correspondence, WEX
 depending on the agency. that match its needs. agreed to interview and
 reconsider a candidate. He was
 hired in April as an IT Support
 Specialist. Since then, OEO has
 sent another referral to their HR
 recruiters.
 Portland Harbor Hotel – 20
 GA/HIRE participants were
 interviewed for several positions.
 Native Maine Produce and
 Specialty Foods – employer
 reached out to OEO on 22 May
 to fill critical positions as
 warehouse (nightshift) and truck

 22 of 69
 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 driver crews. Thus far, three
 candidates have been identified
 for the truck drivers’ positions.
 Mission: to improve the rate at
 English for which ESOL students/learners in
 Speakers of Other Several ESOL providers Members (at this time): the City of Portland reach English
 Languages (ESOL) asked OEO to lead their Portland Adult Education, proficiency (as defined by a
 Collaborative (see collective efforts. They came Salvation Army, YMCA, common assessment
 attachment) together to improve their Hope Acts ESL Program, standard/metric) by enhancing
 coordination efforts to Learning Works, In Her our collaborative approach,
 OEO leads their enhance each other’s Presence (list is evolving where gaps and duplication of
 efforts since January, programs and adapt their as the group identifies service are mitigated, and our
 2018. models to fulfill existing gaps. other providers within the coordination is enhanced
 City) Goals Identified by the group:

 1. Identify existing gaps in
 service delivery and
LEADERSHIP AND create a common list of
COORDINATION services.
ROLE
 2. Commit to adapt our
 service delivery models to fill
 identified gaps and maximize our
 collective results.
 3. Coordinate the referral
 processes by:
 a. Sharing real time
 offerings in a common platform
 B. Systematic
 notification when referrals go out

 23 of 69
Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 and when referrals are
 received
 C. Ability to track
 referral outcomes to improve
 individual and collective results.

 4. Develop procedures and
 protocols to track individual
 learning results across programs
 to capitalize on what is
 producing results and amend
 where necessary, while
 safeguarding to the highest
 standard students’ confidentiality.




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Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 Workforce Strategy Workforce Strategy Group Workforce Strategy Workforce Strategy Group
 Group Group:

 Establish learning One of the goals delineated Using the Portland Jobs  Increased employer connection
 communities and for OEO was to improve the Alliance’s learnings, to and hiring of targeted
 shared systems of tracking job related create meaningful populations by employers
 communication outcomes. meeting agendas for Track collective results to
 between regional engagement of front line understand overarching trends.
 workforce OEO’s Director discussed staff  Development team  Assess collective progress.
 development multiple approaches with must include front line  Mitigate duplication of service.
 representatives and several City Offices like OEO. staff  Improve collective effectiveness
 staff  Develop a shared  Increased Stakeholder
 OEO concluded that the most database of common connection to employment and
 efficient and effective route employer and job seeker training related opportunities for
 was to consider the Portland information  Develop a targeted jobseekers
 Job’s Alliance web based method of documenting  Increased Jobseekers aware of
 interface (funded in great part outcomes and leverage of and connected to workforce
 by CDBG $) as the potential time/funding- GPWI’s development opportunities,
 clearinghouse. indirect “reach” services and programs for which
 they qualify
 One of the main challenges
  Increased Awareness and
 faced by the PJA interface mitigation of jobseeker service
 was its limited usage by overlap in the region 
 relevant stakeholders. Documentable expanded
 connection to and leverage of
 OEO is working within the resources across organizations
 Greater Portland Workforce serving targeted jobseekers
 Initiative to improve the
  % of Initiative members whose
 coordination of direct service
 data demonstrates improved
 staff. A web interface is key in

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Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 this effort but it must also effectiveness in serving both
 show value for staff and be jobseekers and employers
 informed (in part) by their
 operational needs. This
 would ensure data is indeed
 uploaded and its functionality
 is relevant.




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 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
CREATION OF OEO Committee was The Advisory Team exists to: Facilitator was secured in Completion of Participatory
ADVISORY formed in February, Issue recommendations that December, 2017 to lead Stakeholder Feedback Process in
COMMITTEE 2018. would inform OEO’s strategic the efforts behind the support of the work of the
 priorities by September 2018. participatory stakeholder Engagement Lab (See
 Members represent feedback process and Attachment)
 the main linguistic, Provide support to the completion of Strategic
 racial and/or ethnic community outreach process. Plan for Integration and Publication of an Integration and
 minoritities in Inclusion by September, Inclusion Action/Strategic Plan for
 Portland. Its Assist with the design and 2018. the City
 members: implementation of a public
 Chanel Lewis - engagement process.
 Jones, Mohamed
 Abdirahman, Julie Assist with the development
 Chase, Guillermo and distribution of project
 Bila, Donna Gaspar communications to reach
 Jarvis, Georges multiple audiences.
 Badagu, Ophelia Hu
 Kinney, Julia Brown, Support OEO in its mission to
 Victoria Rodriguez, coordinate and leverage
 Sally Sutton, Mufalo services that aim to achieve
 Chitam. overarching goals.

 Group has been Review quantitative and
 meeting at least once qualitative data in order to
 a month since make informed
 February 2018. recommendations affecting
 OEO and its focus population
 (immigrants and refugees,
 people of color and other
 disadvantaged populations)

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Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work

 Provide multiple pathways for
 the broader general public to
 provide feedback.

 Review and make
 recommendations about
 policies, procedures, services
 and activities of
 Departments and agencies of
 the City of Portland which
 impact OEO’s focus
 population.

 Stay informed and up-to-date
 of local and regional efforts
 which impact OEO’s focus
 population.

 Improve visibility of citywide
 programs and initiatives
 focused on achieving
 outcomes related to OEO’s
 mission.


 Assist with carrying out
 project activities unique to
 OEO.


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 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 Foster a collaborative/ripple-
 effect community impact
 process.




FORMAL Chamber of OEO Director put an GPortlandHires:
PARTNERSHIPS Commerce: G4G: OEO wrote a grant on online survey together to
 behalf of both institutions to learn additional learning
 Gateways for Growth strengthen Portland’s needs form the audience Increased their ability to hire from
 Greater Portland application and developed marketing this untapped talent pool.
 HIRES materials with Jessica
 Grondin for all Increase the number of
 The most notable GPortlandHires: participants. candidates interviewed.
 challenge for the
 integration of Eggs and Issues Dedicated to Increase the number of racially
 immigrants and other the Integration of Immigrants and linguistically diverse hires.

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Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 racially diverse into the Workforce and One Day Forum similar to
 populations into the Community: the Eggs and Issues is
 workforce is a lack of currently in the works.
 intentional OEO developed:
 coordination between Adaptation of the
 the employer A video (posted on OEO) Professional Connector
 community and this website with the support of Programs featured in
 labor force. Portland Media Center that Halifax, Canada and St
 revealed the professional Louis, MO will launched in
 OEO has partnered experience of three foreign the Fall 2018.
 with the Chamber of born trained professionals.
 Commerce to form a OEO Director interviewed Increase the number of
 close working each candidate and employers who report that
 relationship to combined all interviews into their pledge to GPHires
 respond to one. has:
 employers’ needs
 and improve their Improve their
 connection/learning understanding of this
 to this population. population, the
 G4G: OEO wrote a opportunities they
 grant on behalf of represent and how to
 both institutions to manage some of their
 strengthen Portland’s potential challenges, such
 application. as English Proficiency.




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Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 Economic Economic Development and
 Development, New OEO have worked closely Workshop has been Participants will learn:
 Ventures Maine, together to identify the current scheduled for June 4. See he pros and cons of owning your
 New Mainers’ gaps faced by the common flyer attached. own business, the steps needed
 Resource Center: population they serve. After for start-up, the basics of a
 several considerations, both business plan, marketing, cash
 Immigrant parties secured funding from planning and the many resources
 Entrepreneurs: How a bank and a credit union to available to help small business
 to Start a Business in support an introductory owners in Maine succeed.
 Maine workshop. Ec Dev experience
 secured the partnership with
 New Ventures Maine.
 Portland Adult Ed was the
 best possible venue as a
 great portion of the population
 is safe and comfortable in
 that space already.


 Cultural Orientation OEO and Social Services OEO coordinates agenda OEO is working with CCharities
 for foreign-born engaged early on to learn of with CCharities and Social to improve its evaluation methods
 population at the the most notable challenges Services to enhance to substantiate the effectiveness
 family shelter facing the immigrant learning, adapt speakers of the initiative.
 population when accessing and topics and improve
 their services. In addition, In the overall experience.
 their Shoes Training – held in
 September, 2017 with a high OEO attends part of the
 number of City staff across Cultural Orientations each
 Departments – revealed month to monitor its
 ongoing “cultural related”

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 Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 challenges faced by other effectiveness and
 Departments. relevance.

 OEO approached Catholic
 Charities to learn if they
 would offer a similar Cultural
 Orientation to the one offered
 to the Refugee Population for
 the GA foreign born
 population.

 The low number of refugees
 since 2017, allowed
 CCharities to have the staff
 and secure alternative
 funding to provide an all day
 monthly training for up to 20
 participants.
Outreach and Civic Portland Media Best practices across the
Engagement Center Monthly TV country demonstrate that The interviews OEO Director has selected a
 Show intentional opportunities conducted for couple of immigrants and the
 TV Program where receiving GPHires, sparked the questions have already been
 The challenges communities and new idea to develop a generated.
 integrating the comers congregate, have monthly tv show where An increased understanding of
 immigrant a leverage effect in other OEO Director would the diversity within Portland’s
 population into the initiatives. interview two global community and the
 workforce also immigrants a month. value added they represent for
 affect their The key is that these OEO has already met with our economy and community.
 integration into the initiatives represent a mix. Portland Media Center
 community. Not only instances where

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Initiatives Items Why does it exist? Essential Elements of Projected Outcome(s)
 the Work
 the receiving community and identified a June start
 commemorates World date.
 Refugee Day but also
 other platforms where the
 broader community learns
 about our newest
 neighbors “by
 chance”/without having to
 attend a specific event.

 City Services and Currently being developed Currently being developed Currently being developed
 Global Parade to
 commemorate
 Welcoming Week
 2018 (September 21-
 28, 2018)




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 COMMUNITY OUTREACH COORDINATOR
 OFFICE OF ECONOMIC OPPORTUNITY
 CITY OF PORTLAND


 Summary of the position

 The Community Outreach Coordinator is responsible for cultivating strategic partnerships through
 community outreach activities, ensuring that the Office of Economic Opportunity’s (OEO) vision, mission
 and endorsed strategies are embraced and known by its target population. This position develops
 relationships with stakeholders (target population/community members, businesses, individuals, schools
 and other organizations) ….to support the mission and expected outcomes and results of the OEO. In
 addition, this position may interface with City of Portland leadership and reports to the OEO Director.



 Key Functions and Responsibilities

 Work with OEO stakeholders (target population, businesses, employers, service providers and other
 partners) to identify unique barriers and opportunities, and develop strategies to address those
 concerns.

 Represent OEO in various community-based meetings to promote the office’s initiatives, share
 promising practices, collect information relevant to scope of the OEO, and advocate as needed.

 Lead or participate in various presentations, forums, and events to advance the mission of the OEO and
 obtain cross-sector buy in.

 Work with OEO’s Director and Community Impact and Data Specialist to map out existing services to
 meet target population’s needs and analyze further efficiencies and gaps in service.

 Establish and maintain relationships with community leaders, government/law enforcement partners,
 and elected officials.

 Support OEO’s Director in the design and implementation of a comprehensive stakeholder feedback
 process to inform OEO’s strategic plan and priorities.

 Plan and help organize community events as determined by OEO Director.

 Engage and inform stakeholders of the various initiatives, resources, and services endorsed by the OEO
 using multiple media outlets including by not limited to: OEO’s website, social media and local outlets.

 Build, maintain and enhance OEO’s website in conjunction with the City of Portland’s Communication’s
 Director and OEO Director.

 Serve as liaison and point of contact for stakeholders, as determined by OEO Director.




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 Support the efforts by OEO and the City of Portland at large to reach and inform all City residents,
 including linguistically diverse populations.

 Perform other related and necessary tasks as needed.




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COMMUNITY IMPACT AND DATA ANALYST SPECIALIST
OFFICE OF ECONOMIC OPPORTUNITY
CITY OF PORTLAND


Summary of the Position

The Community Impact and Data Analyst is an integral part of the Office of Economic Opportunity (OEO),
identifying further efficiencies and effective approaches to the complex needs of the target population.
The position is a key liaison among OEO’s cross-sector stakeholders and partners, reporting directly to the
OEO’s Director.

Key Functions and Responsibilities

  Design a data collection structure to improve collective efforts to address common needs, avoid
 inefficiencies and improve more effective systematic approached.
  Design and implement data collection, data analysis and data presentation processes to ensure
 data collection and analysis is accurate, relevant and efficient.
  Use data to monitor and evaluate impact of OEO and collective strategies.
  Plan and outline statistical procedures necessary in compilation of data.
  Conduct assessments and make recommendations for program enhancements and
 improvements.

  In conjunction with OEO Director and Community Outreach Coordinator, map out existing
 services to meet population’s needs and analyze further efficiencies and gaps in service in
 selected areas.
  Assist community partners with performance improvement plans, as determined by OEO
 Director.
  Train and support technical and non-technical stakeholders in the value of data collection and
 data decision-making.
  Utilize Excel, Access or other similar digital tools to further OEO’s vision and City wide impact.
  Convert complex numerical data findings into a variety of representations to reach multiple
 audiences, including but not limited to: Tableau or other pictogram software OR Adapt
 language and strategies in order to respond to diverse groups.
  Conduct studies and analyze available data about the focus population from various data bases
 and sources in order to develop reports, summaries, recommendations and visual
 representations to guide and inform approaches to persistent barriers.
  Lead data collection and analysis to inform OEO’s strategic planning process and its ongoing
 implementation.
  In tandem with OEO’s Director and Community Outreach Coordinator, provide technical
 assistance and support OEO’s stakeholders in order to improve collective results.
  Develop innovative strategies and methods to seek, track, collect and respond to constituent
 and stakeholder feedback.




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 Participate and represent OEO in local or regional workshops, meetings or initiatives that aim to
 improve data collection systems for common populations, as needed.
 Work closely with OEO Community Outreach Coordinator to develop, maintain and enhance a
 communication strategy that encompasses multiple pathways to share relevant information
 with stakeholders and the public at large.
 Establish new partner relationships and maintain effective working relationships in order to
 reach common mutual goals.
 Perform other related and necessary tasks as needed.




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 MEMORANDUM



TO: Economic Development Committee

FROM: Anita M. St. Onge
 Executive Director, Portland Adult Education

DATE: July 12, 2018

SUBJECT: Portland Adult Education


Background

Portland Adult Education welcomes over 4,000 adult learners each year. From the native Mainer who
needs his High School Diploma, to the engineer from another country who needs to improve her
English, to the professional hoping to advance in his career... we can help them to reach their goals.

PAE offers affordable courses to the community, and it represents less than 2% of the Portland Public
School budget. The Enrichment program sustains itself with student fees and Job Skill course fees
provide 35% of the revenue needed to run that program. Grants, contracts and state/federal funding
comprise 60% of PAE’s budget.

PAE offers programs that are designed to prepare Greater Portland area residents for a better, more
fulfilling life. PAE is a wide-ranging community program that brings people and resources together for
academic, English for speakers of other languages, job skills training or personal enrichment courses.
Classes are held throughout the city at different times.

Programs

The Academic program at PAE includes classes in English, Language Arts, Math, Science and Social
Studies. Academic classes at PAE can help students increase their English language fluency; earn
credits for a High School diploma; improve their skills for college or career; or prepare for the HiSet or
Accuplacer test. The College Transitions program advises students who are striving to enter college.
PAE’s learning lab serves ESOL (English for Speakers of Other Languages) students who are unable to
attend classes or who wish to extend their language study beyond the classroom; students who are




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looking for additional support to pass their HiSET or Accuplacer tests; or students who are looking for
assistance with resume writing or job searches.
On June 28, 2018, 34 students received a High School Diploma and 84 students received a High School
Equivalency Diploma.

Our ESOL (English for Speakers of Other Languages) Program provides English classes from literacy
to advanced English to over 2,000 immigrants and refugees from over 82 countries.

Our Job Skills courses prepare individuals for a more fulfilling career. Whether the student wants to
gain skills for an entry level job, improve their skills for a promotion or reenter the workplace, PAE has
classes to address those needs.

Our Enrichment courses, ranging from foreign language acquisition to exercise, art or computer
basics, take place in various Portland schools and centers throughout the City.

PAE’s Street Academy, located at the Preble Street Teen Center, offers a program assuring that
homeless youth have free access to an appropriate public education.

The New Mainers Resource Center (NMRC) was created in 2013 by the Maine State Legislature to
develop and execute a strategy to integrate and better utilize the skills of foreign trained immigrants
living in Maine. Established as a pilot project at Portland Adult Education (PAE), NMRC’s mission is to
support Maine's economic development by meeting employers' demands for a skilled and culturally
diverse workforce. PAE has been supporting members of Maine’s immigrant communities to find
success and build financial stability since its inception. For over 10 years, PAE has provided workforce
development programs designed specifically for new Mainers. The addition of the NMRC allows PAE to
develop targeted programming focused on the unique needs of those who come to the U.S. with an
advanced degree and experience in a professional field. In 2017, The New Mainers Resource Center
served 438 foreign-trained professionals. 90 students received Job Class certificates and 70% of those
students found employment (some students were not work authorized by the end of the class).

Mission

Portland Adult Education’s mission is "To inspire lifelong learning in a culturally diverse environment.”
As part of Portland Public Schools, our programs incorporate PPS’ Vision and Mission:
Vision
All Learners will be fully prepared to participate and succeed in a diverse and ever-changing world.
Mission
The Portland Public Schools are responsible for ensuring a challenging, relevant, and joyful education
that empowers every learner to make a difference in the world. We build relationships among families,
educators and the community to promote the healthy development and academic achievement of
every learner.




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Staffing and Budget


 2016-2017 Expenditures
 Program FTE Budget Students
 Academic 7.67 $319,674.00 444
 ESOL 14.59 $608,760.00 2036
 Job Skills 6.23 $287,636.00 534
 NMRC 4 $212,837.00 438
 Street Academy 2 $136,693.00 140
 Administration/Operations 8 $755,459.00 N/A
 Enrichment N/A $107,518.00 1486
 Total: 42.49 $2,428,577.00

 Contracted
 Staff (FTE) 27.55



 Funding Sources Local State/Federal Private
 Academic 81% 15% 4%
 ESOL 51% 19% 30%
 Job Skills 62% 0% 38%
 NMRC 0% 36% 64%
 Street Academy 38% 37% 26%
 Administration/Operations 95% 2% 3%
 Enrichment 100% 0% 0%




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41 of 69
 New Mainers Resource Center
 2017 Annual Report
 Executive Summary

NMRC’s Mission
NMRC’s mission is to support Maine's economic development by meeting employers' demands for a skilled
and culturally diverse workforce.

Serving over 4,000 students in 2106-2017, PAE has been supporting members of Maine’s immigrant
communities to find success and build financial stability through workforce development programs designed
specifically for new Mainers, for over 10 years. The addition of the NMRC allows PAE to develop targeted
programming focused on the unique needs of those who come to the U.S. with an advanced degree and
experience in a professional field.

Need
Maine’s population has begun to decline. For the state to have a vibrant economy it will need to attract more
foreign-born workers as well as retain and support the nearly 20,000 refugees and immigrants living in
Southern Maine alone, in order to combat Maine’s ‘demographic winter’.

Barriers to Employment
Foreign trained skilled professionals face many barriers as they seek to enter the Maine workforce. In addition
to requiring an adequate level of English competency, these barriers include lack of information about: career
pathways, transferring credentials, US standards for resumes, interviews, and American workplace culture.

NMRC 2017 Program Data and Impact
   438 people received services; 261 were new in 2017; 171 continued from previous years
   317 people received case management/career advising
   81% of those eligible to work and receiving case management/career advising services found jobs
   Job class students report higher wages than area minimum wages, receiving an average of $12.84
   NMRC program participants are successful at getting jobs in all sectors
   In 2017 NMRC programmatic offerings designed to help immigrants overcome barriers and engage
 with employers had 566 participants
   A majority of new Mainers served by NMRC have a bachelor’s degree or higher

Conclusion
Maine's economy is changing; we are seeing record low rates of unemployment and an increased interest from
employers to recruit and hire candidates from immigrant communities. This has led NMRC to forge new
employer partnerships this year, create innovative approaches to training, and has allowed NMRC participants
an easier path to employment. However, many new Mainers can get 'stuck' in these low-paying, low-skilled
jobs. In the coming year it will be NMRC's role to reach out to these individuals and create opportunities for
advancement through networking, exposure to appropriate job openings, engagement with employers,
training and other strategies to assist with career advancement.

Due to both a lack of understanding of this issue and a lack of financial support for those who need assistance
there continues to be a need for greater facilitation and recognition of foreign degrees and credentials and
support for individuals pursuing further education and/or a path to professional licensing.




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 New Mainers Resource Center
 2017 Annual Report

 TABLE OF CONTENTS



Overview 3

NMRC 2017 Program Impact 4

Success Stories 5

NMRC Programmatic Offerings 7

Leveraged Resources 9

Employer Partners 10

Conclusion 11

2018 Goals 12

Appendices

 Appendix A. PAE Immigrant Enrollment Chart 2017 13

 Appendix B. NMRC 2017 Programmatic Offerings 14

 Appendix C. Portland Adult Education
 2016-2017 Summary 18

 Appendix D. Sampling of Employers that Hired
 NMRC Program Participants in 2017 20




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 New Mainers Resource Center
 2017 Annual Report

OVERVIEW

NMRC’s Mission

The New Mainers Resource Center (NMRC) was created in 2013 by the Maine State Legislature to develop
and execute a strategy to integrate and better utilize the skills of foreign trained immigrants living in
Maine. Established as a pilot project at Portland Adult Education (PAE), NMRC’s mission is to support
Maine's economic development by meeting employers' demands for a skilled and culturally diverse
workforce.

PAE has been supporting members of Maine’s immigrant communities to find success and build financial
stability through workforce development programs designed specifically for new Mainers, for over 10
years. The addition of the NMRC allows PAE to develop targeted programming focused on the unique
needs of those who come to the U.S. with an advanced degree and experience in a professional field.

Need

Maine’s population has begun to decline. This has a direct link to labor shortages and the ability for
economic growth in the state. Natural population growth (births) and in-migration from other states will
not provide enough people to meet the current labor demands, let alone address the need for economic
growth in the state. Maine needs to attract more foreign-born workers as well as retain and support the
current immigrant population in order to combat Maine’s ‘demographic winter’.

Demographic Information

Southern Maine is home to nearly 20,000
 Total NMRC Participants by Year
refugees and immigrants, with Portland
being a major resettlement city for primary 2014 2015 2016 2017
and secondary immigrants. Students at PAE
come from all over Maine and more than
 438 438
82 different countries and range in age
from 18 – 80+ with over 2,036 English
language students in the 2016-2017 school 325
year. Economic need is also a defining trait
of most PAE students with many receiving
 204
some type of public assistance. Most
English language students and their
families are refugees or asylum seekers,
attempting to restart their lives after
fleeing war or government persecution.
See Appendix A. PAE Immigrant Enrollment
Chart 2017 for more specific PAE Annual Totals of Program Participants
demographic data.



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Barriers to Employment

Foreign trained skilled professionals face many barriers as they seek to enter the Maine workforce. In
addition to requiring an adequate level of English competency, these barriers include lack of information
about career pathways, transferring foreign earned credentials, and US standards for resumes, interviews,
and American workplace culture. In addition, they must navigate the complicated vocational licensing
system and educational systems as well as combat employer misperception, discrimination and the loss of
professional networks. NMRC strives to help remove these barriers for our students through a variety of
classes and services.



NMRC 2017 PROGRAM IMPACT

Overall Program Results

Completing its fourth year, the demand for services remains consistent:
  438 people received services
 o 261 were new program participants in 2017
 o 171 previous students continued to receive services
  317 people received case management/career advising

Employment Results

Maine’s low unemployment rate has been a benefit to new Mainers as they look for work. New Mainers
receiving case management services from NMRC in 2017 were very successful at finding jobs:
  317 of the 346 people
 eligible to work received case
 management/career advising
 services
  81% or 256 of those eligible
 to work and receiving case
 management/career
 advising services found jobs

Job Class Highlights

Job Class A (ESOL 3 and 4) and Job
Class B (ESOL 5 +) have been offered
at PAE for over 10 years. These
classes, which are offered 3 times a
year, provide the foundation for
NMRC programming. Offering an
intensive experience, these classes include: job search strategies, networking with employers, ESOL for
those students at a lower English level, connection to other NMRC and PAE resources, and career advising
after the end of the class. Community Financial Literacy (CFL) is a partner in offering the financial literacy
component as part of class.



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These classes are incredibly diverse in many
ways. In a single Job Class, students might 2017 NMRC Participants/Students by
represent 8 different countries and collectively Most Frequent Professional
speak over a dozen different languages. Their
educational and professional backgrounds vary
 Backgrounds
just as widely. The same class can consist of
students who began their careers directly after
 Business/Economic 99
high school to those who have decades of
 Healthcare 72
experience as doctors, engineers, and judges.
Despite these differences, they have each Computer/IT 39
enrolled in the Job Classes because they share a Arch/Engineers 36
strong desire to put their skills and experience to Education 32
use in Maine, their new home. Of the 88 job Legal 19
seekers who took these classes in FY 2017, 0 20 40 60 80 100 120
78.4% have found employment across a wide
 Professional Backgrounds
range of industry sectors.

Job Class Students Have Higher Wages

 Job class students also report wages that are higher
 minimum wage:
 - $12.84 - average reported wage of Job Class students
 - 93% of Job Class students who reported wages were
 paid over the Portland minimum wage of $10.68 (2017
 minimum)
 - 78% of Job Class students who reported wages were
 paid at least 25% above the Maine minimum of $9.00
 (2017 minimum)
 - 78.4% of Job Class graduates obtained jobs.




SUCCESS STORIES

The successes of NMRC program participants also cut across sectors.

Musonda M. - Architect
Fleeing for safety from a xenophobic South Africa, Musonda, a
Congolese architect landed in Portland in 2016 and found his way to
Portland Adult Ed. (PAE). PAE offered free English language classes that
equipped him with a solid command of English. Working with NMRC he
took Job Class A and learned to navigate the job market. Within two
months of his Job Class graduation, and only six months in the U.S.,
Musonda was able to secure a position as an Architectural Designer at
an international engineering firm located in Portland. He will continue to
work with the New Mainers Resource Center as he settles into his new
position, and as he makes steps towards becoming credentialed as an architect in Maine.



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Michel T. - Healthcare – Lab Technician
 “Like most immigrants arriving in Maine I faced so many challenges and uncertainty about the
 future of my career and as a result, driven to despair to just do any kind of job just to survive and
 pay bills. My hopelessness faded away when I first went to NMRC and I found a new hope.

 Considering my experience in laboratory science I was advised to do the following:
  Enroll in a phlebotomy course which will open up opportunities to work in the health care
 field and eventually will make a way to get back into my profession.
  Enroll in Job Class B at NMRC so that I could learn about the job search process in the
 USA. This class did a wonderful job of providing the tools that made me a success in my
 job search. I was offered 3 positions at the same time by three great organizations in (Red
 Cross, Mercy Hospital and MaineHealth).
  I was encouraged to have my credentials evaluated by an accredited organization
 acceptable to my employer. My transcripts and diploma were authenticated and I was
 given an equivalent of a US bachelor’s degree, with Medical Technology as major area.
 With this evaluation I was eligible to submit an internal application for a Lab Technician
 position.

 I was hired in November 2017 and have been in an intense 2 months of on the job training in the
 chemistry department. I have recently been approved to work by myself.

 I am very excited for the opportunity that I now have to contribute to my employer, Nordx, and
 the economy of the State of Maine. The counsel and training I received from NMRC has greatly
 contributed to my progress.” Michel T.

Sam K. – Electro Mechanical Engineer
 “I’m originally from the Democratic Republic of Congo.

 I’m grateful to Portland Adult Education for contributing to the success of my career.

 Before coming to the U.S., I studied and worked as an Electro
 Mechanical Engineer. When I arrived in Maine, I was feeling
 discouraged because I knew it was not going to be easy for me to
 return to my career. I had a foreign degree, and even though I
 had years of experience, without the help of PAE, finding work
 was not going to be easy.

 In June 2016, I registered at PAE to improve my English fluency
 and vocabulary skills. Earlier this year, I enrolled in the NMRC Job
 Class Program. This program not only helped me to gain more
 confidence in job interviews, but it also gave me a better
 understanding of how to market myself more effectively to employers. These are things I wasn’t
 quite sure about before.

 I knew little about the American culture, such as body language and other gestures. Pursuing my
 career, which seemed very challenging at the beginning, is now much easier. Right now I am
 pleased to say I am hired since last July by On Semiconductor, formerly known as Fairchild



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 Semiconductor as a full time Maintenance Technician. I really enjoy my job now and my new
 company!

 Thank you to the Portland Adult Education team, instructors, administrators, and partners for
 your support!” Sam K.

More Success Stories

Tam T., from Viet Nam, is a former PAE/NMRC student and
PAE Computer Lab Summer Coordinator. She works for the
City of Portland as a Computer Programmer Analyst. She
continues to stay involved at PAE by helping in whichever
way she can.

Innocent B., a former NMRC/PAE student from the
Democratic Republic of Congo, was recently hired by
Chewonki Foundation as IT Help Desk.

Steve B., a former NMRC/PAE student from Burundi now works as a Teller at Key Bank. In 2017,
representing NMRC/PAE on behalf of the Maine Adult Education Association, he gave a presentation at an
event at the Statehouse in Augusta.

Abdul Q., a physician who worked as an interpreter for the US army in Afghanistan was one of NMRC’s
earliest students. In June 2017 he graduated from UNE’s Physician Assistant program. He is now working
as a Physician Assistant in the Urology Department at MaineMed.

Olesya S., a former NMRC/PAE student from Russia now works as a HR Generalist at Growers Express. She
continues to look to NMRC as a recruitment source and assists Job Classes with mock interviews.


NMRC PROGRAMMATIC OFFERINGS

The New Mainers Resource Center provides a range of services to meet the individual needs of each
student. This is necessary because immigration status affects a person’s eligibility to work. Many of the
people receiving services from NMRC are asylum seekers who are required by federal immigration law to
wait 150 days from the filing of their asylum application before they can apply for work authorization.
They then may need to wait several months before they get their work authorization and Social Security
numbers. NMRC services are designed to meet each person’s needs taking into consideration their
English level, prior training and experience and where they are in the work authorization process so that
they may benefit as much as possible from the services that are available. See Appendix B. NMRC 2017
Programmatic Offerings for a complete list with descriptions of these offerings.

  In 2017 NMRC programmatic offerings had 566 participants.

These offerings, which were open to NMRC program participants, PAE students and the general public
included, amongst others:
  A series of workshops offered throughout the year focused on job search strategies



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  Specific courses to help people take tests such as: TOEFL Prep course, court interpreter course and
 commercial drivers’ license (CDL)
  Contextualized English courses for health professionals, computer/IT professionals, accounting
 and finance professionals and education professionals
  Professional networking groups for health professionals, finance people, electrical engineers and
 IT professionals and education professionals
  Job fairs or employer networking opportunities for employers in the hospitality sector, health
 sector, and public sector
  Summer communication classes – pronunciation and interviewing
  One-on-one engagement opportunities with employers such as job shadowing, mentorships,
 attending sector related conferences, internships

Career Guidance Advice and Case Management

One important component of NMRC programming is the individualized career guidance, advice and case
management that program participants receive. This is important particularly as they try to understand
and maneuver professional licensing requirements and take steps to move up the career ladder in their
chosen field. The initial goal for many people is to help them find employment in a job that utilizes as
much of their previous training and experience as possible and that will provide opportunities for career
growth. Career advising and case management takes into consideration:
 ● English level
 ● previous training and experience, need for additional training or education
 ● availability of training resources or scholarships
 ● job search skills and familiarity with US work culture
 ● access to college transcripts and diplomas
 ● work authorization status, i.e., when will they be able to work
 ● family commitments both in the US and in country of origin
 ● office and
 computer skills Educational Level Among NMRC Participants by
 ● need for specific Year
 credential or
 license in their 200 180
 158
 professional field, 136
 150
 an understanding
 of that process and 100 75
 likelihood of 48 51
 45 45
 successful 50 24 30 25 29
 completion
 0
 ● access to
 High School Diploma  Some College Undergraduate Graduate Degree and
 transportation, Degree Above
 need for child care,
 etc. 2015 2016  2017


Many people are pursuing more than just the short-term goal of finding their first job. NMRC staff is
available to work with people who may have been here for several years, are working and are looking to
advance their careers. A majority of new Mainers served by NMRC have bachelors’ degrees or higher and
come with years of experience. They may be pursuing longer term goals that require a professional



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license or credential that may take additional years of experience and study and involve a complicated
and costly path to licensure that requires expert guidance to understand, maneuver and weigh the
various available options.



LEVERAGED RESOURCES

Portland Adult Education Resources

One great advantage of having NMRC provide services through PAE is the ability to take advantage of and
leverage other PAE programming. The vast majority of NMRC program participants are either current or
former PAE students. Being a program within PAE provides easy accessibility to NMRC services for PAE
students and allows NMRC to take advantage of the support provided by PAE and Portland Public Schools.

PAE served more than 4,000 students in the 2016/2017 school year and offered 6 levels of ESOL classes.
Students who are in the higher level of these classes focus on reading, writing and grammar in an
academic context to prepare for employment and continuing education. For those students whose English
is beyond ESOL classes there are Language Arts classes. These prepare students who are pursuing a high
school diploma or a college education. PAE also offers a wide range of Job Skills courses. These courses
and certificate programs require a higher level of English proficiency, but for many new Mainers provide
an opportunity to refresh or learn new skills that will enhance their ability to find employment. Courses
include: office and computer skills, accounting and finance related courses, medical office skills and CNA.
The English Language Computer Learning Lab provides a flexible, supported learning environment for
NMRC students as they work to improve their English or job search skills and actively pursue employment.
See Appendix C. Portland Adult Education 2016-2017 Summary for more detail regarding PAE offerings,
utilization and student demographics.

New Mainers Resource Center Funding Sources

NMRC has been successful at raising funds from a range of
funding sources including:
  State Appropriation
  JT Gorman Foundation
  Bank of America
  New Mainers Fund
  Portland Jobs Alliance
  Integrated Education and Training Grant
  UNE New Mainer Health Pipeline Grant
  Friends of Portland Adult Education
  Maine Community Foundation - People of Color Fund
  Betterment Fund
  Rines Thompson Fund
NMRC works cooperatively with Friends of Portland Adult Education (FPAE) which also raises funds on
behalf of NMRC. Total Support for NMRC in FY 2017 - $270,597.




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Community Collaborations and Partnerships

To the greatest extent possible, NMRC and PAE seek to partner with other educational and training
providers, employers, and other community agencies to leverage as many resources as possible for our
students. NMRC and PAE work in close partnerships with: Catholic Charities, the City of Portland Office of
Economic Opportunity, Goodwill Workforce Solutions, Fedcap, City of Portland General Assistance, CEI,
CareerCenter, Community Financial Literacy and Immigrant Welcome Center of Greater Portland.

We also participate in a number of coalitions:
  Greater Portland Workforce Initiative
  Welcoming Immigrant Network
  Maine Immigrant Rights Coalition
  Asylum Seekers Working Group
  Teach Portland
  Diversity Hiring Coalition
  Maine Health Workforce Forum
  Greater Portland Refugee and Immigrant Healthcare Collaborative
  Maine Adult Education Association
  Cumberland County Adult Education and Career Development Hub


EMPLOYER PARTNERS

The New Mainers’ Resource Center supports the development of Maine’s economy by helping to meet
employers’ demands for a skilled and diverse workforce. It provides individualized services and builds long
lasting partnerships with local companies who want to hire talented, internationally trained professionals.
A partial listing of employers who have hired NMRC students in 2017 is provided in Appendix D. Sampling
of Employers that Hired NMRC Program Participants in 2017. Below are highlights of the services
provided to employers:

 ● Recruitment Events - PAE has close to 1,000 students come to its building each day. By partnering
 with NMRC, employers can access this wide range of candidates. Types of events include:
 ○ Company interviews at PAE
 ○ Industry focused job fairs
 ○ Employer networking opportunities
 ○ Reverse job fairs (focus on applicant vs. employer)
 ○ Company tabling or informational sessions
 ○ Classroom presentations
 ○ Referrals for specific job openings

 ● NMRC works directly with employers to determine the skills and experience needed for the
 positions they are striving to fill and will match those positions with candidates from our qualified
 and vetted talent pool.

 ● Tailored training and industry focused classes - Employers play an important




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 role in NMRC programming. Receiving their input about their workforce needs, potential job
 openings, and job applicant requirements helps us make sure our program participants are
 qualified candidates and prepared for the jobs for which they are applying.


CONCLUSION

Given the high employment level of students (80% who received case management/career advising have
jobs) and the number and range of employers from across all sectors who have partnered with NMRC and
hired NMRC students, it appears that NMRC is meeting its overall goals of helping employers hire a
qualified, skilled and diverse workforce and helping Maine’s immigrant and refugees overcome barriers to
employment. But, there are other factors that impacted our programming in 2017 and that need to be
taken into consideration as we plan for the future.

Maine's economy is changing; we are seeing record low rates of unemployment and an increased interest
from employers to recruit and hire candidates from immigrant communities. This has led NMRC to forge
new employer partnerships this year, create innovative approaches to training, and has allowed NMRC
participants an easier path to employment.

The low unemployment rate brings challenges to our participants as well. An abundance of entry level
positions makes it easy for foreign trained professionals to take a job which has no relation to their
educational and career background, thus diverting them from their ultimate goal of re-entry into their
career.

With these new developments came a new opportunity in 2017 for NMRC to more deeply engage with
our mission. In a competitive economy, immigrant candidates have to work even harder than the Maine-
born population in order to obtain the same positions, even entry level positions. In times of low-
unemployment, obtaining their first position is easier for all candidates, including new Mainers. This first
job is a vital step on their path back to their careers, however many new Mainers can get 'stuck' in these
low-paying, low-skilled jobs. NMRC's role is to create opportunities for advancement through networking,
exposure to appropriate job openings, and training.

With this in mind, NMRC added several new industry-specific classes in 2017, has more consistently
offered its professional networking groups, and set-up some specific opportunities such as job shadowing,
mentoring and internships as a way to help move new Mainers into a career path that will provide a
chance to move up a career ladder. It has also tried to work closely with employers, vetting potential job
applicants before making referrals for openings.

Some examples of the ways that NMRC plans to be able to help move people forward include our
initiative around professional licensing. With support from the Betterment Fund we are undertaking a
research project to make information about professional licensing easier to understand and more
accessible. Another initiative is our focus on the education sector in which we are working on the
development of an education certificate program that will better prepare people for pursuing careers in
the education field by familiarizing them with the US education system, teaching methods, etc., assist
them with evaluations of their degrees and certification requirements to become teachers, and also
prepare them for the college level courses and tests they will need to take to become fully certified.




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2018 GOALS

In its 2016 report NMRC laid out some specific steps it needed to take. Progress has been made on many
of these but there is much more that could be done, so several of these goals will be carried forward to
2018.

 1. We have worked on trying to improve our communication with PAE staff and students and
 members of the immigrant community through a greater effort with our social media (email blast,
 NMRC website and Facebook) and internal PAE communications and will adopt a communication
 plan in 2018 that will help systematize these efforts.

 2. As is demonstrated by our programmatic activities across a range of sectors we have worked to
 provide more opportunities for our students to engage with employers. We will continue with
 these efforts and are looking at some additional industries such as construction and education to
 meet the needs we have heard from employers.

 3. We continue to try to refine our data collection methods and are moving toward an approach that
 will allow more in-depth analysis for measures of success.

 4. Stabilizing our funding at a sufficient level to meet demand continues to be a primary objective. In
 2017 efforts were initiated to diversify our sources. This will continue in a more significant manner
 in 2018 by adapting our programs to qualify for existing training resources and reaching out for
 more engagement with the business community.

 5. While we have attempted to expand and systematize employer engagement and outreach to
 community groups and other service providers, it has generally not been necessary to reach either
 individuals or employers looking for our assistance as we have been working at our capacity to
 meet their needs. However, going forward, if our goal is to reach those new Mainers who have
 been here for several years, and essentially “stuck” in positions that do not provide a path for
 career growth or opportunities, we will need to find ways to reach out to these people to let them
 know of our services. We will also need their input about what they need to move forward which
 will likely require a wider range of strategies to match them with and engage the employers in
 their chosen field.

 6. Looking back to an issue raised in our 2015 report, there needs to be greater facilitation and
 recognition of foreign degrees and credentials and support for individuals pursuing further
 education and/or a path to professional licensing. There continues to be both a lack of
 understanding of this issue and a lack of financial support for those who need this assistance.
 NMRC has been able to devote some resources to this and has developed a level of expertise on
 this issue. In 2018, with support from the Betterment Fund, it will develop information around
 some specific professional licensing pathways with a goal of providing greater transparency and
 understanding for not only individuals in those professions, but other service providers as well.
 NMRC will continue to advocate for greater understanding of this complex issues and for funding
 in this area.




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APPENDICES

Appendix A. PAE Immigrant Enrollment Chart 2017


 PAE Immigrant Enrollment Chart 2017
 Congo DRC 378
 Angola 349
 Iraq 215
 Somalia 205
 Burundi 175
 Rwanda 107
 Sudan 92
 Djibouti 80
 Vietnam 39 Total Immigrant
 El Salvador 35 Enrollment for
 Cambodia 29 September 2016 -
 Afghanistan 22 June 2017:
Congo Brazzaville 21
 2,036
 Syria 20
 Number of
 Ethiopia 20 Countries
 Eritrea 20 Represented at
 Guatemala 18 PAE:
 China 16 82
 Iran 13
 Jamaica 11
 South Sudan 10
 Russia 10
 Honduras 10
 IVORY COAST 9
 Gabon 8
 Burkina Faso 8
 Cameroon 6

 0 50 100 150 200 250 300 350 400
 Number of Students


 Countries with 5 or less students attending: Argentina, Azerbaijan, Bangladesh, Belarus, Benin, Bosnia, Brazil, Canada,
 Central African Republic, Chad, Colombia, Costa Rica, Cuba, Dominican Republic, Egypt, Gambia, Germany, Ghana, Guinea, Haiti,
 Hong Kong, India, Indonesia, Kazakhstan, Kuwait, Lebanon, Macedonia, Mexico, Mozambique, Myanmar, Nigeria, Pakistan,
 Palestine, Papua New Guinea, Peru, Philippines, Poland, Puerto Rico, Senegal, Serbia, South Korea, Spain, St. Lucia, Taiwan,
 Tanzania, Thailand, Tibet, Togo, Turkey, Uganda, Ukraine, Venezuela, Zambia, Zimbabwe




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 Appendix B. NMRC 2017 Programmatic Offerings – Total Participants – 566

 Offering Description Date Number of
 Participants

Winter, Spring Workshop topics included: A series of workshops 25
and Fall ● Overview of the Job Search Process offered 2-3 times each
2017 ● Using Online Resources year, once in the Fall,
Workshop ● Matching Your Skills to the Job Description and the other divided
Series ● Resume Writing between Winter /
 ● Cover Letter Spring Semesters
 ● Filling out Application
 ● Interviewing Overview and Practice

Job Class A Winter- 1/17/17- 54
 This is a 7-week intensive training designed for immigrants
 3/2017
 with low-intermediate (ESOL levels 3-4) English language
 skills who are looking for their first jobs in the U.S. It
 Spring- 5/1/17-6/12/17
 includes: job search skills, English for work, U.S. workplace
 culture, financial literacy, and basic computer skills. Area
 Fall- 9/18/17-
 employers are actively involved in the program, visiting the
 11/06/17
 classroom to share information about their companies,
 providing mock interview practice as well as hiring
 graduates.
 Graduates of the program receive a certificate detailing their
 attendance hours and competency achieved in 12
 employability standards. They also participate in one-on-one
 job search support with their teachers.


Job Class B Winter 34
 Similar to Job Class A, this class is geared for higher English
 1/17/17 - 3/2017
 proficiency students placed at ESOL level 5 and higher who
 will be looking to either advance their work situations or
 Spring
 apply for work in entry-level career fields where students can
 5/1/17 - 6/12/17
 begin to apply their professional, transferable skills. Focus of
 the class is on navigating resources within students’
 Fall
 particular fields of interest. This course will run on Tuesday,
 9/18/17 - 11/06/17
 Wednesday and Thursday mornings.
 Students in both courses can participate in computer
 tutorials and receive assistance with online job search tools
 and meet with their teachers one-on-one. Prior to enrolling
 in either of the above classes, students must participate in an
 intake session scheduled prior to the start of each course.


Engineer/IT This is a professional support group for those who have Ongoing 47
Professional worked as an electrical engineer or in the electrical field or
Group computer/IT field with an interest in electrical and technical
Meeting professions.




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TOEFL Winter: 24
 The TOEFL Prep Course is for individuals who are preparing
Preparation 1/11-2/8/17
 to take the Test of English as a Foreign Language. The
Courses
 ongoing group is open to ESOL 5 or above.
 Spring:
 3/1/17-6/7/17

 Fall:
 9/19-11/1/17



English for Winter 2017 5
 This course was offered to foreign trained professionals with
Accounting
 training and experience in the fields of accounting, finance
and Finance
 and economics who want to become familiar with the US
 finance system, learn the terminology of the field, and
 improve their Excel skills. Students should be ESOL level 5
 and above.
 It covered such topics as:
 ● Common accounting and finance jobs
 ● How to evaluate a company's performance Financial
 markets and instruments
 ● Accounting and finance in the government and non-
 profit sector.
 Additional focus was put on:
 ● Using Microsoft Excel
 ● English and communication skills

English for Winter 2017 8
Computer/IT This course was offered to foreign trained computer/IT
Professionals professionals or ESOL students who are working in the
 computer/IT or related field. The course:
 ● Explored career goals and jobs in computer/IT field
 ● Included an overview of job search skills,
 workplace communication and computer/IT
 terminology
 ● Focused on pronunciation
 ● Provided opportunities to meet and network with
 employers

Health These group are for health professionals or doctors or for Ongoing 23
Professional those who are interested in careers in the healthcare field
and Doctor
Groups

Accounting, This meeting will provide a chance to share resources and Ongoing 61
Finance information with others and to participate in discussions
Professionals about topics of finance related to the interests of the group
Group




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Educational This group is for anyone interested in working in the public Ongoing 19
Professional schools and is not just for people who want to teach.
Group


Maine Medical Representatives from MaineMed came to PAE to share 2/9/17 35
Center information about employment opportunities in: CNA,
Employer Pharmacy, IT and EVS (cleaning).
Panel

Maine State Six departments from the State of Maine came to present 3/2/17 61
Job Fair their job openings: - Department of Transportation -
 Department of Corrections - Department of Motor Vehicles
 - Department of Administrative and Financial Services -
 Department of Health and Human Services - Natural
 Resource Service Center


English for This course was offered to foreign trained health 4/10/17- 6/14/17 5
Health professionals or ESOL students who are currently working in
Professionals a healthcare related field. The course explored career goals
 in healthcare including an overview of job search skills,
 communicating with patients and other healthcare
 professionals, medical terminology, the US healthcare
 system and cultural sensitivity. Additional focus will be put
 on pronunciation. Students for this course should be ESOL 5
 or higher or ESOL 4 with a teacher recommendation

Hospitality Job Participating Employers Courtyard Marriott The Press Hotel 4/25/17 34
Fair Inn at Diamond Cove Portland Harbor Hotel Westin
 Portland Harborview Hotel


Court This is a new offering for those people who might be Spring 2017 12
Interpreter interested in getting information about and preparing for
Prep Course the court interpreter test.


Summer The course focused on the job search process; resume 7/11-8/10/17 13
Interviewing writing; reading & understanding job descriptions; selling
Class yourself & interviewing, ending with mock interviews.

Summer In this class students improve pronunciation and learn how 7/11-8/10/17 32
Pronunciation to speak with a clearer American accent. The speech
Class therapy trained teacher uses fun exercises to help students
 learn how to be understood while conversing in English.


Gaining a The purpose of this course is to educate students on the 10/12 – 12/14/17 6
Better background and the importance of income taxes. It will
 explain and define key terms and concepts. The tax class will




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Understanding be helpful for new Mainers who have just started or will soon
of Taxes be working and may be filing taxes for the first time. It will
 provide a basic understanding of taxes in the US.

CDL Tutoring We recruited 8 volunteers who are tutoring students in 11/19/2017- Present 17
 either a group setting or one-on-one for the CDL
 (Commercial Driving License) permit exam. We have free
 study guides available for tutees.

 Students who pass the CDL permit test are eligible to apply
 for METRO driving positions which will be available this
 winter. METRO will hire qualified candidates and provide
 practical training for the driving portion of the exam. Many
 school districts are also hiring candidates with CDL permits.


Education in 9/19 – 12/12/17 6
the United This course is geared toward new Mainers who were
States: A teachers in their home countries or those who are interested
Guide for New in working in the school system in the United States. It helps
Mainers students understand how the US and Maine educational
 systems work and what it takes to get a job in a school
 system. It is also helpful for parents of have children in the
 school system and who just want to have a better
 understanding of the schools in their new country. This
 course is for ESOL Level 5 and above, or ESOL 4 with a
 teacher recommendation.


Networking/ Throughout the year, students are presented different Throughout the year 27
Mentoring/Job opportunities to network and connect with employers and
Shadowing/ other professionals in their field. These opportunities are
Internships based on the students interests and needs and could
 include job shadowing, mentorships, a paid or unpaid
 internship or volunteering and job shadowing.


Outreach and Examples of efforts in inform new Mainers of our services Fall 2017 18
Orientation include participating in the UNE Health Fair at the Portland
Events Public Library and orientation sessions for new PAE students


Total Programmatic Participants 2017 566




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Appendix C. Portland Adult Education 2016-2017 Summary




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Appendix D. Sampling of Employers that Hired NMRC Program Participants in 2017

Company Industry
Alere Manufacturing

Amec, Foster, and Wheeler Architecture

American Red Cross Healthcare

Americorp Education
Antoine’s Textile Production
Auto Europe Account/Tourism
Barber Foods Food Production
Bernstein Shur Legal
Biodiversity Research Institute Environmental
Black and Decker Mechanical
Bowdoin College Education
Boys and Girls Club Education
BSC Cleaning Custodial
Bujabelle African Restaurant Restaurant
City of Portland Government
Computer Solutions IT
Dielectric, LLC Manufacturing
FedCap Social Services
Francis Hotel Hospitality
Gateway Community Services Social Services
H&R Block Financial/Banking
Hampton Inn Hospitality
Infinity Federal Credit Union Financial/Banking
Kerry Temp Staffing Agency
Key Bank Finance/Banking
Key Bank Finance/Banking
Learning Works Education
Little Red School House Education
Maine Health Healthcare
Maine Today Media Production



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On Semiconductor Manufacturing
Oxford Street Shelter, City of Portland Social Services
Piedmont Airlines Aviation
Port City Architecture Architecture / Design
Portland Adult Ed Education
Portland Museum of Art Non-Profit
Portland Public Schools Education
Pratt Abbott Production
Quality Containers Production
RCSS Social Services
Residence Inn Marriott Hospitality
Taco Bell Restaurant
Tyco Food Production
Union Bagel Restaurant
Westin Hotel Hospitality
WEX Finance/IT
Woodlands Senior Living Healthcare
YMCA Non-profit




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Report prepared by NMRC staff March 2018

 New Mainers Resource Center
 Maine’s Welcome Back Center
 Portland Adult Education
 14 Locust St.
 Portland, Maine 04101
 207 874-8155
 www.nmrcmaine.org
 nmrcmaine@gmail.com



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portland adult education
 2 01 6 -2 0 17 SU M MARY
 New Mainers Resource Center
 We help foreign-trained professionals
 get jobs in their fields.


 PAE se r ve d 3,717 s tud ents i n 2016 - 2017 . • 438 foreign-trained professionals
 were served: 299 received career
 advising; 285 participated in offerings
 (calendar year 2016)

 • 90 job seekers took Job Class, Lifelong Learning: Enrichment Program
Academic Programs with 70% of participants finding
 employment We offer courses in fitness, fine arts, home and life skills,
We teach Math, Language Arts, Science and Social Studies to languages, personal finance, and wellness.
prepare students to receive a diploma or enter college.
 • 1,486 community members took classes.
• 444 students took academic classes.
 • $103,169 in revenue contributed to PAE programming.
• 98 students passed the high school equivalency exam or HiSET
(formerly GED) and 40 received a High School Diploma.
• 26 students from PAE’s College Transitions program were
awarded $3-5,000 James & Marilyn Rockefeller Transition
Scholarships, and 15 alumni achieved placement on the Dean’s
List at SMCC and 4 at USM. English Language Learning Lab
 •274 ESOL waitlist students were able to begin
 their language study directly following their
 intake test.
 •221 ESOL students extended their language
 study beyond the classroom by completing
 ESOL Program: English Language and Literacy hours in the lab

 We teach English to immigrants from the literacy level • 46 New Mainers Resource Center clients used
 through advanced English. lab resources to navigate their pathway to
 employment
 • 2,036 immigrants from 82 countries took English classes. • 84 Students continued their English language
 • 705 new ESOL students came to intakes. acquisition in the lab’s supportive environment
 • More than 50 classes were taught by 25 ESOL teachers. during a 4-week summer session funded by the
 John T. Gorman Foundation..




 Street Academy: Serving Homeless Youth
 We ensure that homeless youth in Maine have
Job Readiness: Job Skills Program free access to appropriate public education and
 workforce training.
We prepare students for better jobs through technology,
office skills, and occupational training. •140 homeless youth received job training and
 academic preparation.
• 534 students took job skills courses.
• 129 students earned CNA credentials.
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 Economic Development Department
 Gregory A. Mitchell, Director



 MEMORANDUM


TO: Economic Development Committee

FROM: Greg Mitchell

DATE: July 12, 2018

SUBJECT: Possible Municipal Funding Options to Support Workforce Development


This memorandum seeks EDC discussion and general direction related to two new possible City of
Portland funding options to support increased capacity of the Portland Office of Economic
Opportunity and new City workforce development programs.

The two new possible City of Portland funding sources include:

ORDER 224-17/18 REFERRING (TO THE EDC) A PROPOSAL TO INCREASE FEES TO
ADVANCE WORKFORCE DEVELOPMENT AND OFFICE OF ECONOMIC
OPPORTUNITY.

Copy of the City Council Order is attached.

TAX INCREMENT FINANCING (TIF) DISTRICT FUNDS.

State of Maine Law supporting TIF districts allow for TIF funds to be invested in workforce training
programs.

The State TIF Law citation MRSA Title 30-A, Chapter 206: DEVELOPMENT Districts 5225,
Project costs, C. “(4) Costs of services and equipment to provide skills development and training,
including scholarships to in-state educational institutions or to online learning entities when in-
state options are not available, for jobs created or retained in the municipality or plantation. These
costs must be designated as training funds in the development program;”

To date, Portland has not included investment in workforce training programs in any City Council
approved TIF Districts. As a reminder, the City has three large City Council approved area-wide TIF
Districts which include the Waterfront, Downtown/Transit Oriented, and Bayside TIF Districts. See
attached TIF District map. I note that one unique aspect related to use of TIF workforce investment
funds is that they can be invested city-wide. This means that use of TIF funds, for workforce
training, is not restricted to in District investments. Also, I note TIF District funds are utilized to
cover a portion of the annual administrative staff costs for the Economic Development Department.


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Also, the City Manager has asked staff to review the three City Council approved existing area-wide
TIF Districts (Waterfront, Downtown/Transit Oriented, and Bayside) to recommend possible
amendments which could include investment in workforce training, increasing the TIF capture rate
for the Downtown/Transit Oriented District, and geographic expansion options for the Waterfront
TIF District. I note that it is always beneficial to add state allowable TIF district investment options
to locally approved TIF districts. Adding options does not obligate the City to make TIF district
approved investments, but it does allow the City the option to do so. I am planning to present staff
recommendations for possible area-wide TIF District amendments this September/October.

NEXT STEPS

Receive EDC general direction to instruct staff to propose detailed proposals, at future EDC
meetings, related to the two above municipal funding sources.




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