HHS and Public Safety Committee — Portland, ME
Date: 2025-03-11
Time: 17:30

Remote HHS and Public Safety MEMBERS
Meeting Agenda Councilor Anna Bullett, District 4, Chair
 Councilor April Fournier, At-Large
March 11, 2025 at 5:30 PM
 Councilor Sarah Michniewicz, District 1
Remote Meeting Councilor Wesley Pelletier, District 2



To submit written public comment on an agenda item, email HHSPS@portlandmaine.gov. Submissions must be
received by 12:00 pm the day before the Health & Human Services and Public Safety meeting to guarantee their
inclusion in the agenda packet. All submissions must include the commenter's name and legal address. To help
ensure your comment is submitted for the correct item, please include the name of the agenda item (see below).

The Health & Human Services and Public Safety Committee will conduct this meeting remotely via Zoom
pursuant to the Remote Meeting Policy adopted by the Portland City Council. Allow your computer to install
the free Zoom app to get the best meeting experience. If you are not able to attend live either in person or via
Zoom, a recording will be available in the Agenda Center following the meeting.

You are invited to a Zoom webinar!
When: Mar 11, 2025 05:30 PM Eastern Time (US and Canada)
Topic: Remote HHS and Public Safety Meeting

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1. Announcements


2. Review and Approval of Minutes from February 11, 2025


 a. Draft Minutes
3. Pedestrian Safety (Mark Dubois, Police Chief)


 a. Staff Memo & Attachments
4. Policy Consideration Re: The State of Childcare (Councilor Anna Bullett, Chair)


 a. Starting Strong Policy Recommendations
 Staff Update re: Opioid Settlement Funds Request for Grant Applications (Maggie
5.
 McLoughlin, Health & Human Services Director)


6. Staff Update re: Syringe Services Program (Bridget Rauscher, Public Health Director)


 a. Staff Memo
7. Other Business


8. Next Meeting: April 8, 2025

Remote HHS and Public Safety MEMBERS
Meeting Agenda Councilor Anna Bullett, District 4, Chair
 Councilor April Fournier, At-Large
March 11, 2025 at 5:30 PM
 Councilor Sarah Michniewicz, District 1
Remote Meeting Councilor Wesley Pelletier, District 2



To submit written public comment on an agenda item, email HHSPS@portlandmaine.gov. Submissions must be
received by 12:00 pm the day before the Health & Human Services and Public Safety meeting to guarantee their
inclusion in the agenda packet. All submissions must include the commenter's name and legal address. To help
ensure your comment is submitted for the correct item, please include the name of the agenda item (see below).

The Health & Human Services and Public Safety Committee will conduct this meeting remotely via Zoom
pursuant to the Remote Meeting Policy adopted by the Portland City Council. Allow your computer to install
the free Zoom app to get the best meeting experience. If you are not able to attend live either in person or via
Zoom, a recording will be available in the Agenda Center following the meeting.

You are invited to a Zoom webinar!
When: Mar 11, 2025 05:30 PM Eastern Time (US and Canada)
Topic: Remote HHS and Public Safety Meeting

Join from PC, Mac, iPad, or Android:
https://portlandmaine-gov.zoom.us/j/84411284189?pwd=B6eeOmdhEeGyfsnxFjBxygbZR0qvfx.1
Passcode:889505

Phone one-tap:
+13052241968,,84411284189#,,,,*889505# US
+13092053325,,84411284189#,,,,*889505# US

Join via audio:
+1 305 224 1968 US
+1 309 205 3325 US
+1 312 626 6799 US (Chicago)
+1 646 931 3860 US
+1 929 205 6099 US (New York)
+1 301 715 8592 US (Washington DC)
+1 719 359 4580 US
+1 253 205 0468 US
+1 253 215 8782 US (Tacoma)
+1 346 248 7799 US (Houston)
+1 360 209 5623 US
+1 386 347 5053 US
+1 507 473 4847 US
+1 564 217 2000 US
+1 669 444 9171 US
+1 669 900 6833 US (San Jose)
+1 689 278 1000 US
Webinar ID: 844 1128 4189

 Page 1
Passcode: 889505
International numbers available: https://portlandmaine-gov.zoom.us/u/ktNBFFNnx




1. Announcements


2. Review and Approval of Minutes from February 11, 2025


 a. Draft Minutes
3. Pedestrian Safety (Mark Dubois, Police Chief)


 a. Staff Memo & Attachments
4. Policy Consideration Re: The State of Childcare (Councilor Anna Bullett, Chair)


 a. Starting Strong Policy Recommendations
 Staff Update re: Opioid Settlement Funds Request for Grant Applications (Maggie
5.
 McLoughlin, Health & Human Services Director)


6. Staff Update re: Syringe Services Program (Bridget Rauscher, Public Health Director)


 a. Staff Memo
7. Next Meeting: April 8, 2025




 Page 2
 Tuesday, February 11, 2025, 5:30pm, Remote Meeting

Committee Attendance:
Anna Bullett, Chair (District 4), April Fournier (At-large), Sarah Michniewicz (District 1),
Wesley Pelletier (District 2).
Councilor Attendance:
Mayor Mark Dion
City Staff:
Adam Harr, Executive Assistant for Health and Human Services; Jason King, Police Major;
Dena Libner, Assistant City Manager; Greg Jordan, Assistant City Manager ; Caity Hager,
Emergency Management Coordinator; Maggie Mclaughlin, Director of Health and Human
Services; Ethan Hipple, Director of Parks, Recreation, and Facilities.
Guest Speakers:
Executive Director of Youth & Family Outreach, Camelia Babson-Haley; Director of Starting
Strong, Katie Soucy; Early Care and Education Associate Director in the DHHS Office of Child
and Family Services, Tara Williams.


Announcements
Review and Approval of Minutes from January 14, 2025
 ● Councilor Fournier moved to approve the minutes and Councilor Bullett seconded. The
 motion passed unanimously, 4-0.

Youth and Family Outreach

 • YFO started in 1846 to always assess what is needed in the community and to provide
 any services they can to serve those needs
 • 1986 became a primarily childcare in response to a rise in teen pregnancy.
 • Today homeless and immigrant populations are focused on with wrap around services.
 o How are wrap around services funded (social workers are expensive)
  Partnering with USM for 22 years to have a social work intern on site for
 the spring and fall semester with a volunteer supervisor.
 • What lies ahead given the precarity of federal funding.
 o People are already on the edge and a disruption in funding and related drop in
 services could heavily impact families.
 • Housing Project Update
 o Preparing to break ground in late July.




 Page 3
 o It will double from 58 to about 110 slots, primarily focused on infants and
 toddlers
  Primary demographic of the 300 child waitlist.
 o 60 unites the majority of which will be affordable housing.
 o Temporarily moving YFO during construction to a location where an existing
 childcare program is closing.
  Attempting to absorb the families in the program closing.
  In South Portland so transportation is an issue
 • Speaking with Metro board for increased frequency.

Office of Child and Family Services: Early Care & Education Childcare Licensing
 • Maine DHHS Data page: Maine DHHS By the Numbers
 o Icon for each office in DHSS with tableau data.
 • Number of slots is the licenses capacity of childcare programs but does not tell the exact
 numbers of enrollees.
 o Not every program will enroll to licenses capacity.
 o Family childcare is enrolling at 88% of licensed capacity.
 o Childcare centers are enrolling at 70% of licensed capacity.
 • Providers enrollment data:
 o 8% of children enrolled in licensed programs are infants
  Usually, a program will have a single infant class.
 o 24% are toddlers
 o 39% preschooler
 o 29% school age
 • 258 Childcare infrastructure grants awarded from July, 2022 to September, 2024.
 o $15 million
 o Closing out and is not granting new awards.
 • Child Care Affordability Program (CCAP) enrollment:
 o 4% infants
 o 22% are toddlers
 o 32% preschooler
 o 42% school age
 • Early Childhood Educator Workforce Salary Supplement Program
 o 3 tiers based on education.
 o Tier 1 has the most enrolled, receiving $240 per month.
 o Credentials and degrees lead to the higher tiers.
 o Year over year increase in workers despite workforce turnover.
 o The governor’s budget includes reductions.
 • Other helpful programs:
 o Infant and Early Childhood Mental Health Consultation (Maine ECCP®)




 Page 4
 o Help Me Grow
 • Is there tuition support for this workforce or paid training?
 o Two contracts
  Maine Roads to Quality Professional Development at USM
 • Groups of trainings that build into a credential
 o Infant toddler credential in development.
  Maine AEYC scholarship for Bachelor’s degrees.
 o Need to see how many wants to access version how many can.
 • Many more teachers were at tier 3 than first planned.
 o Documenting education was never a priority before there was a financial
 incentive.
 o Now seeing movement on people attaining more education to move up tiers.
 • Are any centers doing exit interviews to identify problems with retention
 o YFO does exit interviews and anecdotally have seen the trauma of the pandemic.
 o It is a high stress job with inadequate pay.
Starting Strong
 • Partnering with the Chamber of commerce since 2020 on their perspectives on childcare
 o 2023 survey
  82% reported finding difficulty childcare.
  94%
  Last state
 • Without childcare, workers cannot get to work.
 • There are long waitlists at all childcare programs.
 • Providers are still struggling to recruit and retain teachers.
 • There is growing need.
 • Many licensed slots are for after school or before school and do not meet the need for
 infants and toddlers.
 • Childcare is a market failure
 o Families cannot afford to pay the true cost of quality care
 o Infant slots in Cumberland County costs $330 per week or 17,000 per year for one
 child and is 22% of the median income in Portland.
 o High quality infant care costs providers $544 per week
  The low number of infant slots is how providers make up for this.
 o Techers make $37,000 per year (17.75 per hour).
 • Recommendations
 o Creating a local childcare scholarship program
  Childcare voucher collaborative program used CDBG to fund scholarship
 opportunities for kids
 o Create a local stipend for early childhood educators.
 o Do a targeted needs assessment with city specific data.




 Page 5
 o Other cities have done these programs
  Burlington, VT pursued an early learning initiative in 2017.
  • What sort of funding models exist?
 o Can’t rely on federal dollars or state dollars.
  CDBG
 o Vacancy fee tax or housing trust find type development money?
  What else is out there?
 o Starting Strong offered to help the City research.
 o Potential workshop later in the year.
ARPA funds: Bathroom Access Increase
  • $600,000
  • Built 18 public bathrooms
  • Options
 o Make repairs to spring street garage bathroom
  Serious plumbing issues: $118,000 to make operable again.
 • Would have $50,000 leftover to make an outdoor ADA bathroom
 for East End Beach as the bathhouse is only open while staffed by
 park rangers: until 6:00 PM.
  Not currently ADA accessible: $400,000 to make accessible.
 o Add four outdoor restrooms on peninsula
  All ADA accessible but are not heated.
  Each has hand sanitizer, needle collection boxes, notice on how to access
 help.
  Cleaned twice a day.
Committee questions and discussion
  • Councilor Fournier
 o Making the city more ADA accessible is a goal.
 o Is spring street something that can be considered a CIP project rather than ARPA?
  It can be but would compete with other City priority projects approved by
 Council.
  It is not considered as part of the staff CIP process right now and would
 need an amendment at the committee or council level.
  Parking is not involved and were spring street fixed, a downtown public
 works crew would clean it.
  • Councilor Michniewicz
 o How much were the spring street bathrooms used when they were functional.
  They were used but get shutdown during Winter and would be open 8 to 9
 months of the year.
 o Where would the 4 vault toilets go?




 Page 6
  On Peninsula where there currently is no bathroom access, including but
 not limited to parks such as East End Beach.
 o What happened to OSS outdoor bathrooms?
  Could be incorporated to other projects and may be on hold for them; if
 not earmarked, can be used.
 • Councilor Pelletier
 o Option 2 seems to make more sense.
 o What is the case for spring street?
  The business community and Portland Downtown want additional
 bathrooms.
  New brick and mortar bathrooms are cost prohibitive but restoring
 function to this bathroom was seen as a middle ground.
 • Chair Bullett is not interested in funding non-ADA compliant bathrooms
 • ARPA funds need to be spent by December of 2026; project would need to be in this CIP.
 • Consensus on option 2, 4 vault toilets.
 o Interested in bathroom locations.
 o Interested in changing tables.
 o Interested in exploring CIP for Spring street bathroom ADA retrofit.

Public Safety Update
 • 10% increase in violent crime, 30% increase since 2020 largely due to gun violence.
 • 12 homicides sin the last three years.
 • 42% increase in property crime, back to pre-covid levels.
 • Some increase attributed to better crime tracking through online reporting.
 • Calls for Service logged for response
 o Reactive: initiated by member of the public through 911
 o Proactive initiated by officer.
 • Beats 1-6 are on the peninsula.
 • Reduced staffing has led to a decrease in proactive calls for service.
 • Strategic Priorities & Department Initiatives
 o Pursuing a grant for Crime Analyst in Residence for real time data tracking.
 o Monthly Lieutenant Reports
 o Calls for Service Analysis
 o Special Deployments
 o Additional Data Sets/Analytics under development.
  911 call volumes
  Case clearance rate
 • 29 sworn officer vacancies.
 • Allowing volunteer overtime traffic enforcement.




 Page 7
 • Integrating a cadre and board membership with the academy to guarantee a seat for every
 officer we need to send.
 • Also working on data sets with the Fire Department.
 • Schedule brought by unions.
 o Before had 6 teams with 11 beats per shift
 o Now 5 teams with 10 officers per shift which evens out staffing.
  Add overtime for uncovered beats.
 • People are volunteering to take necessary shift and only using forced overtime to enforce
 parking bans.
 • Pursuing the CAR grant to make reports prophoenix cannot do

Warming Shelter
  • Ask staff to research three options to manage weather emergencies (cooling and
 warming) shelter, excluding city-run options.
 o No fiscal impact option with coordination from emergency management.
 o Fiscal impact options
  Day space?
  • First parish is not always available.
  • Physical space is the greatest barrier.
 o What options for next year are for warming and cooing centers?
  • Where to place in the workplan?
 o Keep in line with the budget process.
 o Late Spring/ Early Summer
 o Have it for April.
  • Explore regional collaboration.
 o Connect with Mayor over GPCOG.
  • Late Spring to early summer timeline.

Committee Work Plan
  • Confirmed prioritization

Councilor Michniewicz moved to adjourn the meeting; Councilor Pelletier seconded. The
committee passed the motion 3 - 0 with Councilor Fournier absent.

Meeting adjourned at 7:32 PM.




 Page 8
City of Portland | Executive Department
Danielle P. West, City Manager




To: Health-Human Services and Public Safety Committee
Councilor Anna Bullett, Chair




MEETING DATE
March 11, 2025

AGENDA ITEM
Agenda Item 3 - Pedestrian Safety

PURPOSE
Review data and information provided by the Police Department on traffic crashes and provide
input on a draft City Council resolution on Vision Zero to be considered by the Sustainability and
Transportation Committee.

COMMITTEE WORK PLAN/CITY COUNCIL GOAL ALIGNMENT
This item aligns with the Safe Streets priority included on the Committee’s 2025 workplan.

BACKGROUND/ANALYSIS
This item is in close alignment with work being done at the Sustainability and Transportation
Committee on Vision Zero, and also follows the City Council’s March 3, 2025 adoption of Council
Resolution #6, A Resolution to Immediately Address Pedestrian Safety Crisis in Portland.

Police Chief Mark Dubois will present information and data on traffic crashes and pedestrian
impacts over the last several years. Also, staff will seek Committee member’s input on a draft
resolution that will be considered by the Sustainability and Transportation (ST) Committee for
recommendation to the City Council.

If approved by City Council as currently written, the draft resolution would build on Council
Resolution #6, adopt the Greater Portland Council of Government’s (GPCOG) Vision Zero plan, and
call upon the ST Committee and staff to advance appropriate Vision Zero actions specifically
suited to Portland’s unique circumstances and needs.

GPCOG’s Vision Zero Action Plan was adopted on May 23, 2023. Vision Zero is a traffic safety
initiative aimed at eliminating traffic-related fatalities and serious injuries by prioritizing human
life in transportation planning. Originating in Sweden in the 1990s, it is based on the principle
that people make mistakes, but streets should be designed to prevent those mistakes from
causing death or serious harm. The approach relies on data-driven policies, safe street design,
speed management, enforcement, and public education, with a focus on protecting vulnerable
road users such as pedestrians and cyclists. Vision Zero emphasizes shared responsibility among

 1

 Page 9
government agencies, engineers, law enforcement, and the public, promoting equity by ensuring
that safety improvements benefit all communities.

FISCAL IMPACT
Adopting GPCOG’s plan does not by itself commit the City to allocate funding or expend
resources. However, the plan would serve as a foundation for selecting and implementing various
measures and/or design solutions which may increase costs or create new costs. The plan would
serve as a foundation for advancing new programs and projects aimed at improving
transportation safety. City Council approval would be needed for such initiatives as with any new
program or project for which new funding appropriations are requested.

CONCLUSION(S)
This item is for information and discussion. Staff will report Committee member input to the
Sustainability and Transportation Committee for consideration in drafting the final resolution to
be recommended to the City Council.

PRIOR COUNCIL/COMMITTEE REVIEW
N/A

PREPARED BY

Mark Dubois Greg Jordan
Police Chief Assistant City Manager
Police Department Executive Department


ATTACHMENTS
Attachment A - Traffic Safety Slide Deck
Attachment B - Draft Resolution




 2


 Page 10
Health and Human Service / Public
 Safety Committee
 Public Safety Update
 Portland Police Department




 March 11, 2025
 Page 11
Pedestrian Accidents
● From Jan 2022 to YTD 2025, Portland
 has had 146 accidents involving Total Pedestrian Accidents
 pedestrians. 39% resulted in minor 146
 injuries, 34.2% in possible injures,
 12.3% in serious injuries, 8.9% in no Minor Injuries
 injuries, and 5.5% resulted in fatalities. 57
 02
● Three of the eight fatalities have
 Possible Injuries
 happened in the ﬁrst two months of
 2025. 03
 50

 Serious Injuries
● Of the 146 pedestrian involved
 accidents, 52 were the result of a 04
 18
 pedestrian violation and 93 were a
 result of a vehicle operator violation. No Injuries
 One was designated as no violation. 05
 13

● 18 Citations have been given as a result Fatalities
 of a pedestrian accident. 14 trafﬁc 06
 8
 citations and 4 criminal.
 Page 12
Pedestrian Accidents - Violations
Vehicle Operator Violations Pedestrian Violations


 ● Although pedestrians involved in accidents
 are rarely issued citations as a result of being
 hit, the following are common factors in the
 most serious incidents.

 1. Dark Clothing
 2. Improperly in Roadway
 3. Failure to Obey Trafﬁc Signal
 4. Jaywalking




 Page 13
Pedestrian Accidents - Weather Conditions

 ● 81% of pedestrians accidents happened
 during clear weather conditions, while 8.2%
 happened during rain, fog, or snowy
 conditions.

 ● While Portland PD receives more accident
 related calls for service during inclement
 weather, the vast majority of
 pedestrian-involved accidents occur in clear
 conditions.

 ● Clear weather conditions lead to increased
 trafﬁc volume, a higher number of
 pedestrians, and often, more distractions.




 Page 14
Pedestrian Accidents - Time of Day

● The majority of pedestrian accidents occurred
 during daylight hours, accounting for
 approximately 60.3%, while around 37.4%
 happened when it was dark.

● While most pedestrian accidents happened
 during daytime hours, six out of the eight
 fatalities over the last three years occurred at
 night.

● An important observation is that every fatality,
 except one, took place during the winter months,
 between November and early March.




 Page 15
Locations of Fatalities
 ● As you can see, pedestrian fatalities are
 not concentrated in one speciﬁc area
 but are instead spread throughout the
 city along major roadways.

 1. Riverside St @ Manuel Dr
 2. Brighton Ave @ Taft Ave
 3. 1128 Westbrook St (Private lot)
 4. Franklin St @ Congress St
 5. 1396 Forest Ave
 6. Fore St @ India St
 7. 654 Riverside St
 8. Forest Ave @ Walton St




 Page 16
Total Trafﬁc Accidents (Pedestrian and Vehicle)

 ● Total trafﬁc accidents have
 gradually decreased over the
 past ten years, with a sharp
 decline in 2020 due to the
 pandemic and fewer cars on the
 road.

 ● Within the ﬁrst two months of
 2025, we have already surpassed
 our yearly average for trafﬁc
 fatalities, which is typically
 three per year. We have had four
 fatalities in 2025.




 Page 17
Trafﬁc Accidents


● There is no deﬁnitive day with the
 highest number of trafﬁc
 accidents, though they tend to
 occur slightly more frequently on
 weekdays than on weekends.

● During the week, commuting is at
 its peak meaning more cars and
 pedestrians are on the road.

● Multitasking and stress are also
 higher during the work week and
 could contribute to increasing the
 risk of accidents.




 Page 18
Trafﬁc Accidents

 ● The majority of motor
 vehicle accidents occur
 during the workday,
 primarily between 8 AM
 and 6 PM, with the peak
 hours being 3 PM to 5 PM.

 ● The high volume of
 vehicles on the road during
 peak commuting hours,
 along with driver fatigue
 can impair reaction times.

 ● Depending on the time of
 year, 3pm-5pm is a
 transition from daylight to
 dusk, which can affect
 visibility.

 Page 19
Stops and Citations
 ● Trafﬁc stops and citations have
 signiﬁcantly declined over the past
 decade, largely due to reduced
 stafﬁng and limited resources for
 proactive policing initiatives.

 ● Accident rates have remained
 relatively consistent, except for a
 sharp decline in 2020 when overall
 activity decreased. Since then,
 those numbers are gradually rising
 back to pre-pandemic levels.




 Page 20
Stops and Citations - 2025

 ● In December 2024, Portland PD implemented an overtime trafﬁc detail.

 ● Portland PD has made 659 trafﬁc stops in 2025 - resulting in 229 citations and 452 warnings.

 ● The top ﬁve reasons for citations

 1. Speeding
 2. Failure to Stop at Red Light
 3. Insurance Violations
 4. Registration Violations
 5. Inspection Violations




 Page 21
Health and Human Service / Public
 Safety Committee
 Public Safety Update
 Portland Police Department




 March 11, 2025
 Page 22
 DRAFT
 RESOLUTION CALLING FOR THE CITY OF PORTLAND TO ADOPT GPCOG’S
 REGIONAL VISION ZERO ACTION PLAN


 WHEREAS, the safety and well-being of all residents and visitors are urgent and
paramount concerns for the City of Portland; and,

 WHEREAS, the Centers for Disease Control and Prevention reports traffic crashes are
among the leading causes of deaths nationally, and in Maine, due to the convergence of
dangerous driving behavior and human error with legacy transportation systems that
inadequately prioritize and protect pedestrians and bicyclists; and,



 T
 WHEREAS, traffic fatalities and serious injuries are preventable occurrences that
necessitate proactive and comprehensive measures; and




 AF
 WHEREAS, children, older adults, people of color, individuals with disabilities, those
experiencing homelessness, and people with low incomes are disproportionately affected by the
risk of serious traffic injuries and fatalities; and,

 WHEREAS, the Vision Zero approach emphasizes a Safe System framework,
recognizing that human errors and misjudgments are inevitable and that transportation systems
can and should be designed to ensure such errors do not result in severe injuries or fatalities; and,

 WHEREAS, the Greater Portland Council of Governments (GPCOG) has developed a



 R
Vision Zero Plan aiming to eliminate all fatalities and serious injuries resulting from traffic
crashes in the Greater Portland region by 2045; and,

 WHEREAS, successful Vision Zero programs result from strong community support,




D
effective partnerships across public, private and non-profit sectors, and alignment with related
municipal ordinances, policies, and plans; and,

 WHEREAS, the Portland Area Comprehensive Transportation System (PACTS), which
is the region’s federally designated Metropolitan Planning Organization (MPO), and of which the
City of Portland is a member, adopted the regional Vision Zero Plan in 2023; and,

 WHEREAS, the City of Portland recognizes its obligation to work with the Maine
Department of Transportation on roads under the State’s jurisdiction; and,




 Page 23
 NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Portland
adopts the goal of eliminating all traffic fatalities and serious injuries by the year 2045; and,

 BE IF FURTHER RESOLVED, that the City endorses and adopts GPCOG’s Vision Zero
Plan as the guiding framework for achieving this goal; and,

 BE IF FURTHER RESOLVED, that the Council Committee on Sustainability and
Transportation will oversee development of a Vision Zero Quick Action Plan for the City of
Portland, which shall be completed no later than June 30, 2025; include steps that can be
implemented in the short-term in general alignment with City Council Resolution #6, A
Resolution to Immediately Address Pedestrian Safety Crisis in Portland; and may be subject to
City Council approval if budget appropriations are required; and,



 T
 BE IF FURTHER RESOLVED, that the Sustainability and Transportation Committee
will oversee update of the City’s Complete Streets Policy based on the Vision Zero guiding
framework, which shall be completed no later than September 30, 2025 and shall be subject to




 AF
approval by the City Council; and,

 BE IF FURTHER RESOLVED, that the City Manager is encouraged to direct staff to
update the City’s Technical Manual based on the Vision Zero guiding framework and updated
Complete Streets policy, subject to approval by the Planning Board; and

 BE IF FURTHER RESOLVED, that the City’s Comprehensive Transportation Plan,
subject to funding as part of the FY 2026 Capital Improvement Plan, will be grounded in the
Vision Zero guiding framework and Complete Streets Policy; and shall serve as the principle



 R
vehicle through which long-term changes are implemented to the City’s transportation systems
and infrastructure, subject to all required concurrences from external public agencies; and,

 BE IF FURTHER RESOLVED, that these efforts are to be implemented in close




D
coordination and consultation with diverse communities across the City including those
populations most at risk, as well as relevant public, private and non-profit stakeholders and
partners; and,

 BE IF FURTHER RESOLVED, that the City Manager is encouraged to provide an
annual report to the City Council detailing progress toward the Vision Zero goal, including
metrics on traffic fatalities and serious injuries, implementation status of action items, and
recommendations for adjustments to strategies as necessary.




 Page 24
 Policy Recommendations for the City of Portland -
 Improving Access to Quality Child Care
 February 11, 2025



Develop a child care scholarship program

A child care scholarship program supports families access to child care by offering financial assistance. When
parents and caregivers have access to affordable child care, they are more likely to remain employed -
contributing to a stable workforce which in turn boosts the local economy. A city with robust childcare
opportunities and support is more attractive to businesses. Providing child care assistance can help bridge the
gap for lower income families and contributes significantly to a child’s early development, and better educational
outcomes later in life.

The following is an abbreviated version of a process outlined in “Let’s Grow Kids Community Child Care Scholarship
Handbook”


 Phase 1: Research and Community Engagement

 Conduct a Community Needs Assessment
 A community needs assessment for child care involves evaluating the demand and supply of services,
 including whether the current supply meets the needs across different age groups and neighborhoods.
 Affordability is another key factor, examining the cost of high-quality child care, existing funding sources,
 and who may be excluded from access. Barriers to expanding and accessing quality care, including
 affordability and funding limitations, are explored to understand the challenges in meeting needs.

 Establish a Scholarship Design Committee
 Establishing a scholarship design committee ensures the program has broad community support and is
 informed by the needs of key stakeholders. The committee should represent important sectors of the
 community including health care, public education, early childhood education, parents, business, and
 local government. It is also important to engage individuals with expertise in evaluation to ensure
 appropriate inclusion of evaluation of impact in the program design.

 Phase 2: Design Scholarship Program

 Establish guiding principles, target populations, scholarship eligibility, program costs and financing, and
 delivery model. Potential program designs include direct support to families and/or contracting with
 child care providers.

 Phase 3: Pilot Implementation

 Implementing a scholarship program requires a pilot phase to test all aspects of the program. A one-year
 pilot will allow the opportunity to examine and refine the design, and determine any changes needed to

 1

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 bring the program to scale. Specifically, the pilot year will allow for testing the delivery model, the
 program partnerships, the family experience, and the enrollment and payment processes. The evaluation
 plan developed in the design phase will provide guidance for collecting stakeholder input and design
 revisions, as well as being one basis for making iterations to the model before implementing beyond a
 pilot phase.

 Phase 4: Evaluation and Continuous Improvement

 During the program design phase, the advisory committee should create an evaluation plan for the
 scholarship program. Focusing on evaluation from the beginning of the project helps establish a culture
 of continuous improvement for the scholarship program and ensure that data guides every step of the
 program design and implementation. The evaluation will yield results that could continue to inform and
 improve the scholarship program while also setting the stage for a larger and longer-term impact
 evaluation.

Develop a salary supplement program for early childhood educators

A childcare employee salary supplement supports employees by offering financial assistance. Salary supplement
programs have been shown to increase employee retention and attract more qualified new teachers.

 Phase 1: Program Planning & Design

 Identify the program's objectives - this includes determining the specific purpose of the stipend. The
 next step is to define the eligibility criteria. This involves establishing who qualifies for the stipend,
 whether it’s based on factors such as tenure, full-time status, or financial need, and setting clear
 guidelines for eligibility. Additionally, the stipend structure must be determined, including how much the
 stipend will be, how often it will be awarded, and whether it will be a fixed sum or tiered based on need.

 Phase 2: Funding & Application Process

 The second phase focuses on securing funding and developing the application process. It’s important to
 identify the program’s funding source, which could come from the city’s budget, external partnerships,
 or other financial resources. Ensuring long-term sustainability is key to the program's success.
 Additionally, decisions need to be made about whether childcare workers will need to apply for the
 stipend and how the review process will work.

 Phase 3: Communication & Pilot Implementation

 Clear communication is critical for the success of the program. In this phase, the stipend program should
 be communicated including details on eligibility, the application process, and important deadlines. It's
 essential to ensure that all potential applicants understand the program’s purpose, how to apply, and
 what they need to do to qualify.

 Phase 4: Monitoring, Evaluation & Continuous Improvement



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 Once the program is launched, it’s important to monitor its impact and effectiveness. This involves
 tracking the stipend’s results, collecting feedback from recipients, and making necessary adjustments to
 improve the program. Evaluation will help ensure that the program continues to meet the needs of the
 childcare workforce and align with organizational goals. Adapting the program over time will help
 address evolving employee needs and keep the program relevant.


Additional no-cost/low-cost opportunities to further support access to child care

Eliminate or minimize barriers to opening new child care businesses in the city:
 ○​ Update this step-by-step guide (located here) to opening family-based child care businesses; identify and
 address potential barriers. Orient existing business assistance and microenterprise services to address
 the unique needs of child care businesses.
 ○​ Make operating a family-/home-based child care permitted as-of-right in all zones (including zones
 where it is currently conditional).
 ○​ Connect the City’s business assistance and microenterprise programs with the Child Care Incubator run
 by Portland ConnectED/Starting Strong, United Way of Southern Maine, Coastal Enterprises, Inc., and
 Southern Maine Workforce Initiative. This will leverage existing resources to support more entrepreneurs
 to open child care businesses in Portland.
 ○​ Identify any city-owned spaces that might be available to locate a child care business.

Use existing contact points with low-to-moderate income families to inform and support families in applying for
the state Child Care Affordability Program.

Expand Portland Recreation Before & After the Bell Program to include Pre-Kindergarten students (self-funding).

Ensure future comprehensive plans address child care as key economic infrastructure.



City of Portland’s past efforts to improve access to child care
 ●​ Portland Growing Child Care Grants for start-up or expansion of child care businesses, funded with ARPA
 dollars, expiring end of year
 ●​ Community Development Block Grants: Childcare vouchers identified as “High Priority” under Economic
 Opportunity goal. (Most recent funding: Childcare Voucher Collaborative, $81,295 in 2023-24, no
 funding 2024-25)
 ●​ Office of Economic Opportunity created this resource to help families navigate finding child care.


For more information, please contact Katie Soucy, Director, Starting Strong ksoucy@portlandconnected.org




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City of Portland | Health and Human Services
Maggie McLoughlin, Director

To: Health and Human Services & Public Safety Committee
Councilor Anna Bullett, Chair

From: Bridget Rauscher, Director of Public Health
Date: March 11, 2025
Re: Progress on Sterile Syringe Program Evaluation



MEETING DATE
March 11, 2025

AGENDA ITEM
6. Staff Update re: Syringe Services Program

PURPOSE
To update the Health and Human Services and Public Safety (HHS & PS) Committee on progress
made by Health and Human Services (HHS) and other Departments on addressing needle waste
in the City of Portland and provide an update on the operations of the Portland Syringe Services
Program (the Exchange).

COMMITTEE WORK PLAN/CITY COUNCIL GOAL ALIGNMENT
The HHS & PS Committee 2025 workplan includes the topic of “addressing the opioid epidemic”
as its top priority for the year.

BACKGROUND/ANALYSIS
An increase in syringe litter, particularly in the neighborhoods of Bayside, East Bayside, and
Parkside as well as many concerned citizens reporting syringe waste in different and varying
locations in those neighborhoods led to a syringe services operational improvement plan
implemented in fall, 2024. In previous meetings, the HHS Department presented a plan aimed at:
decreasing the number of improperly discarded syringes, improving the efforts to collect data and
the quality of data to improve the accuracy of our information, and responding to community
concerns regarding safety. An update on progress was provided at the HHS & PS Committee
meeting November 12th, 2024.

This memo serves as the second update on the implementation of the SSP operational
improvement plan. We have seen progress in each of the objectives. The salient benchmarks
achieved as of the publication of this memo are summarized below:




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 SSP Operational Improvement Plan

Objective 1 Decrease the number of improperly discarded syringes
Strategy 1 Strengthen client education about proper syringe disposal and incentivize clients to
 return their used syringes
1.1 Progress: Completed/Ongoing
 ●​ Implemented SSP client education aimed at increasing safe syringe disposal
 ●​ Implemented a syringe redemption pilot project modeled after successful programs in Boston
 and New York City, approved by Portland City Council - detailed later in this memo
 ●​ Launched Harm Reduction Ambassador Program
 ●​ Improved ratio of safely returned/disposed syringes
Strategy 2 Develop a multi-pronged approach to syringe pick-up operations
1.2 Progress: Completed/Ongoing
 ●​ Increased syringe clean-up by Public Health staff from 5-7 to approximately 12 hours/week. In
 addition to building in an extra hour each weekday, staff are also increasing syringe cleanup
 during scheduled harm reduction outreach and other community-based work. Staff pay special
 attention to areas indicated by GIS mapping of improperly disposed syringes.
 ●​ Harm reduction ambassadors provide additional cleanup efforts 3-5 hours/week, as available
 ●​ The Public Works Department has increased the number of staff trained to properly collect and
 dispose of syringes.
 ●​ Added five community sharps containers, with four additional containers planned, in locations
 identified both as areas of need and within previously planned vault bathrooms, and replaced
 three community sharps containers in disrepair
 ●​ Distributed 1,083 sharps containers to clients from August 1, 2024 - March 4, 2025
Strategy 3 Hold community conversations with Harm Reduction Program clients
1.3 Progress: Completed
 ●​ Held 3 focus groups with 27 SSP unique clients regarding barriers to usage of community and/or
 personal sharps containers, as well as alternative solutions to reducing syringe litter that would
 be more manageable for clients.
 o​ While a range of feedback was received, there was a common theme related to individual
 fear, shame, and stigma related to their substance use, resulting in quick disposal of
 syringes, regardless of access to sharps containers. As such, the harm reduction team
 will work to create educational opportunities for members of the public addressing
 SUD-related shame and stigma. These may take the form of online training, community
 meetings, social media campaigns, etc. Additionally, harm reduction staff will continue
 to seek client feedback on service provision, access to safe disposal, and referrals for
 substance use and/or mental health disorder treatment.
Objective 2 Improve data systems to provide more accurate information and evaluate
 program efficacy
Strategy 1 Standardize information on syringes collected on City property by City personnel
2.1 Progress: Completed
 ●​ Held initial interdepartmental leadership meeting on 8/14 to discuss collaborative efforts to
 improve consistency in data collection and reporting related to syringe litter cleanup.
 ●​ Met with frontline Parks, Rec & Facilities and Public Works staff directly involved with syringe
 litter cleanup. Received feedback on experience, suggestions for improved collection and
 collaboration, and requests for additional safety equipment.
 ●​ Identified and addressed inconsistencies in reporting and use of ArcGIS across relevant
 departments.
Strategy 2 Improve client data collection efforts
2.2 Progress: Ongoing




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 ●​ Incorporated municipality and/or zip code of residence into the data collection tool used for each
 exchange.
 ○​ From 8/1/24 - 3/4/25, 97% of respondents (4,804 unique clients) reported living in a zip
 code within Portland. Of that, 90% of respondents (4,321 unique clients) report their zip
 code as 04101.
 ○​ The remaining 3% (126 unique clients) report living in either Westbrook or South
 Portland.
 ●​ Analyzing data comparing frequent exchange users reporting Portland zip codes and volume of
 syringes distributed to and collected from these clients in an effort to identify disposal trends.
 ●​ Determined that exchanges made during outreach yielded, on average, fewer returned syringes
 per exchange than on site exchanges.
 ●​ Began tracking the outcomes of referrals for clients working with patient navigators. A related
 report is forthcoming from our contracted evaluation team at the Catherine Cutler Institute.
 Strategy 3 Improve documentation, training, and management practices to create and transform
 collected information into a live dashboard.
 2.3 Progress: Ongoing
 ●​ Harm Reduction and data management staff continue to meet regularly to collect and analyze
 data to improve coordinated service delivery, identify areas of need (“hotspots”), target outreach
 services (syringe cleanup, overdose prevention/naloxone distribution, syringe exchange as
 allowed, patient navigation services, etc.).
 ●​ Improved data collection to meet minimum standards adopted by HHS.
 Objective 3 Respond to community concerns re: safety
 Strategy 1 Attend neighborhood association meetings in areas with increased reports of improperly
 disposed syringes to solicit feedback, share improvement plans, and present information
 on residential and business reporting and pick-up options.
 3.1 Progress: Completed/Ongoing
 ●​ Attended the Bayside Neighborhood Association meeting on 9/3, to address the problem at hand,
 provide education and safety strategies, answer relevant questions and concerns, and receive
 feedback from community members. Members of BNA inquired about scheduling an overdose
 recognition and response training. Training has been scheduled.
 Strategy 2 Promote syringe reporting resources to Portland businesses and residents.
 3.2 Progress: Ongoing
 ●​ Updated promotional materials to include access to education on safe collection of sharps on
 private property.
 ●​ Working to create social media campaigns and website updates for businesses to obtain safe
 collection education and equipment from Portland Public Health.
SYRINGE REDEMPTION PILOT PROJECT UPDATE
January 14 - February 21, 2025

Syringe Redemption Program
The Syringe Redemption Pilot Project, as outlined in the improvement plan, was implemented as
a result of opioid settlement funds allocated by the City Council on September 9, 2024.

Results
The syringe redemption program has demonstrated a substantial increase in the number of
syringes returned to the Exchange. In the four weeks prior to the program, 47,520 syringes were
returned across all exchanges, compared to 91,185 syringes in the four weeks after. Similarly, in
the six weeks prior to the program, 76,554 syringes were returned, whereas 120,793 were collected
in the six weeks following the program.




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The median number of syringes returned per program participant was 200 (SD = 49.5), with 73%
(162/221) of participants returning 200 syringes, 20% (44/221) returning 100-199, and 6% (15/221)
returning 1-99 syringes.

There are additional indications of reductions in improperly disposed syringes. During the same
hours of operation, staff collected 76% fewer improperly disposed needles in the six weeks after
program start up as compared to the six weeks before program start up (1,677 to 387), indicating a
marked decrease in improper disposal.

These findings suggest that the program effectively increased syringe returns while reducing
environmental contamination.

Operational Constraints Impacting Results
The program faces structural constraints that limit participation, as the current enrollment
represents only a fraction of the NEP and is further restricted by weekly and individual
maximums. Due to demand compared to availability of funds, operations have been limited to six
hours per week across three days. Individuals who cannot attend within these windows may be
turned away, and access is further constrained by holiday closures, inclement weather, and the
seasonal decline in January exchanges.

Metrics
 ●​ 156 unique clients enrolled in the program.
 ●​ 38,252 syringes have been collected between January 14 and February 21, with $3,852 paid
 out to participants.
 ●​ 58% increase in syringes collected at the exchange overall in the six weeks following the
 program start (76,554 pre-program vs. 120,793 post-program).
 ●​ 19% (42 encounters) returned more than 200 syringes, exceeding the maximum weekly
 redemption amount.
 ●​ 34% (76 encounters) involved clients collecting syringes from the ground, with 56
 specifying a location.
 ●​ 15% (32 encounters) received Narcan during the redemption exchange.
 ●​ 9 encounters resulted in referrals to HIV and/or HEP-C testing following a redemption
 encounter.
 ●​ 5 encounters led to recovery-related service referrals, and 16 clients were referred to
 patient navigator services for general additional support.
 ●​ All 156 newly enrolled clients received training on safe syringe collection.
 ●​ Average compensation per participant: $20, aligning with the median number of
 syringes returned.
 ●​ 76% reduction in observed improperly disposed syringes by exchange staff. 1,677
 improperly discarded syringes were collected by city staff in the six weeks before the
 program, decreasing to 387 improperly discarded syringes in the six weeks after the
 program.
 ●​ The majority of program participants are unhoused (48% N=105) or have unstable
 housing (27%, N=56)



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* Syringe return presented in average per day to adjust for frequent exchange closures due to
holidays and weather events in the weeks pre/post program’




2024 SYRINGE SERVICES PROGRAM ANNUAL REPORT
November 1, 2023 - October 31, 2024

All clients served 5,055
Total enrolled 4,705
Total syringe exchanges 8,620
# Syringes distributed 952,411
# Syringes collected 577,517
Total Referrals 6,034

FISCAL IMPACT
N/A




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CONCLUSION(S)
At this time, Public Health staff are confident that the objectives detailed in the SSP Action Plan
are contributing to an overall reduction in the improper disposal of syringes in Portland. Most of
the identified strategies have been implemented and results are yielding improvement. However,
there are factors that require additional time and more robust data to provide an accurate
reflection of the efficacy of the SSP Action Plan. An example of this includes seasonality.

PRIOR COMMITTEE REVIEW

HHS & PS Committee - October, 2024

PREPARED BY

Bridget Rauscher
Public Health Director
Health and Human Services




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Health & Human Services and Public Safety Committee

 March 11, 2025, 5:30 PM Remote Meeting

Committee Attendance:
Anna Bullett, Chair (District 4), April Fournier (At-large), Sarah Michniewicz (District 1),
Wesley Pelletier (District 2).


Councilor Attendance:
Regina Phillips (District 3)


City Staff:
Adam Harr, Executive Assistant; Mark Dubois, Police Chief; Dena Libner, Assistant City
Manager; Greg Jordan, Assistant City Manager; Maggie Mcloughlin, Director of Health and
Human Services; Bridget Rauscher, Public Health Director.

1. Announcements
 • None.
2. Review and Approval of Minutes from February 11, 2025
 • Moved to approve by Councilor Fournier and seconded by Councilor Pelletier. The minutes were
 approved unanimously 4-0.
3. Pedestrian Safety (Mark Dubois, Police Chief)
 • Chief Dubois presented on pedestrian and traffic accidents:
 https://portlandme.portal.civicclerk.com/event/7211/files/attachment/25425
 o From Jan 2022 to YTD 2025, Portland has had:
 ▪ 146 accidents involving pedestrians.
 ▪ 39% resulted in minor injuries,
 ▪ 34.2% in possible injures,
 ▪ 12.3% in serious injuries, 8.9% in no injuries, and
 ▪ 5.5% resulted in fatalities.
 o Most pedestrian fatalities occur at night and during winter months.
 o Pedestrian accidents mostly occur during clear weather whereas most calls for service
 occur in inclement weather.
 o Most accidents occur during high volume commute times in the work week.
 • Councilor Michniewicz asked can the conditions of the sidewalk at the time of an accident be
 tracked?
 o Not tracked systematically but there may be detail in the report such as “raining” or
 “snow.”
 o The conditions that make people feel they need to walk in the street could be insightful.
 o Are pedestrians tested for sobriety?
 ▪ Yes, for fatalities or serious injuries based on medical records, on an individual
 basis.
• Councilor Fournier asked about the Overtime (OT) for traffic detail:
 o 5 days a week, with people working them four out of the five days in 4 hour blocks.
• Councilor Pelletier asked if there is training available to understand why crashes occur?
 o Yes and no: the traffic unit has two people certified in accident reconstruction who made
 a recommendation to install lighting along the driveway at the HSC after analyzing the
 645 Riverside Street accident.
• Councilor Phillips asked how stops for insurance are initiated.
 o They are stopped for something else initially, then cited for not having insurance.
• Councilor Michniewicz asked what staffing is needed to roll traffic enforcement into regular
 shifts instead of OT?
 o The traffic unit has two people following up on motor vehicle accidents.
 o When we have more staffing, it will be a judgement call between patrol shifts and adding
 to the traffic unit; there will be a slow accumulation of personnel in both.
 o 10 people are on every team and would assess which team needs personal the most.
• Councilor Pelletier asked how AAA was chosen as a partner as they a lobbyist for the motor
 vehicle industry that lobbied for car-centric infrastructure and policy such as creating the concept
 of jaywalking.
 o They have educational materials and are partners for other informational community
 events; we do not have materials internally and AAA had them readily available.
 o Can assess a more Portland focus education campaign with local partners.
• Councilor bullet asked how PD feel about traffic safety/speed cameras
 o Illegal in Maine but plate readers are effective for identifying suspect vehicles and
 drivers with a warrant.
 o Traffic enforcement would be difficult even if we were allowed.
• Vision Zero
 o Memo: https://portlandme.portal.civicclerk.com/event/7211/files/attachment/25406
 o Draft resolution out of GPCOG regional plan adopted by Portland.
 ▪ https://portlandme.portal.civicclerk.com/event/7211/files/attachment/25426
 o Next steps
 ▪ Adopt GPCOG Vision Zero Plan,
 ▪ Adopt goal to eliminate traffic fatalities by 2045,
 ▪ Quick action plan in short term,
 • What design elements may have contributed?
 ▪ Long term work: reworking complete streets policy,
 ▪ Creating a comprehensive transportation plan.
 o Maine DOT has jurisdiction on most streets
 o Need to work with communities at risk.
• Councilor Bullett encouraged people to attend Sustainability & Transportation Committee (S&T)
• Councilor Pelletier asked about the 2045 goal and would prefer ten years. Can this be changed?
 o 20245 aligns with GPCOG’s long term plans and we could choose a smaller timeframe.
 o No less than ten years recommended due to the time needed for infrastructure
 construction.
 o Councilor Fournier likes that there is a quick action plan and would like a target of 2035
 or 2030.
 • Councilor Fournier asked the process be explained to the public.
 o Going to S&T for a vote on the resolution.
 o 20 years has already gone out to the public but can ten years can be talked about
 tomorrow.
 o Once approved it goes to council without a second read.
 ▪ When it appears on the Council agenda is TBD.
 o Once Council approves it will go back to S&T for the quick action plan.
 • There is a public safety update every meeting; next meeting is the Fire Department update to
 discuss recent fires.

4. Policy Consideration Re: The State of Childcare (Councilor Anna Bullett, Chair)
 • Starting Strong Policy Recommendations:
 https://portlandme.portal.civicclerk.com/event/7211/files/attachment/25394
 • Using one time-funds aren’t sustainable; Councilor Fournier would like to find a way to give
 ongoing support such as the scholarship.
 o The state subsidy can only be given to people currently employed and currently enrolled
 in school but not for job seekers and people applying to school.
 o There have been small cohorts of providers providing scholarships for people in this gap
 using CDBG funding and ARPA money.
 • Before and After the Bell; Enrollment has been capped at lower numbers
 o What would it take for the Parks department to serve more kids and to serve pre-k?
 o Portland public pre-k is a lottery.
 o Pre-k is not offered before and after the bell, leading people to have to decline pre-k.
 ▪ What would it take to add pre-k to this program?
 o The more quality early education, the better outcomes later in life.
 • Choose one thing to move forward exploring this evening.
 o Councilor Fournier would like to look at the scholarship/subsidy ($82,00 for the year
 when funded by ARPA)
 o Assistant City Manager Libner confirmed staff would bring information on what a
 program would look like and its cost to this committee to make a recommendation via an
 amendment to the finance committee or action via resolution
 ▪ Is a resolution more permanent versus an amendment?
 • Future Councils cannot be obligated any operating costs and each
 council would need to affirm funding annually regardless of route.
 o Councilor Bullett supports either an amendment or resolution.
 o Councilor Fournier supports an amendment.
 o Councilor Pelletier and Michniewicz agreed.
5. Staff Update re: Opioid Settlement Funds Request for Grant Applications (Maggie
McLoughlin, Health & Human Services Director)
 • Signed on to the nationwide settlement from Opioid manufacturers in 2017. Funds will go for 18
 years and must be used for opioid abatement strategies.
 • The Council Decided to allocate funds to three programs: syringe services program, methadone
 treatment, and day space.
 • Day space and methadone treatment program on peninsula RFAs
 o Received applications
 ▪ 4 for methadone
 ▪ 1 for day space
 o Of the $1.3 million available in funding, the total ask to fund all programs that applied
 was $4.5 million, showing a large gap between requests and availability.
 o One applicant is already moving forward leasing up on the peninsula.
 ▪ There will be a methadone clinic on peninsula, regardless of city investment.
 o Funds a re time limited with an initial 1.3 million then smaller and smaller funds. As
 methadone treatment needs will be met, the committee prioritized day space.
 o Day space: Commonspace request $1.3 million to use 14 Baxter boulevard, owned by
 HUD via PHA.
 ▪ Seeing if we can pursue a lease.
 • This may take some time.
 ▪ Working to refine the application.
 ▪ Not sure how long it will take to secure the lease.
 o Councilor Fournier asked if there a final end date if the lease does not seem to be able to
 move forward to help the methadone services if they are not already in operations.
 ▪ What is the contingency for the day space project being unable to move
 forward?
 ▪ Staff recommendations are based on feasibility; if things seem to be progressing
 we will stick with Commonspace.
 • We do not expect it taking more than three months to know if the Day
 space project is viable.
 o Councilor Michniewicz asked if there is community outreach planned.
 ▪ The Commonspace application includes outreach to the neighboring areas,
 setting up a neighborhood advisory committee.
 ▪ Outreach will happen further in the process when there is less uncertainty.
 ▪ Committee/Council Approval is not required but the City Manager is looking for
 such approval; part of that process will have opportunity to engage the public in
 advance and during Committee/Council meetings.
 o Are the opportunities for matching funds to help retrofit the space?
 ▪ Premature, but we will explore that as part of the refining process such as city
 staff doing some interior work.
6. Staff Update re: Syringe Services Program (Bridget Rauscher, Public Health Director)
 • Memo: https://portlandme.portal.civicclerk.com/event/7211/files/attachment/25399
 • Operational improvement plan:
 o Decrease number of improperly disposed syringes.
 ▪ Client education to return to the exchange or community sharps containers.
 ▪ Syringe redemption program.
 ▪ Harm reduction ambassador program.
 ▪ Improved ratio of safely disposed / return syringes.
 ▪ Staff increased cleanup; every member of the team is doing increased
 community cleanup without supplanting time serving clients.
 ▪ Added 5 new community sharps boxes that are metal and able to withstand
 weather and tampering.
 ▪ Distributed 1,100 personal sharps containers to clients.
 ▪ Held focus groups with clients to know what they are doing with their syringes
 and barriers to community or personal sharps containers.
 • Shame and stigma.
 o Improve data systems.
 ▪ Improved Arc GS mapping.
 ▪ Improved collaboration with Parks.
 ▪ Collected municipalities/zip coeds from clients.
 • 97% within Portland.
 • 90% reported 04101 as their zip code.
 • Most of the remaining 3% live in a town near Portland.
 ▪ Tracking rate of return to target outreach for people who have low rates of
 return.
 o Respond to neighborhood concerns.
 ▪ Went to one neighborhood association meeting
 ▪ Narcan training
 ▪ Promote syringe reporting resources: see click fix.
 • Syringe redemption project
 o Launched in January.
 o Opioid settlement funds awarded for one year period.
 o Result: substantial increase in returned syringes.
 ▪ 58% increase in syringes collected at the exchange overall in the six weeks
 following the program start (76,554 pre-program vs. 120,793 post-program).
 ▪ 76% reduction in observed improperly disposed syringes by exchange staff.
 ▪ 19% (42 encounters) returned more than 200 syringes, exceeding the maximum
 weekly redemption amount.
 • What is the disposal cost?
 o Contracting with biohazard collection is factored into our budget but has increased with
 the growth of the community need and program.
 • Ambassadors have a small stipend for a 6 month period to then allow others to participate.
 o Not having an address is a barrier to the stipend, red tape that affects clients experiencing
 homelessness.
 o Uses Overdose Data to Action (OD2A) funding.
 • People must be exchange clients in order to access the redemption program.
 • People can request a sharps container form the Public Health Director; we will work with Parks
 to install.
 • Most syringes are returned to the exchange, but some are disposed of elsewhere such as public
 restroom sharps containers/community sharps boxes. surrendering to access shelter, they moved;
 there are many reasons but most regular users of the exchange return to us thanks to our ease of
 access being open all day, Monday through Friday.
Other business
 • Chapter 35
 o Councilor Fournier said a potential change to chapter 35 to discuss a business that was
 preparing beverages on site. The business had until January 31st to remedy and asked for
 assistance on amendments to the chapter. Chapter 35 was worked on HHS&PS and
 HEDC and decided this committee to take up later in our work plan. Councilor Fournier
 asked the committee to move this item to the next meeting.
 ▪ Councilor Bullett supports moving it to next month’s agenda.
 ▪ Councilor Pelletier and Councilor Michniewicz support expediting to the next
 meeting.
 o Next steps:
 ▪ Staff to give background on what a change to Chapter 35 would look like.
 (Fiscal impact, operational considerations)
 ▪ Will be next meeting, if Corporation Counsel has capacity to draft an order for
 consideration in time for next meeting.
7. Next Meeting: April 8, 2025
 • NOTE: the next meeting is postponed to April 10, 2025.

Councilor Bullet entertained a motion to adjourn. Councilor Michniewicz moved to adjourn, Councilor
Pelletier seconded; the motion passed unanimously 4-0 and the meeting adjourned at 7:14 PM.