Ad Hoc Committee — Portland, ME
Date: 2026-01-15
Time: 08:00

City of Portland
CDBG Allocation Committee

Thursday, January 15, 2026 at 8:00 AM Via Zoom




REMOTE ACCESS INFORMATION:
CDBG Annual Allocation Committee will conduct this meeting by remote methods/technology at the Zoom
link provided below, in accordance with the requirements of 1 M.R.S. section 403-B and the City Council's
Remote Participation Policy Public. The CDBG Allocation 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. For public comment via
Zoom, you will need to use the "raise your hand" feature. To raise your hand via the telephone, please hit *9.
You will be unmuted by the host when it is time for public comment. This particular meeting will not take
public comment.

Please click the link below to join the webinar: https://portlandmaine-gov.zoom.us/j/81655040957

1. Open Meeting and Roll Call
2. Address to the Committee from City Manager, Danielle West
3. Review Development Activities Applications
 a. Portland Parks, Recreation, and Facilities Department
 b. Greater Portland Family Promise
4. Review Social Service Applications
 a. Preble St - Youth Street Outreach
 b. Preble St - Nourish Initiative
 c. Maine Needs
 d. Catholic Charities
5. Review Scoring Categories and Procedure
6. Next Steps
7. Adjournment




 1

City of Portland
CDBG Allocation Committee

Thursday, January 15, 2026 at 8:00 AM Via Zoom




REMOTE ACCESS INFORMATION:
CDBG Annual Allocation Committee will conduct this meeting by remote methods/technology at the Zoom
link provided below, in accordance with the requirements of 1 M.R.S. section 403-B and the City Council's
Remote Participation Policy Public. The CDBG Allocation 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. For public comment via
Zoom, you will need to use the "raise your hand" feature. To raise your hand via the telephone, please hit *9.
You will be unmuted by the host when it is time for public comment. This particular meeting will not take
public comment.

Please click the link below to join the webinar: https://portlandmaine-gov.zoom.us/j/81655040957

1. Open Meeting and Roll Call
2. Address to the Committee from City Manager, Danielle West
3. Review Development Activities Applications
 a. Portland Parks, Recreation, and Facilities Department
 b. Greater Portland Family Promise
4. Review Social Service Applications
 a. Preble St - Youth Street Outreach
 b. Preble St - Nourish Initiative
 c. Maine Needs
 d. Catholic Charities
5. Review Scoring Categories and Procedure
6. Next Steps
7. Adjournment




 1

 Page 1
Program Overview Case Id: 30668
 Name: Parks Department at the City of Portland - 2026
Completed by jkurilla@portlandmaine.gov on 11/6/2025 3:05 PM
 Address: North Street Community Garden, 195 North
 Street, Clark Street Community Garden, 32
 Salem Street, Portland, ME
Program Overview

Please provide the following information.




 Housing & Economic Development
 Department
 City of Portland HCD Program Manager
 Construction Grant 389 Congress St
 Portland, ME 04101
 Application 207-874-8731
 cdbg@portlandmaine.gov




INTRODUCTION

The City of Portland CDBG program seeks to foster innovative and creative programs that address the critical issues
facing the City of Portland. The CDBG funds should be seen as seed money for starting or expanding programs. The
purpose of our funding a program is to help get a program off the ground or successfully expand, all while prioritizing
impact to low and moderate income residents of Portland. We strongly encourage new programs to apply for this
round of CDBG funding, and encourage all applicants to review a recent Addendum to our HUD Agreement to ensure
compliance.

Before completing this application for funding, all applicants must read the Community Development Block Grant
Policies, which can be found at our website. The policies contain eligibility for funding, allowable expenses, scoring
and selection process procedure, etc. Points may be deducted if your application does not adhere to the Policies.


 I acknowledge that I have read and understood the Community Development Block Grant (CDBG) Policies. I
agree to adhere to all the terms, conditions, and requirements outlined in these Policies. If awarded CDBG funding,
I commit to following these guidelines throughout the implementation of the funded project.
 I understand that non-compliance with the CDBG Policies may result in the withdrawal of funding, the
requirement to return disbursed funds, or other penalties as outlined by the program.




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A. Application Cover Page Case Id: 30668
 Name: Parks Department at the City of Portland - 2026
Completed by jkurilla@portlandmaine.gov on 11/14/2025 10:08
 Address: North Street Community Garden, 195 North
AM
 Street, Clark Street Community Garden, 32
 Salem Street, Portland, ME
A. Application Cover Page

Please provide the following information.


Don't forget to SAVE your work before EXECUTIVE DIRECTOR
 A.8. Name
exiting this screen Ethan Hipple

 A.9. Phone
 (207) 808-5441
AGENCY INFORMATION
A.1. Agency Name A.10. Email
Department of Parks, Recreation, and Facilities ehipple@portlandmaine.gov

A.2. Mailing Address: PROJECT DIRECTOR
212 Canco Road Portland, ME 04103 A.11. Name
 Alex Marshall
A.3. Federal ID Number
16,000,032 A.12. Phone
 (207) 808-5442
A.4. Unique Entity Identifier- SAM.GOV
0 A.13. Email
 amarshall@portlandmaine.gov
APPLICATION POINT OF CONTACT
A.5. Name FINANCIAL DIRECTOR
Jodi Kurilla A.14. Name
 Amber Brooks
A.6. Phone
(207) 808-5487 A.15. Phone
 (207) 808-5426
A.7. Email
jkurilla@portlandmaine.gov A.16. Email
 asb@portlandmaine.gov




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 Page 3
B. Construction and Economic Case Id: 30668
 Name: Parks Department at the City of Portland - 2026
Development Address: North Street Community Garden, 195 North
Completed by jkurilla@portlandmaine.gov on 11/17/2025 10:44 Street, Clark Street Community Garden, 32
AM Salem Street, Portland, ME


B. Construction and Economic Development

Please provide the following information.


Don't forget to SAVE your work
before exiting this screen B.1 HUD National Objective: Indicate which National
 Objective this program activity will address, choose one.
 Refer to the National Objective description for
 additional information.
HUD NATIONAL OBJECTIVES: Low and Moderate Income Area Benefit (LMA)
  Prevention and Elimination of Slum or Blight to
 address conditions that is detrimental to public What neighborhoods will be served by this project (LMA
 health, safety, or welfare (SB) Slum or blight must
 only)?
 be documented & submitted with the
 000100.1 (Casco Bay Community Garden), 001200.1 &
 application.
 0001100.1 (Clark Street Garden), 002300.1 (Payson Park
  Low and Moderate Income Area Benefit (LMA):
 an activity which is available to benefit all the Garden), 000100.3 (North Street Garden), 001300.2
 residents of an eligible area/census (Lower Valley Street), 000500.1 (Boyd Street Community
  Low and Moderate Income Clientele (LMC): an Garden)
 activity which provides benefits to a specific
 group of persons of which at least 51% qualify as
 LMI Portlanders. Does this activity benefit a
  Location of Service Area-on the Map (for LMA
 population that HUD presumes to be low to only)
 moderate income, including abused children, Community Gardens_LMI Map 2024.pdf
 elderly persons, battered spouses, homeless
 persons, illiterate adults, severely disabled adults,
 persons living with AIDS, and migrant farm
 workers? B.2. HUD Program Objectives. Indicate which HUD
  Low and Moderate Income Job Creation (LMJC): program objective this program will address; choose
 an activity that creates or retains permanent jobs one:
 where at least 51% will be made available to LMI Creating a Suitable Living Environment
 Portland residents.
  Low and Moderate Income Micro-enterprises
 (LMCMC): activity that benefit micro-enterprise
 owners/ developers who are LMI Portland B.3 Primary Goal. Indicate the primary goal your
 residents. program or project addresses; choose one.
  Low and Moderate Income Housing Project Neighborhood Investment and Infrastructure
 (LMH): an an activity to provide or improve
 permanent residential structures that will be


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 occupied by LMI Portland residents.



HUD PROGRAM OBJECTIVES
  Creating a Suitable Living Environment
  Providing Decent Housing
  Creating Economic Opportunity



PRIMARY GOAL
  Neighborhood Investment and Infrastructure:
 Create strong, safe accessible and vibrant
 neighborhoods
  Housing Availability: Increase housing availability
 and affordability
  Economic Opportunity: Create economic
 opportunities to transition people out of poverty
  Address the Needs of the Growing Homeless
 Population: Prevent and reduce homelessness




Documentation


 Project Map of Service Area (for LMA Only)
Community Gardens_LMI Map 2024.pdf




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C. Project Specific Information Case Id: 30668
 Name: Parks Department at the City of Portland - 2026
Completed by jkurilla@portlandmaine.gov on 11/17/2025 11:21
 Address: North Street Community Garden, 195 North
AM
 Street, Clark Street Community Garden, 32
 Salem Street, Portland, ME
C. Project Specific Information

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


C.1. Select an Application Type:


  Construction Application: For clearance, infrastructure improvement, renovation or construction of
 community facilities, non-profit rehabilitation, housing , etc.
  Development Activity Application: For non-construction projects including acquisition, disposition,
 relocation, renter or homeowner assistance, etc.
  Economic Development Application: For microenterprise or business assistance programs, special economic
 development activities, etc. (Note individual businesses are not eligible to apply)


Construction Application

C.2. Project Name (Note: If you are applying for funding for multiple programs, please submit an application for
each distinct program)
Portland's Community Gardens Rebuild Equity Project

C.3. Project Address
North Street Community Garden, 195 North Street Clark Street Community Garden, 32 Salem Street Portland, ME

C.4. Are there additional project addresses? (Note: Staff may request separate submissions for each project
location)
Yes


Payson Park Community Garden, 842 Baxter Boulevard Valley Street Community Garden, 138 Valley Street, Casco Bay
Community Garden, 285 Eastern Promenade, Boyd Street Community Garden, 58 Boyd Street Portland, ME

Beneficiaries. Describe the beneficiaries or clients served by the program.

C.5. Describe the beneficiaries or clients served by the program or project.
Portland’s community gardens provide food security and outdoor recreation opportunities that ultimately benefit all
the residents of the nearby neighborhood who live near or visit any of Portland’s 11 community gardens. Garden
development has focused on areas with limited access to greenspace and higher low to moderate income residents,
targeting areas such as the Munjoy Hill and Back Cove neighborhoods. Since Cultivating Community began its
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partnership with the city, low-income participation has increased from 7% to 20%, halfway to the shared goal of 40%.
Additionally, this final phase of a three-part project aims to improve garden conditions by addressing safety, climate
resilience, and accessibility concerns.

C.6. How will the beneficiaries’ information be collected and documented?
Beneficiaries' information is collected from the U.S. Department of Housing and Urban Development Low and
Moderate Income Map Application. Each community garden is located within a public park serving adjacent areas like
Munjoy Hill, East Bayside, West End, and the Back Cove neighborhoods. The community gardens specifically do
outreach and prioritize low to moderate-income populations. Based on data from the U.S. Department of Housing and
Urban Development, the Casco Bay Community Garden serves 235 low to moderate-income residents within its
census tract (Block Group 1, Census Tract 1). The North Street Community Garden serves 740 low to moderate-
income residents within its census tract (Block Group 3, Census Tract 1). The Clark Street Community Garden serves
665 low to moderate-income residents within its census tract (Block Group 1, Census Tract 3). The Payson Park
Community Garden serves 600 low to moderate-income residents within its census tract (Block Group 1, Census Tract
23). The Valley Street Community Garden serves 510 low to moderate-income residents within its census tract (Block
Group 2, Census Tract 13). The Boyd Street Community Garden serves 975 low to moderate-income residents within
its census tract (Block Group 1, Census Tract 5). Cultivating Community, in partnership with the City of Portland,
maintains an annually reconfirmed and updated waiting list as well as fills each available plot every growing season
through a registration and orientation process.

C.7. How many will be served by the proposed program or project?
5,630

C.8. How many are residents of Portland?
5,630

C.9. How many are low to moderate income residents of Portland?
3,725

C.10. What percentage of total clients are low to moderate income residents of Portland?
66.16%

Budget and Organizational Questions

C.11. What percentage of the total budget is CDBG?
0.00%

C.12. Program Objectives and Outcomes. Please list below:
Create strong, safe, accessible and vibrant neighborhoods. The City of Portland offers eleven community gardens for
access by Portland residents. Community gardens promote healthy lifestyles, community collaboration, and food
security for its users. Community gardens encourage residents to come together and participate toward a common
goal. This project will ensure safe and accessible facilities for gardeners across the Portland network.

C.13. How will the outcomes be measured, collected, and documented?
1.Portland residents and volunteer groups will have the opportunity to volunteer and participate in learning to build
and fill around 300 new raised garden beds up to USDA National Resource Conservation Service Safe Urban Growing
Standards including the installation of a geotextile barrier to prevent any potential contamination of the garden from
historic land use or presence of urban fill Cultivating Community registers all volunteer participants and provides
hands on instruction and and literature on the construction of raised garden beds and safe growing practices. 2.By the
end of Summer 2028, all four community gardens will have raised garden bed plots and at least one ADA garden bed.
Every rebuilt garden plot will be filled with a new gardener on the waitlist or a returning gardener. Project success will
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be measured by the number of beds completed in alignment with the project timeline. 3.By the end of Summer 2028,
new fencing will be installed at the Casco Bay Community Garden and the Payson Park Community Garden. Project
success will be measured by the number of beds completed in alignment with the project timeline. 4.By the end of
Summer 2028, a new shed will be installed at the Boyd Street Community Garden. Project success will be measured by
the shed installation in alignment with the project timeline. 5.Feedback will be gathered following the end-of-season
survey and post-event surveys, and a report provided to the City on project/program outcomes.

Location

C.14. What census tract is the project located? See map.
000100.1, 001100.1, 002300.1, 000100.3, 001300.2, 000500.1

C.15. Is the project located in a historic district? Contact City of Portland Historic Preservation Office for more
information.
Yes




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D. Project Narrative Case Id: 30668
 Name: Parks Department at the City of Portland - 2026
Completed by jkurilla@portlandmaine.gov on 11/17/2025 11:29
 Address: North Street Community Garden, 195 North
AM
 Street, Clark Street Community Garden, 32
 Salem Street, Portland, ME
D. Project Narrative

Please provide the following narrative information. Be as direct and specific as necessary.


Don't forget to SAVE your work before exiting this screen


D.1. Narrative: Project Description/Scope of Work
Describe the proposed program or project. Describe the scope, goals, and any project plans or designs that have been
developed to date.
In line with CDBG’s Goals to create strong, safe, accessible, and vibrant neighborhoods, this project seeks to complete
the third and final phase of brownfield and soil contamination remediation across Portland’s Community Garden
Program. This project addresses three key concerns: soil contamination, a growing waitlist, and accessibility for limited
mobility garden users. In the Spring of 2024, following soil contamination found at the Libbytown Community Garden,
the City had TRC Companies conduct a series of soil condition tests for Casco Bay, North Street, and Payson Park because
of historic land use in the respective areas. The test results concluded that there were slight elevations of harmful
compounds in select locations of the gardens. Consistent with recommendations from TRC Companies and Maine
Centers for Disease Control and Prevention to discontinue in-ground gardening within five years, this project aims to
install soil barriers, renovate fencing at key gardens, replace a shed at Boyd Street and Payson Park, and raise garden
beds at North Street, Payson Park, Clark Street, and Valley Street to improve accessibility and increase safety in
neighborhoods for residents and visitors. Five out of the eleven community gardens in Portland have been identified by
TRC Companies and the Maine CDC as top priority for soil safety concerns. These five community gardens, North Street,
Payson Park, Casco Bay, and Valley Street, are located in low to moderate-income census tracts, with the exception of
Clark Street. The gardens in the City are managed alongside local nonprofit Cultivating Community and provide plots for
more than 485 registered gardeners and their families in various City neighborhoods. In 2013, the City of Portland and
Cultivating Community began a mutual partnership to manage and expand gardens throughout the City. Since the
development of the partnership, the number of gardens has expanded from 4 to 11. Accessibility for limited mobility
and aging gardeners was the primary concern identified by Community Garden participants in the 2023 and 2024 end of
season surveys. In line with Portland Plan 2030’s future strategies to “improve ADA accessibility in and to public open
spaces”, the five identified gardens are receiving improvements for aisleway widths and raised bed heights (Department
of Planning and Urban Development, page 59). The design of the raised garden beds is intentionally designed to address
multiple compounding concerns, and this project will widen garden aisleways, make ADA accessibility improvements,
expand the number of beds at Payson, and make fencing improvements at the Casco Bay garden by making gate latches
accessible for wheelchair users across the gardens. Additionally, creating a standardized raised garden bed type at
gardens across the City is essential to ensure equitable access to these vital community resources. Lastly, CDBG funds
would provide a one-time investment to bring the remaining gardens into Maine CDC compliance and complete garden
remediation efforts. The order in which these four currently in-ground gardens will be converted to raised beds was
determined using these three main key factors: level of soil contamination (or potential for contamination), number of
mobility-challenged gardeners, and garden population. Payson Park Community Garden will be the first to be converted
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because plans to expand it to meet waitlist needs, and we know this site is a former landfill with high potential for urban
fill. We also know that the current gardener population is aging and would benefit greatly from raised beds. North Street
garden is the second to be converted because contaminated soils were found in the adjacent school garden, and to
ensure the safety of current gardeners, conversion to raised beds should happen quickly. Valley Street garden and Clark
St. garden will be third and fourth for conversion; and Valley Street will be first between these two due to the number of
gardeners actively gardening there. The scope of work includes new raised garden beds and fencing at the following
locations: Payson Park Community Garden: Fencing for garden expansion, a shed, soil barriers and raised garden beds
are needed here. North Street Community Garden: Soil barriers and raised garden beds are needed here. Valley Street
Community Garden: Soil barriers and raised garden beds are needed here. Clark Community Garden: Soil barriers and
raised garden beds are needed here. Casco Bay Community Garden: New fencing and accessible gate latches are needed
here. The fence has aged to the point of deterioration of the wooden supports. Gardeners have improvised some repairs
to keep the gates operational but complete replacement is needed. Boyd Street Community Garden: This shed needs
replacement as its exterior is starting to crumble and experience dry rot along the base.

D.2. Readiness to Proceed and Complete
Describe the project’s timeline with specific dates/times, including start dates, end dates, and milestones, as
applicable.
This is the third and final phase of a five year project to bring community gardens to Maine CDC compliance. The first
two phases have been successfully completed with NRSC general assistance grant funding and a partnership with the
Portland Office of Sustainability, with project management led by Cultivating Community and City of Portland Parks
staff. This project has also been informed by and has the buy-in, support, and participation of the garden community. In
preparation for construction in Spring 2026, Parks Project Manager Jodi Kurilla has begun securing quotes from soil,
lumber, and fencing companies. Once funding is obtained, the garden rebuilds will have to be put out to bid for
Contractor services. Construction is expected to begin in Spring 2026 and be completed by the end of Summer 2028. As
detailed in the Project Timeline (see Appendix Project Timeline Document) , the garden installations will be completed in
general order of priority. Installation of soil barriers, fencing at Payson and Casco Bay, and raised beds will be
constructed simultaneously at each site in order to minimize disruption for the gardeners.

D.3. Provide a short narrative description of the budget and expenses for the project or program. Describe exactly
what CDBG will pay for in this program or project. Please ensure that budget amounts listed in the narrative match
the cover page, summary, and budget worksheet
The CDBG budget estimate includes construction to clear and prepare the existing gardens, place soil barriers, install two
sheds, replace compost bins, replace signage at various gardens, replace fencing at Payson and Casco Bay and
installation of raised garden beds at North Street, Clark Street, Valley Street, and Payson Park Community Gardens. This
will also include demolition and disposal of existing garden beds and leveling of the garden site. Because of the size of
the project, the gardens will be out to a competitive bid process to Contractors such as Fresh Food Gardens, Papi and
Romano Builders, and Maine Foodscapes. The expenses listed on the budget worksheet are secured based on an
estimate from Hillside Lumber, Benson Farm, Burns Fencing, and Shed Happens, and may change once competitive bids
are secured.

D.4. Leveraged Funds, Financial Need
What other funding do you have to support this project? Will this project go forward without CDBG funding?
The first two phases of this project were funded with state and private funding secured by Cultivating Community in
2024, from grants which are no longer available following changes in federal administration priorities. Cultivating
Community and the City of Portland have also leveraged in-kind donations of tools, materials, and volunteer hours,
however, without CDBG funding, this project will not be able to continue on the timeline that has been set by the Maine
CDC to ensure the safety and accessibility of this vital food security and community wellbeing program.
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D.5. Goal
Choose and describe how this program meets one of the goals of the CDBG program:

1) Neighborhood Investment and Infrastructure - Create strong, safe, accessible and vibrant neighborhoods;

2) Housing Availability –Increase Housing availability and affordability;

3) Economic Opportunity – Create economic opportunity to transition people out of poverty;

4) Address the needs of the growing homeless population- prevent and reduce homelessness


This project meets the goal of creating strong, safe, accessible, and vibrant neighborhoods. This project addresses three
key concerns: soil contamination, a growing waitlist, and accessibility for limited mobility garden users. In aiming to
create a healthier city, Portland’s Plan 2030 identified a future strategy under the area of environment to “increase the
total number of community garden plots to provide equitable access and to meet demand” (Department of Planning
and Urban Development, page 20). This project aligns with City goals to broaden food security and increase access to
healthy food for all Portland residents. Raising our garden beds, bringing in new organic soil, and providing soil barriers
is consistent with recommendations from the Maine Center of Disease Control and thus ensures Portland residents have
the best possible access to food sources. Improving garden access and redesigning beds helps to increase the total
number of community garden plots to provide equitable access and meet waitlist demands.

D.6. Priority Impact Level
Choose and describe how this program best addresses one of the priority impacts level activities. (See table here).
The project addresses ADA compliance, public infrastructure in targeted neighborhoods and recreation facilities. This
project will address accessibility across all five gardens by raising the beds and creating standard aisleways along the
garden plots. Currently, the identified community gardens struggle with tight pathways and in ground beds that are not
ADA accessible. Current garden beds require one to kneel and bend over in order to tend to the bed. We are proposing
to raise the beds to 20” and 30”, an ADA accessible height, to accommodate more users of different abilities and ages.
Additionally, the improved garden designs aim to increase at least one aisleway within the space to be ADA-compliant
and accessible by a wheelchair. By redeveloping aisleways and beds to be ADA accessible, we are improving equitable
access to gardens. We have seen the success of this design at the newly completed raised beds Boyd Street Community
Garden, where power wheelchair users are now fully able to participate in the community garden program. The
community gardens are not only places for food production but also serve as gathering spaces where community
members socialize and build strong bonds. Gardening is a way for folks to get outside, use their body, and interact with
others. Over the course of the City’s and Cultivating Community’s partnership, increases in funding to garden
partnership has led to more stewardship and engagement in the community. These are multigenerational gathering
spaces that foster community and connection. This project is an example of a participatory, community-based solution
that is both impactful in the short term and long term.

D.7. Community Need Description
Why is this project needed? How does the project address the community’s diversity and create a culture of
belonging? If applicable, describe how the programs offered in the renovated space give priority to lower incomes.
This project first and foremost addresses the soil contamination that potentially puts community gardeners at risk. The
five project community gardens are in areas or serve areas (Clark Street Garden) that are determined to be low to
moderate income by the 2024 census tract map. This project is needed because it aims to create safer and more
inclusive gardening conditions with a raised bed and aisleway circulation redesign. The City of Portland and Cultivating

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Community are invested in the long-term development of these garden spaces. When gardens are maintained well and
tended to, it provides the space for community members to come together and build relationships. With Cultivating
Community’s support and the City’s garden design update, folks will obtain beds with increased accessibility, clean and
fertile soil, and increased produce yield, which in turn decreases food insecurity. They will also have obtained instruction
on raised beds and container gardening, with the potential to replicate these practices at home. Lastly, Portland’s
community garden provides immeasurable benefits to the entire City - not just gardeners themselves. Garden
development has helped to bring more folks outside and have a physical presence in parks to keep watch of community
activity. For instance, “Boyd Street Community Garden, created in 2009, was built in partnership between the City of
Portland, Kennedy Park Tenants’ Council, and Cultivating Community. Previously a contaminated site that required City
soil remediation efforts, the garden now has an orchard of 25 fruit trees, raspberry and blackberry bushes, honey bees,
and a separate youth garden run by high school students to grow food for Cultivating Community’s Elder Share CSA
Program” (Department of Planning and Urban Development, page 59).

D.8. Measurable Community Impact
What impact will this project have on the community? For City Infrastructure projects, describe how the Location of
this project complements or completes currently or previously funded projects. For non-profit rehabilitation, describe
how the renovation project makes the building more energy efficient.
The CDBG program has funded four community garden projects in Portland over the past 15 years, including two of the
gardens, Boyd Street in the Bayside Neighborhood and North Street in the East End. Back in 2022, the City of Portland
received CDBG grant funding to replace four community tool sheds and six community garden fences. This project builds
on the CDBG funding, which was instrumental in creating and expanding the garden program by ensuring its safety and
accessibility. The specific focus of this project aims to complement those improvements made to fencing and sheds by
raising garden beds, replacing fencing at two community gardens, installing two sheds, and improving aisle and garden
bed ADA compliance in five community gardens. This has a significant impact on increasing the number of community
members who can use garden facilities and grow fresh and safe produce. This project increases food security and a
sense of community belonging and inclusivity. Additionally, this project allows residents to participate in volunteer
raised bed building events and technical assistance workshops to empower communities to come.

D.9. Experience Providing Service
Describe your organization’s experience in managing construction projects. Give specific examples of past projects
completed on time and within budget. Does your organization have experience managing projects with Davis Bacon
and Related Acts or other crosscutting federal requirements (like Lead-Based Paint Hazard, Build America Buy
America, and Section 3)?
The Portland Parks Department manages a park system that includes 70 parks and 30 playgrounds, 40+ miles of trails, 13
cemeteries and dozens of athletic fields and courts. The Parks Crew helps to manage all community gardens and extends
to maintenance of all eleven community gardens. Examples of past projects that the Parks Department has managed,
completed on time and within budget have been the Bicycle Skills Course at Riverton Trolley Park, the public toilets
throughout Portland, and basketball court at Talbot Community School. The Riverton Bike Skills Course serves a low to
moderate income neighborhood and has provided a unique public amenity to a place that historically never had a bike
skills course. The public toilets have helped to provide Portland residents access to bathrooms free of charge.
Additionally, the updated basketball court at Talbot Community School has helped to generally improve school
amenities for students. The City of Portland adheres to all Davis Bacon and Related Acts when required.

D.10. Partnership/Collaboration
If applying as a partnership, please describe the nature of the partnership, who is involved, and what agreement
there is among partners. Partnerships are two or more organizations or businesses who will share valuable resources,
work together toward a common goal, and increase efficiency in providing services.
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OR
If applying as a single entity please describe collaboration between service providers; coordination of services; or
outreach to the community.
Include any additional collaboration, coordination or outreach as relevant to ensure there is no duplication of
services.
Cultivating Community and the City of Portland are applying as a partnership and have a longstanding MOU agreement.
Cultivating Community leads all administrative processes, gardener correspondence, community engagement, and
provides technical assistance to gardeners. They also support 3 open-pick community orchards throughout the City. The
City’s Parks, Recreation, and Facilities Department leads all infrastructure improvement and maintenance for the
gardens, provides garden materials such as wood chips and compost, and supports larger projects. Both the City of
Portland and Cultivating Community work together annually to meet each of these goals and provide the program the
necessary resources it needs to properly succeed. Some examples of this partnership include the construction of raised
beds, placing of soil barriers, and spreading of woodchips at the Libbytown and Commonshare community garden which
utilized city staff, in direct response to Maine CDC guidance and contaminated soil concerns. Through phases 1 and 2
this project has also had the guidance and support of the Maine Cooperative Extension’s master gardeners, State Soil
Scientist Matthew Boucher, and Carrick Gambell, the NRCS Urban Agriculture specialist, providing in-person technical
assistance to gardeners at the community garden rebuilds and project design expertise. The City and CC share the goal
of making gardening programs accessible. We welcome all people and leverage our combined resources to meet the
diverse needs of the communities we serve.




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 Page 13
E. Program Budget Detail Case Id: 30668
 Name: Parks Department at the City of Portland - 2026
Completed by jkurilla@portlandmaine.gov on 11/17/2025 9:32 AM
 Address: North Street Community Garden, 195 North
 Street, Clark Street Community Garden, 32
 Salem Street, Portland, ME
E. Program Budget Detail

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


E.1. Grant Amount Requested - for construction or development activities the minimum amount requested is
$10,000 and Maximum is $250,000 (public infrastructure projects are exempt from cap).
$250,000.00

E.2. Total Program Budget
$250,000.00

E.3. Please complete the table below.
 Budget Category Budget CDBG Request Other Funding Other Funding Funding Status
 Amount Source Source Name
 Construction Costs $0.00 $182,800.00 $0.00
 Construction $0.00 $30,240.00 $0.00
 Contingency - 15%
 Escalation - 4% $0.00 $8,064.00 $0.00
 Contractor $0.00 $10,080.00 $0.00
 Mobilization - 5%
 Community $0.00 $18,800.00 $0.00
 Engagement and Site
 Coordination
 $0.00 $249,984.00 $0.00




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 Page 14
F. Required Documents Case Id: 30668
 Name: Parks Department at the City of Portland - 2026
Completed by jkurilla@portlandmaine.gov on 11/17/2025 11:29
 Address: North Street Community Garden, 195 North
AM
 Street, Clark Street Community Garden, 32
 Salem Street, Portland, ME
F. Required Documents

Please provide the following information.


Don't forget to SAVE your work before
exiting this screen



Documentation


 Agency Organizational Chart
An organizational chart must be provided that describes the agency’s administrative framework and staff positions,
indicates where the proposed project will fit into the organizational structure, and identifies any staff positions of
shared responsibility. *Required
PRF Organization Chart Q4 2025.drawio.pdf




 Authorization to Request Funds and/or Designation of Authorized Official
Required if the Authorized Official is not the one completing this application.
**No files uploaded


 Complete List of Board Members (required for non-profits)
A list of the current board of directors or other governing body of the agency must be submitted for non-profits.
**No files uploaded


 Conflict of Interest Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded


 Letters of Support/ MOUs
Demonstrated outreach in the form of Letters of Support and/or Memorandums of Agreement is required. Applicants
can submit as many items as desired, but are encouraged to prioritize quality over quantity. *Required


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2025 COP CDBG LOS .pdf




 Most Recent Audit
If not available, submit most recent 990 Financial Statement.
**No files uploaded


 Non-Discrimination Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded


 Plans, Designs, and/or Pictures
Required if you are a first time applicant or policy has undergone significant changes.
CDBG Community Garden Rebuilds - Plans and Pictures.pdf




 Project Timeline including specific dates and milestones *Required
CDBG Community Garden Rebuilds - Project Timeline.pdf




 Scope of Work and Estimate
Required for Construction applications.
CDBG Community Garden Rebuilds_ScopeofWork&CostEstimate.pdf




 Verification of 501(c)3 Status
Required for non-profits.
**No files uploaded


 Verification of contact with City Historic Preservation Staff
Required for Construction applications.
2025 - Parks - Multiple Community Gardens.pdf




 Whistleblower Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded


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 Other Document Type
CDBG Community Garden Rebuilds - Citation Page.pdf




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 Page 17
Submit Case Id: 30668
 Name: Parks Department at the City of Portland - 2026
Completed by jkurilla@portlandmaine.gov on 11/17/2025 11:30
 Address: North Street Community Garden, 195 North
AM
 Street, Clark Street Community Garden, 32
 Salem Street, Portland, ME
Submit

Once an application is submitted, it can only be “Re-opened” by an Administrator.


Don't forget to SAVE your work before exiting this screen


 I certify to the best of my knowledge and belief that the information provided herein is true, complete, and
accurate. I am aware that the provision of false, fictitious, or fraudulent information, or the omission of any material
fact, may subject me to criminal, civil, or administrative consequences including, but not limited to violations of U.S.
Code Title 18, Sections 2, 1001, 1343 and Title 31, Sections 3729-3730 and 3801-3812.

Signature:
Jodi Kurilla
Electronically signed by jkurilla@portlandmaine.gov on 11/17/2025 11:29 AM




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Program Overview Case Id: 30676
 Name: Greater Portland Family Promise - 2026
Completed by michelle@gpfamilypromise.org on 11/14/2025 10:00
 Address: 22 Pleasant Ave, Portland, ME 04103
AM




Program Overview

Please provide the following information.




 Housing & Economic Development
 Department
 City of Portland HCD Program Manager
 Construction Grant 389 Congress St
 Portland, ME 04101
 Application 207-874-8731
 cdbg@portlandmaine.gov




INTRODUCTION

The City of Portland CDBG program seeks to foster innovative and creative programs that address the critical issues
facing the City of Portland. The CDBG funds should be seen as seed money for starting or expanding programs. The
purpose of our funding a program is to help get a program off the ground or successfully expand, all while prioritizing
impact to low and moderate income residents of Portland. We strongly encourage new programs to apply for this
round of CDBG funding, and encourage all applicants to review a recent Addendum to our HUD Agreement to ensure
compliance.

Before completing this application for funding, all applicants must read the Community Development Block Grant
Policies, which can be found at our website. The policies contain eligibility for funding, allowable expenses, scoring
and selection process procedure, etc. Points may be deducted if your application does not adhere to the Policies.


 I acknowledge that I have read and understood the Community Development Block Grant (CDBG) Policies. I
agree to adhere to all the terms, conditions, and requirements outlined in these Policies. If awarded CDBG funding,
I commit to following these guidelines throughout the implementation of the funded project.
 I understand that non-compliance with the CDBG Policies may result in the withdrawal of funding, the
requirement to return disbursed funds, or other penalties as outlined by the program.




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 Page 19
A. Application Cover Page Case Id: 30676
 Name: Greater Portland Family Promise - 2026
Completed by michelle@gpfamilypromise.org on 11/14/2025 10:05
 Address: 22 Pleasant Ave, Portland, ME 04103
AM




A. Application Cover Page

Please provide the following information.


Don't forget to SAVE your work before EXECUTIVE DIRECTOR
 A.8. Name
exiting this screen Michelle Lamm

 A.9. Phone
 (207) 200-7327
AGENCY INFORMATION
A.1. Agency Name A.10. Email
Greater Portland Family Promise michelle@gpfamilypromise.org

A.2. Mailing Address: PROJECT DIRECTOR
P.O. Box 11048 Portland, ME 04104 A.11. Name
 Michelle Lamm
A.3. Federal ID Number
812,565,353 A.12. Phone
 (207) 200-7327
A.4. Unique Entity Identifier- SAM.GOV
T8T9ML6W4RH7 A.13. Email
 michelle@gpfamilypromise.org
APPLICATION POINT OF CONTACT
A.5. Name FINANCIAL DIRECTOR
Michelle Lamm A.14. Name
 Amy Holland
A.6. Phone
(207) 200-7327 A.15. Phone
 (207) 841-3627
A.7. Email
michelle@gpfamilypromise.org A.16. Email
 amy@gpfamilypromise.org




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 Page 20
B. Construction and Economic Case Id: 30676
 Name: Greater Portland Family Promise - 2026
Development Address: 22 Pleasant Ave, Portland, ME 04103
Completed by michelle@gpfamilypromise.org on 11/14/2025 10:06
AM




B. Construction and Economic Development

Please provide the following information.


Don't forget to SAVE your work
before exiting this screen B.1 HUD National Objective: Indicate which National
 Objective this program activity will address, choose one.
 Refer to the National Objective description for
 additional information.
HUD NATIONAL OBJECTIVES: Low and Moderate Income Housing Project (LMH)
  Prevention and Elimination of Slum or Blight to
 address conditions that is detrimental to public B.2. HUD Program Objectives. Indicate which HUD
 health, safety, or welfare (SB) Slum or blight must
 program objective this program will address; choose
 be documented & submitted with the
 one:
 application.
 Providing Decent Housing
  Low and Moderate Income Area Benefit (LMA):
 an activity which is available to benefit all the
 residents of an eligible area/census
  Low and Moderate Income Clientele (LMC): an
 activity which provides benefits to a specific B.3 Primary Goal. Indicate the primary goal your
 group of persons of which at least 51% qualify as program or project addresses; choose one.
 LMI Portlanders. Does this activity benefit a Address the Needs of the Growing Homeless Population
 population that HUD presumes to be low to
 moderate income, including abused children,
 elderly persons, battered spouses, homeless
 persons, illiterate adults, severely disabled adults,
 persons living with AIDS, and migrant farm
 workers?
  Low and Moderate Income Job Creation (LMJC):
 an activity that creates or retains permanent jobs
 where at least 51% will be made available to LMI
 Portland residents.
  Low and Moderate Income Micro-enterprises
 (LMCMC): activity that benefit micro-enterprise
 owners/ developers who are LMI Portland
 residents.
  Low and Moderate Income Housing Project
 (LMH): an an activity to provide or improve
 permanent residential structures that will be


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 occupied by LMI Portland residents.



HUD PROGRAM OBJECTIVES
  Creating a Suitable Living Environment
  Providing Decent Housing
  Creating Economic Opportunity



PRIMARY GOAL
  Neighborhood Investment and Infrastructure:
 Create strong, safe accessible and vibrant
 neighborhoods
  Housing Availability: Increase housing availability
 and affordability
  Economic Opportunity: Create economic
 opportunities to transition people out of poverty
  Address the Needs of the Growing Homeless
 Population: Prevent and reduce homelessness




Documentation


 Project Map of Service Area (for LMA Only)
**No files uploaded




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C. Project Specific Information Case Id: 30676
 Name: Greater Portland Family Promise - 2026
Completed by michelle@gpfamilypromise.org on 11/17/2025 12:07
 Address: 22 Pleasant Ave, Portland, ME 04103
PM




C. Project Specific Information

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


C.1. Select an Application Type:


  Construction Application: For clearance, infrastructure improvement, renovation or construction of
 community facilities, non-profit rehabilitation, housing , etc.
  Development Activity Application: For non-construction projects including acquisition, disposition,
 relocation, renter or homeowner assistance, etc.
  Economic Development Application: For microenterprise or business assistance programs, special economic
 development activities, etc. (Note individual businesses are not eligible to apply)


Construction Application

C.2. Project Name (Note: If you are applying for funding for multiple programs, please submit an application for
each distinct program)
Family Promise Transitional Housing

C.3. Project Address
22 Pleasant Ave Portland, ME 04103

C.4. Are there additional project addresses? (Note: Staff may request separate submissions for each project
location)
No

Beneficiaries. Describe the beneficiaries or clients served by the program.

C.5. Describe the beneficiaries or clients served by the program or project.
Beneficiaries are families with low-income to no income experiencing homelessness or at risk of homelessness.

C.6. How will the beneficiaries’ information be collected and documented?
Beneficiary information will be collected through the program’s intake and case quarterly visits. Case managers gather
and document household demographics using standardized forms. All information will be entered into Family Link,
our secure case management database, where ongoing services, referrals, case notes, and housing outcomes are
recorded.

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C.7. How many will be served by the proposed program or project?
64

C.8. How many are residents of Portland?
64

C.9. How many are low to moderate income residents of Portland?
64

C.10. What percentage of total clients are low to moderate income residents of Portland?
100.00%

Budget and Organizational Questions

C.11. What percentage of the total budget is CDBG?
11.00%

C.12. Program Objectives and Outcomes. Please list below:
• Prevent and reduce homelessness by providing transitional housing. • Support with basic needs, benefit access, and
other community resources. • Assist families in accessing safe, affordable, permanent housing through housing
navigation case management, and housing application support. • Provide supportive services including food support,
rental assistance, and household items/furniture. • Promote housing stability and self-sufficiency through tenant
education, landlord mediation, and housing stabilization case management. • Support family well-being by addressing
the educational, economic, and social needs of children and parents.

C.13. How will the outcomes be measured, collected, and documented?
Greater Portland Family Promise evaluates outcomes through ongoing data collection and analysis from intake/
baseline data, quarterly check-ins and an exit evaluation when families leave the program. GPFP staff review outcome
data regularly to support continuous improvement and ensure the program adapts to emerging needs.

Location

C.14. What census tract is the project located? See map.
tract 22

C.15. Is the project located in a historic district? Contact City of Portland Historic Preservation Office for more
information.
No




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D. Project Narrative Case Id: 30676
 Name: Greater Portland Family Promise - 2026
Completed by amy@gpfamilypromise.org on 11/17/2025 2:31 PM
 Address: 22 Pleasant Ave, Portland, ME 04103


D. Project Narrative

Please provide the following narrative information. Be as direct and specific as necessary.


Don't forget to SAVE your work before exiting this screen


D.1. Narrative: Project Description/Scope of Work
Describe the proposed program or project. Describe the scope, goals, and any project plans or designs that have been
developed to date.
Greater Portland Family Promise (GPFP) plans to build a new 4-unit transitional housing building at 22 Pleasant Ave in
Portland, Maine. GPFP currently owns the property, which includes a single-family home on a large lot with significant
potential for expansion or subdivision. The existing home already serves as transitional housing, accommodating two
families or up to eight unrelated individuals at a time. The proposed project will expand GPFP’s capacity to serve families
experiencing or at risk of homelessness, directly addressing the City of Portland and CDBG priorities to prevent and
reduce homelessness, increase housing stability, and ensure equitable access to services. The new building will add four
units, housing up to eight families (32 individuals) at a time. With an average six-month turnover, GPFP expects to serve
16 families (64 individuals) annually. By providing safe, temporary housing combined with comprehensive supportive
services, this project reduces reliance on emergency shelters, shortens episodes of homelessness, and promotes long-
term family self-sufficiency. GPFP is exploring innovative, cost-effective modular housing solutions, following successful
models implemented by Family Promise affiliates nationwide. Preliminary project plans include evaluating lot
development options, refining existing modular designs for multi-family use, and ensuring compliance with local zoning,
building codes, and Planning Board regulations. The property is in the RN-3 Neighborhood Residential zone, which
allows up to four dwelling units, plus two accessory dwelling units (ADUs). A density bonus for low-income or workforce
housing could increase the total allowable units to twelve, providing flexibility for future expansion. Maximum building
height is 35 feet, lot coverage is limited to 60%, and setbacks must comply with RN-3 requirements. A boundary survey
and site plan will be completed prior to construction to confirm property lines and design compliance. By leveraging
modular construction, expanding housing capacity, and integrating housing navigation, case management, and
wraparound supportive services, this project maximizes its impact on families in Greater Portland experiencing or at risk
of homelessness. It aligns with CDBG priorities by preventing homelessness, increasing access to safe and affordable
housing, reducing reliance on emergency shelters, and promoting long-term family stability and community well-being.

D.2. Readiness to Proceed and Complete
Describe the project’s timeline with specific dates/times, including start dates, end dates, and milestones, as
applicable.
Greater Portland Family Promise is fully prepared to proceed with the transitional housing project upon securing
funding. A project timeline has been developed to ensure efficient planning, procurement, permitting, and construction
while meeting all CDBG requirements. GPFP has strong organizational capacity to manage this project and will contract
out for other needed expertise. From 2017-2024 GPFP operated emergency shelter programs for families. GPFP
currently operates two transitional housing programs, one at 22 Pleasant Ave and another in partnership with First
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 Page 25
Parish Church in Gorham. This long-standing experience demonstrates GPFP’s ability to oversee complex projects,
coordinate supportive services, and effectively house families experiencing homelessness. In preparation for this new
transitional housing project, GPFP has actively engaged in preliminary fact-finding conversations with several contractors
and a modular construction company to understand the nuances of modular building design, cost structures, and project
logistics. GPFP has met with legal counsel to ensure compliance with fair housing laws and lease requirements at our
existing housing on the property at 22 Pleasant Ave, which will help to inform us of what legal work we will need for the
new transitional housing project. Additionally, GPFP has consulted with an engineer to understand the need for and
timing of a full land survey to capture the parcel’s precise boundary, existing structures, and utilities. This information
will serve as a map for future engineering and permitting drawings required for City approval. GPFP also consulted the
City of Portland Zoning Office to confirm development potential for the property and to understand what the current
zoning allows for. Upon receiving funding, the project will begin with the environmental review and execution of the
subrecipient agreement, anticipated in July 2026. From July through September 2026, GPFP will initiate and complete
the procurement process to hire the architect, engineer, attorney, and other needed consultants, during which
engineering site plans and architectural designs will be drafted and finalized. The construction project will be released
for competitive bid in September 2026, with contractor selection completed in early October. Following selection, the
general contractor will prepare and submit construction plans to the City of Portland Planning Board for review and
permitting; while this public process can vary in length, GPFP anticipates approvals in early 2027. Groundbreaking is
projected for spring 2027, followed by site preparation, modular unit delivery and installation, interior finishes, utility
connections, and inspections. The project timeline supports occupancy and the delivery of supportive services beginning
in January 2028. This schedule ensures all procurement and municipal review steps are met, showing GPFP is ready to
deliver safe, high-quality transitional housing.

D.3. Provide a short narrative description of the budget and expenses for the project or program. Describe exactly
what CDBG will pay for in this program or project. Please ensure that budget amounts listed in the narrative match
the cover page, summary, and budget worksheet
Greater Portland Family Promise is requesting $221,000 in CDBG funding to support the development of a new 4-unit
transitional housing project at 22 Pleasant Ave. The total project budget is $2,000,000, funded through a combination of
federal, local government, and private sources. CDBG funds will support eligible soft costs essential to the pre-
development, planning, and compliance requirements of the project. Specifically, CDBG funding will pay for:
Architectural, engineering, and environmental services: design development, site engineering, environmental review
preparation, and the technical studies required for permitting and HUD compliance. Legal Services: Support with fair
housing compliance, lease development, and Davis-Bacon and BABA requirements. Project Management and
Development Consultation: Oversight of scheduling, budgeting, contractor coordination, reporting to the City of
Portland, and ensuring alignment with CDBG and other federal funding requirements. These soft costs are essential to
advance the project through design, permitting, engineering, and compliance prior to and throughout construction.
Sources of Funding HUD Community Project Funding - $432,000 (secured) HOME-ARP Development Funding - $479,000
(secured) HOME-ARP Development Funding - $600,000 CDBG Funding - $221,000 Private Donation - $100,000 (secured)
Fundraising - $168,000 TOTAL DEVELOPMENT FUNDS - $2,000,000 Uses of Development Funds Construction Costs
Contractor Contract Amount: $1,700,000 Landscaping: $5,000 Project Contingency: $50,000 Subtotal – Construction
Related Costs: $1,755,000 Developer Soft Costs (CDBG-eligible activities) Developer Project Management: $41,000
Developer Consultant: $80,000 Architectural, Engineering, Legal, and other Professional Services: $100,000 Subtotal –
Soft Costs: $221,000 Total: $2,000,000 The requested $221,000 in CDBG funds will directly support the professional and
administrative services needed to finalize design, engineering, permitting, compliance documentation, and project
oversight activities that are required to bring the transitional housing project to construction readiness. By funding
critical soft costs, CDBG enables GPFP to leverage $1.7 million in construction funding and bring new, safe, supportive
housing online for vulnerable families in Portland.


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D.4. Leveraged Funds, Financial Need
What other funding do you have to support this project? Will this project go forward without CDBG funding?
Greater Portland Family Promise has secured approximately half of the funding for this transitional housing project
through Community Project Funding, HOME-ARP, and private fundraising. We are seeking additional support for pre-
development soft costs needed to advance the project into permitting and construction readiness. The requested
$221,000 in CDBG funding would fill this critical gap, covering architectural and engineering work, environmental review,
legal compliance, and project management. CDBG’s investment is essential to leverage other funds and bring this new
transitional housing opportunity online for families experiencing homelessness. In addition to the CDBG funding, we are
applying for additional funding through HOME-ARP. Without CDBG funding, GPFP would need to continue identifying
alternative sources and raise additional funds to cover these soft costs, potentially delaying the project’s progress and
the delivery of much-needed housing for local families.

D.5. Goal
Choose and describe how this program meets one of the goals of the CDBG program:

1) Neighborhood Investment and Infrastructure - Create strong, safe, accessible and vibrant neighborhoods;

2) Housing Availability –Increase Housing availability and affordability;

3) Economic Opportunity – Create economic opportunity to transition people out of poverty;

4) Address the needs of the growing homeless population- prevent and reduce homelessness


The proposed project to build transitional housing at 22 Pleasant Ave directly meets the CDBG goal of addressing the
needs of the growing homeless population by preventing and reducing homelessness. GPFP seeks to expand its capacity
to serve families experiencing or at risk of homelessness in Greater Portland by constructing a 4-unit transitional housing
building. The project will provide safe, temporary housing for up to 8 families (32 individuals) at a time, with an average
of a 6-month’ turnover expected to serve approximately 16 families and 64 individuals annually. By providing families
with secure housing coupled with wraparound supportive services, including housing navigation, rental and move-in
assistance, benefits access, case management, and housing stabilization, this project reduces the duration and
recurrence of homelessness. Families will gain the stability and resources needed to secure permanent, affordable
housing, increase self-sufficiency, and promote long-term family well-being. This project aligns with the City of
Portland’s and the Continuum of Care’s priorities to prevent families and individuals from entering the shelter system,
rapidly rehouse those who do, and ensure equitable access to housing and supportive services. By decreasing reliance
on emergency shelters and reducing the time families spend without stable housing, the project strengthens
neighborhood stability and community resilience. Moreover, the project incorporates innovative, cost-effective modular
construction solutions, allowing GPFP to maximize housing capacity while ensuring compliance with local zoning,
building codes, and accessibility standards. In the RN-3 Neighborhood Residential zone multi-family units are a
conditional use, providing flexibility to address the urgent housing needs of vulnerable families while complementing
the character of the neighborhood. Overall, the project directly prevents homelessness, increases housing stability, and
supports families in achieving independence, fully supporting CDBG priorities for addressing the needs of the growing
homeless population while contributing to stronger, safer, and more resilient communities.

D.6. Priority Impact Level
Choose and describe how this program best addresses one of the priority impacts level activities. (See table here).
Greater Portland Family Promise addresses the needs of the growing homeless population by increasing temporary
housing availability for families. The proposed 4-unit transitional housing project at 22 Pleasant Ave directly supports the

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CDBG goal of preventing and reducing homelessness, providing safe, stable, and supportive housing for families
experiencing or at risk of homelessness. The project serves low-income families and aligns with both national and local
priorities for housing and community development. The project addresses high-priority needs identified in the City of
Portland Consolidated Plan, including housing availability, affordability, and homelessness prevention. By combining
transitional housing with comprehensive supportive services, GPFP helps families avoid or exit the shelter system and
achieve long-term housing stability. Services include housing navigation, application assistance, case management,
rental and move-in support, and access to benefits, food, education, and employment resources. This program meets
both high-priority and priority CDBG objectives, including emergency housing, housing stabilization, and rental
assistance. By integrating housing with wraparound services, GPFP reduces reliance on emergency shelters, shortens the
duration of homelessness, and equips families with the skills needed for self-sufficiency.

D.7. Community Need Description
Why is this project needed? How does the project address the community’s diversity and create a culture of
belonging? If applicable, describe how the programs offered in the renovated space give priority to lower incomes.
Greater Portland Family Promise’s transitional housing project addresses the needs of the growing homeless population.
Data from the City of Portland Consolidated Plan, MaineHousing, and local needs assessments highlight a persistent
shortage of affordable rental units, increasing housing instability, and high rates of family homelessness. For example,
the 2025 MaineHousing Point-in-Time Count identified 2,413 people experiencing homelessness statewide, with nearly
half located in Portland, and research shows that families with children are disproportionately affected. Rising rents, low
vacancy rates, and cost-burdened households place families at imminent risk of homelessness, while shelter systems
operate at capacity and rely on temporary stays averaging less than 60 days. Existing community resources are
insufficient to meet this demand, underscoring the need for additional safe, stable, and affordable transitional housing
options coupled with wraparound supportive services. The project specifically targets families experiencing or at risk of
homelessness, including single-parent households, and families with housing instability. By providing a new 4-unit
transitional housing building, the project will serve up to 8 families or 32 individuals at a time, with an expected annual
impact of approximately 16 families (64 individuals). Families will receive trauma-informed care, housing navigation and
application support, rental and move-in assistance, and access to critical resources including benefits, culturally relevant
food, education, and housing stability case management. These interventions directly reduce reliance on emergency
shelters, shorten the duration of homelessness, and promote long-term family stability. The project promotes
community diversity and a culture of belonging. All housing units and services will be accessible and welcoming to
eligible individuals regardless of race or ethnicity. GPFP policies explicitly uphold non-discrimination and fair housing
principles. Supportive services, including housing navigation and employment assistance, foster integration into the
broader community and long-term independence.

D.8. Measurable Community Impact
What impact will this project have on the community? For City Infrastructure projects, describe how the Location of
this project complements or completes currently or previously funded projects. For non-profit rehabilitation, describe
how the renovation project makes the building more energy efficient.
The proposed transitional housing project at 22 Pleasant Ave will have a profound and measurable impact on the
Greater Portland community by directly addressing the needs of families experiencing or at risk of homelessness. The
project strengthens the social and economic fabric of the City of Portland by reducing the strain on municipal shelter
resources, minimizing the costs associated with repeated shelter stays, and promoting equitable access to housing for
the city’s most vulnerable residents. By expanding safe, stable, and affordable housing options, this project will prevent
families from entering or returning to the shelter system, reduce reliance on emergency shelters, and shorten the
duration of homelessness. Families who access the units will benefit from comprehensive wraparound services,
including housing navigation, case management, rental and move-in assistance, benefits access, food support,
education, and employment services. These supports will foster long-term stability, self-sufficiency, and improved
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outcomes for children, including educational continuity, mental health, and social-emotional well-being. In addition to
social and economic impacts, the project enhances the physical and operational infrastructure of Portland’s affordable
housing network. The building will be constructed using modular methods, which will allow for energy-efficient designs,
reduced construction waste, and lower operating costs over time. Cost effective and energy efficient features will
improve the building’s environmental sustainability while providing safe, healthy housing for families. The location at 22
Pleasant Ave complements existing housing and social service investments in the area. It is situated near public
transportation, schools, and healthcare resources, allowing families to access employment, educational, and health
services easily. This ensures that families are not isolated but are integrated into the community, fostering connection
and stability. The project builds on Greater Portland Family Promise’s existing services on the property, enhancing the
impact of prior investments while expanding capacity to meet growing demand. By combining increased housing
availability, energy-efficient construction, and comprehensive supportive services, this project will create a measurable
and lasting community impact: fewer families experiencing homelessness, reduced shelter system reliance, improved
family stability, and stronger, more resilient neighborhoods in Portland.

D.9. Experience Providing Service
Describe your organization’s experience in managing construction projects. Give specific examples of past projects
completed on time and within budget. Does your organization have experience managing projects with Davis Bacon
and Related Acts or other crosscutting federal requirements (like Lead-Based Paint Hazard, Build America Buy
America, and Section 3)?
Greater Portland Family Promise has extensive experience providing supportive services and managing transitional
housing. While current staff do not have direct experience managing construction projects, GPFP partners with
organizations that do. For example, First Parish Church in Gorham successfully completed the renovation and conversion
of their church’s second floor into transitional housing on time and within budget, providing safe, stable housing for
multiple families. Christine Dyke, the minister at First Parish Church in Gorham is a GPFP board member and has kept
staff and board members informed on project budgets, permitting, and schedules. This experience gives GPFP
confidence in overseeing the proposed transitional housing project while meeting all federal requirements and
delivering a high-quality, cost-effective outcome on schedule. GPFP will hire experienced, licensed contractors familiar
with managing federally funded projects who are willing to comply with Davis-Bacon wage and Buy America/Build
America (BABA) requirements. GPFP will work closely with contractors and subcontractors to ensure proper reporting,
certified payroll, fringe benefit tracking, and documentation. We will maintain audit-ready records and provide oversight
to guarantee compliance, precision, and accountability throughout the project.

D.10. Partnership/Collaboration
If applying as a partnership, please describe the nature of the partnership, who is involved, and what agreement
there is among partners. Partnerships are two or more organizations or businesses who will share valuable resources,
work together toward a common goal, and increase efficiency in providing services.
OR
If applying as a single entity please describe collaboration between service providers; coordination of services; or
outreach to the community.
Include any additional collaboration, coordination or outreach as relevant to ensure there is no duplication of
services.
Greater Portland Family Promise is applying as a single entity but maintains extensive collaborations with community
partners to ensure families receive comprehensive, coordinated services. Partners include the City of Portland social
services department, healthcare providers, and other social service organizations. These relationships facilitate seamless
referrals, information sharing, and joint problem-solving, reducing duplication and ensuring timely support for families
experiencing or at risk of homelessness. In preparation for the 22 Pleasant Ave project, GPFP has engaged in early
consultations with multiple contractors and a modular construction company to assess design, costs, and project
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logistics. Legal counsel has been consulted regarding fair housing compliance, lease development, and landlord
responsibilities. Additionally, GPFP consulted the City of Portland Zoning Office to confirm allowable development and
zoning requirements for the site. Through these early planning activities combined with ongoing partnerships with
community organizations, GPFP ensures that families will have access to safe, supportive transitional housing and that
the project is implemented efficiently and in alignment with local and federal requirements.




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E. Program Budget Detail Case Id: 30676
 Name: Greater Portland Family Promise - 2026
Completed by amy@gpfamilypromise.org on 11/16/2025 6:35 PM
 Address: 22 Pleasant Ave, Portland, ME 04103


E. Program Budget Detail

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


E.1. Grant Amount Requested - for construction or development activities the minimum amount requested is
$10,000 and Maximum is $250,000 (public infrastructure projects are exempt from cap).
$221,000.00

E.2. Total Program Budget
$2,000,000.00

E.3. Please complete the table below.
 Budget Category Budget CDBG Request Other Funding Other Funding Funding Status
 Amount Source Source Name
 Developer's Project $41,000.00 $41,000.00 $0.00 Pending
 Management
 Development $80,000.00 $80,000.00 $0.00 Pending
 Consultant
 Professional Services $100,000.00 $100,000.00 $0.00 Pending
 (architectural,
 engineering, legal,
 and other
 professional services)
 Contractor/builder $1,700,000.00 $0.00  $1,700,000.00 HUD Community Pending
 construction contract Project Grant,
 HOME-ARP, private
 donations (a mix of
 pending and
 committed)
 Project Contingency $50,000.00 $0.00 $50,000.00 Private donation Committed
 Landscaping $5,000.00 $0.00 $5,000.00 Private donations Pending
 Funding initial $24,000.00 $0.00 $24,000.00 Private donations Pending
 operating deficit
 reserve
 $2,000,000.00 $221,000.00 $1,779,000.00


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F. Required Documents Case Id: 30676
 Name: Greater Portland Family Promise - 2026
Completed by amy@gpfamilypromise.org on 11/17/2025 2:34 PM
 Address: 22 Pleasant Ave, Portland, ME 04103


F. Required Documents

Please provide the following information.


Don't forget to SAVE your work before
exiting this screen



Documentation


 Agency Organizational Chart
An organizational chart must be provided that describes the agency’s administrative framework and staff positions,
indicates where the proposed project will fit into the organizational structure, and identifies any staff positions of
shared responsibility. *Required
2025 GPFP Organizational Chart.pdf




 Authorization to Request Funds and/or Designation of Authorized Official
Required if the Authorized Official is not the one completing this application.
**No files uploaded


 Complete List of Board Members (required for non-profits)
A list of the current board of directors or other governing body of the agency must be submitted for non-profits.
GPFP Board of Directors.pdf




 Conflict of Interest Policy
Required if you are a first time applicant or policy has undergone significant changes.
GPFP Conflict of Interest Policy.pdf




 Letters of Support/ MOUs
Demonstrated outreach in the form of Letters of Support and/or Memorandums of Agreement is required. Applicants
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 Page 33
can submit as many items as desired, but are encouraged to prioritize quality over quantity. *Required
GPFP Letters of Support merged.pdf




 Most Recent Audit
If not available, submit most recent 990 Financial Statement.
Final Return for GPFP_Public 2024.pdf




 Non-Discrimination Policy
Required if you are a first time applicant or policy has undergone significant changes.
GPFP Non-Discrimination Policy.pdf




 Plans, Designs, and/or Pictures
Required if you are a first time applicant or policy has undergone significant changes.
GPFP potential design -merged.pdf




 Project Timeline including specific dates and milestones *Required
GPFP_Project_Timeline.pdf




 Scope of Work and Estimate
Required for Construction applications.
GPFP Scope of Work (1).pdf




 Verification of 501(c)3 Status
Required for non-profits.
GPFP 501(c)3 Status.pdf




 Verification of contact with City Historic Preservation Staff
Required for Construction applications.
**No files uploaded



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 Whistleblower Policy
Required if you are a first time applicant or policy has undergone significant changes.
GPFP WhistleBlower Policy .pdf




 Other Document Type
**No files uploaded




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Submit Case Id: 30676
 Name: Greater Portland Family Promise - 2026
Completed by michelle@gpfamilypromise.org on 11/17/2025 2:40
 Address: 22 Pleasant Ave, Portland, ME 04103
PM




Submit

Once an application is submitted, it can only be “Re-opened” by an Administrator.


Don't forget to SAVE your work before exiting this screen


 I certify to the best of my knowledge and belief that the information provided herein is true, complete, and
accurate. I am aware that the provision of false, fictitious, or fraudulent information, or the omission of any material
fact, may subject me to criminal, civil, or administrative consequences including, but not limited to violations of U.S.
Code Title 18, Sections 2, 1001, 1343 and Title 31, Sections 3729-3730 and 3801-3812.

Signature:
Michelle Lamm
Electronically signed by michelle@gpfamilypromise.org on 11/17/2025 2:40 PM




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Overview Case Id: 30640
 Name: Preble Street - 2026
Completed by lallen@preblestreet.org on 11/14/2025 12:25 PM
 Address: *No Address Assigned


Overview

Please provide the following information.




 Housing & Economic Development
 Department
 City of Portland HCD Program Manager
 CDBG Social Services 389 Congress St
 Portland, ME 04101
 Program 207-874-8731
 cdbg@portlandmaine.gov




INTRODUCTION

The City of Portland CDBG program seeks to foster innovative and creative programs that address the critical issues
facing the City of Portland. The CDBG funds should be seen as seed money for starting or expanding programs. The
purpose of our funding is to help get a program off the ground or successfully expand, all while prioritizing impact to
low and moderate income residents of Portland. We strongly encourage new programs to apply for CDBG funding,
and encourage all applicants to review a recent Addendum to our HUD Agreement to ensure compliance.

Before completing this application for funding, all applicants must read the Community Development Block Grant
Policies, which can be found at our website. The policies contain eligibility for funding, allowable expenses, scoring
and selection process procedure, etc. Points may be deducted if your application does not adhere to the Policies.


 I acknowledge that I have read and understood the Community Development Block Grant (CDBG) Policies. I
agree to adhere to all the terms, conditions, and requirements outlined in these Policies. If awarded CDBG funding,
I commit to following these guidelines throughout the implementation of the funded project.
 I understand that non-compliance with the CDBG Policies may result in the withdrawal of funding, the
requirement to return disbursed funds, or other penalties as outlined by the program.




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A. Agency Information Case Id: 30640
 Name: Preble Street - 2026
Completed by lallen@preblestreet.org on 11/14/2025 12:26 PM
 Address: *No Address Assigned


A. Agency Information

Please provide the following information.


Don't forget to SAVE your work before EXECUTIVE DIRECTOR
 A.8. Name
exiting this screen Mark Swann

 A.9. Phone
 (207) 775-0026
AGENCY INFORMATION
A.1. Agency Name A.10. Email
Preble Street mswann@preblestreet.org

A.2. Mailing Address PROJECT DIRECTOR
55 Portland Street Portland, ME 04101--2921 A.11. Name
 Leah McDonald
A.3. Federal ID Number
01-0418917 A.12. Phone
 (207) 775-0026
A.4. Unique Entity Identifier- SAM.GOV
DC9CME1ZSCS1 A.13. Email
 lmcdonald@preblestreet.org
APPLICATION POINT OF CONTACT
A.5. Name FINANCIAL DIRECTOR
Liz Allen A.14. Name
 James Dowd
A.6. Phone
(207) 775-0026 A.15. Phone
 (207) 775-0026
A.7. Email
lallen@preblestreet.org A.16. Email
 jdowd@preblestreet.org




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B. Project Information Case Id: 30640
 Name: Preble Street - 2026
Completed by lallen@preblestreet.org on 11/17/2025 1:48 PM
 Address: *No Address Assigned


B. Project Information

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


B.1. Program Name (Note: If you are applying for funding for multiple programs, please submit an application for
each distinct program)
Youth Street Outreach

B.2. Primary Address Services Are Delivered
55 Portland Street Portland, ME 04101--2921

B.3. Are there additional service address?
Yes

Enter additional service addresses:
 Street Address City State Zip Code
 38 Preble Street Portland Maine 04101
 343 Cumberland Avenue Portland Maine 04101
 various public spaces throughout Portland Portland Maine 04101

B.4. HUD National Objective
There are two approaches for meeting the Low to Moderate Income qualifications. Please select the applicable
National Objective:

  Low to Moderate Income Limited Clientele (LMC): Limited Clientele activities benefit a specific targeted
 group of persons of which at least 51% must be LMI based on HUD’s annual limits. In order to meet the LMI
 Limited Clientele criteria, the activity must either collect income documentation/screening for each client
 or serve a population presumed by HUD to be LMI (including abused children, elderly persons, battered
 spouses, homeless persons, severely disabled adults, illiterate adults, persons living with AIDS, and migrant
 farm workers.)
  Low to Moderate Income Area Benefit (LMA): Area Benefit activities must be available to all residents of an
 area where at least 51% of the residents are LMI based on HUD’s data of eligible areas over 51%. The area
 must be clearly delineated by the grantee and must be primarily residential.

Select which National Objective this program activity will address:
Low and Moderate Income Clientele (LMC)

Does this activity primarily benefit a population that HUD presumes to be low to moderate income, including
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abused children, elderly persons, battered spouses, homeless persons, illiterate adults, severely disabled adults,
persons living with AIDS, and migrant farm workers?
Yes

Please check the appropriate populations


 Abused Children
 Elderly Persons
 Battered Spouses
 Homeless Persons
 Illiterate Adults
 Severely Disabled Adults
 Persons Living with AIDS
 Migrant Farm Workers
B.5. HUD Program Objectives
Indicate which HUD program objective this program will address:
Creating a Suitable Living Environment

B.6. Priority Impact Level
The City of Portland CDBG Goals and Priorities:

  Neighborhood Investment and Infrastructure- Create strong, safe, accessible and vibrant neighborhoods-
 Invest in infrastructure to improve neighborhood assets and build strong, safe, accessible and vibrant
 neighborhoods. Improve accessibility through ADA compliance. Build sidewalks and trails to improve
 connectivity, increase the use of bicycles as a mode of transportation, and redevelop streetscapes to create
 shared streets for cars, bikes, and pedestrians that integrate with the fabric of the neighborhood. Support
 programs that increase safety in neighborhoods for residents and visitors. Invest in programs and services
 that address the specific needs of members of the community. Encourage programs that build a sense of
 inclusiveness, safety, and security within individual neighborhoods.
  Housing Availability-Increase housing availability and affordability- Increase housing availability and
 affordability to all Portland residents regardless of income, race, ethnicity, and family size. Encourage
 housing development by removing barriers to traditional urban housing types while ensuring the inclusion
 of workforce housing in significant development projects.
  Economic Opportunity- Create economic opportunities to transition people out of poverty- Invest in
 Portland businesses to enable them to expand to create jobs. Invest in persons wanting to create
 microenterprises. Engage job seekers in a continuum of services to increase their professional capacity,
 financial stability, and ability to maintain employment. Focus on difficult to employ populations including
 homeless, new Americans and single parent head of households. Combine resources and build partnerships
 between public and private entities to provide opportunities to transition Portland residents out of poverty
 to sustainable employment and financial stability.
  Address the Needs of the Growing Homeless Population- Prevent and reduce homelessness - Prevent
 individuals and families from becoming homeless and entering into the shelter system. Rapidly rehouse
 those who enter the shelter system. Provide necessary resources to assist vulnerable population’s
 transition out of homelessness, including housing opportunities for chronically homeless or long-term
 stayers at homeless shelters.

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  For more detailed information, please review the Needs-Goals-Priorities Table


Select the primary goal your program or project addresses:
Address the Needs of the Growing Homeless Population: Prevent and reduce homelessness

Beneficiaries

B.7. Describe the beneficiaries or clients served by the program.
Preble Street Teen Services Street Outreach program serves youth and young adults, ages 12-24, who are currently
experiencing homelessness, are at imminent risk of becoming homeless, or are fleeing or attempting to flee domestic
violence and are in need of shelter, safety, and basic needs.

B.8. How many will be served by the proposed program? (unduplicated -per year)
50

B.9. How many are low to moderate income residents of Portland?
50

B.10. What percentage of total clients are low to moderate income residents of Portland?
100.00%

Units of Service - The CDBG program provides quarterly reimbursements for your expenditures as long as your units
of service reported are proportional to your expenditures. Therefore, your units of service should be a measure which
is proportionate across the grant term and proportionate to your expenditures. For example, an hour of staff time or
bed nights in a shelter are common units of service.

B.11. Describe the type of unit of service provided by the program.
Staff hours dedicated to the grant project

B.12. How many units of service will be provided by the program?
2,080

Budget and Organizational Questions

B.13. What percentage of the total budget is CDBG?
7.00%

Program Objectives and Outcomes

B.14. What are the program objectives?
• Provide comprehensive and intensive street-based services to homeless youth located in Portland to connect them
to safe and stable housing options, including Preble Street’s Teen Shelter, through a dedicated Outreach Specialist. •
Provide homeless youth connection to a system of care providers for crisis, health care, education, vocation, anti-
trafficking support, and other services to help them move toward long-term stability. Street Outreach staff will
provide a warm hand-off to Preble Street or other community caseworkers for longer term case management and
support, as appropriate. • Engage with youth experiencing homelessness to ensure safety, build trusting relationships,
and ultimately support youth in accessing emergency shelter and housing opportunities, or in safely returning home.

B.15. What are the program outcomes?
• 50 youth will engage with the Outreach Specialist and will be offered access to hygiene products, basic needs,
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nutritious meals, and supportive services intentionally designed for youth and young adult populations. • 25 youth
will complete an initial intake and explore stabilization plans. • 100% of youth outreached under age 18 will have a
safety plan and/or guardian notification. If a guardian is inaccessible or reported to be unsafe to the youth, a safety
plan and DHHS report will be made by program staff.

B.16. Employees
Program specific, not for the entire organization.
 Totals
 How many employees are currently employed in this 7
 program?
 How many employees will be employed in this program if 8
 it receives CDBG funding?
  How many employees will be employed in this program 7
 if it does not receive CDBG funding?

Documentation

B.17. How will the beneficiaries’ information be collected and documented?
Initial basic information (Universal Data Elements) will be collected upon first contact with a young person to ensure
our ability to enter them into our data systems, including HMIS, and allow us to start documenting support provided.
Intake assessments are then completed to document additional and necessary information, such as previous living
situation(s), necessary notification information (family, DHHS, or guardian) based on age, medical or mental health
needs, etc. Information is entered into an agency database and the Homeless Management Information System
(HMIS).

B.18. How will the units of service be tracked and documented?
Staff hours entered into PayCom timesheet system and documented through labor reports.

B.19. How will the outcomes be measured, collected, and documented?
Teen Services uses HMIS and our internal database, Client Track, to track everything from a client’s shelter entries
through their exit from our programming. This includes the development of a Service Plan to identify goals and create
action steps to accomplish them, services provided each day, and referrals made to outside providers to address
issues ranging from education, employment, mental health, and substance use. With this information, we can closely
monitor and report on each client’s progression from homelessness to housing or from one program to another.
Preble Street also uses a tracking sheet for distributing basic needs items which allows us to measure brief contacts
with youth while conducting street outreach.




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C. Narrative Case Id: 30640
 Name: Preble Street - 2026
Completed by lallen@preblestreet.org on 11/17/2025 1:48 PM
 Address: *No Address Assigned


C. Narrative

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


C.1. Program Description
Describe the Program being proposed.
Preble Street Teen Services provides a continuum of services for youth experiencing homelessness through its
Outreach, Housing, and Shelter programming. Preble Street’s Teen Services has provided outreach services for several
years with support from state and federal agencies. In 2022, Preble Street received a grant from the U.S.
Administration for Children and Families, Family and Youth Services Bureau (FYSB) that allowed us to expand our
outreach services to include a Street Outreach Program. That FYSB grant ended in September 2025 and FYSB
discontinued the grant program, resulting in a loss of funding specifically for street outreach services. In our Street
Outreach programming, Outreach Specialists serve as a gateway for engaging youth to begin the process of moving
away from the street or other unsafe or unstable housing situations. Outreach Specialists traverse Portland on foot,
conducting regular known routes on a weekly basis Monday through Friday. Outreach Specialists utilize relationship-
building strategies to identify and create connections with youth and young adults experiencing homelessness. In
addition to daily routes, Outreach Specialists also provide community education and outreach to local providers and
schools to raise awareness about our program. Initial contacts with youth are focused on building trust and rapport.
Outreach staff carry backpacks with basic needs kits containing items such as food, water, clothing, hygiene products,
bus vouchers, and resource cards with personal safety information, including national and local hotline numbers and
local resource guides. Outreach Specialists also have camping supplies available to ensure that youth who are
currently residing outside have what they need to remain safe while unsheltered. Upon meeting youth, Preble Street
staff obtain basic information, including immediate needs, risk of trafficking or exploitation, and where/how to
contact them moving forward. This initial assessment offers youth immediate emotional support while allowing staff
to quickly connect youth to appropriate crisis or emergency services if necessary, or to assist with urgent care for
substance use, mental health conditions, or emergencies. The most effective youth-focused engagement strategy to
ensure safety and eventually support youth in leaving the streets is building intentional relationships over time. Once
Outreach Specialists establish rapport and trust, they use their knowledge of housing programs and resources to
support youth in accessing emergency shelter, longer-term housing opportunities within their home communities, an
age-appropriate housing program, or in engaging in family mediation to safely return home or reunify. Interventions
with youth in this program are relatively brief compared to longer term case management – the overall intention of
the Street Outreach Program is to connect youth to resources that can support them in gaining safe and stable
housing for the long term.

C.2. Community Need Description
Describe the scope of the community problem or need the program addresses. Reference plans, reports, data, or
past experience as applicable.
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According to the 2025 Maine Point-In-Time (PIT) count, 28% of homeless individuals in Maine were under age 24, with
488 children (under age 18) and 184 young adults (ages 18-24) included in the count. The annual PIT count is valuable
but it does not provide a comprehensive picture of homelessness in the state. The magnitude of Maine’s youth
homelessness problem is driven by several root causes, including poverty, lack of affordable housing, family
instability, system involvement, mental health and substance use disorders, domestic violence and abuse, and human
trafficking. More than 10% of Maine’s population lives in poverty, and 13% of Mainers experiencing poverty are under
the age of 18. Preble Street is the only provider of youth-focused street-based outreach services in Cumberland
County and operates the only youth drop-in center and emergency shelter in the region. For the past three years,
Preble Street has operated a federally funded Street Outreach Program which, combined with other funding sources,
allowed us to increase the number of runaway and homeless youth we can outreach in a year from 20 in 2021 to
about 120 in 2024. With the loss of federal funds for a stand-alone Street Outreach Program, we will not be able to
meet the growing demand for outreach services in Portland. Just in the six weeks following the end of our FYSB Street
Outreach grant in September 2025, our Outreach Program received 27 referrals for services through our online
referral form and over half of those youth are based in Portland. Through our routine outreach efforts, we are also
aware of approximately 10 youth who are currently unsheltered in and around Portland. These are youth who have
had difficulty engaging with services in the past and have little trust in service providers and support systems but are
in need of outreach services to connect them with community resources from a provider like Preble Street that is
skilled successfully engaging these youth in a way that more traditional services cannot. These youth need a high level
of age-appropriate services to remain safe and establish a foundation for a stable future.

C.3. Measurable Community Impact
Describe program outcomes and the impact it will have on the community. Include how progress will be evaluated
in reaching these goals
Preble Street’s Teen Street Outreach program meets the City of Portland’s commitment to provide a safety net for its
most vulnerable citizens, assists them to identify a safe a place to stay that keeps youth in crisis off downtown streets,
and offers resources and opportunities to help youth establish stable, independent living and a healthy future.
Proposed program outcomes: • 50 youth will engage with the Outreach Specialist and will be offered access to
hygiene products, basic needs, nutritious meals, and supportive services intentionally designed for youth and young
adult populations. • 25 youth will complete an initial intake and explore stabilization plans. • 100% of youth
outreached under age 18 will have a safety plan and/or guardian notification. If a guardian is inaccessible or reported
to be unsafe to the youth, a safety plan and DHHS report will be made by program staff. Progress in reaching these
objectives will be measured through case notes and client intakes. For youth who are outreached and stay at our Teen
Shelter, data gathered daily and monthly is reported to the Emergency Shelter Assessment Committee, Maine State
Housing Authority, and the State of Maine DHHS for review by providers, funders, and the public.

C.4. Goal
Choose and describe how this program meets one of the goals of the CDBG program:(See table here).

 1. Neighborhood Investment and Infrastructure - Create strong, safe, accessible and vibrant neighborhoods
 2. Housing Availability –Increase Housing availability and affordability
 3. Economic Opportunity – Create economic opportunity to transition people out of poverty
 4. Address the needs of the growing homeless population- prevent and reduce homelessness


4. Address the needs of the growing homeless population- prevent and reduce homelessness Ending homelessness is
the ultimate goal of Preble Street programs, and Street Outreach is a key entry point to services for young people that
are experiencing homelessness in Portland. Street Outreach is essential to the safety net for the record high numbers
of young people experiencing homelessness in Greater Portland. It is designed to rapidly re-house youth, reunifying
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them with family when possible or connecting them with other supportive or independent housing options. Even
when housing is not immediately an option, Outreach Specialists provide access to basic needs, crisis stabilization, and
safety planning for youth who are experiencing homelessness in Portland. Preble Street also operates the Joe Kreisler
Teen Shelter (JKTS), which offers streamlined access to emergency shelter for youth who are outreached and need an
immediate safe space to stay. The JKTS is a place where youth engage with caring and skilled adults and begin working
on housing, education, mental health, substance use disorders, employment, and health to increase their potential to
be stable, productive adults. Youth receive access to three daily meals, are provided referrals and access to mental
health and substance use disorder treatment and are provided case management to assist with housing and
education goals.

C.5. Priority Impact Level
Choose and describe how this program best addresses one of the priority impacts level activities from the selected
goal in the question above: :

 1. Neighborhood Investment and Infrastructure- Create strong, safe, accessible and vibrant neighborhoods.
 Eligible programs and activities include but are not limited to: Community policing, public infrastructure in
 target neighborhoods. Accessibility/ADA compliance, alternative modes of transportation; PRIORITY: Park
 and recreation facilities, historic preservation, tree planting, and non-profit rehab, inclusive and diverse
 community centers and engagement programs, senior services, disability services, public infrastructure
 outside of the targeted neighborhood.
 2. Housing Availability- Increase housing availability and affordability. Eligible programs and activities include
 but are not limited to; HIGH PRIORITY: Housing rehabilitation, adaptive reuse of housing, housing retention;
 PRIORITY: Rental assistance programs, environmental testing and remediation, energy
 efficiency/weatherization, fair housing activities, heating and fuel assistance, tenant landlord counseling
 services, and legal services.
 3. Economic Opportunity- Create economic opportunity to transition out of poverty. Eligible programs and
 activities include but are not limited to; HIGH PRIORITY: Job creation, microenterprise assistance, career
 advancement services (education, job training, GED attainment, ESL, etc.), Job retention support services
 (childcare vouchers, housing counseling, transportation assistance, etc.) PRIORITY: Façade improvements,
 and financial stability services (budgeting, financial planning, tax preparation, etc.).
 4. Address the Need of the Growing Homeless Population- Prevent and reduce homelessness. Eligible
 programs and activities include but are not limited to; HIGH PRIORITY: Food assistance, shelter services,
 mental health service, substance use disorder services, housing and housing services for long-term shelter
 consumers, emergency services to prevent homelessness; PRIORITY: Rental assistance, and at risk youth
 services.


4. Address the Need of the Growing Homeless Population--High priority Preble Street Teen Street Outreach services
address the high priority need of the growing homeless population by providing direct services such as shelter and
food assistance as well as connection to mental health services, substance use disorder services, housing and housing
services for long-term shelter consumers, emergency services to prevent homelessness, and services for literally
homeless and at-risk youth. Outreach Specialists identify youth experiencing homelessness in Portland and provide
immediate access to food and other critical basic needs and assist youth in identifying safe places to stay which may
include the Preble Street Teen Shelter. Preble Street caseworkers are trained to assist youth to identify and navigate
securing appropriate, safe housing options and diverting time spent in a shelter whenever possible. Teen Street
Outreach provides critical and basic needs of one of Portland's most vulnerable populations by providing services and
resources to ensure youth have the opportunity and skills to transition to safe, appropriate housing, achieve their
goals, and realize their full potential.

C.6. Guiding Principles
Describe how the program meets each of the following Guiding Principles: Priority to Lower Incomes, Diversity and
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Inclusiveness, Consistent with City Goals and Initiatives:

 1. Consistent. All projects and programs will be reviewed with respect to the Consolidated Plan and other
 HUD requirements; City goals, priority impact levels, and other CDBG or HOME investments. Proposals
 should be coordinated with relevant City Departments where appropriate and align with City initiatives.
 City plans can be found online at Portland's Housing Community Development Website
 Measurable Community Impact. Programs and projects will be evaluated based on how well they create a
 significant and measurable community impact.
 2. Diversity and Inclusiveness. Programs and projects shall address diversity and be inclusive in order to
 engage differences and create a culture of belonging.
 3. Priority to Lower Incomes. Priority will be given to projects and programs that serve the lowest income
 persons.
 4. Leveraged Funding. CDBG should not be the only source of funding for a program or project; leveraging
 other funds is essential.

 1. Consistent: Preble Street Teen Services Street Outreach aligns with the city’s goals to prevent and reduce
 homelessness, to rapidly re-house those in the shelter system and to provide necessary resources to assist the
 transition out of homelessness. Portland prioritizes access to food assistance, shelter services and housing
 services for long term shelter consumers, all of which are embedded in the mission of Preble Street’s Teen
 Services programs. Street Outreach provides a service entry point for youth experiencing homelessness who
 struggle with poverty, mental illness, substance use disorders, and family violence. Preble Street is an integral
 partner in ensuring shelter, basic needs, safety, and opportunity for this vulnerable population. City plans
 specifically identify this population for emergency services, case management, rapid re-housing, and
 individual and family intervention. 2. Diversity and Inclusiveness. Preble Street is committed to diversity and
 inclusiveness among the individuals that we serve and through our staff. We prioritize orienting and training
 our staff to embody a culture of inclusiveness. 3. Priority to Lower Incomes. 100% of youth served by Teen
 Services have very low to no income. 4. Leveraged Funding. Preble Street’s Administration for Children and
 Families, Family and Youth Services Bureau (FYSB) Street Outreach grant closed in September 2025, and the
 grant program was discontinued by FYSB. We secured a new FYSB award as of September 2025 for a
 Maternity Group Home (MGH) project; while this project will support some of the costs to maintain our street
 outreach activities, it is not sufficient to maintain our Street Outreach Specialist staffing. Preble Street will
 leverage the MGH grant to partially support staff time to continue street outreach activities for all populations
 of youth experiencing homelessness. Proposed CDBG funding would fill the gap in support needed to maintain
 Street Outreach Specialist staff and contribute to purchasing critical basic need items. All of Preble Street’s
 Teen Service programs are supported by a diverse mix of public (including DHHS and HUD) and private
 fundraising that focuses on relationships with donors and competitive grants—none are fully funded by grant
 support.



 C.7. Partnerships, Collaboration, and Outreach


If applying as a partnership, please describe the nature of the partnership, who is involved, and what agreement
there is among partners. Partnerships are two or more organizations or businesses who will share valuable
resources, work together toward a common goal, and increase efficiency in providing services.

If applying as a single entity please describe collaboration between service providers; coordination of services; or
outreach to the community.

Include any additional collaboration, coordination or outreach as relevant to ensure there is no duplication of

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services.


Preble Street is applying for this funding as a single entity, but our Teen Services program has strong collaborative
relationships with our partners at Day One and Spurwink (Collaboration Agreements attached) to provide referral
services for youth. The Day One Street Program is co-located with Preble Street and has been a partner with Teen
Services for over 30 years; they provide a continuum of substance use and mental health services to reconnect youth
and families to paths of healing and recovery. Spurwink is a long standing partner providing a range of services
through their Crisis Receiving Center for emergency behavioral health issues. Preble Street also works directly with
the Maine DHHS Office of Children and Family Services to increase awareness and collaboration when minors are
identified through outreach or access services at the Teen Shelter. Working with Teen Services caseworkers, DHHS
staff assist in finding homeless minors a secure and stable housing placement and/or assist in family reunification.
Preble Street Teen Services also works with The Opportunity Alliance Crisis Program, Sexual Assault Response Services
of Southern Maine, Through These Doors, Portland Police Department, and Maine Medical Center. In addition, we
maintain close relationships with youth programs across the state - including New Beginnings and Community Care’s
Shaw House - through the Statewide Homeless Council and Homeless Youth Provider Group (a subcommittee of the
Maine Continuum of Care). Street Outreach to youth in Portland includes the Bayside, East and West End
neighborhoods and Downtown Portland. Preble Street also keeps open lines of communication with adult shelters to
respond to 18-20 year olds who may present there but be better served by the Preble Street Teen Shelter. Our
approach focuses on locations where youth congregate throughout the Portland peninsula to reach and engage with
youth on the streets. Our staff also provide a resource for businesses in the community who observe or interact with
youth who may need services. The Preble Street mission and success depend on effective partnerships, based on a
belief that uniting the resources, skills, and strengths of complementary organizations is the best, most responsible
use of the community's limited social service resources. Particularly in the work with the City of Portland, Preble
Street has been integral to the efforts to provide a safety net that is responsive to service gaps while eliminating
duplication.

C.8. Readiness to Proceed
Describe the program’s timeline with specific dates and times, including start dates, end dates and milestones as
applicable.
Our Street Outreach programming is in transition after our federal grant expired in September 2025. The new FYSB-
funded MGH award is in process of launching, and the outreach component will be fully operational in the coming
months, which would include having newly recruited and trained Outreach Specialists on board with practical
experience. Our program can begin contributing to the proposed goals and outcomes of this application immediately
at the start of the CDBG grant period. A major Teen Services milestone is the consolidation of the currently separated
daytime Teen Center and nighttime Joe Kreisler Teen Shelter into one building, called Joe’s Place located at 343
Cumberland Avenue. We anticipate that Joe’s Place will be completed in the summer of 2026. We will continue to
provide shelter services to youth at our current 38 Preble Street until we transition to Joe’s Place, with no interruption
in our services. Our youth Street Outreach Program will continue operating out of 38 Preble Street alongside our
other Teen Services programs.

C.9. Experience Providing Service


Describe your organization's experience in delivering and managing this or similar programs.

Please summarize current licensing and accreditations obtained.


Preble Street Teen Services was established in 1996 to provide a low-barrier day shelter and services to youth
experiencing homelessness in a dedicated setting, separate from adults. In the ensuing years, Teen Services has grown

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to include the largest licensed youth shelter in the state, a drop-in center, a statewide outreach program, and several
different types of transitional and rapid re-housing programs for youth. Teen Services provides comprehensive
services to youth experiencing homelessness and those who have run away 365 days a year. In 2004, Preble Street
acquired and renovated the building now called the Teen Center in the heart of Portland to create a welcoming,
versatile, state-of-the-art facility to house its youth-oriented programs. The Teen Center remains a drop in space open
seven days a week from 8am to 8pm dedicated to meeting basic needs. The Joe Kreisler Teen Shelter was opened in
2013 and serves youth from 8pm to 8am daily. Early in 2025, Preble Street began the process of renovating the Teen
Center at 343 Cumberland Ave to combine the Teen Center and Teen Shelter into one location, called Joe’s Place.
Joe’s Place is expected to open in summer 2026. The JKTS maintains licensure through the State of Maine DHHS as a
Shelter for Homeless Youth (ID# 659627). Preble Street will maintain this same licensure with the opening of Joe’s
Place. Rigorous annual audits and regular monitoring reviews ensure compliance with state policy and best practice
for youth shelters. Preble Street’s Teen Services has provided outreach services for several years with support from
Maine DHHS and HUD; current Street Outreach Program developed and expanded capacity with the support of a
grant from the Administration for Children and Families, Family and Youth Services Bureau (FYSB) in 2023 and has
been conducting activities consistently since that time as part of our comprehensive programming to identify, engage
and provide services to youth experiencing homelessness. In addition to our outreach work through the Teen Services
program, Preble Street also runs a Street Outreach Collaborative program, developed as a response to the Covid-19
pandemic to provide social work services and meals to meet the basic needs of hundreds of people experiencing
homelessness in Portland. Additionally, Preble Street has in place the required fiscal controls and accounting
procedures to ensure prudent use, proper disbursement, and accurate accounting of grant funds received. The
organization has managed public and private grants for over 45 years and obtains an annual independent audit of its
financial statements. There are no unresolved monitoring or audit findings.

C.10. Financial Need


Describe why CDBG funds are necessary to this program.

How will this program continue if CDBG funding is not awarded?


CDBG support is necessary to address the loss in funding due to the discontinuation of the FYSB Street Outreach grant
program in September 2025. The FYSB grant provided $150,000 per year for three years and was the catalyst for
establishing and then maintaining our Street Outreach activities for the past three years. When leveraged with new
funding secured from FYSB under the Maternity Group Home grant program, CDBG funding will allow Preble Street to
continue Street Outreach services in Portland. The funds requested represent only 7% of the overall Teen Services
Street Outreach budget but would make a significant impact on stabilizing our staffing and allow Preble Street to
maintain enough staff capacity to provide safe, effective, and meaningful outreach to youth experiencing
homelessness in Portland.

C.11. Leveraged Funding Narrative


Describe all other sources of funding for this program or project. Identify which sources are secured and which are
projected. Include in-kind donations that may be used to supplement expenses where applicable.


Preble Street maintains a balance of public and private funding and works continuously to raise private dollars to
supplement public monies. Preble Street recently secured funding for Street Outreach from the Administration for
Youth and Families, Family and Youth Services Bureau, for a Maternity Group Home grant program. Teen Services
receives cost-shared funding from the State of Maine DHHS to support Outreach activities, and a mobile diversion

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focused grant program funded by a HUD CoC grant. This funding is not sufficient to maintain our Street Outreach
Specialist staffing and supplies to meet the need for outreaching youth in the City of Portland. CDBG support will
allow us to maintain sufficient staffing and supplies.

C.12. Budget Narrative


Provide a narrative explaining the budget and expenses for the program. Describe exactly what and who CDBG will
pay for in this program.

If this program was funded by CDBG in the previous year, you must explain why the increase is necessary and what
expansion of service is being provided.

Please ensure that budget amounts listed in the narrative match the Program Budget Detail.


The total operating costs for Teen Service’s Street Outreach Program are estimated at $1,268,322; the vast majority of
these costs are for staffing and critical basic needs supplies with additional costs for occupancy, travel and other
expenses. Preble Street requests $89,768 in CDBG funds to support our major cost categories for street outreach as
follows: Personnel Costs: $64,084 in estimated wages and benefits for one FTE dedicated Street Outreach Specialist
staff member. Supplies: $10,000 to purchase basic needs outreach supplies for youth. These items vary depending on
the need in the community and may include: food, clothing, water, hygiene products, bus vouchers, phone minutes,
emergency camping gear. Indirect Costs: $15,684 in indirect costs, calculated at 21.17% (per Preble Street’s current
federally negotiated indirect cost rate) on the $89,768 total requested amount.




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D. Program Budget Detail Case Id: 30640
 Name: Preble Street - 2026
Completed by lallen@preblestreet.org on 11/14/2025 12:44 PM
 Address: *No Address Assigned


D. Program Budget Detail

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


D.1. Grant Amount Requested - for social service programs the minimum amount requested is $10,000 and
Maximum is $150,000.
$89,768.00

D.2. Total Program Budget
$1,280,439.00

D.3. Please complete the table below.
 Budget Category Budget CDBG Request Other Funding Other Funding Funding Status
 Amount Source Source Name
 Wages $535,513.00 $50,066.00 $485,447.00 DHHS, HHS, HUD, Pending
 Private Sources
 Taxes & Benefits $157,478.00 $14,018.00 $143,460.00 DHHS, HHS, HUD, Pending
 Private Sources
 Program Expenses $4,140.00 $0.00 $4,140.00 DHHS, HHS, HUD, Pending
 Private Sources
 Client Assistance $16,720.00 $10,000.00 $6,720.00 DHHS, HHS, HUD, Pending
 Fund Private Sources
 Travel $15,960.00 $0.00 $15,960.00 DHHS, HHS, HUD, Pending
 Private Sources
 Occupancy $18,365.00 $0.00 $18,365.00 DHHS, HHS, HUD, Pending
 Private Sources
 Office Supplies $1,389.00 $0.00 $1,389.00 DHHS, HHS, HUD, Pending
 Private Sources
 Technology $15,749.00 $0.00 $15,749.00 DHHS, HHS, HUD, Pending
 Private SourcesD,
 misc.
 Staff Dev, Rec & $4,891.00 $0.00 $4,891.00 DHHS, HHS, HUD, Pending
 Orientation Private Sources
 Professional Fees $852.00 $0.00 $852.00 DHHS, HHS, HUD, Pending
 Private Sources
 Subcontracts $282,058.00 $0.00 $282,058.00 DHHS, HHS, HUD, Pending

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 Private Sources
 Property & Casulaty $3,614.00 $0.00 $3,614.00 DHHS, HHS, HUD, Pending
 Insurance Private Sources
 Indirect Costs $223,710.00 $15,684.00 $208,026.00 DHHS, HHS, HUD, Pending
 Private Sources
 $1,280,439.00 $89,768.00 $1,190,671.00




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 Page 51
E. Required Documents Case Id: 30640
 Name: Preble Street - 2026
Completed by lallen@preblestreet.org on 11/17/2025 1:49 PM
 Address: *No Address Assigned



Don't forget to SAVE your work before exiting this screen


Please provide the following information.

Documentation


 Agency Organizational Chart
An organizational chart must be provided that describes the agency’s administrative framework and staff positions,
indicates where the proposed project will fit into the organizational structure, and identifies any staff positions of
shared responsibility *Required
Preble Street CDBG Org Chart Nov.2025.pdf




 Articles of Incorporation/Bylaws
Articles of incorporation are the documents recognized by the State as formally establishing a private corporation,
business or agency. *Required
Articles of Incorporation.pdf




 Authorization to Request Funds and/or Designation of Authorized Official
Documentation must be submitted of the governing body’s authorization to submit the funding request and/or
Documentation must be submitted of the governing body’s action authorizing the representative of the agency to
submit the funding request, negotiate for, and contractually bind the agency.
**No files uploaded


 Complete List of Board Members
A list of the current board of directors or other governing body of the agency must be submitted. *Required
Preble Street Board of Directors.pdf




 Conflict of Interest Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded

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 Letters of Support/ MOUs
Demonstrated outreach in the form of Letters of Support and/or Memorandums of Agreement is required. Applicants
can submit as many items as desired, but are encouraged to prioritize quality over quantity. *Required
Letter of Collaboration_Day One_FE.pdf
Letter of Collaboration_Spurwink_FE.pdf




 Most Recent Agency Operating Budget *Required
Preble Street FY26 Operating Budget.pdf




 Most Recent Audit OR 990 as appropriate *Required
h. Preble Street FY24 Consolidated Financial Statement.pdf




 Non-Discrimination Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded


 Project Timeline *Required
Project Timeline_CDBG TS Street Outreach.pdf




 Verification of 501(c)3 status
Non-profit organizations must submit tax-exemption determination letters from the Federal Internal Revenue Service
and the State. *Required
k. Verification of 501(c)3 Status.pdf




 Whistleblower Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded


 Other Document Type
**No files uploaded




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 Page 53
Submit Case Id: 30640
 Name: Preble Street - 2026
Completed by lallen@preblestreet.org on 11/17/2025 1:49 PM
 Address: *No Address Assigned


Submit

Once an application is submitted, it can only be “Re-opened” by an Administrator.


Don't forget to SAVE your work before exiting this screen


 I certify to the best of my knowledge and belief that the information provided herein is true, complete, and
accurate. I am aware that the provision of false, fictitious, or fraudulent information, or the omission of any material
fact, may subject me to criminal, civil, or administrative consequences including, but not limited to violations of U.S.
Code Title 18, Sections 2, 1001, 1343 and Title 31, Sections 3729-3730 and 3801-3812.

Signature
Liz Allen
Electronically signed by lallen@preblestreet.org on 11/17/2025 1:49 PM

Title
Assistant Director of Public Grants




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Overview Case Id: 30641
 Name: Preble Street - 2026
Completed by tmatthews@preblestreet.org on 11/5/2025 12:08
 Address: *No Address Assigned
PM




Overview

Please provide the following information.




 Housing & Economic Development
 Department
 City of Portland HCD Program Manager
 CDBG Social Services 389 Congress St
 Portland, ME 04101
 Program 207-874-8731
 cdbg@portlandmaine.gov




INTRODUCTION

The City of Portland CDBG program seeks to foster innovative and creative programs that address the critical issues
facing the City of Portland. The CDBG funds should be seen as seed money for starting or expanding programs. The
purpose of our funding is to help get a program off the ground or successfully expand, all while prioritizing impact to
low and moderate income residents of Portland. We strongly encourage new programs to apply for CDBG funding,
and encourage all applicants to review a recent Addendum to our HUD Agreement to ensure compliance.

Before completing this application for funding, all applicants must read the Community Development Block Grant
Policies, which can be found at our website. The policies contain eligibility for funding, allowable expenses, scoring
and selection process procedure, etc. Points may be deducted if your application does not adhere to the Policies.


 I acknowledge that I have read and understood the Community Development Block Grant (CDBG) Policies. I
agree to adhere to all the terms, conditions, and requirements outlined in these Policies. If awarded CDBG funding,
I commit to following these guidelines throughout the implementation of the funded project.
 I understand that non-compliance with the CDBG Policies may result in the withdrawal of funding, the
requirement to return disbursed funds, or other penalties as outlined by the program.




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A. Agency Information Case Id: 30641
 Name: Preble Street - 2026
Completed by tmatthews@preblestreet.org on 11/5/2025 12:16
 Address: *No Address Assigned
PM




A. Agency Information

Please provide the following information.


Don't forget to SAVE your work before EXECUTIVE DIRECTOR
 A.8. Name
exiting this screen Mark Swan

 A.9. Phone
 (207) 775-0026
AGENCY INFORMATION
A.1. Agency Name A.10. Email
Preble Street mswann@preblestreet.org

A.2. Mailing Address PROJECT DIRECTOR
55 Portland Street Portland, ME 04101 A.11. Name
 Chris Saunders
A.3. Federal ID Number
01-0418917 A.12. Phone
 (207) 775-0026
A.4. Unique Entity Identifier- SAM.GOV
DC9CME1ZSCS1 A.13. Email
 csaunders@preblestreet.org
APPLICATION POINT OF CONTACT
A.5. Name FINANCIAL DIRECTOR
Liz Allen A.14. Name
 James Dowd
A.6. Phone
(207) 775-0026 A.15. Phone
 (207) 775-0026
A.7. Email
lallen@preblestreet.org A.16. Email
 jdowd@preblestreet.org




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B. Project Information Case Id: 30641
 Name: Preble Street - 2026
Completed by tmatthews@preblestreet.org on 11/17/2025 1:58
 Address: *No Address Assigned
PM




B. Project Information

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


B.1. Program Name (Note: If you are applying for funding for multiple programs, please submit an application for
each distinct program)
Nourish Initiative

B.2. Primary Address Services Are Delivered
Cotton Street Portland , ME 04101

B.3. Are there additional service address?
Yes

Enter additional service addresses:
 Street Address City State Zip Code
 pending

B.4. HUD National Objective
There are two approaches for meeting the Low to Moderate Income qualifications. Please select the applicable
National Objective:

  Low to Moderate Income Limited Clientele (LMC): Limited Clientele activities benefit a specific targeted
 group of persons of which at least 51% must be LMI based on HUD’s annual limits. In order to meet the LMI
 Limited Clientele criteria, the activity must either collect income documentation/screening for each client
 or serve a population presumed by HUD to be LMI (including abused children, elderly persons, battered
 spouses, homeless persons, severely disabled adults, illiterate adults, persons living with AIDS, and migrant
 farm workers.)
  Low to Moderate Income Area Benefit (LMA): Area Benefit activities must be available to all residents of an
 area where at least 51% of the residents are LMI based on HUD’s data of eligible areas over 51%. The area
 must be clearly delineated by the grantee and must be primarily residential.

Select which National Objective this program activity will address:
Low and Moderate Income Clientele (LMC)

Does this activity primarily benefit a population that HUD presumes to be low to moderate income, including
abused children, elderly persons, battered spouses, homeless persons, illiterate adults, severely disabled adults,

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persons living with AIDS, and migrant farm workers?
Yes

Please check the appropriate populations


 Abused Children
 Elderly Persons
 Battered Spouses
 Homeless Persons
 Illiterate Adults
 Severely Disabled Adults
 Persons Living with AIDS
 Migrant Farm Workers
B.5. HUD Program Objectives
Indicate which HUD program objective this program will address:
Creating Economic Opportunity

B.6. Priority Impact Level
The City of Portland CDBG Goals and Priorities:

  Neighborhood Investment and Infrastructure- Create strong, safe, accessible and vibrant neighborhoods-
 Invest in infrastructure to improve neighborhood assets and build strong, safe, accessible and vibrant
 neighborhoods. Improve accessibility through ADA compliance. Build sidewalks and trails to improve
 connectivity, increase the use of bicycles as a mode of transportation, and redevelop streetscapes to create
 shared streets for cars, bikes, and pedestrians that integrate with the fabric of the neighborhood. Support
 programs that increase safety in neighborhoods for residents and visitors. Invest in programs and services
 that address the specific needs of members of the community. Encourage programs that build a sense of
 inclusiveness, safety, and security within individual neighborhoods.
  Housing Availability-Increase housing availability and affordability- Increase housing availability and
 affordability to all Portland residents regardless of income, race, ethnicity, and family size. Encourage
 housing development by removing barriers to traditional urban housing types while ensuring the inclusion
 of workforce housing in significant development projects.
  Economic Opportunity- Create economic opportunities to transition people out of poverty- Invest in
 Portland businesses to enable them to expand to create jobs. Invest in persons wanting to create
 microenterprises. Engage job seekers in a continuum of services to increase their professional capacity,
 financial stability, and ability to maintain employment. Focus on difficult to employ populations including
 homeless, new Americans and single parent head of households. Combine resources and build partnerships
 between public and private entities to provide opportunities to transition Portland residents out of poverty
 to sustainable employment and financial stability.
  Address the Needs of the Growing Homeless Population- Prevent and reduce homelessness - Prevent
 individuals and families from becoming homeless and entering into the shelter system. Rapidly rehouse
 those who enter the shelter system. Provide necessary resources to assist vulnerable population’s
 transition out of homelessness, including housing opportunities for chronically homeless or long-term
 stayers at homeless shelters.
  For more detailed information, please review the Needs-Goals-Priorities Table

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Select the primary goal your program or project addresses:
Address the Needs of the Growing Homeless Population: Prevent and reduce homelessness

Beneficiaries

B.7. Describe the beneficiaries or clients served by the program.
The targeted beneficiaries are unsheltered individuals in Portland city.

B.8. How many will be served by the proposed program? (unduplicated -per year)
200

B.9. How many are low to moderate income residents of Portland?
200

B.10. What percentage of total clients are low to moderate income residents of Portland?
100.00%

Units of Service - The CDBG program provides quarterly reimbursements for your expenditures as long as your units
of service reported are proportional to your expenditures. Therefore, your units of service should be a measure which
is proportionate across the grant term and proportionate to your expenditures. For example, an hour of staff time or
bed nights in a shelter are common units of service.

B.11. Describe the type of unit of service provided by the program.
Number of meals served

B.12. How many units of service will be provided by the program?
73,000

Budget and Organizational Questions

B.13. What percentage of the total budget is CDBG?
20.00%

Program Objectives and Outcomes

B.14. What are the program objectives?
1. To provide hot prepared meals to people experiencing homelessness that allow them meet their daily nutritional
needs. 2. To increase the consistency and reliability of meal provision by offering daily meals in fixed location(s) at set
hours. 3. To offer outreach services to individuals receiving food assistance.

B.15. What are the program outcomes?
1) 73,000 meals prepared and distributed (15,120 meals supported by CDBG funding). 2) Site location(s) are known to
clients and food available and distributed at fixed sites during set hours. 3) Outreach and referral services available at
food distribution sites.

B.16. Employees
Program specific, not for the entire organization.
 Totals
 How many employees are currently employed in this 18
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 program?
 How many employees will be employed in this program if 18
 it receives CDBG funding?
  How many employees will be employed in this program 18
 if it does not receive CDBG funding?

Documentation

B.17. How will the beneficiaries’ information be collected and documented?
Each day the number of meals distributed and clients served are recorded in a tracking sheet. The staff distributing
the meals have the responsibility for compiling this information and it is aggregated by Preble Street's Food Programs
staff in a database.

B.18. How will the units of service be tracked and documented?
Preble Street dispatches meals to numerous sites on a daily basis from its Food Security Hub (FSH) in South Portland.
The loading and dispatching of meals is the responsibility of one team based at the Food Security Hub. This team
documents the number of meals dispatched to each site as they load. Once the meals arrive at site, they are counted
by the staff involved in the direct distribution to clients. All meals dispatched and distributed are recorded in a
database. The database helps Preble Street guard against fraud and abuse and identify trends over time to prevent
food waste.

B.19. How will the outcomes be measured, collected, and documented?
Outcomes will be documented and measured through menus developed (nutritious), databases (meals distributed),
from client feedback mechanisms (quality of meals, knowledge of distribution site) and from feedback from agencies
providing outreach (referrals provided, clients reached, type of service provided). Both Preble Street staff and the City
will have roles to play in monitoring the program.




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C. Narrative Case Id: 30641
 Name: Preble Street - 2026
Completed by tmatthews@preblestreet.org on 11/17/2025 2:06
 Address: *No Address Assigned
PM




C. Narrative

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


C.1. Program Description
Describe the Program being proposed.
The Nourish Initiative will source ingredients, plan, prepare, dispatch and distribute hot meals to unsheltered
individuals throughout Portland. During the pilot phase the program was a collaboration between the City of Portland,
Preble Street, Milestone and Hope Squad Maine and all partners have indicated a willingness to continue the
Initiative. During the pilot period, meals were distributed at a central location downtown (Cotton Street). The City will
remain responsible for identifying and approving sites and Preble Street will be responsible for menu planning, meal
preparation and delivery of meals to the site(s). Preble Street and outreach staff and volunteers from social service
agencies will be responsible for meal distribution and be able to provide referrals to other services as needed. If the
City’s involvement in this initiative should cease, Preble Street remains committed to producing meals that can be
used to feed the unsheltered population in Portland.

C.2. Community Need Description
Describe the scope of the community problem or need the program addresses. Reference plans, reports, data, or
past experience as applicable.
Portland, Maine has an estimated 100 unsheltered individuals sleeping outside each night within the city. The number
ranges based on the season and the availability of beds in the city's shelters. Shelters within Portland provide hot
meals to individuals but unsheltered individuals do not have regular access to warm meals or to kitchens for food
preparation. Historically, outreach teams from various social service agencies distributed meals from vans or on foot
to individuals throughout the City - but meal delivery was unpredictable and often individuals were overlooked. Local
businesses and city residents also complained to the City or called 911 when meals were delivered near their property
since individuals often lingered while eating their meals or discarded food containers in the area. In August of 2025
the City piloted an initiative to address the concerns of citizens and to better meet the food security needs of
unsheltered populations. The City identified a plot of land on Cotton Street and worked with Preble Street to produce
the meals and Preble Street, Milestone and Hope Squad Maine to distribute meals. This was an unfunded pilot
initiative - Preble Street purchased the food and provided transportation and each organization funded their own
staff's time. The initial pilot period was scheduled to end on September 30th, 2025 - but has been continued to the
end of 2025. The pilot program was assessed in September and a report issued in October with initial findings. Key
findings showed that clients appreciated the consistency and reliability of the meals and agencies were able to serve a
large number of individuals in a short period of time. An average of 74 individuals were served each day. Individuals
were able to obtain assistance from the MaineHealth Connect van, harm reduction providers, PATH, and to enroll into
the HOPE program. The pilot was also associated with a decrease in calls for service key areas of the city (Monument
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Square, Congress Park Square). There was also some anecdotal evidence of increased foot traffic and business
customers utilizing public spaces.

C.3. Measurable Community Impact
Describe program outcomes and the impact it will have on the community. Include how progress will be evaluated
in reaching these goals
There are three outcomes listed in section B.15. Each outcome, its impact, and how it will be evaluated is detailed
below. 1) 73,000 meals prepared and distributed. The impact is that individuals are able to meet their daily nutritional
and caloric needs to sustain health. This outcome will be measured through tracking sheets and databases maintained
by Preble Street. 2) Site location(s) are known to clients and food available and distributed at fixed sites during set
hours. The impact is that clients will have reliable access to food which will help them stay nourished and reduce the
stress unsheltered populations often experience when food supply is irregular. During the pilot the City evaluated this
outcome through user surveys and via informal feedback. The same methods will be used during the program. 3)
Outreach and referral services available at food distribution sites. The impact is that clients will have information and
access regarding available treatment and service programs that can contribute to long-term recovery. The program
will evaluate progress by tracking which agencies are present each week and highlighting significant achievements.
The pilot program also found that there was a decrease in calls for service and a perception of improved behaviors for
businesses and neighborhoods in City spaces. With continued programming and enhanced outreach Preble Street
believes that pattern can continue and further improve community relationships.

C.4. Goal
Choose and describe how this program meets one of the goals of the CDBG program:(See table here).

 1. Neighborhood Investment and Infrastructure - Create strong, safe, accessible and vibrant neighborhoods
 2. Housing Availability –Increase Housing availability and affordability
 3. Economic Opportunity – Create economic opportunity to transition people out of poverty
 4. Address the needs of the growing homeless population- prevent and reduce homelessness


4. Address the growing needs of the homeless population - prevent and reduce homelessness. The food aspect of the
program will directly address the nutritional needs of the homeless population and the outreach/referral aspect of
the program will aim to reduce homelessness by seeking to provide services that will lead to treatment and housing.

C.5. Priority Impact Level
Choose and describe how this program best addresses one of the priority impacts level activities from the selected
goal in the question above: :

 1. Neighborhood Investment and Infrastructure- Create strong, safe, accessible and vibrant neighborhoods.
 Eligible programs and activities include but are not limited to: Community policing, public infrastructure in
 target neighborhoods. Accessibility/ADA compliance, alternative modes of transportation; PRIORITY: Park
 and recreation facilities, historic preservation, tree planting, and non-profit rehab, inclusive and diverse
 community centers and engagement programs, senior services, disability services, public infrastructure
 outside of the targeted neighborhood.
 2. Housing Availability- Increase housing availability and affordability. Eligible programs and activities include
 but are not limited to; HIGH PRIORITY: Housing rehabilitation, adaptive reuse of housing, housing retention;
 PRIORITY: Rental assistance programs, environmental testing and remediation, energy
 efficiency/weatherization, fair housing activities, heating and fuel assistance, tenant landlord counseling
 services, and legal services.
 3. Economic Opportunity- Create economic opportunity to transition out of poverty. Eligible programs and

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 activities include but are not limited to; HIGH PRIORITY: Job creation, microenterprise assistance, career
 advancement services (education, job training, GED attainment, ESL, etc.), Job retention support services
 (childcare vouchers, housing counseling, transportation assistance, etc.) PRIORITY: Façade improvements,
 and financial stability services (budgeting, financial planning, tax preparation, etc.).
 4. Address the Need of the Growing Homeless Population- Prevent and reduce homelessness. Eligible
 programs and activities include but are not limited to; HIGH PRIORITY: Food assistance, shelter services,
 mental health service, substance use disorder services, housing and housing services for long-term shelter
 consumers, emergency services to prevent homelessness; PRIORITY: Rental assistance, and at risk youth
 services.


The primary goal of the Nourish Initiative is to provide meals to improve the wellbeing of individuals whose health and
stability are at risk because they do not have sufficient food resources. This directly addresses GOAL 4 which aims to
address the needs of the growing homeless population. Food assistance is identified as a high priority item within that
goal.

C.6. Guiding Principles
Describe how the program meets each of the following Guiding Principles: Priority to Lower Incomes, Diversity and
Inclusiveness, Consistent with City Goals and Initiatives:

 1. Consistent. All projects and programs will be reviewed with respect to the Consolidated Plan and other
 HUD requirements; City goals, priority impact levels, and other CDBG or HOME investments. Proposals
 should be coordinated with relevant City Departments where appropriate and align with City initiatives.
 City plans can be found online at Portland's Housing Community Development Website
 Measurable Community Impact. Programs and projects will be evaluated based on how well they create a
 significant and measurable community impact.
 2. Diversity and Inclusiveness. Programs and projects shall address diversity and be inclusive in order to
 engage differences and create a culture of belonging.
 3. Priority to Lower Incomes. Priority will be given to projects and programs that serve the lowest income
 persons.
 4. Leveraged Funding. CDBG should not be the only source of funding for a program or project; leveraging
 other funds is essential.

 1. Consistent. The Nourish Initiative is consistent with the City’s goal to “Prevent and Reduce Homelessness.”
 Preble Street housing and food assistance programs provide services for the City's most vulnerable
 populations. The City was the originator of the pilot program and will remain a key partner as it continues. 2.
 Diversity and Inclusiveness. Preble Street is committed to diversity and inclusiveness among the individuals
 that we serve and through our staff. We prioritize orienting and training our staff to embody a culture of
 inclusiveness. 3. Priority to Lower Incomes. 100% of services are offered to people experiencing
 homelessness and/or living with very low to no income. 4. Leveraged Funding. Preble Street’s fundraising to
 provide services to vulnerable populations is intentionally based on a mix of public and private fundraising
 that focuses on relationships with donors and competitive grant processes with local, state, or federal
 agencies and the United Way. All revenue sources are vital to maintain the level of work demanded.



 C.7. Partnerships, Collaboration, and Outreach


If applying as a partnership, please describe the nature of the partnership, who is involved, and what agreement
there is among partners. Partnerships are two or more organizations or businesses who will share valuable

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resources, work together toward a common goal, and increase efficiency in providing services.

If applying as a single entity please describe collaboration between service providers; coordination of services; or
outreach to the community.

Include any additional collaboration, coordination or outreach as relevant to ensure there is no duplication of
services.


Preble Street is applying as a single entity with collaborating partners. Roles are each partners are as follows: Preble
Street: Responsible for sourcing ingredients, preparing meals that meet nutritional needs of unsheltered individuals,
dispatching meals, distributing hot meals and data collection. Preble Street is also responsible for ensuring each meal
distribution is adequately staffed and outreach services coordinated. City of Portland: Responsible for identifying
appropriate sites for meal distribution, negotiations with abutters, and to share feedback from user surveys and
neighborhood members to help improve on service delivery. Milestone and Hope Squad: Responsible for meal
distribution on set days and providing outreach services. Peer organizations (MaineHealth, PATH, MMO and HOPE
Program) Responsible for outreach services and referrals to substance abuse programming, mental health treatment,
employment services and housing assistance.

C.8. Readiness to Proceed
Describe the program’s timeline with specific dates and times, including start dates, end dates and milestones as
applicable.
The program is ready to proceed, key milestones include: July 2026: Program Kick-Off External. Preble Street will chair
a kick-off meeting with partners to review the terms and conditions of the award with particular focus on reporting
deadlines. Key persons involved in meeting program deliverables will be identified and communication modalities
between partners will be reviewed. Preble Street will review data collection processes and feedback mechanisms. July
2026 - Program Kick-Off Meeting Internal - Preble Street will hold a kick-off meeting between its Food Program team
and Finance team. The objective is to ensure all teams have an overview of the project and to set up the award in
Preble Street's financial and administrative systems. Q1 - Q4 Feedback: During the entire program cycle Preble Street
and its partners will be welcoming feedback from clients, outreach agencies and city residents. Q1 review - end of
September 2026: Preble Street with chair a quarterly review meeting of all partners to review feedback received
during the first quarter and make program adjustments as needed. Q1 reporting: October 2026: Preble Street will
submit its quarterly report and financials. Q2 review - end of December 2026: Preble Street with chair a quarterly
review meeting of all partners to review feedback received during the first quarter and make program adjustments as
needed. Q2 reporting: January, 2027: Preble Street will submit its quarterly report and financials. Q3 review - end of
March 2027: Preble Street with chair a quarterly review meeting of all partners to review feedback received during
the first quarter and make program adjustments as needed. Q3 reporting: April 2027: Preble Street will submit its
quarterly report and financials. Q4 review - end of June 2027: Preble Street with chair a quarterly review meeting of
all partners to review feedback received during the first quarter and make program adjustments as needed. Annual
reporting: July 30th, 2027: Preble Street will submit its annual report and financials. Closeout Meeting External - June
2027: Closeout meeting to review accomplishments, discuss how and what activities will be continued and how and
what communications to stakeholders and needed. Closeout Meeting Internal - July 2027: Closeout meeting to close
to discuss what is needed to close the project financially and administratively.

C.9. Experience Providing Service


Describe your organization's experience in delivering and managing this or similar programs.

Please summarize current licensing and accreditations obtained.


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Driven by its mission, Preble Street continuously responds to urgent and emerging social problems by meeting both
immediate and long-term needs, developing and implementing solutions, and advocating for policies and programs
that eliminate the root causes of homelessness, hunger, and poverty. Founded in 1975 as a neighborhood center to
empower homeless and low-income people in Portland, Preble Street has become the hub of programs for the most
vulnerable and underserved residents of Maine, creating public and private partnerships to prevent and respond to
homelessness. From offices in Portland, Bangor, and Lewiston, Preble Street comprehensive social services offer a
spectrum of homeless prevention and crisis response from soup kitchens to health services, from shelters to
permanent housing, from street outreach to healing centers for individuals and families, teens and adults, veterans,
survivors of human trafficking, and New Mainers. The Nourish Imitative will be managed by Preble Street's Food
Program team. Over the past 10 years, the Food Program team has met the steadily increased demand for services
and grown from providing almost 465,000 meals a year to providing nearly one million meals. The program’s success
has continually benefited the City of Portland and its residents who cannot afford adequate food or who live in
conditions where they cannot store or prepare food. Preble Street has repeatedly responded to drastic fluctuations in
public resources and needs and diligently built private sector support to ensure our stability and ability to meet
service commitments. Preble Street has recently opened the Food Security Hub, a five-thousand square foot space
with a restaurant quality kitchen where meals are prepared and dispatched. Additionally, Preble Street has in place
the required fiscal controls and accounting procedures to ensure prudent use, proper disbursement, and accurate
accounting of grant funds received. The organization has managed public and private grants for over 45 years and
obtains an annual independent audit of its financial statements. There are no unresolved monitoring or audit findings.
The Food Program team located at the Food Security Hub includes six sous chefs and four prep cooks supported by 17
volunteers a day who assist with food prep, packaging, and dishwashing. Volunteers receive a mandatory orientation,
monthly training, and support from our team of chefs. We are also creating a food safety training video that all
volunteers and staff will be required to view that includes topics like knife handling, proper handwashing, safe food
storage and labeling, temperature control, and cross contamination prevention. The team preparing meals for the
Nourish Initiative are experienced, trained and can absorb the added meal preparation.

C.10. Financial Need


Describe why CDBG funds are necessary to this program.

How will this program continue if CDBG funding is not awarded?


Each meal produced by Preble Street costs just under $5. This includes costs of ingredients, staff time, facility costs
and transportation. The budget for the Nourish Initiative is $362,080 which is the cost of 200 meals/day at $4.96/meal
multiplied by 365 days. Preble Street self-funded the pilot period of the program. During the pilot the number of
meals required steadily increased and as of November 2025 the program is distributing approximately 220 meals per
day. Preble Street was able to self-fund the pilot because the initial duration was short, the number of meals required
were initially modest and the program was implemented during the summertime when Preble Street has an influx of
donations from local farms. CDBG funding is needed to help offset the increased costs. Food and staff costs are
projected to increase as demand and the number of meals required increases and due to seasonal price fluctuations.
Preble Street and its partners will continue to contribute costs for meal preparation, transportation of meals, and
distribution costs. The CDBG funds will allow Preble Street to dedicate a minimum of 200 meals each day to the
program daily. Without CDBG funding Preble Street may need to limit meal availability if funding does not allow it to
continue to absorb all costs.

C.11. Leveraged Funding Narrative


Describe all other sources of funding for this program or project. Identify which sources are secured and which are

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projected. Include in-kind donations that may be used to supplement expenses where applicable.


The budget for the Nourish Initiative is $362,080 which is the cost of 200 meals/day at $4.96/meal multiplied by 365
days. Preble Street is requesting $75,000 from CDBG and the balance of $287,080 will be contributed from other
sources. Preble Street purchases discounted food from the Good Shepherd Food Bank and receives donated food
from local famers (Jordan Farm). Both sources will help offset food costs. The balance of costs for meal preparation,
transport, distribution and delivery will be covered by Preble Street's private resources generated through our
fundraising efforts.

C.12. Budget Narrative


Provide a narrative explaining the budget and expenses for the program. Describe exactly what and who CDBG will
pay for in this program.

If this program was funded by CDBG in the previous year, you must explain why the increase is necessary and what
expansion of service is being provided.

Please ensure that budget amounts listed in the narrative match the Program Budget Detail.


The budget for the Nourish Initiative is $362,080 which is the cost of 200 meals/day at $4.96/meal multiplied by 365
days. CDBG funds will contribute to food and staffing expenses. Preble Street used a unit cost of $4.96 in its detailed
budget. Preble Street calculates a per meal cost by dividing its total monthly costs for operating the Food Programs by
the total number of meals produced each month. The actual cost ranges between $5 and $6, Preble Street uses a
meal cost of $4.96 to ensure CDBG funds are not overcharged.




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D. Program Budget Detail Case Id: 30641
 Name: Preble Street - 2026
Completed by tmatthews@preblestreet.org on 11/17/2025 2:06
 Address: *No Address Assigned
PM




D. Program Budget Detail

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


D.1. Grant Amount Requested - for social service programs the minimum amount requested is $10,000 and
Maximum is $150,000.
$75,000.00

D.2. Total Program Budget
$362,080.00

D.3. Please complete the table below.
 Budget Category Budget CDBG Request Other Funding Other Funding Funding Status
 Amount Source Source Name
 Meal cost (73,000 $362,080.00 $75,000.00 $287,080.00 Good Shepherd, local Committed
 meals @ $4.96) farms, private
 $362,080.00 $75,000.00 $287,080.00




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E. Required Documents Case Id: 30641
 Name: Preble Street - 2026
Completed by tmatthews@preblestreet.org on 11/17/2025 2:07
 Address: *No Address Assigned
PM




Don't forget to SAVE your work before exiting this screen


Please provide the following information.

Documentation


 Agency Organizational Chart
An organizational chart must be provided that describes the agency’s administrative framework and staff positions,
indicates where the proposed project will fit into the organizational structure, and identifies any staff positions of
shared responsibility *Required
Preble Street CDBG Org Chart.Food Programs.Nov.2025.pptm




 Articles of Incorporation/Bylaws
Articles of incorporation are the documents recognized by the State as formally establishing a private corporation,
business or agency. *Required
Articles of Incorporation.pdf




 Authorization to Request Funds and/or Designation of Authorized Official
Documentation must be submitted of the governing body’s authorization to submit the funding request and/or
Documentation must be submitted of the governing body’s action authorizing the representative of the agency to
submit the funding request, negotiate for, and contractually bind the agency.
**No files uploaded


 Complete List of Board Members
A list of the current board of directors or other governing body of the agency must be submitted. *Required
Preble Street Board of Directors.pdf




 Conflict of Interest Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded
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 Letters of Support/ MOUs
Demonstrated outreach in the form of Letters of Support and/or Memorandums of Agreement is required. Applicants
can submit as many items as desired, but are encouraged to prioritize quality over quantity. *Required
Letter of Support - Hope Squad.pdf
Milestone Recovery Letter of Support for Preble Street.pdf




 Most Recent Agency Operating Budget *Required
Preble Street FY26 Operating Budget.pdf




 Most Recent Audit OR 990 as appropriate *Required
Preble Street FY24 Consolidated Financial Statement.pdf




 Non-Discrimination Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded


 Project Timeline *Required
Nourish Initiative Project Timeline.docx




 Verification of 501(c)3 status
Non-profit organizations must submit tax-exemption determination letters from the Federal Internal Revenue Service
and the State. *Required
Verification of 501(c)3 Status.pdf




 Whistleblower Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded


 Other Document Type
**No files uploaded




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Submit Case Id: 30641
 Name: Preble Street - 2026
Completed by lallen@preblestreet.org on 11/17/2025 2:09 PM
 Address: *No Address Assigned


Submit

Once an application is submitted, it can only be “Re-opened” by an Administrator.


Don't forget to SAVE your work before exiting this screen


 I certify to the best of my knowledge and belief that the information provided herein is true, complete, and
accurate. I am aware that the provision of false, fictitious, or fraudulent information, or the omission of any material
fact, may subject me to criminal, civil, or administrative consequences including, but not limited to violations of U.S.
Code Title 18, Sections 2, 1001, 1343 and Title 31, Sections 3729-3730 and 3801-3812.

Signature
Liz Allen
Electronically signed by lallen@preblestreet.org on 11/17/2025 2:09 PM

Title
Assistant Director of Public Grants




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Overview Case Id: 30645
 Name: Maine Needs - 2026
Completed by laurie@wheelhouseconsulting.org on 10/20/2025
 Address: *No Address Assigned
12:45 PM




Overview

Please provide the following information.




 Housing & Economic Development
 Department
 City of Portland HCD Program Manager
 CDBG Social Services 389 Congress St
 Portland, ME 04101
 Program 207-874-8731
 cdbg@portlandmaine.gov




INTRODUCTION

The City of Portland CDBG program seeks to foster innovative and creative programs that address the critical issues
facing the City of Portland. The CDBG funds should be seen as seed money for starting or expanding programs. The
purpose of our funding is to help get a program off the ground or successfully expand, all while prioritizing impact to
low and moderate income residents of Portland. We strongly encourage new programs to apply for CDBG funding,
and encourage all applicants to review a recent Addendum to our HUD Agreement to ensure compliance.

Before completing this application for funding, all applicants must read the Community Development Block Grant
Policies, which can be found at our website. The policies contain eligibility for funding, allowable expenses, scoring
and selection process procedure, etc. Points may be deducted if your application does not adhere to the Policies.


 I acknowledge that I have read and understood the Community Development Block Grant (CDBG) Policies. I
agree to adhere to all the terms, conditions, and requirements outlined in these Policies. If awarded CDBG funding,
I commit to following these guidelines throughout the implementation of the funded project.
 I understand that non-compliance with the CDBG Policies may result in the withdrawal of funding, the
requirement to return disbursed funds, or other penalties as outlined by the program.




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A. Agency Information Case Id: 30645
 Name: Maine Needs - 2026
Completed by laurie@wheelhouseconsulting.org on 11/8/2025
 Address: *No Address Assigned
1:27 PM




A. Agency Information

Please provide the following information.


Don't forget to SAVE your work before EXECUTIVE DIRECTOR
 A.8. Name
exiting this screen Angela Stone

 A.9. Phone
 (207) 838-2391
AGENCY INFORMATION
A.1. Agency Name A.10. Email
Maine Needs angela@maineneeds.org

A.2. Mailing Address PROJECT DIRECTOR
2385 Congress St Portland, ME 04102 A.11. Name
 Angela Stone
A.3. Federal ID Number
84-4746926 A.12. Phone
 (207) 838-2391
A.4. Unique Entity Identifier- SAM.GOV
RRUEY28MSXL1 A.13. Email
 angela@maineneeds.org
APPLICATION POINT OF CONTACT
A.5. Name FINANCIAL DIRECTOR
Laurie Jevons A.14. Name
 Sarah Paul
A.6. Phone
(518) 248-6960 A.15. Phone
 (207) 358-9344
A.7. Email
laurie@wheelhouseconsulting.org A.16. Email
 sarah@maineneeds.org




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B. Project Information Case Id: 30645
 Name: Maine Needs - 2026
Completed by laurie@wheelhouseconsulting.org on 11/13/2025
 Address: *No Address Assigned
8:16 AM




B. Project Information

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


B.1. Program Name (Note: If you are applying for funding for multiple programs, please submit an application for
each distinct program)
Maine Needs

B.2. Primary Address Services Are Delivered
2385 Congress St Portland, ME 04102

B.3. Are there additional service address?
No

B.4. HUD National Objective
There are two approaches for meeting the Low to Moderate Income qualifications. Please select the applicable
National Objective:

  Low to Moderate Income Limited Clientele (LMC): Limited Clientele activities benefit a specific targeted
 group of persons of which at least 51% must be LMI based on HUD’s annual limits. In order to meet the LMI
 Limited Clientele criteria, the activity must either collect income documentation/screening for each client
 or serve a population presumed by HUD to be LMI (including abused children, elderly persons, battered
 spouses, homeless persons, severely disabled adults, illiterate adults, persons living with AIDS, and migrant
 farm workers.)
  Low to Moderate Income Area Benefit (LMA): Area Benefit activities must be available to all residents of an
 area where at least 51% of the residents are LMI based on HUD’s data of eligible areas over 51%. The area
 must be clearly delineated by the grantee and must be primarily residential.

Select which National Objective this program activity will address:
Low and Moderate Income Clientele (LMC)

Does this activity primarily benefit a population that HUD presumes to be low to moderate income, including
abused children, elderly persons, battered spouses, homeless persons, illiterate adults, severely disabled adults,
persons living with AIDS, and migrant farm workers?
Yes

Please check the appropriate populations

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 Abused Children
 Elderly Persons
 Battered Spouses
 Homeless Persons
 Illiterate Adults
 Severely Disabled Adults
 Persons Living with AIDS
 Migrant Farm Workers
B.5. HUD Program Objectives
Indicate which HUD program objective this program will address:
Creating a Suitable Living Environment

B.6. Priority Impact Level
The City of Portland CDBG Goals and Priorities:

  Neighborhood Investment and Infrastructure- Create strong, safe, accessible and vibrant neighborhoods-
 Invest in infrastructure to improve neighborhood assets and build strong, safe, accessible and vibrant
 neighborhoods. Improve accessibility through ADA compliance. Build sidewalks and trails to improve
 connectivity, increase the use of bicycles as a mode of transportation, and redevelop streetscapes to create
 shared streets for cars, bikes, and pedestrians that integrate with the fabric of the neighborhood. Support
 programs that increase safety in neighborhoods for residents and visitors. Invest in programs and services
 that address the specific needs of members of the community. Encourage programs that build a sense of
 inclusiveness, safety, and security within individual neighborhoods.
  Housing Availability-Increase housing availability and affordability- Increase housing availability and
 affordability to all Portland residents regardless of income, race, ethnicity, and family size. Encourage
 housing development by removing barriers to traditional urban housing types while ensuring the inclusion
 of workforce housing in significant development projects.
  Economic Opportunity- Create economic opportunities to transition people out of poverty- Invest in
 Portland businesses to enable them to expand to create jobs. Invest in persons wanting to create
 microenterprises. Engage job seekers in a continuum of services to increase their professional capacity,
 financial stability, and ability to maintain employment. Focus on difficult to employ populations including
 homeless, new Americans and single parent head of households. Combine resources and build partnerships
 between public and private entities to provide opportunities to transition Portland residents out of poverty
 to sustainable employment and financial stability.
  Address the Needs of the Growing Homeless Population- Prevent and reduce homelessness - Prevent
 individuals and families from becoming homeless and entering into the shelter system. Rapidly rehouse
 those who enter the shelter system. Provide necessary resources to assist vulnerable population’s
 transition out of homelessness, including housing opportunities for chronically homeless or long-term
 stayers at homeless shelters.
  For more detailed information, please review the Needs-Goals-Priorities Table


Select the primary goal your program or project addresses:
Address the Needs of the Growing Homeless Population: Prevent and reduce homelessness

Beneficiaries
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B.7. Describe the beneficiaries or clients served by the program.
Maine Needs supports Portland’s most vulnerable residents, including unhoused individuals, asylee, refugee, and
immigrant communities, and families receiving state assistance. We maintain strong partnerships with case managers
across the city, as well as Portland Public Schools and collaborate closely with staff supporting unhoused and
multilingual students.

B.8. How many will be served by the proposed program? (unduplicated -per year)
33,512

B.9. How many are low to moderate income residents of Portland?
30,160

B.10. What percentage of total clients are low to moderate income residents of Portland?
90.00%

Units of Service - The CDBG program provides quarterly reimbursements for your expenditures as long as your units
of service reported are proportional to your expenditures. Therefore, your units of service should be a measure which
is proportionate across the grant term and proportionate to your expenditures. For example, an hour of staff time or
bed nights in a shelter are common units of service.

B.11. Describe the type of unit of service provided by the program.
One hour of staff time. As a primarily volunteer run organization, Maine Needs has eight core staff (five full time,
three part time). Based on an average of 103 hours a week across the four primary roles working in the Portland area,
and an average of fifty worked weeks per year, the total time dedicated to this project is 5,150.

B.12. How many units of service will be provided by the program?
5,150

Budget and Organizational Questions

B.13. What percentage of the total budget is CDBG?
8.00%

Program Objectives and Outcomes

B.14. What are the program objectives?
Maine Needs helps ensure that residents across all 16 Maine counties have access to the essentials that support
safety, comfort, and dignity. Based in Portland, we focus our efforts on serving individuals and families facing
hardship, including unhoused community members and those adjusting to life in Maine. The majority of our partner
organizations are based in Portland, our biggest service area. We provide donated goods such as warm winter
clothing, bedding, tents, and sleeping bags, working closely with caseworkers, school staff, healthcare providers, and
street outreach teams to pack and deliver essentials throughout the Greater Portland area and beyond. This includes
deep relationship and collaboration with Preble Street, Avesta Housing, The Opportunity Alliance and Spurwink.

B.15. What are the program outcomes?
Partner with more than 175 organizations across the state to ensure essential material goods are distributed to
Mainers in all 16 counties, with a priority focus on the Portland metro area Build on existing programs to distribute
more than 10,000 coats and jackets and 5,000 tents and sleeping bags to Portland based service providers in FY 2026
Recruit and retain more than 3,500 volunteers in 2026 to ensure essential services (sorting donations/ packing
requests) are able to continue without interruption.
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B.16. Employees
Program specific, not for the entire organization.
 Totals
 How many employees are currently employed in this 4
 program?
 How many employees will be employed in this program if 4
 it receives CDBG funding?
  How many employees will be employed in this program 4
 if it does not receive CDBG funding?

Documentation

B.17. How will the beneficiaries’ information be collected and documented?
In 2025, Maine Needs strengthened its data collection practices by implementing a more comprehensive system for
tracking each caseworker request. This enhanced process includes documenting demographic information for request
recipients to better understand and measure the reach and equity of our services.

B.18. How will the units of service be tracked and documented?
Maine Needs staff work an average of 40 hours a week to support essential material distribution. Our Executive
Director supervises staff and ensures compliance with work deliverables.

B.19. How will the outcomes be measured, collected, and documented?
Maine Needs uses a combination of quantitative and qualitative data to measure, collect, and document the
outcomes of our work. This includes tracking incoming requests, caseworker reach, volunteer participation, and
donated goods. Since our founding in 2020, Maine Needs has distributed more than 1,810,813 items statewide. All
data is documented through our internal tracking systems and reviewed quarterly to inform operations, measure
impact, and guide future planning.




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C. Narrative Case Id: 30645
 Name: Maine Needs - 2026
Completed by laurie@wheelhouseconsulting.org on 11/13/2025
 Address: *No Address Assigned
8:30 AM




C. Narrative

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


C.1. Program Description
Describe the Program being proposed.
Maine Needs is a community-powered donation center and 501(c)(3) nonprofit that helps low- to moderate-income
individuals and families across Maine meet their basic material needs. We partner with nonprofits, schools, and
hospitals to respond to direct requests from caseworkers, teachers, nurses, and outreach teams. Volunteers work in
our donation center six days a week, sorting donations, packing and fulfilling requests, ensuring that essential items
reach those who need them most. Maine Needs serves some of the most vulnerable populations in our state ,
including families struggling to afford basic necessities, asylum seekers, survivors of domestic violence, individuals
reentering the community after incarceration, and unhoused Mainers. The requests we fill often include essentials
such as bedding, hygiene products, cleaning supplies, and warm clothing. Our model is simple and community-driven:
we collect donated goods, purchase items that are not donated, and distribute them through trusted provider
partners. Caseworkers and outreach professionals prioritize requests based on urgent needs, such as winter gear or
hygiene items, followed by household essentials and other supports. Some of our highest requested items (like tents,
tarps, and sleeping bags) support Maine's growing unhoused population against Maine's harsh weather. While we
accept donations three days a week at our Portland-based center and through community collection drives, high-
demand items -particularly cleaning and hygiene products, which cannot be purchased with benefits like SNAP - are
often difficult to keep in stock. Many families we serve face ongoing financial strain, even with programs like TANF,
due to rising costs of rent, utilities, and everyday living. Demand for our services continues to grow: in 2024, we filled
15,963 requests, 2,769 more than the previous year. To maximize impact, we pursue wholesale discounts, product
sponsorships, and partnerships with local retailers to stretch every dollar further. In-kind donations of material goods
(from individuals, community donation drives, and corporate partners) make up 80% of our operating budget. We
continue to operate a lean model, sourcing highest needs in real time from the Maine community, which also allows
us to be highly responsive to caseworker requests. Though primarily volunteer-run, Maine Needs has recently
transitioned into a more sustainable staffing model. After hiring our first employee in 2022, we have grown to a small
but dedicated team of eight core employees, supported by over 30 volunteer shift leaders who manage daily
operations - from training new volunteers and filling requests to sorting and preparing donated items for distribution.
Maine Needs celebrated five years of serving the Portland community in October 2025, and year after year we see our
reach increase.

C.2. Community Need Description
Describe the scope of the community problem or need the program addresses. Reference plans, reports, data, or
past experience as applicable.
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According to the 2024 United Way ALICE Report, 249,725 Maine households- 42% of all households in the state-
struggle to afford basic necessities. This includes essential items like warm clothing, bedding, hygiene products, and
cleaning supplies. For many families and individuals, especially those with limited income or experiencing housing
insecurity, these unmet material needs compound daily stress and instability. Maine Needs exists to close this gap by
providing access to the everyday essentials that support safety, comfort, and dignity. Founded as a grassroots
community effort, we connect Mainers who want to help with those who need support. Through donations of new
and gently used goods, we make it possible for neighbors, schools, businesses, and faith communities to participate
directly in helping others. Operating out of Portland (our largest service area) we collaborate with caseworkers,
guidance counselors, school nurses, and street outreach teams who request items on behalf of their clients. These
requests range from a single coat or tent for someone unhoused to complete household setups for families
transitioning into new apartments. Volunteers thoughtfully sort, pack, and prepare each order, often fulfilling
requests within days—without cumbersome applications, fees, or waiting lists. The impact is immediate and tangible.
By supplying warm clothing, hygiene and cleaning kits, baby essentials, and household items, we not only meet
material needs but also help families stretch their limited budgets toward other essentials like food, heating, and
transportation. Since opening our Portland headquarters in October 2020, Maine Needs has fulfilled 35,527 requests
from social workers, educators, healthcare providers, and outreach teams. As of October 31, 2025 this included
383,076 material goods distributed since January 1, 2025. This included 464 sleeping bags, 1,595 pots and pans, 2,591
comforters, and 5,083 men’s and women’s jackets. Through this responsive, community-driven model, Maine Needs
addresses a growing statewide crisis of material insecurity—meeting urgent needs quickly while fostering a deeper
sense of connection and shared responsibility across Maine.

C.3. Measurable Community Impact
Describe program outcomes and the impact it will have on the community. Include how progress will be evaluated
in reaching these goals
Maine Needs provides essential material support to some of Portland’s most vulnerable residents, including children
and adults who lack access to basic necessities such as bedding, hygiene products, and cleaning supplies. Our services
reach low- to moderate-income families struggling to meet basic needs amid rising costs of living, as well as asylum
seekers, domestic violence survivors, those reentering the community after incarceration, and individuals
experiencing homelessness. Between 2022 and 2024, an average of 658 immigrants and refugees arrived in Maine
annually, and Maine Needs continues to play a vital role in equipping caseworkers and partner organizations with the
clothing, footwear, hygiene products, and household goods needed to help families resettle and thrive. Priority
populations served through our programs include: Unhoused individuals and families Recovery and sober-living
communities Military veterans Asylee, refugee, and immigrant populations Students and families in public schools
Through our network of 500 providers across 260 organizations statewide—including more than 180 providers serving
Portland—Maine Needs ensures equitable access to material support across all 16 counties. Program outcomes are
measured through detailed data tracking of every caseworker request, which records item types, quantities, and
recipient demographics. These data points allow us to monitor service distribution in real time and identify emerging
areas of need. Regular communication with caseworkers, school social workers, and partner agencies helps us
evaluate the timeliness and effectiveness of our response. Progress is assessed quarterly based on the number of
requests filled, geographic coverage, and community feedback, with a focus on ensuring that our support aligns with
Maine’s highest-need populations. Each volunteer shift includes a structured tracking process where volunteers
record every item “packed in requests.” This system allows us to monitor in real time what materials are being
distributed, what inventory needs replenishment, and which types of items are in highest demand. In 2024, we filled
2,769 more requests than in 2023, a clear indicator of the growing need across the state. Overall, the measurable
impact of Maine Needs is demonstrated through the volume of essential goods distributed, the breadth of partner
collaboration, and the depth of our community relationships. Each request filled contributes directly to a more stable,
connected, and resilient Maine.
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C.4. Goal
Choose and describe how this program meets one of the goals of the CDBG program:(See table here).

 1. Neighborhood Investment and Infrastructure - Create strong, safe, accessible and vibrant neighborhoods
 2. Housing Availability –Increase Housing availability and affordability
 3. Economic Opportunity – Create economic opportunity to transition people out of poverty
 4. Address the needs of the growing homeless population- prevent and reduce homelessness


Maine Needs supports individuals and families transitioning out of homelessness by providing essential material
goods that ease the financial and emotional burden of establishing stable housing. These resources include critical
household items such as linens, cookware, cleaning supplies, and hygiene products—basic necessities that are often
unaffordable for those moving from shelters or temporary housing into permanent homes. Among our most
requested items are sheets, towels, cleaning products, and personal hygiene essentials. By reducing the upfront costs
associated with setting up a home, Maine Needs helps remove one of the most significant barriers to successful
housing transitions. Providing these items not only supports physical comfort and stability but also fosters dignity and
a sense of belonging, reinforcing the broader community’s care and commitment to those rebuilding their lives. We
recognize that housing is healthcare. While many of our partner caseworkers and service providers focus on securing
housing placements, Maine Needs complements these efforts by supplying the material goods necessary to sustain
them. For individuals who remain unsheltered or in unstable living situations, we also provide critical survival items
such as tents, sleeping bags, and tarps—resources that help protect against Maine’s harsh seasonal conditions and
promote safety and well-being while longer-term housing solutions are pursued. Through these efforts, Maine Needs
plays an essential role in the continuum of homelessness prevention and reduction-supporting both immediate needs
and long-term stability for some of Maine’s most vulnerable residents.

C.5. Priority Impact Level
Choose and describe how this program best addresses one of the priority impacts level activities from the selected
goal in the question above: :

 1. Neighborhood Investment and Infrastructure- Create strong, safe, accessible and vibrant neighborhoods.
 Eligible programs and activities include but are not limited to: Community policing, public infrastructure in
 target neighborhoods. Accessibility/ADA compliance, alternative modes of transportation; PRIORITY: Park
 and recreation facilities, historic preservation, tree planting, and non-profit rehab, inclusive and diverse
 community centers and engagement programs, senior services, disability services, public infrastructure
 outside of the targeted neighborhood.
 2. Housing Availability- Increase housing availability and affordability. Eligible programs and activities include
 but are not limited to; HIGH PRIORITY: Housing rehabilitation, adaptive reuse of housing, housing retention;
 PRIORITY: Rental assistance programs, environmental testing and remediation, energy
 efficiency/weatherization, fair housing activities, heating and fuel assistance, tenant landlord counseling
 services, and legal services.
 3. Economic Opportunity- Create economic opportunity to transition out of poverty. Eligible programs and
 activities include but are not limited to; HIGH PRIORITY: Job creation, microenterprise assistance, career
 advancement services (education, job training, GED attainment, ESL, etc.), Job retention support services
 (childcare vouchers, housing counseling, transportation assistance, etc.) PRIORITY: Façade improvements,
 and financial stability services (budgeting, financial planning, tax preparation, etc.).
 4. Address the Need of the Growing Homeless Population- Prevent and reduce homelessness. Eligible
 programs and activities include but are not limited to; HIGH PRIORITY: Food assistance, shelter services,
 mental health service, substance use disorder services, housing and housing services for long-term shelter
 consumers, emergency services to prevent homelessness; PRIORITY: Rental assistance, and at risk youth

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 services.


Maine Needs works to prevent and reduce homelessness by providing essential housing support services in
partnership with organizations across the City of Portland. Each week, we receive requests from caseworkers assisting
clients who are exiting shelters, fleeing unsafe situations, or transitioning from temporary housing into permanent
residences. We supply critical household items such as bedding (sheets, blankets, pillows), kitchen supplies (pots,
pans, dishes), and cleaning products—helping individuals and families establish stable, livable homes. By covering
these basic material needs, clients are able to direct their limited income toward rent, utilities, transportation, and
other essentials that support long-term housing stability. Maine Needs also helps prevent homelessness by providing
emergency resources- such as clothing, winter coats, boots, and bus passes- that remove barriers to employment,
education, and medical care. These supports strengthen economic mobility and reduce the likelihood of housing loss
due to financial instability. Through collaboration with hundreds of providers at shelters, schools, and case
management programs, Maine Needs fills gaps in essential services by providing requested material goods at no cost.
Our efficient, largely volunteer-led model- including volunteer shift leaders, a fundraising committee, and donation
center support- ensures that resources are directed where they are most needed to keep Mainers safely housed and
on the path toward stability.

C.6. Guiding Principles
Describe how the program meets each of the following Guiding Principles: Priority to Lower Incomes, Diversity and
Inclusiveness, Consistent with City Goals and Initiatives:

 1. Consistent. All projects and programs will be reviewed with respect to the Consolidated Plan and other
 HUD requirements; City goals, priority impact levels, and other CDBG or HOME investments. Proposals
 should be coordinated with relevant City Departments where appropriate and align with City initiatives.
 City plans can be found online at Portland's Housing Community Development Website
 Measurable Community Impact. Programs and projects will be evaluated based on how well they create a
 significant and measurable community impact.
 2. Diversity and Inclusiveness. Programs and projects shall address diversity and be inclusive in order to
 engage differences and create a culture of belonging.
 3. Priority to Lower Incomes. Priority will be given to projects and programs that serve the lowest income
 persons.
 4. Leveraged Funding. CDBG should not be the only source of funding for a program or project; leveraging
 other funds is essential.

 Maine Needs directly serves Portland’s most vulnerable and economically disadvantaged residents, including
 unhoused individuals, survivors of domestic violence, individuals in recovery, and asylee and refugee families.
 Our model is intentionally low-barrier and highly responsive. Caseworkers and service providers from across
 the city can request material goods for their clients—ranging from a single warm coat to all the essential
 household items needed to establish stable housing. Each request is fulfilled by volunteers who “shop” our
 donated inventory to meet specific client needs. Completed requests are packaged and made available for
 pickup within days, allowing providers to deliver items directly to clients without placing any transportation or
 financial burden on those they serve. Through this model, Maine Needs ensures that CDBG funds reach the
 residents with the lowest incomes and the greatest material need. Maine Needs has been delivering this
 model since 2020, and has demonstrated our reach by filling more than 150 requests per day. Maine Needs
 embraces diversity, equity, and inclusion across all aspects of our operations. Our donation center is primarily
 volunteer-run, welcoming individuals of all ages, abilities, gender identities, and cultural or religious
 backgrounds. We intentionally remove barriers to participation by translating our volunteer training materials
 into multiple languages, including French, Lingala, and Portuguese, and by offering flexible, accessible
 volunteer opportunities. Our volunteers represent a wide cross-section of the community (children and
 families, retirees, students, adults with disabilities, corporate and faith groups, and community organizations)
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 reflecting our belief that everyone has something meaningful to contribute. Guided by the philosophy of
 “solidarity, not charity,” Maine Needs operates on the principle that those who have more to give should give
 more. We remain primarily funded by individual contributions, though we have strong partnerships with
 foundations and corporations that support our work (both financially and in kind). Maine Needs aligns closely
 with the City of Portland’s CDBG priorities by serving low- to moderate-income individuals and families and
 addressing the growing needs of the unhoused population. Our programs directly support the City’s goals of
 reducing barriers to housing stability and improving the quality of life for residents most impacted by
 economic hardship. By providing essential material goods—such as clothing, hygiene products, and household
 supplies—to those transitioning out of homelessness or living in unstable conditions, Maine Needs
 contributes to broader City initiatives that promote equity, dignity, and community resilience. Our strong
 partnerships with local service providers, schools, and housing agencies further ensure coordination across
 the city.



 C.7. Partnerships, Collaboration, and Outreach


If applying as a partnership, please describe the nature of the partnership, who is involved, and what agreement
there is among partners. Partnerships are two or more organizations or businesses who will share valuable
resources, work together toward a common goal, and increase efficiency in providing services.

If applying as a single entity please describe collaboration between service providers; coordination of services; or
outreach to the community.

Include any additional collaboration, coordination or outreach as relevant to ensure there is no duplication of
services.


Maine Needs maintains strong, collaborative partnerships with over 120 organizations across Portland including the
City of Portland, Cumberland County Jail, Youth Villages, The Opportunity Alliance, the YMCA, and Portland Public
Schools. These partnerships ensure that our services complement and coordinate with existing programs, filling gaps
without duplicating efforts. We actively communicate with caseworkers, partner organizations, and our volunteer
community both directly and through social media, which reaches over one million viewers monthly. This allows us to
identify and respond quickly to emerging needs, communicate high-demand items for donation, and coordinate
seasonal inventory distributions—backpacks and school supplies in the fall, winter coats, boots, hats, and gloves, and
tents and tarps in spring and summer. To increase accessibility and equity, Maine Needs has implemented delivery
options for providers and expanded volunteer shifts to ensure timely fulfillment of requests. Providers submit
requests via email, and completed items are ready for pick-up, minimizing transportation and time burdens on clients.
Maine Needs also amplifies the work of other nonprofits across the state by sharing causes, events, and campaigns
through our social media channels, ensuring organizations with limited reach are supported and highlighted. We
partner with Presente Maine, Maine Access Immigrant Network, and Mano e Mano to provide culturally responsive
items—including Black hair care products, children’s books in Spanish, French, Portuguese, Pashto, Dari, and Arabic,
and clothing aligned with cultural preferences. Our Board includes caseworkers and community members from across
Southern Maine who guide the ongoing iteration and innovation of our services, ensuring we remain responsive,
equitable, and aligned with community needs.

C.8. Readiness to Proceed
Describe the program’s timeline with specific dates and times, including start dates, end dates and milestones as
applicable.
Maine Needs is well-positioned and ready to successfully implement ongoing programming. What began as a
grassroots Facebook group in 2019 has evolved into a professionally managed nonprofit with strong systems,
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infrastructure, and governance in place. Since becoming a 501(c)(3) organization in 2020, Maine Needs has
demonstrated steady, strategic growth to meet increasing community demand. After opening a 2,000-square-foot
donation center in Portland, we doubled our space in 2021 and, as of February 2025, relocated to a new 16,000-
square-foot facility designed to accommodate our expanding operations and volunteer network. Our organizational
capacity has grown in tandem with our impact. From hiring our first staff member in 2022, Maine Needs now employs
five full-time and three part-time team members who coordinate daily operations, volunteer engagement, and
community partnerships. In 2025 alone, more than 4,389 new volunteers joined our efforts, reflecting the strength
and sustainability of our community support base. Maine Needs is governed by an engaged Board of Directors
representing diverse sectors of the Maine community. Volunteer Shift Leaders meet quarterly to collaborate on
process improvements and ensure operational consistency. The organization remains primarily volunteer-led,
supported by a dedicated network of shift leaders, daily volunteers, and a volunteer Fundraising Committee.
Together, these systems demonstrate our operational maturity, fiscal responsibility, and readiness to continue scaling
our services to meet the needs of Portland residents.

C.9. Experience Providing Service


Describe your organization's experience in delivering and managing this or similar programs.

Please summarize current licensing and accreditations obtained.


Jo Albanese (Volunteer Program Manager)- Masters of Social Work, State of Maine Licensed Clinical Social Worker
(LCSW) As our Volunteer Program Manager, Johanna Albanese’s role is to welcome in 5,000 volunteers a year. She
wants everyone to walk in and know they belong here. Jo manages our core group of 40+ shift leaders and trains new
volunteers daily. She makes sure the requests are being fulfilled in a timely manner and caseworkers, teachers, nurses
and street outreach teams feel supported. Heather Tracy (Logistics & Inventory Manager)- Bachelor of Arts
(Geography/Anthropology), Masters of Science (Education), certified as a Highly Qualified teacher in Maine As our
Inventory & Logistics Manager, Heather Tracy’s does everything possible to try and keep us sufficiently stocked. She
seeks out product donations from various brands as well as local businesses. She manages our monthly materials
budget to buy what is rarely donated and what we struggle to stock, such as tents, sleeping bags, men’s boots, coats
and cleaning products. Heather also works closely with volunteers to track exactly what goes out each day. Karin
Tonello has 25 years experience in marketing and administration. She manages our request line, clarifying 150+
requests a day and notifying providers when the request is fulfilled and ready for pick up. She also manages our
general inbox. Shelly Stritzinger is our donation coordinator and acts as quality control to ensure that donations are in
great condition, ensuring each order packed offers dignity and care.

C.10. Financial Need


Describe why CDBG funds are necessary to this program.

How will this program continue if CDBG funding is not awarded?


Maine Needs has experienced steady, organic growth in our services every year since 2020, and we anticipate
continued growth as we strengthen partnerships and expand our reach across Portland. To meet the increasing
demand for support, Maine Needs has expanded our team by adding additional staffing and moved into a much
bigger building to support our growing operations. This transition marked a major milestone in our development,
enabling us to improve operations, expand storage and distribution, and host more volunteers and outreach
programs. CDBG funding is critical to sustaining this momentum. These funds directly support operational costs and
staff positions that make our mission possible. As we continue to grow, this support ensures we can maintain and
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expand access to vital services for Portland’s most underserved populations. Without this funding, Maine Needs
would face substantial challenges in maintaining our current level of service and growth. We remain committed to
diversifying our revenue through private donations and community partnerships, but CDBG funding remains a
cornerstone of our continued impact.

C.11. Leveraged Funding Narrative


Describe all other sources of funding for this program or project. Identify which sources are secured and which are
projected. Include in-kind donations that may be used to supplement expenses where applicable.


Maine Needs continues to be sustained by grassroots fundraisers, individual donors, and strong local partnerships. In
addition to individual contributions, we are supported by small grants, local businesses, and community fundraisers
that reflect the collective commitment of Mainers to care for one another. Our funding base is broad and diverse,
including both financial and in-kind contributions from partners such as the Journey for Good Foundation, John T.
Gorman Foundation, Texas Instruments, the Maine Mariners, Lowes, the Sam L Cohen Foundation, the Moser Family
Foundation, Wal Mart and M&T Charitable Foundation. Corporate and retail partners like Bombas, Earth Breeze,
Grove Collaborative, and Home Depot provide in-kind donations of essential goods, including socks, laundry
detergent, and cleaning products. We continue to source materials at cost or reduced rates through partnerships with
local vendors and supplement those purchases with donated items from our community donation center. This hybrid
model- anchored in grassroots generosity and strengthened by strategic partnerships- ensures that Maine Needs
remains responsive, sustainable, and deeply connected to the community it serves.

C.12. Budget Narrative


Provide a narrative explaining the budget and expenses for the program. Describe exactly what and who CDBG will
pay for in this program.

If this program was funded by CDBG in the previous year, you must explain why the increase is necessary and what
expansion of service is being provided.

Please ensure that budget amounts listed in the narrative match the Program Budget Detail.


Maine Needs operates statewide with a strong concentration of services in the Portland metro area. CDBG funding
will directly support the staffing and operational infrastructure necessary to sustain and expand our Portland-based
programs. The staffing budget reflects the proportional amount of time our team dedicates specifically to serving
Portland residents and partnering with City-based service providers. Since our founding in 2020, Maine Needs has
evolved from an all-volunteer effort into a professionally managed nonprofit that continues to rely heavily on
volunteer power while requiring dedicated staff capacity to coordinate operations, manage partnerships, and oversee
efficient resource distribution. Our first employee was hired in 2022, followed by the hiring of an Executive Director in
July 2024. As demand has grown sharply, additional staffing has become essential to sustain daily operations, manage
increased community partnerships, and ensure accountability in data collection and reporting. The requested increase
in CDBG funding reflects this necessary growth in staff capacity to manage the expanding volume of services provided
in Portland. This includes roles responsible for coordinating caseworker requests, overseeing volunteer operations,
tracking data, and ensuring timely distribution of essential goods to residents in need. Maine Needs remains primarily
volunteer-driven and fiscally lean. We do not currently offer robust fringe benefits such as employer-sponsored health
insurance or retirement contributions. Continued CDBG funding will be used efficiently to sustain direct service
operations, support essential staff positions, and ensure the continued success and expansion of our Portland-focused
programming. Since our initial application, we have added several additional staff support positions, and have long
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term plans to transition some of our part time roles to full time. This budget reflects the salary and staffing allocation
of the four staff who primarily work within the City of Portland, though additional staff support overall programmatic
operations.




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D. Program Budget Detail Case Id: 30645
 Name: Maine Needs - 2026
Completed by laurie@wheelhouseconsulting.org on 11/13/2025
 Address: *No Address Assigned
8:31 AM




D. Program Budget Detail

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


D.1. Grant Amount Requested - for social service programs the minimum amount requested is $10,000 and
Maximum is $150,000.
$149,401.00

D.2. Total Program Budget
$216,388.00

D.3. Please complete the table below.
 Budget Category Budget CDBG Request Other Funding Other Funding Funding Status
 Amount Source Source Name
 Salaries $216,388.00 $149,401.00 $66,887.00 Individual Donations Committed
 $216,388.00 $149,401.00 $66,887.00




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E. Required Documents Case Id: 30645
 Name: Maine Needs - 2026
Completed by laurie@wheelhouseconsulting.org on 11/13/2025
 Address: *No Address Assigned
8:32 AM




Don't forget to SAVE your work before exiting this screen


Please provide the following information.

Documentation


 Agency Organizational Chart
An organizational chart must be provided that describes the agency’s administrative framework and staff positions,
indicates where the proposed project will fit into the organizational structure, and identifies any staff positions of
shared responsibility *Required
Maine Needs Org Chart.jpg




 Articles of Incorporation/Bylaws
Articles of incorporation are the documents recognized by the State as formally establishing a private corporation,
business or agency. *Required
Articles of Incorporation.pdf




 Authorization to Request Funds and/or Designation of Authorized Official
Documentation must be submitted of the governing body’s authorization to submit the funding request and/or
Documentation must be submitted of the governing body’s action authorizing the representative of the agency to
submit the funding request, negotiate for, and contractually bind the agency.
**No files uploaded


 Complete List of Board Members
A list of the current board of directors or other governing body of the agency must be submitted. *Required
2025 Maine Needs Board.pdf




 Conflict of Interest Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded
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 Letters of Support/ MOUs
Demonstrated outreach in the form of Letters of Support and/or Memorandums of Agreement is required. Applicants
can submit as many items as desired, but are encouraged to prioritize quality over quantity. *Required
Maine Needs Support Letters 2025.pdf




 Most Recent Agency Operating Budget *Required
2025 Budget Approved .pdf




 Most Recent Audit OR 990 as appropriate *Required
Maine Needs 990 12-31-24 final (1).pdf




 Non-Discrimination Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded


 Project Timeline *Required
Maine Needs __CDBG Budget FY2026 - Timeline.pdf




 Verification of 501(c)3 status
Non-profit organizations must submit tax-exemption determination letters from the Federal Internal Revenue Service
and the State. *Required
MN IRS 501(c)(3) Determination Letter.pdf




 Whistleblower Policy
Required if you are a first time applicant or policy has undergone significant changes.
**No files uploaded


 Other Document Type
Maine Needs 2025 Summary .pdf.pdf




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Submit Case Id: 30645
 Name: Maine Needs - 2026
Completed by laurie@wheelhouseconsulting.org on 11/13/2025
 Address: *No Address Assigned
8:32 AM




Submit

Once an application is submitted, it can only be “Re-opened” by an Administrator.


Don't forget to SAVE your work before exiting this screen


 I certify to the best of my knowledge and belief that the information provided herein is true, complete, and
accurate. I am aware that the provision of false, fictitious, or fraudulent information, or the omission of any material
fact, may subject me to criminal, civil, or administrative consequences including, but not limited to violations of U.S.
Code Title 18, Sections 2, 1001, 1343 and Title 31, Sections 3729-3730 and 3801-3812.

Signature
Laurie Jevons
Electronically signed by laurie@wheelhouseconsulting.org on 11/13/2025 8:32 AM

Title
Grant Writer




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Overview Case Id: 30651
 Name: Immigration Legal Services - Catholic Charities
Completed by samiller@ccmaine.org on 10/21/2025 10:35 AM Maine - 2026Assigned
 Address: *No  Address


Overview

Please provide the following information.




 Housing & Economic Development
 Department
 City of Portland HCD Program Manager
 CDBG Social Services 389 Congress St
 Portland, ME 04101
 Program 207-874-8731
 cdbg@portlandmaine.gov




INTRODUCTION

The City of Portland CDBG program seeks to foster innovative and creative programs that address the critical issues
facing the City of Portland. The CDBG funds should be seen as seed money for starting or expanding programs. The
purpose of our funding is to help get a program off the ground or successfully expand, all while prioritizing impact to
low and moderate income residents of Portland. We strongly encourage new programs to apply for CDBG funding,
and encourage all applicants to review a recent Addendum to our HUD Agreement to ensure compliance.

Before completing this application for funding, all applicants must read the Community Development Block Grant
Policies, which can be found at our website. The policies contain eligibility for funding, allowable expenses, scoring
and selection process procedure, etc. Points may be deducted if your application does not adhere to the Policies.


 I acknowledge that I have read and understood the Community Development Block Grant (CDBG) Policies. I
agree to adhere to all the terms, conditions, and requirements outlined in these Policies. If awarded CDBG funding,
I commit to following these guidelines throughout the implementation of the funded project.
 I understand that non-compliance with the CDBG Policies may result in the withdrawal of funding, the
requirement to return disbursed funds, or other penalties as outlined by the program.




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A. Agency Information Case Id: 30651
 Name: Immigration Legal Services - Catholic Charities
Completed by samiller@ccmaine.org on 10/21/2025 10:41 AM Maine - 2026Assigned
 Address: *No Address


A. Agency Information

Please provide the following information.


Don't forget to SAVE your work before EXECUTIVE DIRECTOR
 A.8. Name
exiting this screen Stephen Letourneau

 A.9. Phone
 (207) 904-1297
AGENCY INFORMATION
A.1. Agency Name A.10. Email
Immigration Legal Services - Catholic Charities Maine sletourneau@ccmaine.org

A.2. Mailing Address PROJECT DIRECTOR
307 Congress Street PO Box 10660 Portland, ME 04104 A.11. Name
 Eliana Trenam
A.3. Federal ID Number
01-0280225 A.12. Phone
 (207) 904-1297
A.4. Unique Entity Identifier- SAM.GOV
WAMRXTN53UH6 A.13. Email
 etrenam@ccmaine.org
APPLICATION POINT OF CONTACT
A.5. Name FINANCIAL DIRECTOR
Stephanie Miller A.14. Name
 Reed Westgate
A.6. Phone
(207) 904-1297 A.15. Phone
 (207) 904-1297
A.7. Email
samiller@ccmaine.org A.16. Email
 rwestgate@ccmaine.org




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B. Project Information Case Id: 30651
 Name: Immigration Legal Services - Catholic Charities
Completed by samiller@ccmaine.org on 11/17/2025 12:01 PM Maine - 2026Assigned
 Address: *No Address


B. Project Information

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


B.1. Program Name (Note: If you are applying for funding for multiple programs, please submit an application for
each distinct program)
Working Immigrant Neighbors (WIN) - a program of Refugee & Immigration Services, Catholic Charities Maine

B.2. Primary Address Services Are Delivered
80 Sherman Street Portland, ME 04101

B.3. Are there additional service address?
No

B.4. HUD National Objective
There are two approaches for meeting the Low to Moderate Income qualifications. Please select the applicable
National Objective:

  Low to Moderate Income Limited Clientele (LMC): Limited Clientele activities benefit a specific targeted
 group of persons of which at least 51% must be LMI based on HUD’s annual limits. In order to meet the LMI
 Limited Clientele criteria, the activity must either collect income documentation/screening for each client
 or serve a population presumed by HUD to be LMI (including abused children, elderly persons, battered
 spouses, homeless persons, severely disabled adults, illiterate adults, persons living with AIDS, and migrant
 farm workers.)
  Low to Moderate Income Area Benefit (LMA): Area Benefit activities must be available to all residents of an
 area where at least 51% of the residents are LMI based on HUD’s data of eligible areas over 51%. The area
 must be clearly delineated by the grantee and must be primarily residential.

Select which National Objective this program activity will address:
Low and Moderate Income Clientele (LMC)

Does this activity primarily benefit a population that HUD presumes to be low to moderate income, including
abused children, elderly persons, battered spouses, homeless persons, illiterate adults, severely disabled adults,
persons living with AIDS, and migrant farm workers?
Yes

Please check the appropriate populations


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 Abused Children
 Elderly Persons
 Battered Spouses
 Homeless Persons
 Illiterate Adults
 Severely Disabled Adults
 Persons Living with AIDS
 Migrant Farm Workers
B.5. HUD Program Objectives
Indicate which HUD program objective this program will address:
Creating Economic Opportunity

B.6. Priority Impact Level
The City of Portland CDBG Goals and Priorities:

  Neighborhood Investment and Infrastructure- Create strong, safe, accessible and vibrant neighborhoods-
 Invest in infrastructure to improve neighborhood assets and build strong, safe, accessible and vibrant
 neighborhoods. Improve accessibility through ADA compliance. Build sidewalks and trails to improve
 connectivity, increase the use of bicycles as a mode of transportation, and redevelop streetscapes to create
 shared streets for cars, bikes, and pedestrians that integrate with the fabric of the neighborhood. Support
 programs that increase safety in neighborhoods for residents and visitors. Invest in programs and services
 that address the specific needs of members of the community. Encourage programs that build a sense of
 inclusiveness, safety, and security within individual neighborhoods.
  Housing Availability-Increase housing availability and affordability- Increase housing availability and
 affordability to all Portland residents regardless of income, race, ethnicity, and family size. Encourage
 housing development by removing barriers to traditional urban housing types while ensuring the inclusion
 of workforce housing in significant development projects.
  Economic Opportunity- Create economic opportunities to transition people out of poverty- Invest in
 Portland businesses to enable them to expand to create jobs. Invest in persons wanting to create
 microenterprises. Engage job seekers in a continuum of services to increase their professional capacity,
 financial stability, and ability to maintain employment. Focus on difficult to employ populations including
 homeless, new Americans and single parent head of households. Combine resources and build partnerships
 between public and private entities to provide opportunities to transition Portland residents out of poverty
 to sustainable employment and financial stability.
  Address the Needs of the Growing Homeless Population- Prevent and reduce homelessness - Prevent
 individuals and families from becoming homeless and entering into the shelter system. Rapidly rehouse
 those who enter the shelter system. Provide necessary resources to assist vulnerable population’s
 transition out of homelessness, including housing opportunities for chronically homeless or long-term
 stayers at homeless shelters.
  For more detailed information, please review the Needs-Goals-Priorities Table


Select the primary goal your program or project addresses:
Economic Opportunity: Create economic opportunities to transition people out of poverty

Beneficiaries
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B.7. Describe the beneficiaries or clients served by the program.
The untapped labor force of New Mainers living in Portland who are lawful and documented immigrants, including
refugees, asylees (asylum-granted), secondary migrants (refugees coming to Maine from another state), lawful
permanent residents, and naturalized U.S. citizens, collectively referred to in this proposal as "immigrants." Our
Portland immigrant neighbors are eager to work or start a small business here.

B.8. How many will be served by the proposed program? (unduplicated -per year)
96

B.9. How many are low to moderate income residents of Portland?
96

B.10. What percentage of total clients are low to moderate income residents of Portland?
100.00%

Units of Service - The CDBG program provides quarterly reimbursements for your expenditures as long as your units
of service reported are proportional to your expenditures. Therefore, your units of service should be a measure which
is proportionate across the grant term and proportionate to your expenditures. For example, an hour of staff time or
bed nights in a shelter are common units of service.

B.11. Describe the type of unit of service provided by the program.
One hour of immigrant services, including either immigration legal services or workforce readiness support.

B.12. How many units of service will be provided by the program?
2,080

Budget and Organizational Questions

B.13. What percentage of the total budget is CDBG?
14.00%

Program Objectives and Outcomes

B.14. What are the program objectives?
Working Immigrant Neighbors (WIN), a program of Refugee & Immigration Services from Catholic Charities Maine
(RIS), will enable a significant and untapped workforce, our lawful and documented immigrant neighbors already
living in Portland and eager to work, to obtain long-term employment. Given the recent changes in federal funding
priorities, there is urgent need for our services, and we are the only agency doing this kind of work for this large and
growing immigrant population in Portland. The program has three components to meet that objective: 1. RIS will
provide our Department of Justice recognized low/no cost immigration legal services to help Portland residents obtain
an Employment Authorization Document (work permit) as well as progress toward a stable immigration status (green
card or citizenship) that makes them eligible and attractive to employers who are desperate for qualified, long-term
employees; 2. RIS will connect these employment-ready clients with wrap-around workforce readiness services
including job training, cultural/language acclimation, career placement services, and external referrals to optimize
their opportunities. These services will prepare them for employment so they can live and work in Portland and
contribute to our city and economy at their highest potential. 3. RIS will provide education materials and training to
employers to clarify who is eligible to work in Portland, what documentation is needed to hire lawful immigrants, and
how to retain immigrant workers long term. Employer services will include individual workplace support as well as
group sessions with employers, potentially in partnership with the City and other business growth organizations.

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B.15. What are the program outcomes?
96 lawful Portland immigrants will make progress toward achieving economic and family stability through the
provision of affordable, high-quality immigration legal services and employment readiness services with support from
our low/no cost, expert service teams. CDBG funding will accelerate our ability to serve Portland residents on our
waitlist, who would otherwise wait up to one year. Outcomes include: - Successful Employment Authorization
Document (EAD) applications—also known as work permits—through individual intake or group workshops - Green
card application intake sessions for lawfully present immigrants in Portland, including those who enter through our
group workshops designed to serve more people more quickly -Participation in RIS workplace readiness training that
will help lawful immigrants apply for open roles, job training programs, or career advancement counseling - At least
ten external community-based partnerships that help place hundreds of lawful immigrants into open roles, job
training programs, or career advancement counseling -Employer educational services addressing eligibility documents
and government policy for hiring legally employable immigrants will be provided to local employers, including
interested municipal departments, to help them navigate the challenges and tap the opportunity of hiring and
retaining lawful immigrants.

B.16. Employees
Program specific, not for the entire organization.
 Totals
 How many employees are currently employed in this 0.85
 program?
 How many employees will be employed in this program if 1.85
 it receives CDBG funding?
  How many employees will be employed in this program 0.85
 if it does not receive CDBG funding?

Documentation

B.17. How will the beneficiaries’ information be collected and documented?
Information will be collected through individual client intake sessions, ongoing consultations, and forms. RIS will use
our LawLogix software to compile, analyze, and track immigration legal services and client data beginning at the first
point of contact. For the same purpose, we use the ClientTrack system to provide workplace readiness services.

B.18. How will the units of service be tracked and documented?
LawLogix, a software system custom-designed to manage immigration-related legal services and facilitate electronic
form completion, will be used to expedite the tracking and documentation of the units of legal services delivered.
ClientTrack, a case management software designed to manage client and program data, will be used to track and
document units of employment readiness services.

B.19. How will the outcomes be measured, collected, and documented?
RIS will use LawLogix to measure, collect, and document the proposed outcomes of immigration legal services, and
ClientTrack to collect client and case information including contact information and income qualifications for
employment readiness services. Both systems are adept at generating clear, concise reports. As a past recipient of
CDBG funding prior to 2024, Catholic Charities Maine successfully met all the tracking and reporting requirements.




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C. Narrative Case Id: 30651
 Name: Immigration Legal Services - Catholic Charities
Completed by samiller@ccmaine.org on 11/17/2025 12:27 PM Maine - 2026Assigned
 Address: *No Address


C. Narrative

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


C.1. Program Description
Describe the Program being proposed.
This proposal for a CDBG grant of $65,974 will fund a new economic development program called Working Immigrant
Neighbors (WIN) from Refugee & Immigration Services (RIS) of Catholic Charities Maine, the oldest and one of the
most respected providers of immigration services in Maine. This program will: -Be a new program serving Portland
immigrants with a unique combination of services that increase their employability and career advancement -Serve
residents of Portland who meet the CDBG definition of low-income (at or below 80% AMI) -Serve 100% federally
qualified immigrants in Portland -Align with all US Housing & Urban Development (HUD) requirements for
immigration eligibility status -Focus on CDBG high priority areas of improving workplace readiness and job retention
through obtaining appropriate immigration status which is the most critical need for the untapped labor pool of
immigrants in Portland right now -Be provided by the only Department of Justice-recognized agency in Portland that
focuses on this documented, lawful immigrant workforce. This affordable, accredited immigration legal services and
workforce readiness program will enable and prepare immigrants in Portland to fully participate in our labor force;
reduce the risk of unemployment, homelessness, and family insecurity; and significantly lift them up from reliance on
public and emergency benefit services. Green cards and work permit access are not just legal necessities, but strategic
vehicles for workforce stability, economic resilience, and community cohesion. CDBG funding at this critical time will
make a huge difference in our ability to provide hope and help to hundreds of our Portland neighbors who are
frightened, confused, and face the same detention risks as black or brown skinned persons without lawful permanent
residence status or citizenship. Now is the time to act on behalf of this eager, untapped, skilled workforce. In the new
WIN program, our immigrant neighbors will navigate a legal pathway to employment, financial security, and family
stability with services to help them obtain work permits, a green card, or citizenship, and job training that makes them
attractive to regional employers. Achieving a permanent immigration status like a green card is foundational to
employment and financial stability for immigrants in Portland. The Immigration Legal Services team at RIS is the only
nonprofit, low-cost provider in Portland (and one of just three in Maine) recognized by the DOJ to provide direct legal
representation before the federal government whose focus is helping these lawful, documented immigrants progress
towards citizenship. Employment Authorization Documents (EADs, also known as work permits) expire in two years
and can take months to process, while green card applications are permanent and can take years to reach approval.
By combining these two components into one program, we ensure that eligible immigrants can both continue to
pursue long term stable status (green card) and easily prove that they are eligible to work in the grant year with a
valid work permit. WIN program elements: 1. Immigration Legal Services making Portland resident employment-ready
-Affordable, accessible immigration legal services to progress lawful immigrants toward a path to citizenship (primarily
green cards and naturalization) -Rapid work permit application and renewal workshops for Employment Authorization
Documents (EADs) 2. Workplace Readiness Services -Pre-employment services including English classes with an
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emphasis on employment language, housing stability, community orientation support (e.g.: navigating city
transportation system, health system, public benefits, education and job training opportunities), and health
navigation services. -Employment services including referrals for service providers and workforce partners for training
in specific fields (e.g.: construction, childcare, hospitality), resume development, financial literacy, job search skills
training and application support, and job retention support. - Referrals to programs designed to support immigrants
and other low-income people to become financially secure and employed. 3. Employer Education -Employer
education on immigration status and work eligibility, especially now during this year of evolving federal policy and
norms. Employers are most reassured by potential employees who have valid work permits (EADs), green cards, or
proof of U.S. citizenship even though certain immigrants with permanent status are authorized to work in the US even
without a work permit. Education will improve their understanding of legal work eligibility. WIN clients will fill some of
the urgent labor shortages in key Portland industries like hospitality, manufacturing, and healthcare. To ensure
success and community integration, the WIN program will partner with local community-based organizations to
provide adjacent services (see section C-7).

C.2. Community Need Description
Describe the scope of the community problem or need the program addresses. Reference plans, reports, data, or
past experience as applicable.
Citations for sources (indicated by numbers in parens) are attached under Other Document Type. 1. Immigrants are a
significant population in Portland, and our neighbors. Almost 10% of Greater Portland residents are immigrants (1).
Maine agencies, including RIS, resettled 1,640 people in the federal fiscal years 2024 and 2025 (July 1 – June 30)(2).
Just our own service provider data show there are at least 293 immigrants living in Portland shelters or housing who
need the services outlined in this proposal, including: -112 need assistance with work permit renewals -126 need
assistance with green card applications -55 need assistance with citizenship applications That estimate does not
include other Portlanders who may be applying for a work permit for the first time, recently moved to Maine from
another state, need to progress further on their green card or naturalization process, or have the required
documentation but need support adapting their home country work experience to the needs of Portland employers.
2. Legal resources are scarce and expensive. As the only DOJ-recognized immigration legal services agency affordably
serving this lawful, documented group of Portland residents with these specific immigration needs, RIS cannot meet
the current demand. Our current wait times are one year long. Immigrants attempting to apply for these legal
processes on their own can make mistakes and others desperate for help may fall prey to unqualified, fraudulent,
costly providers who jeopardize their immigration progress. 3. Housing is scarce and expensive. The City of Portland’s
2022 – 2026 Consolidated Plan repeatedly references immigrants’ difficulty obtaining housing due in part to soaring
housing costs (3). 4. Federal changes in policy confuse employers and service providers. Changes in federal priorities
and policy, and the ICE raids in the news, causes fear and confusion among immigrants and employers about who is
eligible to work (4). Employers routinely reject refugees and asylee candidates (and even lay-off current employees)
who have expired EADs (work permits), even though the candidate may meet federal I-9 requirements and be eligible
to work. 5. Green cards are key to sustained economic stability. Achieving permanent status like a green card is even
more important today. In July 2025 the federal administration announced that many previously eligible lawful
immigrants are no longer eligible for federal benefits until they obtain a green card, destabilizing families’ economic
self-sufficiency and increasing reliance on general assistance. These restrictions will roll out along a complicated
timeline (5) and include essential services like SNAP, Medicaid and CHIP, Medicare, and ACA subsidies. Green cards
are the key to unlocking many other benefits that permanent residents and citizens enjoy – from FHA mortgages to
qualifying for federal jobs i.e., post office, to getting a Real ID driver’s license (6).

C.3. Measurable Community Impact
Describe program outcomes and the impact it will have on the community. Include how progress will be evaluated
in reaching these goals
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Given the complexity of the immigration process, the changing federal priorities, and the desire of employers to hire
only those with permanent status, it is vital for RIS to help immigrants take every step they can during the grant
period to support their timely path to work authorization and, ultimately, citizenship. Unlawful or temporary
immigration statuses and lack of valid work authorization are barriers to immigrants’ stability and directly correlate to
unemployment, homelessness, family insecurity, and further drains on Portland city emergency resources. The path
to lawful permanent residency or citizenship takes several years to complete. Clients who complete intakes during the
12-month CDBG grant period may obtain a work permit in the grant year but will typically attain their immigration
benefit after the grant period. A multi-pillared program like WIN is the most effective way to address the immediate
and long-term needs of our immigrant neighbors and bolster their ability to contribute to our economy at their
highest potential. The nature of immigration legal work, and the ongoing shifts in federal policy, make it difficult to
quantify community impact within the 12-month grant period. We are emphasizing Employment Authorization
Documents (work permits) in this proposal because they will help get immigrants to work within months. At the same
time, we want to move as many immigrants as possible forward on their path to citizenship, as data (7) shows that
improved legal status creates greater stability for immigrants by increasing earnings from employment and reducing
reliance on local emergency services and general assistance. Program outcomes are listed in Section B15 and will
include: Job readiness: -Applying for work permits for Portland residents -Progressing immigrant residents on their
path to permanent status (green cards or citizenship) Job retention: -Providing workplace readiness training and skills
development for careers with Portland area companies Hiring & retention: -Educating employers on the
documentation needed to hire immigrants and guiding them on how to welcome, support and retain immigrant
workers Progress toward these outcomes will be assessed using the legal services software, LawLogix and our case
management software ClientTrack, which expedite filing, tracking, and reporting. The attached Project Timeline
breaks down activity by quarter. If there is any significant variance in numbers, or further changes in federal policy
that impact this proposal, RIS will determine what, if any, course corrections need to be made, such as conducting
more outreach to referral partners or other structural changes. RIS will discuss any significant changes with the City of
Portland CDBG staff.

C.4. Goal
Choose and describe how this program meets one of the goals of the CDBG program:(See table here).

 1. Neighborhood Investment and Infrastructure - Create strong, safe, accessible and vibrant neighborhoods
 2. Housing Availability –Increase Housing availability and affordability
 3. Economic Opportunity – Create economic opportunity to transition people out of poverty
 4. Address the needs of the growing homeless population- prevent and reduce homelessness


WIN aligns with the City of Portland CDBG #3 goal, “Creating Economic Opportunity” with its focus on both enabling
lawful, documented New Portlanders to prepare for and find local employment, and improving local employers’
awareness of the safety and promise of employing and retaining lawfully work-eligible immigrant workers. Securing
and retaining jobs is vital to immigrants’ transition from poverty to financial security. Each new immigration status
achieved on the pathway to U.S. citizenship has economic benefits to Portland. The WIN program addresses a current
and increasingly urgent labor gap in Portland that can only be filled by RIS as the only affordable provider of these
legal and workplace services for immigrants. While the immigration process is not fast, it does grind forward, and
every month that goes by without progress further limits a resident’s employment opportunities, long term family
stability, and self-sufficiency. Steady progression from temporary status to U.S. citizenship ensures immigrants
become responsible employees, business owners, successful tenants, model citizens, and homeowners. Employers are
often faced with high turnover caused by increased enforcement in industries such as hospitality and manufacturing.
CDBG funding this year will allow us to hire staff to prioritize Portland immigrant residents’ specific needs for
employability and do the most good for the most people in the most timely manner. The three services defined in this
proposal provide a direct path to employment and increased economic development in Portland. 1. Improved
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immigration status: Portland residents will progress toward improved immigration status (green cards or citizenship)
that make them eligible and attractive to local employers. Workshops to accelerate the application and renewal of
work permits will help get residents working as soon as possible. 2. Workforce readiness: Eligible residents will receive
workforce readiness services and training, ensuring they are able to contribute immediately to Portland’s economy as
successful long-term employees or business owners. 3. Employer education: Portland employers will be more
prepared to hire and retain immigrants. Through our robust network of credible business community partners like the
Portland Regional Chamber of Commerce and the Maine Department of Labor, employers will receive the support
needed to successfully hire, train, and retain lawful immigrant candidates by understanding the necessary
documentation for employment eligibility, using translation technology, supporting cultural integration, and training
managers. With CDBG funding, immigrants will receive direct support coupling their status improvement (e.g.: work
permit or green card) with workforce readiness services that ensure rapid and successful job placement. No other DOJ
accredited entity exists to serve the growing demand for immigrant workforce readiness needs in Portland.

C.5. Priority Impact Level
Choose and describe how this program best addresses one of the priority impacts level activities from the selected
goal in the question above: :

 1. Neighborhood Investment and Infrastructure- Create strong, safe, accessible and vibrant neighborhoods.
 Eligible programs and activities include but are not limited to: Community policing, public infrastructure in
 target neighborhoods. Accessibility/ADA compliance, alternative modes of transportation; PRIORITY: Park
 and recreation facilities, historic preservation, tree planting, and non-profit rehab, inclusive and diverse
 community centers and engagement programs, senior services, disability services, public infrastructure
 outside of the targeted neighborhood.
 2. Housing Availability- Increase housing availability and affordability. Eligible programs and activities include
 but are not limited to; HIGH PRIORITY: Housing rehabilitation, adaptive reuse of housing, housing retention;
 PRIORITY: Rental assistance programs, environmental testing and remediation, energy
 efficiency/weatherization, fair housing activities, heating and fuel assistance, tenant landlord counseling
 services, and legal services.
 3. Economic Opportunity- Create economic opportunity to transition out of poverty. Eligible programs and
 activities include but are not limited to; HIGH PRIORITY: Job creation, microenterprise assistance, career
 advancement services (education, job training, GED attainment, ESL, etc.), Job retention support services
 (childcare vouchers, housing counseling, transportation assistance, etc.) PRIORITY: Façade improvements,
 and financial stability services (budgeting, financial planning, tax preparation, etc.).
 4. Address the Need of the Growing Homeless Population- Prevent and reduce homelessness. Eligible
 programs and activities include but are not limited to; HIGH PRIORITY: Food assistance, shelter services,
 mental health service, substance use disorder services, housing and housing services for long-term shelter
 consumers, emergency services to prevent homelessness; PRIORITY: Rental assistance, and at risk youth
 services.


Portland needs qualified, long-time workers. Our immigrant neighbors are eager to work and many bring advanced
degrees and long professional work experience. The WIN program will support CDBG High Priorities of career
advancement, English language skills and job training, and job retention. At the same time, WIN accelerates a
pathway out of poverty and into sustained employment for Portland immigrants, reducing their dependence on
general assistance and allowing them to contribute economically and culturally to the fabric and vibrancy of Portland.
1. Economic value: Each improvement in immigration status has a direct positive impact on employment and financial
stability as immigrant incomes and local spending increase. Citizens typically earn 50-70% more than non-citizens
even when all other education and experience is comparable (8). 2. Employment access: WIN will help employers
understand acceptable documentation needed for employment and help them stay current with shifting federal
policy and enforcement practices. Greater understanding of needed workplace supports will make employers more
willing to hire immigrants – for example, EADs (work permits) simplifies the hiring process by providing a widely
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recognized I-9 document for non-citizens. 3. High-income potential earners: Green cards and EAD work permits
provide greater stability and security for both immigrants and employers. Employers know that people with
permanent statuses are likely to be long-term employees and contribute to the local economy, and they are more
willing to invest in training that can lead to career advancement and higher wages. WIN will also connect clients to
English language learning , a key to success in Portland’s workforce. 4. Lower workforce gaps: The Maine Economic
Development Strategy 2020-2029 states the need to expand our workforce by 2030 (9). It encourages welcoming
foreign immigrants with programs that support rapid credential acceptance and work authorization. Maine has an
aging workforce and a higher overall median age; assisting immigrants in Portland obtain improved legal status can
improve the supply of workers for local employers. 5. Reunite families for strengthened community bonds: Reuniting
with family members is a top priority for immigrants who may have been separated from them for years or even
decades. Reunification is only available to those with permanent statuses and has a direct impact on immigrants’
economic security, as family members provide vital supports such as childcare, transportation, and additional wages.
Plus, local families retain wages in the local economy rather than sending them to children or spouses overseas.
Having additional wage earners and caregivers in the same community increases the financial stability of the entire
household and neighborhood. As you can see, this proposal also supports the outcomes of the Neighborhood
Investment and Reducing Homelessness priorities.

C.6. Guiding Principles
Describe how the program meets each of the following Guiding Principles: Priority to Lower Incomes, Diversity and
Inclusiveness, Consistent with City Goals and Initiatives:

 1. Consistent. All projects and programs will be reviewed with respect to the Consolidated Plan and other
 HUD requirements; City goals, priority impact levels, and other CDBG or HOME investments. Proposals
 should be coordinated with relevant City Departments where appropriate and align with City initiatives.
 City plans can be found online at Portland's Housing Community Development Website
 Measurable Community Impact. Programs and projects will be evaluated based on how well they create a
 significant and measurable community impact.
 2. Diversity and Inclusiveness. Programs and projects shall address diversity and be inclusive in order to
 engage differences and create a culture of belonging.
 3. Priority to Lower Incomes. Priority will be given to projects and programs that serve the lowest income
 persons.
 4. Leveraged Funding. CDBG should not be the only source of funding for a program or project; leveraging
 other funds is essential.

 -Consistent: The WIN project is consistent with the City’s goals outlined in section C.4. Portland employers are
 struggling to find workers. Our immigrant neighbors in Portland are eager to work or start a new business. The
 sooner immigrants obtain work authorization the sooner they can accept jobs and move from transitional to
 permanent housing and achieve economic stability. The CDBG Economic Opportunity goals urge a “Focus on
 difficult to employ populations including homeless, new Americans ... ” and to “Combine resources and build
 partnerships…to provide opportunities to transition Portland residents out of poverty to sustainable
 employment and financial stability.” This proposal does both. -Measurable Community Impact: Immigrants’
 pathway to citizenship is a multi-year process that begins with work authorization and workforce orientation.
 WIN will provide timely and targeted assistance at critical points along the pathway, helping clients obtain a
 legal status and workplace readiness skills that improve their opportunities for employment and career
 advancement, benefiting both the individuals and local employers. -Diversity & Inclusiveness: Immigrant
 clients served through WIN come from a diverse array of nationality, religious, and cultural backgrounds.
 Already, these new neighbors are adding cultural diversity to our neighborhoods and schools. Additionally, RIS
 employs diverse and multilingual staff and volunteers, including people with lived immigration experience. -
 Priority to Lower Incomes: All clients served by WIN will meet the CDBG definition of low income with most
 falling below 200% of the federal poverty rate. To meet our organizational mission—and maintain our DOJ
 recognition—we prioritize access to services for low-income individuals and never turn anyone away due to
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 inability to pay. Our legal services program charges a modest fee on a sliding scale of $0-$800 – a fraction of
 the $5,000+ cost of private attorneys in Maine. This ensures that limited incomes will not be a barrier to high-
 quality immigration legal services. -Leveraged Funding: CDBG funding will enable RIS to leverage our current
 lean, mostly volunteer staff with additional support from an immigration attorney or accredited legal
 representative. The WIN program will comprise 14% of the total RIS FY2026 budget. The remaining operating
 budget will cover non-Portland clients. Skilled volunteers, including five attorneys and two DOJ-accredited
 representatives, conduct a majority of our immigration legal work, typically giving 10-20 hours per week. The
 value of our volunteer legal specialists’ time in FY 2025 has a private market value of more than $800,000. As
 it has in the past, CDBG funding this year will allow us to hire a qualified immigration legal professional,
 significantly accelerating the reduction of our waitlist and prioritizing Portland residents.



 C.7. Partnerships, Collaboration, and Outreach


If applying as a partnership, please describe the nature of the partnership, who is involved, and what agreement
there is among partners. Partnerships are two or more organizations or businesses who will share valuable
resources, work together toward a common goal, and increase efficiency in providing services.

If applying as a single entity please describe collaboration between service providers; coordination of services; or
outreach to the community.

Include any additional collaboration, coordination or outreach as relevant to ensure there is no duplication of
services.


RIS collaborates with many organizations that help ensure comprehensive service delivery and efficient resource
sharing. -Legal aid organizations: Immigrant Legal Advocacy Project (ILAP), Cumberland Legal Aid Clinic, and hosting a
paid law student intern each summer from the University of Maine School of Law. We meet quarterly as part of Maine
Immigration Assistance Providers (MIAP), sharing resources and trends on emerging populations. -Social service
providers: We provide immigration legal orientations to social service organizations like Gateway Community Services,
Preble Street, Khmer Maine, and our colleagues here at Catholic Charities Maine. -Educational institutions: We offer
workshops on naturalization to Portland Adult Education students and present an overview of immigration statuses to
Maine Child Development Services employees. -Government agencies: Resources, education, and outreach are done
through Maine’s congressional delegations. For the WIN project, our primary referral partners include: -Gateway
(mental health and case management) -MaineWorks (employment training and placement) -Associated General
Contractors (construction job training) -In Her Presence (English language classes) -University of Maine Law School
(intern and externship participants) -Portland Adult Education (adult education and English language classes) -New
Mainers Staffing (match job seekers with employers) -Maine Department of Labor (career/workforce provider) -Maine
Health (employer)

C.8. Readiness to Proceed
Describe the program’s timeline with specific dates and times, including start dates, end dates and milestones as
applicable.
CDBG funding is critical to meeting the extremely high demand for our services in Portland. We can start immediately
by utilizing CDBG funds toward serving Portland residents in our active queue. To launch WIN and scale quickly, we
will leverage our established experience in immigration legal services to quickly hire an immigration attorney or DOJ-
accredited representative from our volunteer cadre in the first quarter of the grant period as well as increase hours
for a current staff member providing immigration client case management for the workforce readiness component.
The Project Timeline, attached under Other Documents, details projected key milestones by quarter. The Project
Timeline will keep us on track toward the forecasted outcomes and allow us to view activity by quarter and determine
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what adjustments need to be made. WIN program projections are based on our expertise in immigration services, our
knowledge of the Portland community, and our most recent year of client intakes and caseloads carried by staff and
volunteers. As outlined above, the WIN program will prioritize EADs (work permits) and green cards as the most
critical needs for immigrants right now.

C.9. Experience Providing Service


Describe your organization's experience in delivering and managing this or similar programs.

Please summarize current licensing and accreditations obtained.


Refugee & Immigration Services (RIS) of Catholic Charities Maine is the longest continually run immigrant services
organization in Maine. For nearly five decades, the program welcomed and resettled lawful immigrants in our state,
and since mid- 2025 continues to help new Mainers achieve legal and financial stability and improved well-being by
helping them navigate the complexities of immigration law and connecting them with workplace readiness, case
management, and cultural integration services provided internally and through referral to a network of community
partners. RIS is the only organization in Portland providing services to immigrants qualified under CDBG funding
requirements. The RIS-managed Immigration Legal Services program provides low/no-cost, culturally competent,
trauma-informed immigration legal representation for Maine’s immigrant community. Operating with a lean staff and
the generous support of 5 volunteer attorneys and 3 DOJ-accredited legal representatives and 2 other volunteers, it is
one of only three organizations in Maine recognized by the U.S. Department of Justice to practice immigration law
before the Federal government. RIS successfully implemented City of Portland CDBG grants in 2020, 2021 and 2023,
with all required CDBG reports submitted on time. In addition, RIS finance staff are skilled and experienced in
managing grants, including those from the federal government. We keep detailed legal and case management records
on every client interaction, in keeping with our requirements to report back to the federal government and maintain
our DOJ accreditation. We will be able to report back with solid data on the impact of your funding. This includes: -
Number of participants served at each stage of the program -Demographics (age, origin country, employment status)
of participants -Number of work permits (Employment Authorization Documents (EADs)) submitted -Number of intake
sessions (begins the benefit application process for green cards) -Number of benefit applications submitted -Total
value of the legal services provided by staff and volunteers

C.10. Financial Need


Describe why CDBG funds are necessary to this program.

How will this program continue if CDBG funding is not awarded?


If a CDBG grant is not awarded, RIS will be unable to expand services to meet growing needs in Portland, and will be
unable to provide the important bridge services between legal representation and workforce readiness. As a well-
established agency with deep ties to the immigrant community and strong grant management credentials, RIS is a
reliable partner for utilizing CDBG funds well. Without funding for WIN, Portland immigrants (who represent a large
and rapidly increasing population) will wait longer for both kinds of services, and work permits held by employed
Portlanders will expire, causing employment disruption. Some may try to file on their own or turn to unqualified
advisors. Clients often become victims of fraudulent providers giving incorrect advice, leading to long delays, rejection
of applications, wasted fee payments, and higher risk of detention and deportation. At the same time, many jobs in
Portland are unfilled. According to the Bureau of Labor Standards (August 2025), Portland recorded an unemployment
rate of 2.4%—the highest among neighboring cities. At the same time, Maine employers reported 39,000 job
openings, highlighting a significant disconnect between available positions and job seekers. WIN will bridge this
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employer-employee gap. After three years of funding, when the CDBG grant and other philanthropic funds were not
awarded to RIS in 2024, we were forced to reduce our staff which has directly contributed to the growing waitlist. In
April 2023, our waitlist was 3 months. Now, in November 2025, it’s longer than 12 months. Urgency and demand have
increased at the same time as we have lost capacity. The key to helping any immigrant in Portland is to help them
proceed toward citizenship. Without that, all other immigrant services merely maintain the status quo and do not
advance the city’s population toward employment and economic contribution. Prior to the federal priority shift in
2025, immigrant resettlement agencies picked up a lot of ancillary services needed to connect New Mainers to the
workforce. Resettlement is no longer funded, except for very narrowly defined populations. As a result, our lawful,
low-income immigrant fellow Portlanders need local and private support to lift them out of poverty, into
employment, and toward self-sufficiency. Funding for WIN will significantly accelerate our ability to reduce the waitlist
and serve more people during these urgent times. Portland continues to see high demand for affordable legal
assistance toward permanent status, especially as our sliding scale fees are a fraction of the $5,000+ typically charged
by private attorneys. The high numbers of immigrants in Maine outpace the capacity of Portland-based immigrant
service programs to respond at current funding levels, putting pressure on RIS and shrinking the availability of
affordable, qualified legal providers. RIS currently has a year-long waitlist.

C.11. Leveraged Funding Narrative


Describe all other sources of funding for this program or project. Identify which sources are secured and which are
projected. Include in-kind donations that may be used to supplement expenses where applicable.


Investment by Portland CDBG will help RIS demonstrate to private and community foundation partners the important,
urgent need for immigration legal and workforce services in Portland. As it has in the past, RIS will rely heavily on a
team of experienced, dedicated volunteer attorneys, accredited representatives and trained legal assistants. In fact,
our generous volunteers donated 2,400.5 hours to RIS in FY2025. Those hours, plus the 760 hours of staff client
service time are equivalent to at least $803,910 in service value, using a conservative $254/hour average for private
representation in Portland. We are so blessed that our volunteers’ commitment to this cause is unwavering. WIN
services, particularly immigration legal services, have never had a stable, long term funding source. For the past 10
years, these kinds of services have been funded through previous CDBG funding, the generosity of private individuals,
the United Way, and Maine-based foundations. Many supporters can give only on alternate years. We are grateful to
the Samuel L. Cohen Foundation, The Betterment Fund, Maine Initiatives, Northeast Bank Community Foundation,
and The Caring Fund for recent support.

C.12. Budget Narrative


Provide a narrative explaining the budget and expenses for the program. Describe exactly what and who CDBG will
pay for in this program.

If this program was funded by CDBG in the previous year, you must explain why the increase is necessary and what
expansion of service is being provided.

Please ensure that budget amounts listed in the narrative match the Program Budget Detail.


The WIN program will be primarily funded by CDBG funds along with a portion of our United Way grant, client fees,
and foundation grants. Without a CDBG grant the WIN services will be outside our current capacity. The FY2026 RIS
board-approved budget of $465,719 is included in the attachments. It does not include any funding for WIN. The WIN
project costs total $95,350 of which we are requesting $65,974 from CDBG. The WIN project will include: -Staff: We
will hire a legal specialist who will work with Portland residents at least 30 hours/week and we will increase the time
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of an existing RIS staff member to address workplace readiness time of 10 hours/week. Staff costs include wages, and
fringe benefits and taxes are shown separately. Other funding sources are being sought to cover the remaining costs
of the WIN project including technology and indirect costs.




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D. Program Budget Detail Case Id: 30651
 Name: Immigration Legal Services - Catholic Charities
Completed by samiller@ccmaine.org on 11/17/2025 12:28 PM Maine - 2026Assigned
 Address: *No Address


D. Program Budget Detail

Please provide the following information.


Don't forget to SAVE your work before exiting this screen


D.1. Grant Amount Requested - for social service programs the minimum amount requested is $10,000 and
Maximum is $150,000.
$65,974.00

D.2. Total Program Budget
$465,719.00

D.3. Please complete the table below.
 Budget Category Budget CDBG Request Other Funding Other Funding Funding Status
 Amount Source Source Name
 Personnel (wages) $60,274.00 $60,274.00 $0.00 n/a Pending
 Fringe benefits $18,201.00 $5,700.00 $12,501.00 United Way Committed
 Indirect Costs $11,850.00 $0.00 $11,850.00 Private Foundations, Pending
 Individuals
 Technology $5,025.00 $0.00 $5,025.00 Private Foundations, Pending
 Individuals
 $95,350.00 $65,974.00 $29,376.00




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E. Required Documents Case Id: 30651
 Name: Immigration Legal Services - Catholic Charities
Completed by samiller@ccmaine.org on 11/17/2025 12:48 PM Maine - 2026Assigned
 Address: *No Address



Don't forget to SAVE your work before exiting this screen


Please provide the following information.

Documentation


 Agency Organizational Chart
An organizational chart must be provided that describes the agency’s administrative framework and staff positions,
indicates where the proposed project will fit into the organizational structure, and identifies any staff positions of
shared responsibility *Required
Catholic Charities Maine Org Charts 2025 - CDBG.pdf




 Articles of Incorporation/Bylaws
Articles of incorporation are the documents recognized by the State as formally establishing a private corporation,
business or agency. *Required
Articles of Incorporation - Catholic Charities Maine.pdf




 Authorization to Request Funds and/or Designation of Authorized Official
Documentation must be submitted of the governing body’s authorization to submit the funding request and/or
Documentation must be submitted of the governing body’s action authorizing the representative of the agency to
submit the funding request, negotiate for, and contractually bind the agency.
CCM State of Maine Charitiable Solicitations license FY2611.30.26.pdf
Certificate of Authorization 2022 (From Board to CEO).pdf




 Complete List of Board Members
A list of the current board of directors or other governing body of the agency must be submitted. *Required
Catholic Charities Maine 2025-Board-List for Grant Applications.pdf




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 Conflict of Interest Policy
Required if you are a first time applicant or policy has undergone significant changes.
Catholic Charities Maine - Ethics - Conflict of Interest Staff-Client.pdf




 Letters of Support/ MOUs
Demonstrated outreach in the form of Letters of Support and/or Memorandums of Agreement is required. Applicants
can submit as many items as desired, but are encouraged to prioritize quality over quantity. *Required
2025 PAE Letterhead LOS Catholic Charities.pdf
CCLOS- Maine Health LEtter of Support 2026 RIS application CDBG.pdf
Goodwill letter of support - Catholic Charities.pdf
ILAP LOS for CCME CDBG grant 11-2025.pdf
MIRC Letter of Support for Catholic Charities Maine Refugee Immigration Services CDBG 2026 Application.pdf




 Most Recent Agency Operating Budget *Required
Catholic Charities Maine RIS - WIN PROGRAM - Operating Budget 2025.pdf




 Most Recent Audit OR 990 as appropriate *Required
2024 Catholic Charities of Maine Financial Statements Short Form.pdf




 Non-Discrimination Policy
Required if you are a first time applicant or policy has undergone significant changes.
Catholic Charities Maine 2025 - Non Discrimination Policy.pdf




 Project Timeline *Required
WIN Project Timeline - CDBG 2026.pdf




 Verification of 501(c)3 status
Non-profit organizations must submit tax-exemption determination letters from the Federal Internal Revenue Service
and the State. *Required
501c3 for 2024-2025 (4).pdf




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 Whistleblower Policy
Required if you are a first time applicant or policy has undergone significant changes.
Catholic Charities Maine whistleblower policy.pdf




 Other Document Type
CDBG Application CITATIONS 2026.pdf




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Submit Case Id: 30651
 Name: Immigration Legal Services - Catholic Charities
Completed by samiller@ccmaine.org on 11/17/2025 12:50 PM Maine - 2026Assigned
 Address: *No Address


Submit

Once an application is submitted, it can only be “Re-opened” by an Administrator.


Don't forget to SAVE your work before exiting this screen


 I certify to the best of my knowledge and belief that the information provided herein is true, complete, and
accurate. I am aware that the provision of false, fictitious, or fraudulent information, or the omission of any material
fact, may subject me to criminal, civil, or administrative consequences including, but not limited to violations of U.S.
Code Title 18, Sections 2, 1001, 1343 and Title 31, Sections 3729-3730 and 3801-3812.

Signature
Stephanie Miller
Electronically signed by samiller@ccmaine.org on 11/17/2025 12:49 PM

Title
Grants Manager




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