On the agenda: Portland Housing Authority meeting — license plate reader (Jun 4)

970 Baxter Boulevard, Portland, ME 04103
P: 207-773-4753 | F: 207-761-5886 | porthouse.org
Department: Board of Commissioners _____________

Board of Commissioners
Meeting Agenda
Thursday, June 4, 2026 at 5:30pm
970 Baxter Blvd, 3rd Floor, Portland, ME 04103
Video Conference using GoTo Meeting https://meet.goto.com/330763597
Call In: (408)650-3123 / Access Code: 330-763-597
1.)

Roll Call / Declaration of a Quorum

5:30 pm

2.)

Staff Introduction: Emily Kastner, New Wave Preparedness (Resume p. 3, About p. 4)

5:32 pm

3.)

Public Comment

5:37 pm

4.)

Consent Agenda – Motion to
a. Approve Minutes from May 7, 2026 Meeting (p. 5)
b. Approve Minutes from May 15, 2026 Meeting (p. 15)

5:40 pm

5.)

Executive Director Report (p. 17)
Department Reports – Vouchers p. 43, Facilities p. 45, Property Management p. 47

5:45 pm

6.)

Committee Reports
a. Finance Committee Report: Kristin Blum
Finance Committee Meeting Minutes p. 51
SC Numbers Update p. 57
Variance p. 65
PHA Income and Expense p. 67
PHDC Income and Expense p. 69
KPI Report p. 71
b. Human Resources Committee Update: Diane Herrmann

6:00 pm

7.)

Communications
a. Social Housing Task Force: Tim Wells
b. Resident Services Update: Teyonda Hall (p. 89)
c. Development Update: Jay Waterman (p. 91)
Quarterly Projects In Development Report p. 93

6:15 pm

Last Updated: 05/28/2026
Printed 05/29/2026

PHA Board Meeting Packet Page 1 of 93

8.)

Resolutions of the Board of Commissioners
6:30 pm
a. Resolution #3317 to create the Nominating Committee consisting of the Board Chair and two
named Commissioners that will nominate a slate of Commissioners to fulfill the roles of
Chairperson, Vice-Chairperson, Human Resources Committee Chair, and Finance Committee
Chair for 2026-2027 to be voted on at the Annual Meeting.

9.)

Adjourn

Upcoming Meetings:
HR Committee
Finance Committee
Special Board Meeting
Board Meeting

PHA Board Meeting Agenda
Printed 05/29/2026

2nd Tuesday
4th Tuesday
Thursday
Thursday

June 9, 2026
June 23, 2026
June 25, 2026 (to approve Budgets for all entities)
July 9, 2026 (Annual Meeting for all entities)

Page 2 of 2
PHA Board Meeting Packet Page 2 of 93

EMILY KASTER
EMERGENCY MANAGEMENT CONSULTANT
[email protected]

EDUCATION
Master of Arts in Homeland
Security from the Center for
Homeland Defense & Security,
Naval Postgraduate School
Bachelor of Science in
Emergency Management from
Massachusetts Maritime
Academy

CERTIFICATIONS
Certified Emergency Manager
(CEM) credentialed by IAEM
Certified Emergency Manager in
Maine (CEM-ME)
Master Exercise Practitioner
(MEP) credentialed by EMI
FEMA’s Advanced Professional
Series and Professional
Development Series
FEMA Level 1 Professional
Continuity Practitioner
Google Project Management
Certification

PUBLICATIONS
“Are We There Yet? Exploring
Professionalization of
Emergency Management in
the State of Maine”
“Mainers’ hearts go out to
Texas” Opinion Piece
School Evacuation Exercise
Recovery Exercise Series

AFFILIATIONS
Past President, Maine
Association of Local
Emergency Managers
Past State Representative,
International Association of
Emergency Managers
Printed 05/29/2026

+978-766-7157

LinkedIn

PROFILE
Emergency management professional with experience in consulting and county
government settings. Skilled at developing all-hazards emergency operations
plans, facilitating stakeholder engagement, and guiding jurisdictions through
complex preparedness initiatives. Proven track record of managing large-scale
planning projects and enhancing operational resilience.

PROFESSIONAL EXPERIENCE
Next Wave Preparedness LLC
CEO & Founder

April 2025 - Present

Founded/leads an SBA-certified Woman Owned Small Business (WOSB)
emergency preparedness consulting firm. Support clients with services
including planning, training & exercise, assessments, and staff augmentation.
Recent engagements include planning (hazard mitigation, communications,
emergency operations), video-based training, and program assessments.

Tidal Basin Government Consulting
Feb. 2022 - April 2025
Project Manager and Emergency Preparedness Specialist
Consistently cultivated strong client relationships nationwide, driving repeat
engagements and expanded service offerings by delivering exceptional results.
Relevant preparedness project highlights include:
Planning: Emergency Plans for Anchorage (AK), Dona Ana County (NM),
and Ramsey County (MN). Training & Exercise Guidance for Hawaii EMA.
Program Management: Creation of Maine’s SLCGP Cybersecurity Plan
Strategic Advisory: Support for MaineIT’s Information Security Office.
Training: Creation of Incident Command Training Scripts in Northern VA.
Tabletop Exercises: Solano County, CA and Los Angeles World Airport
Assessments: Customized for Kansas State, Texas Tech, Greater Toronto
Airports Authority, and a Cybersecurity Plan Assessment in Northern VA.
COVID-19 After Action Reports: Development for the State of Hawaii, New
Hampshire, Virginia, Michigan, and Counties - Humboldt and Shasta (CA)

Cumberland County (ME) Emergency Management Agency (Maine)
July 2017 - Feb. 2022
Deputy Director, previously T & E Coordinator
Recognized as a top leader (#66 nationwide) in local government.
Responsible for staff management, internship program, volunteer programs.
Implemented initiatives to carry out the strategic plan.
Served as Acting Director of the County’s response during COVID-19.
Managed $1.1M federal grants annually, and successfully sought out new
funding streams for recovery planning and sheltering.
Supported updates to the County Emergency Operations Plan, Recovery
Plan, Hazard Mitigation Plan, Continuity Plans, Integrated Preparedness Plan,
and integration with municipal and state plans.

Metropolitan Area Planning Council (Boston, MA)
Homeland Security Coordinator

Oct. 2016 - July 2017
Supported a regional public safety council with administration of $3.3M of
federal grant funding through community-driven initiatives.

PHA Board Meeting Packet Page 3 of 93

About Next Wave Preparedness
Next Wave Preparedness LLC is a Maine-based small business that brings both national
experience and deep New England roots to every project. We are a certified Women Owned
Small Business (WOSB) through the Small Business Administration (SBA). We pride
ourselves on being trusted partners to Maine communities, delivering a full suite of
preparedness services.
Founded by Emily Kaster, a Certified Emergency Manager (CEM®) with over 10 years of experience in the
profession, Next Wave Preparedness combines local insight with a proven national perspective. Emily
previously served as a Preparedness Specialist and Project Manager at Tidal Basin, a national consulting
firm, where she supported government and critical infrastructure clients across the country. She has also
served as Acting Director & Deputy Director of the Cumberland County Emergency Management Agency
(CCEMA) and as President of the Maine Association of Local Emergency Managers. Emily holds a
bachelor’s degree in emergency management from the Massachusetts Maritime Academy and a master’s
degree in Homeland Security from the Naval Postgraduate School’s Center for Homeland Defense and
Security (CHDS). She has completed a certificate in Google Project Management and extensive FEMA
training. Her experience delivering preparedness initiatives from coast to coast has shaped a practical,
scalable approach that works for communities of all sizes.

Core Services
●
●
●
●
●
●

Emergency Management Program Assessments
Preparedness Campaigns and Events
Post-Incident After Action Reports and Improvement Plans
Plan Development (Emergency Operations Plans, Continuity Plans, Strategic Plans)
Training: Video-Based, Virtual, or In-Person
Exercises: Day-of-Support to Full Planning & Delivery

Relevant Past Performance & Experience
●
●
●

●
●

Currently supporting the City of Dover in updating its Emergency Operations Plan (EOP) update to
bolster municipal preparedness, after recently completing the Town of Canterbury’s EOP (2026).
Created custom video-based training for Greater Portland Health’s staff to educate them on
emergency protocols and emergency preparedness tips (2025).
Assessed Greater Portland Health’s emergency plans, offering targeted recommendations to
bolster preparedness and strengthen alignment with industry requirements. Developed
accompanying emergency procedures (2025).
Facilitated the Town of Chichester, New Hampshire’s Hazard Mitigation Plan update, achieving
state and federal approvals, and municipal adoption (2025).
At Tidal Basin, Emily led Emergency Management Program Assessments for Kansas State
University (2023) and Texas Tech University (2024), in addition to a Business Continuity Program
Assessment for the Greater Toronto Airports Authority (2023).

Contact Details
•
•

Email: [email protected]
Website: www.nextwavepreparedness.com

May 2026
Printed 05/29/2026

PHA Board Meeting Packet Page 4 of 93

970 Baxter Boulevard, Portland, ME 04103
P: 207-773-4753 | F: 207-761-5886 | porthouse.org
Department: Board of Commissioners _____________

Board of Commissioners
Meeting Minutes
Thursday, May 7, 2026 at 5:30pm
970 Baxter Blvd, 3rd Floor, Portland, ME 04103
Commissioner Attendees: Shirley Peterson, Chair; Tim Wells, Vice-Chair; Kristin Blum, Sam Heck,
Diane Herrmann, Monique Mutumwinka, Joan White
Commissioners Absent: none
Staff and Public: Leah Bruns, Executive Director; Jay Waterman, Director of Real Estate
Development; Mark Wiesendanger, Deputy Executive Director; Doane Dorchester, Office Manager;
Michelle Dunham, Property Manager; Sieglinde Chambliss, SC Numbers – Consultant
1.) Roll Call / Declaration of a Quorum
Shirley Peterson called the meeting to order at 5:30 pm, performed a roll call noting the absence of Monique
Mutumwinka, and declared a quorum.
2.) Public Comment
No public comment was provided.
3.) Staff Introduction: Sieglinde Chambliss
Leah Bruns introduced Sieglinde Chambliss of SC Numbers; she will be a consultant in the Finance
Department for the next 6 months to help bring the department and its software up to speed as well as hire
and onboard a new department head.
Sieg reviewed her presentation in the packet which was previously presented to the Finance Committee
which she attended remotely last week. Real Page is a great property management software and she has
support staff that will help PHA staff implement the software to the full extent that we’re paying for and train
staff on proper usage. The costs for Real Page are paid by the properties, not the agency. Sieg reviewed the
contract and what we were getting and found some deficiencies and discounts which allowed her to schedule
free training for staff. There have been some communication challenges which is not unexpected when asset
repositioning is taking place but it can be improved.
Right now Sieg is filling in as a CFO, which is the role she has played with previous employers. She’s also
bringing in her support team to assist. The reconciliations are many months behind back to the 2nd half of
2025. Equity has not been property rolling but she and her team are working to address it. PHA staff have
been given tasks with deadlines and reporting requirements. Cash will be reconciled by June 15th and other
upcoming requirements and deadlines related to HUD and other entities will be met. Staff are energized and
know what to expect. Sieg will be onsite monthly and working remotely when not onsite.
Last Updated: 5/28/2026
Printed 05/29/2026

PHA Board Meeting Packet Page 5 of 93

-

How does the Real Page contract work?
o We buy modules based on the needs of our organization and the sites.
o The contract is ongoing but we can get out of it with a 30 day notice.
o Cost is associated with per unit or per transaction costs depending on the task being done by
the software.
o It allows for each site to be self-contained so it can function as its own business which is
required of LIHTC properties.

Leah noted that Sieg is working to get everything in alignment and is working efficiently to do so.
4.) Motion to Approve Minutes from April 2, 2026 meeting
Joan White made a motion to approve the minutes from April 2, 2026 meeting. The motion was seconded.
No further discussion. The motion passed; 6 in favor and 0 opposed.
5.) Executive Director Report
Monique Mutumwinka arrived at 5:45pm; Doane Dorchester left the room during the beginning of the
Executive Director Report but returned shortly after.
Leah Bruns presented the Interim Executive Director report from the packet.
Leah reviewed key demographic information. PHA currently houses approximately 5,050 residents across
2,576 households. Roughly 60% of households are living at or below 30% of Area Median Income. More than
1,000 residents are elderly, 37% of residents identify as disabled, nearly 1 in 5 residents are children or
teenagers. The majority of households are extremely small with roughly 60% consisting of a single individual.
PHA and Avesta (Jen Hawkins) are discussing issues that we’re seeing with major mental illness. Avesta
owns and operates our housing first properties which work with getting unhoused individuals off the street
and into housing. These properties are seeing the highest eviction rate which is concerning and unexpected.
-

-

When you say concerning behavior, do you mean violent?
o Yes, sometimes. Often these properties do everything they can to keep people housed so they
must reach a high bar of bad behavior to be evicted. We’ve tried to call adult protective services
and promised to hold a voucher for someone if they went and got treatment but adult
protective services doesn’t want to force people into treatment.
o 4 staff worked with the woman from Shalom House that recently died, Leah sent an email to
all staff regarding the matter and shared it with the board.
Will there be a new org chart?
o Doane will work to update. It will likely have multiple phases.
o We’re working to update the finance department first and then we’ll be reviewing other areas
of the organization such as staff at the sites to meet LIHTC requirements appropriately and
efficiently. Sieg is helping to make sure finance staff have clarity on their roles and functions.
o Union members have distinct jobs and other staff do the tasks that union members do not do.
Union contracts are up for negotiation in 2027.

PHA Board Meeting Minutes
Printed 05/29/2026

Page 2 of 9
PHA Board Meeting Packet Page 6 of 93

-

-

-

-

Mark has direct reports now. How is that split up?
o Mark will oversee Vouchers, Facilities, Property Management, IT, Facilities, Compliance, and
Procurement. Things related to the physical plant.
o Leah will oversee Mark, Development, Resident Services, Finance, HR, and Doane
You just noted that we’ve previously offered to keep a voucher open for someone. Are there concerns
about a dangerous person returning or loss of income while vacant?
o We have only offered that in specific circumstances where the person would seek treatment
and return after getting the help they need and would no longer be a danger to themselves or
others. It is better, safer, and overall cheaper to keep them house and contained then to let them
loose on the street. Having Teyonda on staff helps us to evaluate as circumstances arise.
o There are ways to request a reasonable accommodation for extended absence and we could
submit a PBV vacancy claim for up to 2 months depending on the situation. Overall it is a
drop in the bucket to keep someone that had not previously been an issue housed and get
them treatment.
Should we be using language around spending some money in order to save more money long term?
o Yes, that is an approach that is out there and needs to be continually reiterated.
o Leonora Styles from HUD is talking with PHA and Project Home to have a HUD Panel
around our FYI voucher program collaboration. We have 59 youth on the program and given
their history we would anticipate 50% getting institutionalized over the last few years; none
have been. It takes roughly $6,000 annually per FYI voucher to provide the additional hands on
support which is overall cheaper than the services that would need to be provided if they were
on the street or institutionalized.
Have you looked into getting funding through substance abuse providers?
o Not previously but staff will look into it.

6.) Committee Reports
a. Finance Committee Report: Kristin Blum
Kristin Blum reviewed the financial information provided in the packet. A good chunk of the meeting was
around the potential reorganization of the affiliated boards. Gary Vogel was present to discuss reasons why
they are proposing adjusting the PHDC board. Pros and Cons for changing and staying as they are were
discussed. The committee noted that it seems a bit rushed to push through for August. Staff will review and
analyze the options and their implications.
The financial statements are in the packet. Sieg noted that they are not completely reliable due to journal
entries that are outstanding but they will be processed and reports in the future will be more accurate and
show a more complete picture. The KPIs were reviewed. We’re noticing the trends now that we are a few
months into the year. Occupancy seems to be a bit high and there are other key numbers that are being
watched. The project summary was also discussed but that will be reviewed more fully at the PHDC meeting
tonight.
There is a potential conflict for Kristin with the May Finance Committee Meeting. Sam Heck has a conflict on
the last Thursday of the month every other month, sometimes this corresponds with Finance but not often.
After a discussion it was decided to move the May Finance Committee Meeting to May 19th.
PHA Board Meeting Minutes
Printed 05/29/2026

Page 3 of 9
PHA Board Meeting Packet Page 7 of 93

-

-

Why does 841 Congress have such a low occupancy rate.
o There is 1 unit that was offline for 3 months while staff worked to prepare it for lease up. It had
been deemed uninhabitable by the city so there was a lot of work to complete.
o 2 lease ups were in process and then were dropped by the would-be tenants at the last minute
and staff had to start the process all over again.
o That property does not have a dedicated waitlist and historically has relied on voucher
referrals from vouchers; it is a market rate unit. There are larger conversations happening
around ways to improve the intake process.
o Staff have spoken to WeUsThem about applicant engagement strategies to entice people to
apply for our housing.
Why does Bayside East have high offline unit count?
o Offline unit numbers are due in part to the ongoing large-scale rehabilitation project. The units
tied to active rehab have been placed offline with HUD. Project is currently in phase 3.

Leah noted that these KPI’s are helping us better identify operational bottlenecks, track performance trends
more consistently, and build stronger accountability and reporting system across the organization.
b. Human Resources Committee Update: Diane Herrmann
Diane Herrmann briefly reviewed the items discussed at the HR Committee meeting. All staff evals have
been done, Drummond Woodsum is working with staff to update staff policies, Parking and Towing will
come up again as a resolution to be voted on later tonight, and potential security staffing options to
correspond with Towing policy.
Leah reviewed the reasons we looked at the Parking and Towing practices. Towing companies were towing
cars that they deemed in need of towing, including for such things as out-of-date registration stickers. Guest
vehicles, including security vehicles, were towed multiple times. Also, the towing company may have been
charging different rates to different people to get their vehicles back. A Parking and Towing Policy was
presented to the HR Committee but to put that policy in full effect we would want Security staff that are
overseeing all of our sites who would be able to call for tows as needed outside of business hours. We
currently pay $250k+ for a security contract, we could use that money to pay staff (salary and benefits) to be
security 24/7 instead; there are insurance implications that we are looking into. While we work to flush out
that idea and a more comprehensive policy we have created a draft Interim Parking and Towing Policy that
authorizes Property Managers to tow during business hours as needed and lets towing companies we
contract with to tow outside of business hours for specific things such as blocking access to fire lanes or not
having a PHA parking permit. Long term, we only want tows to be initiated by PHA staff.
- Franklin Towers has issues with people who park in the wrong spot. Either people with permits
parking in someone else’s spot or people who do not belong parking in the lot.
o Franklin Towers has security so they can call and address tow related issues. We understand
that this does not solve problems for all sites but we’ll work towards other solutions with the
final policy.
- Does that mean that people who are overnight guests would get towed.
o Yes, if they do not have a PHA parking permit they may get towed during non-business hours
if they are parked in PHA parking.
PHA Board Meeting Minutes
Printed 05/29/2026

Page 4 of 9
PHA Board Meeting Packet Page 8 of 93

-

-

-

-

-

Are there ways for guests to get parking?
o Not likely at this time. All parking spots are accounted for at all the sites. But we will check
with Property Managers to discuss.
o Joan suggested looking at the grass area near the garage for additional parking opportunities.
There is very little on-street parking available because of the neighboring buildings and their
tenants.
o Parking is a topic of discussion for all the sites. Property Managers noted that too much guest
parking gets abused and can’t be monitored.
Is there a vote on a policy tonight?
o Yes, an interim policy is being proposed that can be implemented immediately and tide us
over until the topics of security and towing can be fully reviewed and analyzed.
Could we farm out security?
o We already do. Security contractors end up paying high amounts for insurance if they cover
housing authorities. We have put out multiple RFP’s over the years and this was the only
company to submit a proposal the last time one was issued.
Could the police cover?
o In the past, staff were directed not to establish relationships with police on the sites. During the
meeting a current board member indicated that in the past that was the opinion of 1 board
member who is no longer on the board.
o If that is something that we want to consider we should talk with the RAB before proceeding.
Other suggestions
o Previously we did not put cameras in the stairwells and we are working to rectify that.
o With AI it can be easier to monitor cameras to find when incidents occur instead of scrolling
through hours of footage on multiple cameras.
o Could install license plate readers at entrance to property to track vehicles coming and going.
o DOJ has grant funds that the state may administer that help pay for hardware and safe
community programs.

7.) Communications
a. Social Housing Task Force: Tim Wells
There was a good discussion at the last meeting between PHA and the city. Got more into the details about
how we could work together. The task force is a diverse group of people with varied understandings of
housing and development but they are starting to understand financing and what is possible/feasible. No
conclusions were drawn, we’re trying not to limit the options but we are reviewing the handcuffs and
requirements of various funding streams. Now they need a project to work on to discuss how things could
work in more details; ideally PHA would develop and/or be the property management company for such a
project. Looking at what land exists, who would be served by the property, and starting to help them write a
recommendation paper to the city.
-

What timeline would this project be on?
o Something could possibly be in front of the council for the August meeting, but it would be a
back of the envelope proposal with rough sources and uses. The goal would be for the council
to endorse the idea of the project.

PHA Board Meeting Minutes
Printed 05/29/2026

Page 5 of 9
PHA Board Meeting Packet Page 9 of 93

-

Would we be bound to the project?
o No. We are helping the task force create their project which we hope to further down the line
be involved with. We are not creating it.

b. Resident Services Update: Teyonda Hall
Leah Bruns presented the update provided in the packet. Teyonda Hall was not at the meeting as she was
attending a kickoff event related to the DREAM program noted in her report.
- A resident in Franklin Towers is getting paid for something, why?
o Without knowing specifics it’s hard to say but PHA is allowed to pay stipends to people for
certain reasons.
c. Development Update: Jay Waterman
Jay Waterman reviewed the update provided in the packet. Harbor Terrace has hit permanent loan closing.
Riverton Park is starting to hit its stride after finding unexpected things that required repair. 47-49 Boyd is
waiting on the City’s Demolition Permit before it can be torn down.
Franklin Towers is on target for a September/October closing. The challenge is to find the right balance in
how many units are involved in each phase of construction and how those units relate to each other. Are they
stacked on top of each other and renovations happen vertically or are they an entire floor at a time and
happen horizontally. The relocation team recommends horizontally but the mechanical elements may be
easier to deal with if renovated vertically. The team (relocation, development, contractor, etc.) are going to get
together for a meeting to finalize these details. Once that is decided a resident meeting will take place to
discuss phasing and resident moves directly with the residents. They have also discussed temporary waste
systems. Zachau Construction is the expert on the construction side of things and we are the resident
advocates.
100 State Street will likely have a June closing and start the rehab in July. We met with Wright Ryan
Construction at the sight to talk through logistics with staff. We’re working on a solution for 11 temporary
parking spots that will be impacted during construction. The residents will have a meeting on Tuesday of
next week to discuss the rehab project and the impact on residents. They will not be moving units but they
will need to move out of their units each day of the construction.
8.) Resolutions of the Board of Commissioners
[Note: The resolution numbers changed from those on the listed agenda because Doane caught an error and
the previously listed resolution numbers were already used the month prior. These are the correct and final
resolution numbers.]
a. Resolution # 3314 to accept the proposed Commissioner Travel Reimbursement Policy so as
to match the PHA Staff Policy
Leah presented the documentation related to the resolution provided in the packet. Doane noted that the
intent is for the Commissioner Travel Policy to match the staff one. Included in the packet is the current
version and a draft version. The board could either accept the Commissioner Policy as drafted or the
resolution could be restated to indicate the Commissioner Policy will match the Staff Policy moving forward;
this way if the staff policy changes so will the Commissioner Policy.
PHA Board Meeting Minutes
Printed 05/29/2026

Page 6 of 9
PHA Board Meeting Packet Page 10 of 93

The current board policy requires people to save receipts and get reimbursements following a trip. The
current staff policy provides a travel advance that can be provided to the traveler prior to their trip that will
cover meals and incidentals at the GSA rate for the area; no need to save the receipts. Following the trip
additional receipts may be submitted for things like taxi and baggage.
Tim Wells made a motion for Resolution #3314 for the Commissioner Travel Reimbursement Policy to match
the PHA Staff Policy moving forward. The motion was seconded.
- The current policy has a section related to training.
o The committee discussed having a separate training policy which will cover that topic rather
than have it be included in this travel policy.
The motion passed; 7 in favor and 0 opposed.
Resolution #3314 – Resolved, the Commissioner Travel Reimbursement Policy will match the PHA Staff
Policy moving forward.
b. Resolution # 3315 to adopt the Interim Towing and Parking Policy
Leah Bruns presented the documentation related to the resolution provided in the packet and referenced the
previous conversation had on the topic during this meeting. The purpose of the proposed Interim Towing
and Parking Policy is to get us through until the security staffing can be better addressed and a more
complete policy can be proposed/implemented. The policy states that Property Managers and authorized
staff can call for a tow during regular business hours and authorized towing companies can tow on nights
and weekends for specific reasons. This policy also states that vendors must go through procurement for
vetting; Heather Kaufman will ensure that they are matching the City’s policies and requirements and get our
vendors in alignment. This policy also allows for site specific issues to be addressed by the Property
Managers because not all sites are the same.
- What if someone is in my spot?
o Having tenants call for tows would get tricky. Could call on-call technician but then would
need to provide proof somehow. And the on-call tech is costly so we want to avoid using them
for this purpose.
o This is an interim policy, this can be addressed in later drafts and staff will work on solutions.
- For plowing, why do we need to move at 8 or 9am but there is no place for us to put our cars at that
time.
o Leah will check with Property Managers.
- Have service providers been told not to park in spots?
o Yes.
o When discussing the Kennedy Park Community Center the topic of parking for health staff
came up.
- What signage exists? Tenant only parking vs visitor parking.
o Staff will review signage needs for each site.
- Sam Heck suggests that item 3 be re-written to indicate that it is an “and/or” statement not a “both”
statement.
o Staff will make this change.
PHA Board Meeting Minutes
Printed 05/29/2026

Page 7 of 9
PHA Board Meeting Packet Page 11 of 93

Kristin Blum made a motion for Resolution #3315 to adopt the Interim Parking and Towing Policy with
changes as noted by the Executive Director. The motion was seconded.
- How will residents be notified about weekend towing?
o Information can go out in the resident newsletter, a note can be put on the door of every unit,
and a push notification can be sent out.
The motion passed; 4 in favor, 0 opposed, 2 abstained.
Resolution #3315 – Resolved, that the Interim Parking and Towing Policy with changes as noted by
Executive Director during the discussion has been adopted.
-

How long do you expect the interim period will last?
o We hope to have more answers on the security options in 6 months.
o Staff will report back to the board in 6 months or earlier if a more permanent solution is
available sooner.

Leah thanked Monique for bringing this area of concern to our attention.
c. Resolution # 3316
i. to adopt the Board of Commissioners Training Requirements Policy
OR
ii. to adopt the requirements that all Commissioners will complete Ethics Training,
Freedom of Access Act Training, Hatch Act/Political Activity Training, and
Cybersecurity training within 90 days of being a Commissioner and must complete
an approved Commissioner training within 1 year; additionally every Commissioner
will successfully complete the Cybersecruity training on an annual basis. All current
Commissioners have 1 year to complete the required trainings noted in this
resolution.
Doane Dorchester presented the documentation related to the resolution provided in the packet. The
directive from the HR Committee was to create a resolution corresponding to the training requirements that
the HR Committee wanted Commissioners to have. Doane created a draft Commissioner Training
Requirements Policy that provides more detail than what could be put into a resolution that was only a
sentence or two long. Without being certain which one the board wanted to proceed with, the agenda was
written with 2 options under the assumption that the Board would pick one to vote on and discuss in more
detail.
-

-

There is a Department of Defense training noted, that seems excessive.
o Yes, the Department of Defense offers a cybersecurity training that is more advanced than
what most staff and commissioners need to know. It is an option that can be taken but there is
another more simplified option that can be taken instead.
If trainings were done already for other boards or for work can they apply?
o Yes.

PHA Board Meeting Minutes
Printed 05/29/2026

Page 8 of 9
PHA Board Meeting Packet Page 12 of 93

-

If previously did the NAHRO Commissioner Track but did not get certified does that count?
o The policy allows for exceptions to be made by the Board Chair or the Executive Director.
How often is the NAHRO training offered?
o NAHRO has multiple conferences each year and offers the training at each one. The training
can be completed all at 1 conference.
o There is also an online HUD training with multiple modules that Sieg noted to be easy to
download the materials for and can be self-paced.

Many of these trainings are required and this policy puts that in writing; additionally the HR Committee has
decided that some other trainings should be required of Commissioners. The policy also specifies which
trainings would fulfill the requirements noted in the policy.
Sam Heck made a motion for Resolution #3316 to accept the Commissioner Training Requirements Policy as
provided in the packet. The motion was seconded.
- 90 days seems short for all these trainings.
o The top 3 on the list are required not by us but by state and federal requirements.
Cybersecurity could possibly be extended.
o 120 days would be preferable.
Sam Heck amended the motion and restated it – Motion for Resolution #3316 to accept the Commissioner
Training Requirements Policy as provided in the packet but with the edit to Section 1 that the listed policies
be completed in “120 days unless superseded by other requirements”.
The motion passed; 7 in favor and 0 opposed.
Resolution #3316 – Resolved, the Commissioner Training Requirements Policy as provided in the packet
but with the edit to section 1 that the listed policies be completed in “120 days to complete the following
trainings unless superseded by other requirements” has been adopted.
9.) Adjourn
With no further business the meeting was adjourned at 7:23pm.

PHA Board Meeting Minutes
Printed 05/29/2026

Page 9 of 9
PHA Board Meeting Packet Page 13 of 93

Printed 05/29/2026

PHA Board Meeting Packet Page 14 of 93

970 Baxter Boulevard, Portland, ME 04103
P: 207-773-4753 | F: 207-761-5886 | porthouse.org
Department: Board of Commissioners _____________

Board of Commissioners
Meeting Minutes
Friday, May 15, 2026 at 9:30am
970 Baxter Blvd, 3rd Floor, Portland, ME 04103
Commissioner Attendees: None
Commissioners Absent: Shirley Peterson, Chair; Tim Wells, Vice-Chair; Kristin Blum, Sam Heck,
Diane Herrmann, Monique Mutumwinka, Joan White
Staff and Public: Leah Bruns, Executive Director; Mark Wiesendanger, Deputy Executive Director,
Jay Waterman, Director of Real Estate Development; Jason Beseda, Director of Facilities
1.) Driving Tour of PHA Properties
No board members were present. The meeting was never called to order and no quorum was declared.
2.) Adjourn

Last Updated: 5/28/2026
Printed 05/29/2026

PHA Board Meeting Packet Page 15 of 93

Printed 05/29/2026

PHA Board Meeting Packet Page 16 of 93

Executive Director’s Report
Presented to the PHA Board of Commissioners
Portland Housing Authority – June 4, 2026

Commissioners,
Over the past month, the Authority’s work has remained focused on strengthening core operations,
enhancing internal coordination, responding to HUD, and positioning the organization for its next
phase of growth. Much of this work has taken place behind the scenes, but it is important to the
agency’s long-term strength and stability.
The major themes this month are finance organization, compliance, organizational alignment,
development strategy, resident services, and governance matters that will continue to come before
the Board in the months ahead.
Leadership Structure, Communication, and Organizational Alignment
This month, we continued work on the proposed organizational structure. The goal is to improve
communication, limit overly broad direct-report lines, strengthen compliance, and make sure subject
matter experts are available where staff need them most.
The proposed structure is informed by staff feedback, Board feedback, consultant input, operational
needs, individualized Property Manager assessment, and resident feedback. It is also shaped by the
reality that PHA is no longer operating as a traditional public housing authority alone. We are
managing public housing, vouchers, LIHTC properties, PBRA, affiliated entities, redevelopment
activity, fair market units, resident services, and increasingly complex compliance requirements.
The goal is not to significantly increase staffing, but to better align the staff and expertise we already
have while positioning the agency to scale strategically where needed. I believe the model we have
developed supports that objective well.
Portland Housing Services Corporation would also benefit from a more clearly defined structure. As
resident services, fundraising, health partnerships, and community-based work continue to expand—
and as funding sources continue to evolve—that part of the organization will benefit from clear
leadership, strong financial accountability, and a sustainable operating model.
Finance Stabilization and CFO Recruitment
Finance remains one of the agency’s highest priorities. We have made strong progress in
strengthening the department and positioning it for the future, and our consultant, SC Solutions, has
been a valuable partner in that work.
We are continuing to advance finance stabilization, RealPage implementation, audit readiness,
internal controls, and the alignment of finance roles and expectations. This work is important because

Printed 05/29/2026

PHA Board Meeting Packet Page 17 of 93

PHA’s financial operations now support public housing, vouchers, LIHTC properties, affiliates,
development activity, investor requirements, HUD reporting, and new software systems. The budget
that will be presented later this month will show all of these efforts and keep us financially sound.
We are also continuing the search for a Chief Financial Officer and making good progress. This is one
of the agency’s most important hires. The CFO role will support day-to-day financial management,
internal controls, audit preparation, LIHTC reporting, affiliate finances, redevelopment activity, and
long-term financial planning. We have engaged a recruiter to help identify the right candidate for this
role.
Recent finance and risk management work included 2024 990’s filed for all entities, HUD banking
documentation, cyber insurance renewal, and continued attention to finance system issues, including
HAP processing and coordination between program and finance staff. We are conducting a thorough
review of finance operations, and the Board should be assured that these systems and processes are
receiving close attention.
RealPage implementation also remains a key operational priority. The next phase of work will
require clearer workflows, stronger training, role clarity, and better coordination between Finance,
Property Management, Compliance, and IT. Following the RealPage implementation we will be
moving into a PHAWEB implementation in the fall.
HUD Compliance and PHAS Follow-Up
This period included follow-up work related to HUD’s Public Housing Assessment System review.
Staff have been developing an action plan focused on vacancy reduction, lease-up timelines, financial
oversight, and stronger coordination among Property Management, Maintenance, Finance, and
Compliance.
This work is also reinforcing a broader operational shift. We are strengthening vacancy management
practices to ensure units move efficiently through turnover and lease-up, with clearer status tracking,
role definition, and reporting across departments.
Property Management Assessment and Training
SC Numbers completed an assessment of Property Manager needs, responsibilities, and training
gaps.
The assessment confirmed that many opportunities in property management relate to system
alignment, workflow clarity, training, and structured support during a period of significant change.

Printed 05/29/2026

PHA Board Meeting Packet Page 18 of 93

This work supports the proposed organizational structure. Property Managers need clearer
expectations, better access to Compliance and Finance support, stronger RealPage training, and more
consistent communication across departments.
The next step will be using the assessment to tailor training and support to individual staff needs
rather than assuming all Property Managers need the same type of support.
Development, External Engagement, and Public Positioning
PHA continued to advance development strategy and external engagement this month.
A major focus was preparation for the rescheduled May 19 Housing and Economic Development
Committee presentation which occurred on June 2. This included work on PHA’s development
pipeline, housing need, portfolio transformation, and the Authority’s broader role in Portland’s
housing system.
Development and redevelopment work remain central to PHA’s future. Current and ongoing work
includes Front Street, Riverton Park, Kennedy Park, East Bayside, the COMB Block, and other future
opportunities connected to density, services, and long-term asset planning.
If you have visited our website in the past week or two you may have noted some changes. Working
with our website host, staff coordinated a facelift to the website’s home page and theme. These may
seem like minor changes but we believe they will allow the general public and residents to find the
information they need with more ease.
We also continue to work with WeUsThem on public communications, public relations, and fund
development strategy. This includes early planning for annual fundraising, potential capital
campaign needs, donor engagement, and clearer public messaging about PHA’s impact. They have
also performed an audit on our website and provided a report with suggestions as well as
highlighting the things we are doing well.
Work has also begun on the 2026 Annual Report, with a goal of having a draft ready in advance of
the July Annual Board Meeting.
Resident Services and Community Support
Resident Services continues to show the importance of PHA’s work beyond housing units alone.
This month, Emily helped coordinate approximately a dozen Bowdoin volunteers to support the reestablishment of the community gardens at Harbor Terrace. These gardens will serve residents, with
several plots also set aside for neighbors. This is a good example of work that improves quality of life

Printed 05/29/2026

PHA Board Meeting Packet Page 19 of 93

for residents while also strengthening the relationship between PHA properties and the surrounding
neighborhood.
FSS also held a quarterly milestone dinner recognizing 11 participants who graduated or reached
major goals, including credit improvements, completion of a First-Time Homebuyer workshop, a
bachelor’s degree in Early Childhood Education, and a PhD.
These efforts reinforce why PHA needs a stronger and more sustainable structure for resident
services, community partnerships, and fundraising.
HR and Internal Systems
Work continued on strengthening HR systems, hiring processes, onboarding, performance
management, and ADP implementation.
As the organizational structure is updated, some job descriptions will also need to be revised so they
better reflect current responsibilities and the needs of the agency going forward.
This work is closely tied to the broader organizational structure work, the compensation study, and
the need for clearer expectations across departments.
Board Governance and Bylaw Work
A deep-dive analysis by our Office Manager, Doane Dorchester, identified inconsistencies and
contradictory requirements across the bylaws for our entities (PHA, PHDC, PHSC, SSHPC) and
sometimes within the same entity’s bylaws. You will see on the agenda at the Annual Meeting in July
that we recommend Doane as the Secretary for a few of the boards, that is because some of them do
not allow the President to also be the Secretary and it seems prudent to keep consistency across
entities.
The current bylaws would benefit from further alignment across entities. Some provisions can be
updated or clarified to better reflect current practice. This is increasingly important as the
Authority’s work continues to expand across development, LIHTC structures, affiliate activity,
resident services, fundraising, and long-term asset management.
This work does not need to be completed all at once, but it should become part of a structured Board
work plan. The goal is to ensure each entity has bylaws that reflect its purpose, legal requirements,
operating needs, and relationship to PHA.
Topic
Entity roles

Printed 05/29/2026

Current Issue

Board Focus

PHA, PHDC, PHSC, and SSHPC have Clarify each entity’s role and relationship
different purposes, but the documents to PHA.

PHA Board Meeting Packet Page 20 of 93

Topic

Current Issue

Board Focus

do not always clearly explain how they
work together.
Board
composition

PHDC bylaws allow 5 to 7 board
members, but the current number may Confirm current board composition and
not match that structure. PHSC and
update if needed.
SSHPC allow up to 15.

Resident
Commissioners

PHA requires resident commissioners Confirm eligibility language and
while HUD funding continues.
whether clarification is needed.

Officer roles

Officer language varies across entities.
Clarify who serves as officers and
President, CEO, Chair, Treasurer,
whether staff or Board members should
Secretary, and ED roles are not always
hold those roles.
clear.

Some bylaws reference Treasurer or
Align bylaws with actual financial
Signing authority President signing checks, while current controls, banking authority, and the
practice may differ.
future CFO role.
Committees

Committee rules are inconsistent
across entities.

Decide which standing committees are
needed and whether non-board
members may serve.

Remote
attendance

PHA has more detailed remote
attendance rules, while the other
entities allow phone or similar
participation more broadly.

Clean up remote meeting language and
remove contradictions.

Annual meetings

Annual meeting timing and
requirements vary.

Align annual meeting timing, officer
elections, and required reports.

Regular and
special meetings

Notice rules vary, including who may
Clarify notice requirements and whether
call meetings and how much notice is
days mean business or calendar days.
required.

Quorum

PHA requires four commissioners;
other entities use majority or 50% of
directors in office.

Confirm quorum standards are
appropriate for each entity.

Attendance

PHA attendance language appears
unclear when read together with
remote attendance language.

Update attendance expectations.

Amendments

Amendment notice and approval rules Clarify the process for future bylaw
differ across entities.
changes.

Printed 05/29/2026

PHA Board Meeting Packet Page 21 of 93

Topic

Current Issue

Board Focus

Conflicts of
interest

Conflict language is inconsistent across
Update and align conflict language.
entities.

Debt obligations

PHDC debt must be approved by
PHA.

Confirm approval process for loans and
development-related obligations.

Advisory
committees

PHSC and SSHPC allow advisory
committees with representation from
people served by the corporation.

Consider whether advisory committees
would help with services, fundraising, or
resident voice.

Books, records,
and audit

PHDC has more detailed audit and
recordkeeping language than some
other entities.

Standardize expectations for records,
audits, and reporting.

This is ultimately Board work, and I will wait for the Board’s direction on how you would like to
proceed. That said, I believe it is important to begin moving this work forward, as leaving these roles
and governance practices unclear could create challenges in the future. My recommendation would
be to approach this in phases or to consider engaging a consultant to help guide the process. As a first
step, we should confirm current practice for each entity, including board membership, officers,
committees, meeting schedules, signing authority, and approval processes. We should then have
counsel review the bylaws against Maine nonprofit law, HUD-related requirements, applicable
public meeting obligations, and the intended use of each entity.
After that, any recommended revisions can come back to the appropriate boards for review and
approval. This process should also result in a simple annual governance calendar that includes
annual meetings, officer elections, required reports, audit review, conflict disclosures, committee
appointments, and filings.
Key Priorities for the Next 30 Days
Over the next month, the main priorities will be:
•
•
•
•
•
•
•
•
•
•

Submit and begin implementing the HUD PHAS corrective action plan.
Continue Finance Department stabilization.
Continue CFO recruitment and selection.
Advance RealPage workflows and training.
Finalize and communicate the revised organizational chart.
Begin related job description updates.
Implement Property Manager training plans.
Continue development pipeline coordination.
Continue work on the 2026 Annual Report.
Advance fund development and communications planning.

Printed 05/29/2026

PHA Board Meeting Packet Page 22 of 93

•
•

Strengthen the operating model for Portland Housing Services Corporation.
Begin structured Board review of bylaws and affiliate governance.

Closing
This has been another month of important internal progress.
Across Finance, HUD compliance, organizational structure, property management, communications,
resident services, and governance, we are continuing to build a stronger foundation for the
Authority’s next phase of work.
This work is detailed and not always visible, but it is important. PHA is continuing to evolve as a
housing, development, and service organization, and that growth requires strong systems, clear
accountability, and governance documents that support the work ahead.
I appreciate the Board’s continued partnership as we move through this work.
Respectfully submitted,
Leah Bruns
Executive Director
In the News:
• https://mainebiz.biz/article/housing-authoritys-new-deputy-looks-forward-to-working-moredirectly-with-tenants/
• https://www.pressherald.com/2026/04/01/5-takeaways-from-the-new-mainehousing-annualreport/ (MaineHousing annual report article includes a photo/caption referencing PHA’s
COMB Block demolition and planned 173 new units)
• https://www.stocktitan.net/news/MTB/m-t-bank-financing-drives-sagamore-villagerestoration-preserving-76vtkfp970zj.html
All Portland affordable housing policy articles adjacent to PHA work, not necessarily direct coverage
• https://www.pressherald.com/2026/04/30/is-portland-throwing-away-an-opportunity-zone/
• https://www.pressherald.com/2026/05/08/has-portlands-inclusionary-zoning-housingordinance-gone-too-far/
• https://www.pressherald.com/2026/05/23/portland-is-building-affordable-housing-at-a-recordpace-now-is-not-the-time-to-abandon-ship-opinion/
• https://www.pressherald.com/2026/04/22/portlands-2025-housing-report-shows-high-hopesless-follow-through/
• https://www.pressherald.com/2026/04/20/what-housing-bills-will-wont-or-might-become-lawin-maine-this-year/

Printed 05/29/2026

PHA Board Meeting Packet Page 23 of 93

Items in Review / Upcoming
• HR Subcommittee: Board-approved onboarding, non-union, and general policies (Redrafts
underway at Drummond).
• Finance Committee: Annual budget process
• One Waitlist Initiative – New hire
Attachments:
Attachments:
• Portland Housing Authority 2025–2030 Five-Year Plan – Goals Matrix
• Demographics of all housing

Printed 05/29/2026

PHA Board Meeting Packet Page 24 of 93

Portland Housing Authority 2025–2030 FiveYear Plan – Goals Matrix (Monthly Updates in
Red)

Goal

Key Initiatives

Metrics

Tracking / Responsible
Dept.

Progress

1. Expand
Affordable Housing
& Homeownership
Opportunities

Expand affordable
housing via mixedincome
development, rehab,
preservation, and
new units.

Complete 239
pipeline units by
2030, expand further
pipeline.

(DEV) Pipeline report
(239 units, accessibility
compliance).

Promote
homeownership
through vouchers,
education, and
support systems.

Provide on-site
homeownership
preparation classes.

(RS) Homeownership
prep classes (track bank
involvement).

We continue to play an active role
in the City of Portland’s Social
Housing Task Force, ensuring
alignment between PHA’s
development pipeline and
broader municipal housing
strategy. Recent presentations by
leadership have focused on
identifying areas of partnership,
scaling impact, and reinforcing
PHA’s role as a central
implementation partner in the
city’s housing ecosystem.
Front Street homeownership
units remain on schedule, with
completion anticipated in early
July. Seven of eight units are
accounted for, with a 3 bedroom
market rate unit remaining.

Printed 05/29/2026

Publish
homeownership
education
opportunities on local
event calendars and

PHA Board Meeting Packet Page 25 of 93

Increase awareness
of new affordable
housing
developments and
homeownership
programs.

distribute to local
centers of influence.
Increase number of
earned media stories
promoting
homeownership
preparation classes
and their impact.

(RS) Quarterly Resident
Services newsletter.

We are aligning communications
efforts more intentionally with
development milestones.

(IT) PHA website
analytics.

Publish regular
updates on CoUrbanize, PHA
website and in the
quarterly resident
newsletter promoting
housing
opportunities and
accessibility
improvements.
Increase number of
owned media stories
promoting
homeownership
preparation classes
and their impact.

10

Printed 05/29/2026

PHA Board Meeting Packet Page 26 of 93

Enhance accessibility
with disabilitycompliant units &
improved RA
process.
Increase awareness
of PHA accessibility
enhancements.

2. Restructure &
Scale Up LIHTC
Properties

Transition properties
to LIHTC models.

Exceed accessibility
standards &
Universal Design.

Increase number of
earned and owned
media stories
promoting PHA
accessibility
enhancements.
Publish regular
updates on CoUrbanize, PHA
website and in the
quarterly resident
newsletter promoting
housing
opportunities and
accessibility
improvements.
LIHTC transitions for
5 properties by 2030.
Secure funding for
100% of LIHTC
transitions.

(RS) Quarterly Resident
Services newsletter.
(IT) PHA website
analytics.

(DEV) Pipeline report
(DEV) Funding secured
for LIHTC.

Broader finance stabilization
efforts are underway, including
engagement with external
consultants to support improved

11

Printed 05/29/2026

PHA Board Meeting Packet Page 27 of 93

financial systems, internal
controls, and reporting.
Discussions are also underway at
the Board level regarding
potential restructuring of
affiliated entities (PHDC, PHSC,
SSHPC), including consideration
of governance models and
organizational alignment.
Increase awareness
of PHDC’s LIHTC
expertise and track
record.

Develop operational
plans for staff
workload
during/after
transitions.

Increase number of
earned and owned
media stories
showcasing LIHTC
transitions, project
milestones, and
industry awards.

(BPR) Weekly and
monthly Cision reporting.
(DEV/BPR) Case studies
written and published.
(DEV/BPR) Awards
submitted and won.
(IT) PHA website
analytics.
EXEC) Annual staff
survey

Annual staff
workload
evaluations.

Complete current org
chart while making
considerations of the next
iterations
12

Printed 05/29/2026

PHA Board Meeting Packet Page 28 of 93

(PM/FAC)Develop
Standard Operational
plans.

3. Address Housing
Equity,
Discrimination, &
Foster Safe,
Inclusive
Communities

Expand Fair
Housing education
& multilingual
resources.

Annual Fair Housing
workshop.

Increase awareness
of and engagement
with Fair Housing
education and
multilingual
resources.

Increase number of
earned and owned
media placements
sharing Fair Housing
education
information and
resources for
multilingual
households.
2 new mixed-income
projects by 2030.

(RS) Quarterly Resident
Services newsletter.

Increase number of
earned and owned
media placements
showcasing mixedincome developments

(RS) Quarterly Resident
Services newsletter.

Promote equity
through mixedincome
developments.

(RS) Fair Housing
workshops.
(HR or Compliance) Fair
Housing for Staff

(IT) PHA website
analytics.

(DEV) Mixed-income
projects.

13

Printed 05/29/2026

PHA Board Meeting Packet Page 29 of 93

Collaborate on safety
(traffic,
environment).

and how it supports
housing equity.

(IT) PHA website
analytics.

Reduce reported
safety concerns 25%.

(EXEC) Resident survey
on safety (25% reduction).

Increase number of
(DEV) Mixed-income
earned and owned
projects.
media stories
about PHA’s
(RS) Quarterly Resident
safety
Services newsletter.
enhancements and
collaborations.

Work is ongoing to expand
multilingual access and
improve equity through
implementation of the
Language Access Plan,
ensuring more consistent
delivery of translated
materials and interpretation
services.
Emergency preparedness
coordination has advanced
through stakeholder
engagement and assessment
work led by an external
consultant. Assessment will
be presented to staff in June.
Initial coordination with City
emergency management
partners has occurred,
including sharing of resources
and alignment on planning
efforts.

14

Printed 05/29/2026

PHA Board Meeting Packet Page 30 of 93

A resident survey process tied to
Community Conversations
has been completed.
Improve lighting,
signage, secure
access.

Upgrade security at
3+ properties in 2
years.

(IT/Fac) Security
infrastructure upgrade.

100% of direct service
staff trained in deescalation.

(HR) De-escalation
training.

Lighting/Signage (Fac)

• Tenant-led
advocacy
workshops.
Crisis
intervention/deescalation training.

15

Printed 05/29/2026

PHA Board Meeting Packet Page 31 of 93

4. Empower
Residents Through
Education, Support,
& Opportunity

Expand
youth/adult/senior
education (financial
literacy, jobs, skills).

75% of youth offered
programs annually.
+30% adult
participation in
financial/job
programs.

(RS) Track youth
engagement, adult
financial/job readiness.
(RS) Quarterly Resident
Services newsletter.

Increase number of
earned and owned
media stories
demonstrating
delivery and impact
of youth/adult/senior
education
programming.

(IT) PHA website
analytics.

Resident Services continue to
support individuals transitioning
from homelessness through case
management, healthcare
coordination, and life skills
support.
Ongoing progress with LIUNA –
Portland Rising Project

Increase engagement
with resident
education and
opportunity-building
content on the PHA
website.
Partner with MH
providers for

Partner with 5 new
local orgs.

A proposed amendment to the
Five-Year Plan has been
advanced to support
development of a new
Community Center in Bayside
East, including space for a food
pantry, study center, and
expanded service partnerships.

(RS) New partner list (5
orgs).

16

Printed 05/29/2026

PHA Board Meeting Packet Page 32 of 93

counseling &
wellness.
Strengthen food,
transport,
employment service
partnerships.

Increase number of
earned and owned
media stories
announcing and
celebrating food,
transport and
employment service
partnerships.

(RS) Quarterly Resident
Services newsletter.

Create, implement,
announce and
promote a PHA
“partner of the year”
recognition program.

Write and publish
monthly profiles of
PHA partner
organizations on the
PHA website and
amplify on LinkedIn.
Support for residents
transitioning from
homelessness (case

90% of residents
transitioning from
homelessness receive
wraparound services.

(RS)Referrals/wraparound
for homeless at entry.
(RS/PM) Eviction
prevention supports.

17

Printed 05/29/2026

PHA Board Meeting Packet Page 33 of 93

mgmt, healthcare,
life skills).

Reduced evictions,
stronger housing
retention.

(RS) Quarterly Resident
Services newsletter.

Increase number of
earned and owned
media stories
demonstrating
availability and
impact of transitional
support services.
Increase engagement
with resident
empowerment related
content on the PHA
website.

Support seniors &
disabled for aging in
place/transition to
care.

90% of
seniors/disabled
supported with
aging-in-place or
transition.

(Dev& RS) Aging in Place
standards

18

Printed 05/29/2026

PHA Board Meeting Packet Page 34 of 93

5. Promote
Sustainability &
Environmental
Stewardship

Enhance waste
mgmt (recycling,
composting).

Clear waste
procedures &
recycling in place.

(FAC) Waste mgmt
procedures.

Incorporate energyefficient systems in
all projects.

Prioritize energy
efficiency in heating,
cooling, lighting.

(DEV) Sustainable design
in pipeline.

Resident
partnerships for
sustainability &
awareness.

Train youth/residents
in sustainable living.

(RS) Partner with local
enviro orgs (youth focus).

Secure at least one
media placement or
award tied to
sustainability each
year.

(BPR) Weekly and
monthly Cision reporting.

Highlight
sustainability
initiatives through
events, earned
media, partner
features, and
recognition
programs.
Increase awareness
of sustainability and
environmental

Plan and execute at
least one
sustainability-related
workshops for
residents.
Increase number of
earned and owned
media stories

An Ecomaine pilot program
remains underway at Riverton
and Kennedy Park to evaluate
improvements to waste
management practices.

(BPR/DEV) Award
nomination development
and submission.

(BPR) Weekly and
monthly Cision reporting.

19

Printed 05/29/2026

PHA Board Meeting Packet Page 35 of 93

stewardship
initiatives and
impact.

highlighting waste
management
initiatives and
resident partnerships.
Pursue new award
and recognition
opportunities for
sustainability
initiatives and
resident partnerships.

(BPR/DEV) Award
nomination development
and submission.
(BPR) Weekly and
monthly Cision reporting.
(RS) Quarterly Resident
Services newsletter.
(IT) PHA website
analytics.

Increase
sustainability
messaging pullthrough in all earned
media stories.

6. Enhance
Communication,
Engagement, &
Organizational
Efficiency

Launch tenant portal
(multilingual).

Increase engagement
with sustainabilityrelated content on the
PHA website.
Tenant portal live in 2 (IT) Tenant & owner
yrs, 60% adoption.
portals, staff tech training,
digital audits.
Voucher/owner portal
in 3 yrs.
(RS) 12 events/year, RAB
participation tracking.

Significant effort is underway to
stabilize and strengthen Finance
operations, including addressing
audit findings, improving
internal controls, and working

20

Printed 05/29/2026

PHA Board Meeting Packet Page 36 of 93

Tenant portal launch
communications plan
developed and
executed

(EXEC) 80% customer
service satisfaction
survey. (EXEC) Employee
engagement
improvements.
(IT) Train 100% of staff on
new tools, software and
tech

with external consultants to
modernize systems and practices.
IT systems and infrastructure are
under active review, including
evaluation of platforms such as
RealPage and broader digital
tools. A comprehensive audit of
systems is in progress.
The Tenant Portal through
RealPage has been launched,
providing residents with
expanded access to account
information and services.
Internal communication has been
strengthened through regular allstaff updates (e.g., Friday
roundups), aimed at improving
transparency and supporting staff
during a period of operational
change.
Work is underway to better
understand staff technology
usage and needs, including
development of internal surveys

21

Printed 05/29/2026

PHA Board Meeting Packet Page 37 of 93

and planning for improved
digital resources.
Increase leadership
accessibility via RAB
& Q&A.

12 resident
engagement events
annually.
RAB participation up
30%.

Audit digital tools
for efficiency.

Digital audit in 18
months.

Expand tenant
notification systems.
Staff training on tech
& customer service.

100% staff trained on
tech/tools.
80% resident
satisfaction with staff.

Improve staff
engagement &
retention.

Improved staff
engagement scores.

22

Printed 05/29/2026

PHA Board Meeting Packet Page 38 of 93

7. Build Stronger
Community
Relationships &
Partnerships

SOP guides across
departments.
Expand PR efforts to
reduce stigma.
Collaborate with
local orgs &
businesses.
Host
resident/community
events.

PR communications
plan drafted each
year that
encompasses and
works towards all 5year goals.
Secure earned and
owned media
placement
showcasing resident
leadership and
neighborhood
integration.
Increase community
sentiment towards
public housing via
public awareness
campaign launch.

(EXEC) PR campaign
rollout.
(EXEC) Year-end
summary of partnership
outcomes tied to PR
engagement.

(DEV) Neighborhood
design collaboration.
(RS) Resident leadership
tracked in events.

A more proactive approach to
media and public narrative is
underway, including tracking
recent coverage and identifying
opportunities to increase
visibility of PHA’s work.
An op-ed has been authored and
placed in the Portland Press
Herald as part of efforts to shape
public discourse around housing
and PHA’s role.
A PR strategy is being developed,
including coordination with
external support, to better
manage media engagement,
respond to coverage, and
highlight development and
programmatic work.
Ongoing coordination with
external partners continues,
including participation in

Highlight quality
design &
neighborhood
integration.
23

Printed 05/29/2026

PHA Board Meeting Packet Page 39 of 93

Resident leadership
in events.

regional and local housing
discussions.

24

Printed 05/29/2026

PHA Board Meeting Packet Page 40 of 93

Printed 05/29/2026

PHA Board Meeting Packet Page 41 of 93

Printed 05/29/2026

PHA Board Meeting Packet Page 42 of 93

970 Baxter Boulevard, Portland, ME 04103
P: 207-773-4753 | F: 207-761-5886 | porthouse.org
Department: Vouchers __________________________

Memorandum
To: Board of Commissioners
From: Clyde Barr
Subject: Monthly Department Update for Vouchers
Date: 05/28/2026
HUD sent our Calander Year 2026 HCV renewal funding on 5/8/2026 informing us that PHA will
have $38,244,331 in Housing Assistance Payment funds to distribute this year. This budget allocation
takes us out of tracking to shortfall to the possibility of issuing vouchers to residents in Project-Based
Voucher units who have requested a tenant-based voucher. That PBV-priority list is around 100
households.
Our first request for Tenant Protection Vouchers for Franklin Towers for residents who are interested
in relocating off site either permanently or during construction. The voucher team will begin the
voucher intake process in June.

Housing Assistance Payments (HAP) by Annual Contributions
Contracts (ACC)
$3,454,905$3,479,912
$3,378,805
$3,339,529
$3,172,612
$3,122,324$3,122,203$3,125,090$3,140,067$3,104,778
$3,082,934$3,094,106

Jun-25

Jul-25

Aug-25

Sep-25

Oct-25

HAP HCV

Nov-25
HAP EHV

Dec-25

Jan-26
HAP MSV

Feb-26

Mar-26

Apr-26

May-26

Total

Template Last Updated: 11/19/2025
Printed 05/29/2026

PHA Board Meeting Packet Page 43 of 93

Voucher Increment
Homeownership
Veteran Affairs Supportive Housing (VASH)
Foster Youth Independence (FYI)
Portable Vouchers Paid
Project Based Vouchers
Mainstream (MSV)
Emergency Housing Vouchers (EHV)
All other vouchers
Total

Printed 05/29/2026

Housing
Assistance
Payment
(HAP)

Vouchers
Utilized

Per Unit Cost
(PUC)

39

$49,557

$1,271

77

$76,338

$991

26

$38,829

$1,493

55

$79,946

$1,454

730

$1,019,916

$1,397

45

$55,022

$1,223

7

$10,566

$1,509

1,388

$2,048,631

$1,476

2,367

$3,378,805

$1,427

PHA Board Meeting Packet Page 44 of 93

970 Baxter Boulevard, Portland, ME 04103
P: 207-773-4753 | F: 207-761-5886 | porthouse.org
Department: Facilities and Inspections ____________

Memorandum
To: Board of Commissioners
From: Jason Beseda
Subject: Monthly Department Update for PHA Board of Commissioners
Date: 5/27/26
Over the past month, Facilities & Inspections has stayed very focused on the day-to-day
fundamentals, making sure our buildings are safe, compliant, and functioning the way they should.
A lot of the work this month was hands-on: inspections in the field, coordination with property
management, and staying closely involved in capital projects and procurement efforts.
At the same time, we’ve been working behind the scenes to support broader agency initiatives,
including policy rollouts and environmental compliance efforts.
Staying Close to the Properties
A big part of the last month has been direct site work.
We’ve been out in the field conducting inspections, following up on building systems issues, and
working through unit-level concerns across several properties. That includes things like QA
inspections, basement and pipe inspections, and addressing conditions in specific units like
bathrooms and flooring.
This level of presence helps us catch issues early and keep things from becoming bigger problems
down the road.
Moving Projects and Procurement Forward
We’ve also been actively involved in capital planning and procurement.
Over the last few weeks, we participated in key meetings around radon mitigation, waste
management planning, and contract reviews.
We’ve been reviewing bid documents, coordinating with procurement, and working with vendors to
make sure projects are set up correctly before they move forward. For example, we circulated the
draft radon mitigation bid for feedback and continued coordination around hazmat contracts.
This work is critical to making sure projects are done right from the start and that we’re getting the
best value.
Template Last Updated: 11/19/2025
Printed 05/29/2026

PHA Board Meeting Packet Page 45 of 93

Environmental Compliance and Risk Management
Environmental work continues to be a steady focus.
We’ve also been coordinating around asbestos management planning and continuing to support
radon mitigation efforts.
Overall, this is about staying ahead of risk and making sure we’re meeting both regulatory
requirements and our own standards for resident health and safety.
Putting Policy into Practice
This month also included helping implement the new parking and towing practices.
Our role has been making sure those changes actually translate at the property level—coordinating
with staff and vendors so that enforcement is consistent and aligned with the intent of the policy.
We also reinforced requirements tied to recycling and local ordinances to ensure we’re staying
compliant operationally.
Working Across Departments
A lot of this work doesn’t happen in isolation.
We’ve been actively coordinating with Property Management, Development, and Procurement
through recurring meetings like the project hand-off process, development check-ins, and safety
discussions.
We’ve also continued regular check-ins with leadership to stay aligned on priorities and direction.
Supporting Residents and the Board
On the resident side, our work continues to focus on consistency and fairness in how services are
delivered—whether that’s parking enforcement or coordination around broader initiatives like
recycling.
We also participated in the Board’s site tour, which gave an opportunity to show conditions on the
ground and highlight the work happening across properties.
Closing
Overall, this has been a very operationally focused month.
We’ve stayed close to the properties, kept projects moving, and continued to manage risk—while also
supporting agency-wide initiatives and policy implementation.
All of this work is aimed at one core goal: making sure our properties are safe, well-maintained, and
running consistently across the portfolio.

Printed 05/29/2026

PHA Board Meeting Packet Page 46 of 93

Property Management Operations – Monthly Summary (Last 30 Days)
1) Portfolio Performance & Operations
•

•

Occupancy
o

Overall portfolio occupancy is approximately 88% across all PHA units.

o

Public housing occupancy is ~86%, with lower performance at select sites
like Franklin Towers and Bayside East due to renovations and planned
conversions.

o

Non-public housing occupancy is ~89%, with notable variability driven by
lease-up challenges.

Rent Collection
o

o

Rent collection performance remains strong overall:
▪

Public housing: ~103% collection rate

▪

Non-public housing: ~96% collection rate

Some properties (e.g., Riverton Park) show lower collection rates (approx.
62%), due to issues with the voucher program.

2) Maintenance & Work Orders
•

•

Work Order Completion
o

Emergency work orders achieved 100% completion within 24 hours across
the portfolio.

o

Non-emergency work order completion is active with strong throughput and
closure rates.

Maintenance Cost Trends
o

Maintenance expenses are below budget in several categories (labor,
materials, temp labor), suggesting:
▪

Improved cost control OR

▪

Deferred work / staffing gaps that may need monitoring

3) Capital Projects & Property-Level Activity Impacting Operations
Active Construction / Rehab (Operational Impact)

Printed 05/29/2026

PHA Board Meeting Packet Page 47 of 93

•

Riverton Park
o

•

•

Sagamore Village
o

Multi-phase residential renovations underway

o

Community center improvements nearing completion

Bayside East
o

•

Ongoing construction and phased renovations impacting occupancy and
operations.

Large-scale rehabilitation (Phase 3) contributing to offline units and reduced
occupancy.

100 State Street
o

Scheduled for closing and start of renovations in coming months, with
temporary resident disruption expected (daily relocations during work).

Pre-Development / Upcoming Operational Impacts
•

Franklin Towers
o

•

Pre-development planning with upcoming major rehab and relocation
impacts to residents and operations.

COMB Block Phases
o

Multiple phases progressing toward construction; will introduce future
property management complexity and lease-up demands.

4) Operational Risks & Challenges Identified
•

•

•

Printed 05/29/2026

Vacancy & Lease-Up Bottlenecks
o

High vacancy days and inconsistent waitlist pipelines at select properties

o

Applicant fall-off during leasing process

Construction Disruption
o

Significant number of units offline due to rehab projects

o

Operational strain from coordinating resident moves, phasing, and
communications

Financial Reporting Reliability

PHA Board Meeting Packet Page 48 of 93

o

Financial data still being stabilized due to:
▪

Outstanding reconciliations

▪

Incomplete journal entries

5) Property Management Initiatives & Improvements
•

System & Process Improvements
o

•

▪

Implementation of modules and reporting tools

▪

Staff training and workflow standardization

Performance Tracking
o

•

Ongoing optimization of RealPage property management system:

Use of KPIs to:
▪

Identify operational bottlenecks

▪

Improve accountability and reporting consistency

Operational Coordination
o

o

Increased collaboration between:
▪

Property management

▪

Resident services

▪

Development teams

▪

Facilities

Particularly visible in handling:
▪

Eviction prevention cases

▪

Resident stabilization efforts

6) Resident & Site-Level Operations (Property Management Interface)
•

Resident Stabilization Efforts
o

Printed 05/29/2026

Coordinated interventions (e.g., at Riverton Park) to prevent eviction through:
▪

Cross-team alignment

▪

Clear compliance plans with residents

PHA Board Meeting Packet Page 49 of 93

•

Community Engagement
o

High volume of resident events and services supporting tenancy stability and
engagement

o

Expansion of communication tools and emergency contact updates

Key Takeaways for Board

Printed 05/29/2026

•

Portfolio performance is stable but constrained by construction and leasing
bottlenecks

•

Strong rent collection and maintenance response are positive indicators

•

Vacancy duration and offline units remain the most significant operational
pressure points

•

Significant development activity will continue to impact property management
operations in the near term

•

Ongoing system improvements (RealPage, KPI tracking) are expected to improve
efficiency and reporting reliability

PHA Board Meeting Packet Page 50 of 93

970 Baxter Boulevard, Portland, ME 04103
P: 207-773-4753 | F: 207-761-5886 | porthouse.org
Department: Board of Commissioners _____________

Finance Committee
Meeting Minutes
Tuesday, May 19, 2026 at 5:30pm
970 Baxter Blvd, 3rd Floor, Portland, ME 04103
Commissioner Attendees: Kristin Blum- Committee Chair, Committee Members Tim Wells and Shirley Peterson;
Commissioner Sam Heck (remote)
Staff and Public: Leah Bruns, Executive Director; Jay Waterman, Director of Development; Doane Dorchester, Office
Manager; Sieg Chamblis (remote), SC Numbers; Jeff Lines (remote), TAG Associates, Inc.
1.) Roll Call / Declaration of a Quorum
Kristin Blum called the meeting to order at 5:31pm and declared a quorum for the committee.
2.) Board Structure
a. Jeffrey Lines, President of TAG Associates, Inc.
Leah Bruns introduced the idea of having a consultant review Board Structure. The initial conversation was started with
Drummond Woodsum around PHDC and changes the City was making that would require some of our properties to
pay taxes. Gary Vogel from Drummond Woodsum attended last month’s meeting to propose adjusting the board’s
structure so that affiliated entities (PHDC, PHSC, SSHPC) would no longer have PHA Commissioners as the majority of
the board. Following that meeting there seemed to be a desire for answers from an opposing viewpoint. Sieg
recommended Jeff Lines so he is here tonight to introduce himself and briefly review his thoughts.
Jeff Lines noted that he had reviewed the write up that Gary Vogel provided to the Finance Committee at the previous
meeting. He has since had a conversation with staff about disaffiliating control; he has some concerns about what Gary is
proposing. In Jeff’s professional capacity he typically advises housing authorities to maintain full control of the other
boards using a combination of board and senior staff. Lenders typically want to make sure projects are fully aligned with
the housing authority and they have the ability to meet commitments being set; by having mutual boards it ensures
complete alignment. The detrimental aspects that Gary noted are not things that Jeff is concerned about as he has not
seen them be an issue. In terms of being able to do Inspections and Rent Reasonableness as disaffiliated entities, there is
no reason not to continue as we have been with sharing these services with other local housing authorities. Jeff also
noted that it is not advisable for the affiliated entities to pay staff as staff of the entity, they should be paid as staff of the
housing authority through a mutual agreement; lenders want to see this as it avoids risk.
Jay Waterman added that there has been mention by board and staff to include people on the PHDC board with local
expertise. Members could be added without being the majority. Jeff agreed noting that many clients have substantial
control as opposed to full control. Others sometimes will have Audit Committees or Investor Committees with local
expertise to help advise.
- What about fundraising?
o It is good to fundraise. Some foundations already have pre-existing relationships with certain
organizations so it may be hard to get in on the ground floor but there are many places that donate to
new places.
Last Updated: 5/21/2026
Printed 05/29/2026

PHA Board Meeting Packet Page 51 of 93

-

-

-

Why is board structure being discussed at the Finance Committee level as opposed to the full board level?
o The original conversation involved PHDC moving from a 501c4 to a 501c3 and Gary noted at the time it
would be faster to make that change if the HA did not have a majority of the board. Following last
month’s meeting Gary is moving forward with the change in non-profit status but without changing the
board structure.
o Following last month’s meeting the committee seemed to have unanswered questions so Jeff was
brought in to help answer them and to see if there was a desire to pursue the topic further. There is the
possibility of hiring him as a consultant to review board structure and make changes as the board
desires. The bylaws need to be revised and once that topic is opened it could be extensive.
o Typically the details would come to a committee level and then a suggestion would be brought to full
board for consideration. There could be an ad-hoc committee for governance that could dig into these
details in the future.
Is there a rush?
o The Finance Committee generally feels like this is too fast. The rush was initially brought due to the
change in non-profit status but that is no longer the case.
o Thinking strategically, what are the priorities for the board and their timelines. Is this really where we
want to spend our resources right now or can it wait 12-18 months.
o Outside of the structure discussion, the bylaws for all boards need to be edited and they don’t seem like
simple edits. If they are being edited for those updates does it make sense to combine efforts or to just
make other edits later.
What are the options? Best Practices? Trade Offs? Tangible Benefits?
o Leah will compile the information provided today and try to get a staff recommendation together.
o The city nominates the board members which then affects all the entities.
o The board has been through a lot and did heavy work in the past few months. The current board is not
going to change anytime soon so now would be good time to bring in a consultant to work with the
board on a project that moves the group forward in 1 direction.

Jeff Lines left the meeting.
3.) Financial Review – PHA, PHDC
Sieg noted that she also does board training. It is important for the board to understand how budgeting and funding
will change as public housing is phased out otherwise it is hard to know where the organization is going and its
challenges. She could create a training for the board on this topic.
Sieg reviewed her presentation from the packet. Real Page has agreed that it was set up incorrectly initially
and are working to start over and bring staff up to speed. An investor for some of the LIHTC properties has
reached out with some concerns; Sieg is familiar with this investor and has confidence that after the meeting
they will be comforted.
The Fee Calculation has been done incorrectly in the past. Next month we should know more about what the
real number should be and get the correct funding from HUD. All Bank reconciliations should be done by
mid-June. Working on a structural org chart that has flexibility and can be fluid as the organization changes.
Trying to create a budget to match those changes.
-

When referencing “gaps” with Property Managers, what does that mean?
o Checking for gaps in knowledge on things like utilization of Real Page, budgets and current
expenses, generate and read reports, etc. How can the back office ensure that site staff have all
the tools they need just like for profit property managers have?

PHA Board - Finance Committee Meeting Minutes
Printed 05/29/2026

Page 2 of 6
PHA Board Meeting Packet Page 52 of 93

-

-

-

The Fee Calculation, what magnitude do you think that is off?
o Not sure, won’t know until we finish recalculating. We can fix the calculations for this year and
get more money if it’s earned but we can only adjust the current year not past years.
Investor concerns, what are the concerns?
o Related to income statements and reserves. Sieg is working with staff to get them fully trained
and to work proactively with Asset Management to test and validate the numbers.
Returning money to HUD, what is that?
o In vouchers there are buckets of money related to Vouchers, Mainstream Vouchers, and
Emergency Housing Vouchers. The Emergency Housing Vouchers will end at the end of 2026
and any unspent money needed to be returned to HUD. The unspent service fees were
returned in February. We’re reviewing the numbers and are reconciling to make sure the right
amount will be returned at the end of the pilot program.

a. PHA Income and Expense
Sieg reviewed highlights from the Income and Expense statements. COCC unrestricted funds should be
treated like an overhead bucket and must break even or perform better. Currently it shows as negative and
she is looking into it further. Pension and OPEB (Other Post Employment Benefits) are high and we’ll need to
fill the gap to cover legacy costs if COCC is not breaking even. If these legacy staff were at sites we could pull
from PH funding for these costs instead of COCC. Sieg is reviewing these and will bring a recommendation/
information to the board in the future. Salary and benefits will always go up. Consider converting from a pension
program to a 401k with maximum employer contributions; this would be for new employees but current employees
would be grandfathered in. Moving from a fixed benefit to a fixed contribution would likely be difficult discussion with
the unions who are up for renewal in 2027. We’re also reviewing legacy employees and what we are providing them vs
what we are contracted to provide them. Overall, revenue is less than expenses. Sieg is reviewing if costs for the sites are
going to COCC instead. The management fee could offset the loss as well as the re-calculation of fees. Hoping to have
more answers at the end of this month.
b. PHDC Operational Income and Expense
c. PHDC Owned/non-LIHTC Property Income and Expense
Sieg noted that PHDC still has outstanding reconciliation items that we’re still trying to address and find information on.
The bottom line profit was budgeted at $1.1 million but only $245k is shown. Looking at developer fees and timing of
what was budgeted and when it actually arrived to see if that’s the cause.
Jay Waterman explained that some of these items were brought up in previous months to the board. Sagamore Village
was budgeted anticipating that we’d be receiving a construction management fee on a monthly basis but that was not
the case and we only got the $250k with the construction loan closing; SV will not get more this year. Harbor Terrace
closing incurred fees. Mercy’s developer fee was higher than expected. Front Street 3 should be higher than budgeted
but will be in FY27. Front Street 1 had $831k in surplus cash but he’s unsure if it will be booked this year as it appears on
the balance sheet but not on the Income and Expense statement. Sieg noted that she is working with staff on procedures
related to surplus cash; she recommends putting that into the FY27 budget due to timing of the year-end and staff has
not performed calculations as of yet.
d. Board Report – Key Performance Indicators
Mark Wiesendanger is going to be digging into the KPI’s moving forward and reviewing the data on a deeper level.
Some of this data looks bad because the numbers are not accurate and sometimes it is accurate and we can do better.
The current template came from HUD and has been modified over the past few months to better fit our needs and to
show trends. There should be ways in Real Page to print reports rather than rely on data entry to a spreadsheet.

PHA Board - Finance Committee Meeting Minutes
Printed 05/29/2026

Page 3 of 6
PHA Board Meeting Packet Page 53 of 93

What does the board need, what do they actually look at, etc?
- Occupancy data
- Waitlist numbers are less important to see monthly, maybe quarterly?
- Days offline
- The report has led to good questions
- This is better than the nothing we were getting before
- Accounts Receivables and collection at the site level
There is a new Intake Manager that started when Mark did and she will be more heavily involved in this. We’ve already
gotten good feedback from her and she’s up to the challenge. Turnover rates in the report are too long but hard to know
if the data is not accurate. With LIHTC properties it matters much more than it did with Public Housing properties to
have high occupancy rates. There is a bigger push to fill them faster. As you’ll see in the Intake report, we have a lot of
offers that go out but they aren’t all accepted.
-

How many times can someone refuse a unit?
o Public Housing is going to be moving to the Affordable Housing centralized waitlist system and their
rule is to allow 3 refusals with good reason but after 3 they would need to reapply and go to bottom of
the list. Applicants have 24 hours to accept or decline an offer.
▪ There is an upcoming planned start date, it is prepped and ready to go
▪ The system will also take into account the individual preferences for each property (55+, 62+
disabled, etc) and run purges on its own rather than have staff manage them. This will keep the
waitlist smaller and more accurate.
o We’re working to create a pool of applicants that are pre-vetted so when a unit becomes empty we can
put someone in right away instead of waiting until a unit is empty to vet applicants.

We’re working to relay to staff the importance and urgency in improving our systems. We need people doing the work
and people doing quality control on the work. They have the right tools and talent but we need to all get in the right
direction. Need to work on standard procedures.
4.) Budget Timeline / Process Update for PHA, PHDC, PHSC, SSHPC
Normally the budgets would be presented to finance committee at this May meeting for the Board to vote on at the June
Board meeting. Sieg explained that there has been a good amount of information that she has had to unpack and she
would like an extension to create a budget. There are unfunded demands in programming that require more
conversations at the executive level to figure out how to fill these gaps. The only budget that is required for 7/1 by HUD
would be for Public Housing and Vouchers so we could submit those budgets first if needed but would prefer to do it all
together next month. Propose having drafts at the June 23 Finance Committee meeting and then having a special
meeting of the board on June 25th. Or we could adopt last year’s budget with recommendation to follow up with an
updated budget further out.
-

-

-

Do funders require PHA to have a budget?
o No, they require LIHTC budgets for the sites which will be proposed later in the year.
o If there are recommendations for discrete changes to a LIHTC property budget they will be noted.
Preference would be for a detailed conversation to happen on the 23rd and all board members who want to get
into the weeds attend that meeting. The 25th would just be higher level review and any changes that were
requested.
o That can be done.
Can the Budgets be presented compared to actuals as opposed to compared to previous year’s budget?
o Yes, that is the plan.

PHA Board - Finance Committee Meeting Minutes
Printed 05/29/2026

Page 4 of 6
PHA Board Meeting Packet Page 54 of 93

Leah noted that payroll seems high and Sieg has been working to chase down a lot of data to figure out how to allocate
payroll to the correct programs. This will really help in the budgeting process. We are moving in the right direction and
rapidly but need to make sure we have accurate information. Sieg will be here onsite at the June Finance Committee to
speak to the budget in person so she will also be here for a June 25th special board meeting to approve the budget.
On Tuesday, June 23rd there will be a finance committee meeting with proposed budgets for a detailed review.
On Thursday, June 25th there will be a special board meeting just to discuss and approve the budgets. This will likely
require a PHA, PHDC, PHSC, and SSHPC meeting.
5.) 501c3 Update
This topic was previously covered during the conversation around Board Structure.
6.) Development Update
Jay Waterman reviewed his provided report.
- Sagamore Village construction has found things that require proper mitigation and it has been more than
expected. After phase 4 we will have hit all the different unit types and then there will be less surprises. We
have only used 10% of the contingency.
- The RFP for investors for Franklin Towers went out a little later than normal; we held onto it due to changes in
the market at the time. RBC and Enterprise have both come back with proposals that they are tweaking and
plan to submit. RBC is already an investor on a number of our LIHTC properties.
- There was a resident meeting at 100 State Street to review upcoming construction / rehab project. Every unit will
have a 4-day turnaround time during which tenants will need to leave their unit during the day and all their
things will need to move. The closing with TD Bank will be in June.
- 47-49 Boyd is being turned into a parking lot to meet ADA requirements to replace a parking lot which will no
longer be usable during COMB construction.
Faircloth limit program called Restore Rebuild has been canceled. It would have allowed for Public Housing to be built
using mixed financing and then once done it would immediately convert to RAD/Section 8. We were looking at it as a
potential income source for 14 Baxter but the project is eligible for 9% tax credits so there are other options.
a. Projects in Development Quarterly Report
Jay noted that there were no surprises in this report. FT is at 126% of originally planned costs which mostly related to
architecture and pre-construction work such as a mock up of a historically accurate window. Note that it says 100 State
Street will close on the loan in April, that’s wrong it will be June.
- How will we pay for EPC?
o Franklin Towers will be a big one and East Bayside will do the small remainder.
b. 879 Congress Update
Jay Waterman provided an update related to the potential purchase of 879 Congress. At the last meeting the
sunk cost was at $35k; more invoices have come in and it’s closer to $85k. There has been some movement on
the price and if we move forward we would recoup the sunk cost. The board had previously voted to allow a
loan up to a certain amount and we’re looking to close at an amount lower so we should be good to proceed if
we decide to. An application will go into Maine Housing in the fall. A TIFF application will go to the City
after Maine Housing due to a recent change at the city; they now want to be the last money into a project
instead of the first money in. It was noted that Maine Housing’s application awards points to projects that
have a TIFF already awarded which is not something we can control. Mark will check on potential rule
changes related to this topic.
PHA Board - Finance Committee Meeting Minutes
Printed 05/29/2026

Page 5 of 6
PHA Board Meeting Packet Page 55 of 93

-

-

Is there an update related to the Substandard Management score from HUD related to FY2024
o Back when Cheryl Sessions was here we thought that we could leave units empty at Riverton
Park because we were planning to convert that site and we didn’t want to fill units just to empty
them again in the near future. This negatively affected our score with HUD for those years.
This has come up in other past scores as well and it was noted then that it would affect us for a
few years because we didn’t realize it was a problem for a few years since it takes a few years
for scores to be sent out.
o Staff are currently drafting a response and incorporating information related to new processes
and staff, such as having an Intake Manager, to better address vacancies.
TPV’s now have a 12 month occupancy requirement instead of a 24 month occupancy requirement.
o This relates to the time of the SAC application not the date of the letter so we anticipate Franklin
Towers to be all set.
o We are working to ensure all units are leased up ASAP and stay full for this and other reasons.

7.) Adjourn
Meeting adjourned at 7:31pm

PHA Board - Finance Committee Meeting Minutes
Printed 05/29/2026

Page 6 of 6
PHA Board Meeting Packet Page 56 of 93

Engagement 1

Printed 05/29/2026

Real Page

PHA Board Meeting Packet Page 57 of 93

Engagement 1 –
Additional Findings
and Completed
Add’l Findings (high level)

Completed since last report

• Confirmed wrong unit set up with
Real Page

• Scheduled working session on
first property – await report to
schedule additional sessions

• Completed all Property Managers
interviews for GAP analysis

• Contributions to property reserves
require catch up
• 1 missing LIHTC in records

Printed 05/29/2026

• paid insurance within acceptable
period and secured refund from
escrow account
• 3 of 6 budgets uploaded in Real
Page

• 1 insurance policy had lapsed for
payment

• Completed recommendations for
Real Page Utility Management
Software

• create additional rent income
mapping

• Agreed on Spend Management
workflows

PHA Board Meeting Packet Page 58 of 93

Engagement 1 – To do

Printed 05/29/2026

•

Ensure all modules in RP are used as intended and
paid for

•

Implement budget and spend management module
and set up custom report for Maine Housing

•

Perform gap analysis at site level and provide action
plan to include training and compliance

•

Recommend asset management organizational
chart for ongoing IRS, State, Investor and Lender
requirements

•

Ensure properties are performing to proforma and
collect all fees and cash flows

PHA Board Meeting Packet Page 59 of 93

Engagement 2

Printed 05/29/2026

Finance

PHA Board Meeting Packet Page 60 of 93

Engagement 2 Findings and
Completed
Add’l Findings (high level)

Completed since last report

• Used wrong formula for fee
calculation to COCC

• All journal postings are current

• Identified improvement for
employee reimbursement to
route through payroll and not
AP
• No TIN checks for vendors
are performed upfront
• Missing bank statements and
access

Printed 05/29/2026

• Trained staff on fee calculation to
COCC and provided all resource
documents
• Completed Sep and Oct general
fund bank reconciliation started
Nov and Dec
• Caught up with State Street
entries
• Caught up with credit card recons
• Cleaned up balances for dormant
program

PHA Board Meeting Packet Page 61 of 93

Engagement 2
– To do

Printed 05/29/2026

•

Roll equity and test against audit if additional entries
are needed

•

Roll restricted and unrestricted position for HCVP
from Jan 2021 (last approved schedule C form HUD
is Dec 20)

•

Create a functional and balanced budget based on
current business model

•

Create clean and transparent financial statements

•

Bring all bank books current by June 10 through
May 26

•

Create new chart of account for fiscal software
conversion that is simplified and user friendly

•

Reduce back billing to all properties that are in real
page
PHA Board Meeting Packet Page 62 of 93

Divide and
Conquer

Printed 05/29/2026

PHA Board Meeting Packet Page 63 of 93

Printed 05/29/2026

PHA Board Meeting Packet Page 64 of 93

04.30.2026 Fin Com
PHA
YTD NI $1.195K/ income Vs projected income $1.098k/ income
Overall NI $97k over budget
Income:
Lower than budget ($326k) from
-

•

Lower dwelling rents ($514k)- Explanation provided by property management
Property Management Fees ($62k)- Sagamore 6-month projection not converted
until January 2026, Sagamore management fee rate contracted at 3% instead of
6%
- Operating subsidy not drawn in March ($155k)
- Capital fund construction oversight below budget ($36k)
Offset by:
- Capital Fund Operations $47k
- Management Fee Higher due to Capital Fund admin fee upon depletion of CFP
2022 $133k
- Other income higher than budgeted $220k due to:
o COCC insurance dividend $60k
o Landlord incentive from ME Association of Public Housing $63k
o Harbor Terrace EPC loan interest not accounted for in budget $41k
o Higher than anticipated interest income $56k
- Higher than expected Section 8 admin fees $40k

Expense:
Lower than budget ($423k) from:
-

Printed 05/29/2026

Salaries below budget ($215k)
PILOT expense budgeted not paid ($170K)
Maintenance expenses ($121k)
Lower Temp Labor ($62k)
Lower Events & Programs Expenses ($40k)
Inspection fees below budget ($32k)
Lower accounting & audit expenses ($31k)
Lower travel expenses ($21k)
FSS escrow credit lower than expected ($12k)

PHA Board Meeting Packet Page 65 of 93

•

Offset by:
- Higher Utilities $88k
- Higher sundry expenses $194k

PHDC - Corp
YTD NI $246k/ income Vs projected income $1.196k
Overall NI ($950k) under budget
Income:
Lower than budget ($973k) from
•

Timing
- Developer fees ($919k) – Sagamore Village, ($583k) Harbor Terrace, ($231k), FS3
($104k)

•

Reimbursement for resident relocation specialists ($156k) expected to stay under
budget
Surplus cash lower than budget ($44k)
Offset by:
o Higher interest income $88k
o Higher Mercy redevelopment developer fees $58

•
•

Expense:
Lower than budget ($22k) from:
•
•
•
•
•
•

Printed 05/29/2026

Salaries lower ($52k)
Sundry expenses lower than budgeted ($92k)
Development incentives lower ($65k)
Audit expenses lower ($17k)
Travel & Training expenses lower ($5k)
Offset by:
o Sagamore Village rehab costs not in budget $199k
o Rent expense higher due to catch-up billing $9k

PHA Board Meeting Packet Page 66 of 93

Portland Housing Authority
Month
Summary Income and Expense Statement: All Programs
FY '26 Actual @ 04/30/2026

10
717

2,274

LIPH

Section 8

FY '26
Budget

FY '26
YTD Budget

FY '26
YTD Actual

FY '26
+/- Budget

Dwelling Rent

3,093,000

2,577,500

2,063,576

(513,924)

-20%

2,063,576

Operating Subsidy
S8 admin fee
FSS Grant

4,509,654

3,758,045

3,603,067

(154,978)

-4%

3,603,067

2,884,149

2,403,458

2,443,324

39,867

2%

2,443,324

207,864

173,220

165,835

(7,385)

-4%

165,835

Capital Fund: Operations #1406
853,465
Capital Fund: Construction Oversight #1430 63,977
Capital Fund: Construction Crew #1480
IRS: EPC Subsidy -QECB
30,958

711,221

758,104

46,883

7%

758,104

53,314

16,894

(36,420)

-68%

16,894

-

-

-

-

25,798

23,499

(2,299)

23,499

630

COCC

PHDC &
Grants

Property
Management

Operating Income:

-

Other income
Management fee
Bookkeeping fee
Property Management fee
Asset Management fee
Other income

Reimbursable Salaries

287,000

239,167

458,988

219,821

92%

54,328

87,485

266,551

1,263,483

1,052,903

1,185,449

132,546

13%

445,158

-

740,291
234,822

279,990

233,325

234,822

1,497

1%

-

985,261

821,051

759,355

(61,696)

-8%

-

-

51,360

42,800

48,840

6,040

14%

-

48,840

50,623

759,355

-

3,284,687

2,737,239

2,824,514

87,275

3%

686,322

Grants, PHDC & Property Management

408,879

340,733

257,645

(83,088)

-24%

257,645

Total Operating Income

18,203,727

15,169,773

14,843,911

(325,861)

5,231,211

4,359,343

4,220,756

(138,586)

78,750

65,625

78,889

13,264

58,683

48,903

28,134

(20,768)

134,000

111,667

80,673

(30,994)

2,138,193

6,964,626

2,696,645

1,290,503

943,967

2,948,171

-3%

1,071,338

1,014,730

961,510

555,783

617,396

20%

40,388

-

38,502

-42%

503

31

27,552

49

-28%

26,634

28,952

25,087

-

Operating Expenses:

Administration:
Administrative Salaries
Legal
Travel
Accounting & Audit
Rent: Office Space
Sundry
Total Administration Expense:
Tenant Services:
Tenant Services Salaries
Events & Programs
Management Services
Total Tenant Services Expense:

Printed 05/29/2026

-

240,000

200,000

193,431

(6,569)

-3%

26,565

93,929

43,345

29,592

621,495

517,913

711,839

193,926

37%

150,342

174,519

360,215

26,762

6,364,139

5,303,449

5,313,722

10,273

1,315,770

1,312,160

1,456,211

555,783

673,798

133,883

222,559

643,308

536,090

590,110

54,020

10%

243,204

(9,771)

235

118,234

98,528

58,634

(39,894)

-40%

47,085

11,446

103

215,482

179,568

243,017

63,449

35%

159,804

49,378

4,504

29,332

-

977,024

814,187

891,761

77,575

450,092

51,053

4,842

163,215

222,559

-

PHA Board Meeting Packet Page 67 of 93

FY '26
Budget

Utilities:
Water & Sewer
Electricity
Gas
Fuel Oil
Maintenance Labor @ 25%
Utility Tracking/Monitoring
Storm Water Run Off
EPC: Monitoring & Verification

FY '26
YTD Actual

FY '26
+/- Budget

LIPH

Section 8

COCC

PHDC &
Grants

393,100

327,583

292,532

(35,051)

-11%

291,573

384,000

320,000

398,734

78,734

25%

374,825

-

23,908

-

335,000

279,167

323,032

43,865

16%

316,601

-

6,431

-

138,010

(46,498)

-25%

138,010

-

-

-

-

-

221,410

184,508

959

Property
Management

-

-

1,850

1,542

-

(1,542)

-100%

-

-

-

-

32,000

26,667

23,568

(3,099)

-12%

22,948

-

620

-

18,604

15,503

-

(15,503)

-100%

-

-

-

-

-

1,385,964

1,154,970

1,175,875

20,905

1,143,957

-

31,918

-

-

1,686,085

1,405,071

1,165,558

(239,513)

414,030

-

-

46,714

38,928

12,714

(26,214)

12,714

-

-

-

-

31,749

26,458

1,294

(25,164)

-95%

1,294

-

-

6,500

5,417

10,232

4,816

89%

10,232

-

-

7,950

6,625

-

(6,625)

150,000

125,000

62,742

(62,258)

-50%

62,742

-

-

-

315,700

263,083

218,097

(44,986)

-17%

211,917

-

6,180

-

-

-

1,143,917

953,264

904,356

(48,908)

-5%

876,315

613

27,427

-

3,388,615

2,823,846

2,374,993

(448,853)

1,589,245

613

33,607

431,436

359,530

338,189

(21,341)

-6%

157,440

59,710

121,039

204,097

170,081

-

(170,081)

-100%

38,900

32,417

-

(32,417)

-100%

-

-

-

2,808,545

2,340,454

2,458,924

118,470

5%

625,864

382,244

614,033

28,000

23,333

40,546

17,213

74%

-

40,546

-

-

47,124

39,270

37,231

(2,039)

-5%

37,231

-

-

-

773,144

644,287

623,332

(20,955)

-3%

337,390

285,942

-

-

279,990

233,325

257,406

24,081

10%

36,060

221,346

-

-

51,360

42,800

60,200

17,400

41%

60,200

45,000

37,500

36,602

(898)

-2%

36,602

-

-

62,907

52,423

40,234

(12,189)

-23%

-

-

-

Total General Expense:

4,770,503

3,975,419

3,892,664

(82,755)

1,294,419

1,026,389

735,072

224,969

611,815

Total Operating Expenses:

16,886,245

14,071,871

13,649,015

(422,856)

5,793,483

2,390,216

2,261,650

943,967

2,259,699

Operating Income / (Loss):

1,317,482

1,097,902

1,194,896

96,994

1,171,143

306,428

(971,147)

-

688,471

Total Utilities Expense:
Repairs & Maintenance
Maintenance Labor @ 75%
CFP Construction Oversight
CFP Construction Crew Labor
R&M Vehicles
Site Work & Landscaping
Sand, & Salt
Temporary Labor
Materials
Supplies
Maintenance Contracts
Total Repair & Maintenance Expense:
General Expense:
Insurance
PILOT
Inspection Fees
Employee Benefits
Collection Loss
Debt Service: EPC Financing -Interest
Management Fee Expense
Bookkeeping Fee Expense
Asset Management Fee Expense
Section 8 Admin Fee Expense: Portable
LIPH FSS Escrow Credit

Printed 05/29/2026

FY '26
YTD Budget

-17%

751,527
-

-

-

751,527

-

40,234

224,969

611,815

-

PHA Board Meeting Packet Page 68 of 93

Portland Housing Development Corp - Corp
April 26: Income & Expense Statement
Completed
40-42-00
Corporate
FY '26
Annual
Budget

Dwelling Rent/Dwelling Rent-Subsidized -

FY '26
YTD
Budget

FY '26
YTD
Actual

FY '26
YTD
Variance

-

-

200,000
-

166,667
-

Developer Fee: FS3

125,000

104,167

Developer Fee: Mercy Redev

116,513

97,094

155,039

57,945

Developer Fee: Harbor Terrace

952,475

793,729

562,545

(231,184)

1,000,000

833,333

250,000

(583,333)

168,371

(44,129)

Developer Fee: Sagamore

254,693

88,026
-

Interest Income
Vacancy Loss

(104,167)

Surplus Cash

Other Income

255,000

212,500

-

-

187,565

-

156,304

(156,304)

13,287
11,073
Other Income: Commercial Rent Cultivating
Communities

Total Operating Income:

-

11,702

630

2,849,840

2,374,867

1,402,349

(972,517)

Administrative Salaries

542,545

452,121

424,650

(27,471)

Development Incentive

109,699

91,416

26,380

(65,036)

Legal

20,000

16,667

16,021

(646)

Legal: Evictions

-

-

-

Travel & Training

7,500

6,250

1,400

(4,850)
(16,750)

Operating Expenses:
Administration-

0

Audit

20,100

16,750

-

Rent Expense

20,007

16,673

25,581

8,908

134,302
0

111,919
0

20,016
199,349

(91,903)
199,349

Total Administrative Expenses: 854,154

711,795

713,397

1,602

114,128.33

123,484

9,356

Sundry
Sagamore Village Rehab

Tenant ServicesTenant Service Salaries

136,954.00

Events & Programs
Management Services
Total Tenant Services Expense

-

-

-

-

136,954

114,128

123,484

9,356

UtilitiesWater & Sewer
Electricity

-

-

-

-

4,000

3,333

6,356

3,022

Gas

-

-

-

-

Fuel Oil

-

-

-

-

Utility Tracking/Monitoring

-

-

-

-

Storm Water Run Off

-

-

853

853

4,000

3,333

7,208

3,875

Total Utilities Expense:
Maintenance Maintenance Salaries

-

-

-

-

Salt & Sand
General Services

-

-

-

-

-

-

-

-

4,000

3,333

389

(2,944)

175,266

(33,993)

Total Maintenance Expense:

General ExpenseInsurance
Employee Benefits: Salaries

251,110

209,258

Inspection Fees

-

-

-

Collection Loss

-

-

-

IT fee expense

14,000

11,666.67

11,667

0.00

Management Fee Expense

150,000

125,000

125,000

-

Total General Expense:

419,110

349,258

312,321

(36,937)

Total Operating1,414,218
Expenses:

1,178,515

1,156,411

(22,104)

1,196,352

245,938

(950,414)

Operating Income/(Loss):

1,435,622

Printed 05/29/2026
I:\I & E STATEMENTS\FYE 2026\10. April 2026\PHDC_APR26_IE_V2.xlsx
Tab=April 2026

PHA Board Meeting Packet Page 69 of 93

Portland Housing Development Corp - Scattered Sites
April 26: Income & Expense Statement

Consolidated
FY '26
Annual
Budget

Dwelling Rent/Dwelling Rent-Subsidized

FY '26
YTD
Budget

FY '26
YTD
Actual

FY '26
YTD
Variance

FY '26
YTD
Variance

547,048

455,873

517,734

61,860

14%

Interest Income
Vacancy Loss

2,074
-

1,728
-

2,308
(45,291)

579
(45,291)

34%
100%

Other Income

257

214

556

342

160%

549,379

457,816

475,307

17,491

4%

41,671
3,400

34,726
2,833

17,147
2,076

(17,579)
(757)

-51%
-27%

Total Operating Income:
Operating Expenses:
AdministrationAdministrative Salaries
Legal
Travel & Training

350

292

-

(292)

-100%

1,985

1,654

-

(1,654)

-100%

Rent Expense

522

435

-

(435)

-100%

License & Registration Fees

-

-

-

-

0%

3,446

2,872

3,768

897

31%

51,374

42,812

22,991

(19,820)

-46%

Tenant Service Salaries

-

-

-

-

Events & Programs

-

-

Audit & Tax Preparation

Sundry
Total Administrative Expenses:
Tenant Services-

Management Services

0

0%
0

0%

1,350

1,125

1,450

325

29%

1,350

1,125

1,450

325

29%

Water & Sewer

28,123

23,436

29,589

6,153

26%

Electricity
Gas

70,500
18,121

58,750
15,101

68,579
14,027

9,829
(1,073)

17%
-7%

Fuel Oil
Utility Tracking/Monitoring

1,000
500

833
417

-

(833)
(417)

-100%
-100%

Total Tenant Services Expense
Utilities-

Storm Water Run Off
Total Utilities Expense:

2,100

1,750

1,395

(355)

-20%

120,344

100,287

113,590

13,303

13%

34,369
1,500

28,641
1,250

30,480
-

1,839
(1,250)

6%
-100%

Maintenance Maintenance Salaries (includes Janitorial Services)
Salt & Sand
General Services

-

-

-

-

0%

R&M Vehicle & Vehicle Fuel

350

292

-

(292)

-100%

Site Work & Landscaping

4,800

4,000

-

(4,000)

-100%

Temporary Labor

1,500

1,250

-

(1,250)

-100%

R&M Materials

16,501

13,751

2,886

(10,865)

-79%

Contracted Maintenance Costs

69,108

57,590

61,142

3,552

6%

128,128

106,774

94,509

(12,265)

-11%

General ExpenseInsurance
Taxes

21,500
-

17,917
-

18,467
-

551
-

3%
0%

Employee Benefits: Salaries
Inspection Fees

16,445
100

13,704
83

16,658
-

2,954
(83)

22%
-100%

Total Maintenance Expense:

Collection Loss

-

-

-

-

0%

IT fee expense/Interest expense
Management Fee Expense

137,033
31,795

114,194
26,496

110,402
28,374

(3,792)
1,878

-3%
7%

Total General Expense:

206,873

172,394

173,901

1,507

1%

508,069

423,391

406,441

(16,950)

-4%

41,310

34,425

68,865

34,441

100%

-

Total Operating Expenses:
Operating Income/(Loss):

Printed 05/29/2026
I:\I & E STATEMENTS\FYE 2026\10. April 2026\PHDC_APR26_IE_V2.xlsx
Tab=April 2026

PHA Board Meeting Packet Page 70 of 93

4/30/2026 Effective Date

Table of Contents
Tab Name
1 Occupancy
2 Occupancy Trend
3 Units Months Leased
4 Waitlist by Location
5 Waitlist by Size
6 Intake Stats
7 Vacant Unit Status
8 Vacant to Ready
9 Ready to Leased
10 Days Vacant
11 Rent Collection
12 Tenant Collection Trend
13 TAR's Detail
14 Non-Emg Work Orders
15 Emg Work Orders

Table of Contents

Printed 05/29/2026

Report Name
Occupancy information for this month only
Trend report pulls from the Occupancy Report for the year
Trend report pulls from the Occupancy information for the year
Trend Report shows Waitlist Information based on location for the year
Trend Report shows Waitlist Information based on Unit Size for the year
Data related to the # of applications processed and their outcomes
Unit Turn information for this month only
Trend Report pulls from the Vacant Unit Status Report for the year
Trend Report pulls from the Vacant Unit Status Report for the year
Trend Report pulls from the Vacant Unit Status Report for the year
Tenant Charge Collection information for this month only
Trend Report shows pulls from the Rent Collection Report for the year
Information related to Outstanding Balances to date
Work Order Information for this month and for last 12 months
Emergency Work Order Information for this month only

Page 1 of 18

PHA Board Meeting Packet Page 71 of 93

1 Occupancy Rate Status Report
IF Occupancy Rate is 95% or lower, add a note with context for why
Public Housing - Occupancy Rate Status Report as of
Development
Franklin Towers
Bayside East
Bayside Terrace
Kennedy Park
Total Public Housing
*Includes COMB Block units

Vacant,
Ready

Leased

Vacant, Not Offline, HUD
Ready
Approved
12
7
1
1
21

167
30
23
43
263

21

1
21

1
22

1
23

Total
Occupancy
Leasable
Rate
Units
200
84%
37
81%
24
96%
45
96%
306
86%

Non-Public Housing - Occupancy Rate Status Report as of
Development

Leased

Vacant,
Ready

Vacant, Not Offline for
Ready
Construction

4/30/2026

Total
Leasable
Units

4/30/2026
Occupancy
Rate

1
1
38 Mayo
4
4
43 Hammond
3
3
81-87 Salem
1
1
165
2
167
100 State St.
6
6
155 Anderson
4
1
5
841 Congress
3
2
40
0
45
Bayside Anchor
4
4
Dermot Ct.
60
60
Front St. East
45
45
Front St. West
4
116
120
Harbor Terrace*
1
36
81
36
118
Riverton Park*
5
43
152
10
200
Sagamore Village*
1
0
54
0
55
Solterra
5
3
91
99
Washington Gardens *
Total
826
21
85
48
932
Non-Public Housing
*Indicates active construction activity for public housing conversion or rehab, unit count reflects current
availability
Total PHA - Occupancy Rate Status Report as of
Program
Public Housing
Non-Public Housing
Total all PHA

Leased
263
826
1,089

Vacant,
Ready

Vacant, Not Offline, HUD
Ready
Approved
21
21
42

22
85
107

23
48
71

100%
100%
100%
99%
100%
80%
89%
100%
100%
100%
97%
69%
76%
98%
92%
89%

4/30/2026

Total
Occupancy
Leasable
Rate
Units
306
86%
932
89%
1,238
88%

Occupancy_PM

Page 2 of 18

Printed 05/29/2026

PHA Board Meeting Packet Page 72 of 93

2 Occupancy Rate Trending Report
Public Housing - Occupancy Rate Trending Report
Jan-26

Feb-26

Mar-26

Apr-26

82%

92%

84%

84%

85%

84%

100%

94%

86%

81%

90%

77%

88%

92%

96%

96%

93%

91%

91%

95%

98%

96%

95%

91%

86%

93%

87%

86%

88%

84%

Jan-26

Feb-26

Mar-26

Apr-26

38 Mayo

100%

100%

100%

100%

100%

100%

43 Hammond

100%

100%

100%

100%

100%

100%

81-87 Salem

100%

100%

100%

100%

100%

100%

100 State St.

98%

99%

98%

99%

99%

99%

155 Anderson

100%

100%

100%

100%

100%

93%

841 Congress

60%

60%

60%

80%

65%

84%

Bayside Anchor

96%

91%

87%

89%

91%

91%

Dermot Ct.

100%

100%

100%

100%

100%

100%

Front St. East

100%

100%

100%

100%

100%

100%

Front St. West

96%

100%

100%

100%

99%

95%

Harbor Terrace

96%

97%

97%

97%

96%

86%

Riverton Park

93%

87%

69%

69%

79%

90%

Sagamore Village

79%

96%

77%

76%

82%

58%

Solterra

93%

96%

96%

98%

96%

89%

Washington Gardens

93%

92%

91%

92%

92%

73%

Total
Non-Public Housing

92%

96%

88%

89%

91%

92%

Franklin Towers
Bayside East
Bayside Terrace
Kennedy Park
Total Public Housing

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

AVG 2025

2. Occupancy Rate Trending Report %
Non-Public Housing - Occupancy Rate Trending Report

Occupancy Trend

Printed 05/29/2026

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

AVG 2025

Page 3 of 18

PHA Board Meeting Packet Page 73 of 93

3 Units Months Leased
4/30/2026
Public Housing - Units Months Leased
Jan-26
Leased
Vacant
Offline
HUD Offline
Total Public Housing

Feb-26

Mar-26

Apr-26

May-26

Jun-26

261

260

258

263

1042

271

24

18

19

21

82

25

20

2

19

22

63

31

23

48

32

23

126

22

328

328

328

329

1313

323

0

Jul-26

0

Aug-26

0

Sep-26

0

Oct-26

0

0

Sep-26

Oct-26

Nov-26

Dec-26

0

0

Total 2026

2025 Avg

Non-Public Housing - Units Months Leased
Jan-26

Feb-26

Mar-26

Apr-26

May-26

Jun-26

Jul-26

Aug-26

Nov-26

Dec-26

Total 2026

2025 Avg

Leased

841

836

824

826

3327

745

Vacant

18

21

21

21

81

45

Offline

57

18

88

85

248

22

Offline, Construction

37

60

61

48

206

6

Total
Non-Public Housing

953

935

994

980

3862

748

Units Months Leased Trend
Printed 05/29/2026

0

0

0

0

0

0

0

0

Page 4 of 18
PHA Board Meeting Packet Page 74 of 93

4 Waitlist By Location
Public Housing - Waitlist Trend Report
Jan-26
Franklin Towers
Bayside East
Bayside Terrace
Kennedy Park
Centralized Public Housing
Total Public Housing

Feb-26

Mar-26

Apr-26

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

178

153

217

217

189

189

189

92

89

91

346

411

1022

1059

166
n/a

n/a

n/a

825
825

n/a

n/a

n/a

n/a

n/a

n/a

217

n/a

872
872

614
0

0

0

0

0

0

0

0

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

315

Non-Public Housing - Waitlist Trend Report
Jan-26

Feb-26

Mar-26

Apr-26

May-26

Jun-26

38 Mayo
43 Hammond

Jul-26

AVG 2026

No Waitlist
128

133

143

154

81-87 Salem

81

86

95

107

100 State St.

43

34

47

48

155 Anderson

370

373

382

394

Bayside Anchor

648

699

752

819

Dermot Ct.

117

128

139

154

885

958

1036

140

43

841 Congress

No Waitlist
730

Front St. East
826

926

Front St. West
Harbor Terrace

90

102

118

107

104

Riverton Park

517

371

455

519

466

Sagamore Village

547

601

661

427

559

Solterra

611

669

724

805

702

128

143

195

188

164

25 Washington Gardens
Total
Non-Public Housing

4106

PH Individual Applicants
Non-PH Individual Applicants

4224

4669

4758

0

0

0

0

0

0

1480

825

872

831

1,708

1,793

1,650

1,717

21,426

22,064

21,282

22,110

Combined Total

26,554

27,347

26,776

27,740

Printed 05/29/2026

0

797

Vouchers

WL Site Trend_Intake

0

21,721
-

-

-

-

-

-

-

-

9,035

Page 5 of 18

PHA Board Meeting Packet Page 75 of 93

5 Waitlist By Bedroom Size
Public Housing - Waitlist Trend Report
Jan-26
Studio
1 Bedroom
2 Bedroom
3 Bedroom
4 Bedroom
5 Bedroom
6 Bedroom
Total Public Housing

Feb-26

Mar-26

Apr-26

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

0

0

0

0

382

396

374

384

329

344

247

307

228

218

133

193

86

84

59

76

10

10

10

10

0

1

2

1

1035

1053

825

0

0

0

0

0

0

0

0

0

243

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

Non-Public Housing - Waitlist Trending Report
Jan-26
Studio

Feb-26

Apr-26

May-26

Jun-26

Jul-26

AVG 2026

6

6

2

5

1838

2282

2560

2039

2180

839

969

1034

896

935

666

735

713

753

717

4 Bedroom

129

162

135

172

150

5 Bedroom

32

29

31

31

31

6 Bedroom

1

2

3

4

3

1 Bedroom
2 Bedroom
3 Bedroom

5

Mar-26

Total
Non-Public Housing

3510

4185

4482

3897

Vouchers

21,426

22,064

21,282

22,110

-

-

-

-

-

-

-

-

21,721

Combined Total

25,971

27,302

26,589

26,007

-

-

-

-

-

-

-

-

8,822

1BR
531

2BR
302

3BR
213

4BR
87

5BR
25

6BR
8

Total
1,319

Current Stock
Agency Total

Studio
153

0

0

0

0

0

0

0

0

1340

WL Unit Trend_Intake

Page 6 of 18

Printed 05/29/2026

PHA Board Meeting Packet Page 76 of 93

6

Intake Report
Intake for Public and Non-Public Housing
Information for Month Ending
4/30/2026

Other

Intakes Processed
Approved
Denied
Pending
Withdrawn
Requested to Wait
No Response

75
22
2
5
6
12
28

%
29%
3%
7%
8%
16%
37%

Approved
Offer Accepted
Offer Pending
Offer Rejected

11
8
3

50%
36%
14%

Unit Size

Unit
Location

Denied Due To
Income Too High
Poor References
HUD Debts Owed
Criminal History
Immigration Status
Incomplete Application
Occupancy Standard
*Income Too Low

2
1

%
50%
0%
0%
0%
50%
0%
0%
0%

1

*not applicable for Public Housing properties

New Applications

Reasons for Rejected Offers
Neighborhood
Building
Amenities
Amenities/Details

119

Neighborhood
Reputation

2

Property Name

Intake Stats
Printed 05/29/2026

Sent Out

Waitlist Purge
Stay on Wait

Withdrawn

No Answer

Timing
1

% Response
#DIV/0!
#DIV/0!

Page 7 of 18
PHA Board Meeting Packet Page 77 of 93

7 Vacant Unit Status Report
Vacant Unit Status Report as of
Property
Manager

Property

MD
State Street
MM
Washington Gardens
MM
Front Street West
MM
Front Street East
DM
Bayside East
DM
Bayside Terrace
DM
Kennedy Park
NE
Bayside Anchor
NE
58Boyd / Solterra
JM
Riverton Park
JD
Sagamore Village
CO
Harbor Terrace
CO
Scattered Sites
JT
Franklin Towers
Total or Total Weighted Average

Vacant Unit Status_Intake
Printed 05/29/2026

# Vacant

# Ready

# Leased

Average Days
from Vacant
until Ready

Average Days from
Ready to Leased

2
8
0
0
28
1
3
5
1
0
47
4
0
35
134

2
4
0
0
0
1
1
2
2
0
0
2
0
8
22

2
0
0
0
0
0
0
0
0
0
0
2
0
0
4

7
72
0
0
0
123
81
62
113
0
0
109
0
24
45.0

17
0
0
0
0
0
0
0
0
0
0
27
0
0
23.7

4/30/2026
Average Days Vacant as
Average Days
of
from Vacant
until Leased
4/30/2026
24
24
0
200
0
0
0
0
0
295
0
317
0
177
0
97
0
377
0
0
0
0
136
227
0
0
0
0
98.7
240.9

Page 8 of 18
PHA Board Meeting Packet Page 78 of 93

8 Average Unit Turn Trending Report
4/30/2026
Public Housing - Average Unit Turn
Jan-26

Feb-26

Mar-26

Apr-26

0

28

31

24

21

0

0

0

0

0

101

62

62

123

87

176

61

61

81

95

Feb-26

Mar-26

Apr-26

0

0

0

0

0

192

100 State St.

7

4

5

7

6

21

Bayside Anchor

35

78

78

62

63

106

Front St. East

0

0

0

0

0

27

Front St. West

0

0

0

0

0

72

Harbor Terrace

87

185

185

109

142

168

Riverton Park

0

0

0

0

0

24

Sagamore Village

1

1

1

0

1

93

Solterra / 58Boyd

61

57

57

113

72

104

Washington Gardens

44

72

72

72

65

107

Franklin Towers
Bayside East
Bayside Terrace
Kennedy Park

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

Avg 2025
141
100
71
144

Non-Public Housing - Average Unit Turn
Jan-26

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

Avg 2025

38 Mayo
43 Hammond
81-87 Salem
155 Anderson
841 Congress
Dermot Ct.

Total Weighted Average

Vacant to Ready

Printed 05/29/2026

34

33

33

45

Page 9 of 18

PHA Board Meeting Packet Page 79 of 93

9 Average Lease Up Days Trending Report
4/30/2026
Public Housing - Average Lease Up
Jan-26

Feb-26

Mar-26

Apr-26

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Feb-26

Mar-26

Apr-26

0

0

0

0

0

192

100 State St.

16

24

29

17

22

21

Bayside Anchor

0

0

0

0

0

106

Front St. East

0

0

0

0

0

27

Front St. West

0

0

0

0

0

72

Harbor Terrace

0

3

3

27

8

168

Riverton Park

0

0

0

0

0

24

Sagamore Village

0

0

0

0

0

93

Solterra / 58Boyd

0

0

0

0

0

104

Washington Gardens

14

0

0

0

4

107

Franklin Towers
Bayside East
Bayside Terrace
Kennedy Park

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

Avg 2025
141
100
71
144

Non-Public Housing - Average Lease Up
Jan-26

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

Avg 2025

38 Mayo
43 Hammond
81-87 Salem
155 Anderson
841 Congress
Dermot Ct.

Total Weighted Average

Ready to Leased

Printed 05/29/2026

14

7

13

24

Page 10 of 18

PHA Board Meeting Packet Page 80 of 93

10 Average Days Vacant Trending Report
4/30/2026
Public Housing - Average Days Vacant
Jan-26

Feb-26

Mar-26

Apr-26

0

0

0

0

0

280

288

318

295

295

106

129

159

317

178

198

118

133

177

157

Feb-26

Mar-26

Apr-26

83

142

172

0

99

192

100 State St.

23

28

34

24

27

21

Bayside Anchor

153

106

121

97

119

106

Front St. East

0

0

0

0

0

27

Front St. West

96

159

189

0

111

72

Harbor Terrace

233

283

307

227

263

168

Riverton Park

0

0

0

0

0

24

Sagamore Village

8

11

12

0

8

93

Solterra / 58Boyd

247

159

189

377

243

104

Washington Gardens

120

170

200

200

173

107

Franklin Towers
Bayside East
Bayside Terrace
Kennedy Park

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

Avg 2025
141
100
71
144

Non-Public Housing - Average Days Vacant
Jan-26

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

Avg 2025

38 Mayo
43 Hammond
81-87 Salem
155 Anderson
841 Congress
Dermot Ct.

Total Weighted Average

Avg Days Vacant

Printed 05/29/2026

121

133

147

241

Page 11 of 18

PHA Board Meeting Packet Page 81 of 93

11 Tenant Charge Collection Report

Tenant Rent and
Repayment Agreements

Subsidy
Charges

Other Tenant Charges

Repayment Agreement
Charges

Public Housing - Tenant Charge Collection Report as of

4/30/2026

Total Charges this Month

Collection
Rate

Collections this Month

Franklin Towers

67,698 $

359.00

$

68,057.00

$

65,944.00

97%

Bayside East

18,732 $

596.00

$

19,328.00

$

24,700.16

128%

Bayside Terrace

10,473 $

85.00

$

10,558.00

$

10,511.00

100%

Kennedy Park

34,288 $

2,133.00

$

36,421.00

$

37,441.43

103%

$131,191.00 $

3,173.00

$

134,364.00

$

138,596.59

103%

Total Public Housing

$

-

$

-

Non-Public Housing - Tenant Charge Collection Report as of
Tenant Rent Charges

Subsidy Charges

Other Charges

Repayment Agreement
Charges

Total Charges this Month

Collections this Month

4/30/2026
Collection
Rate

38 Mayo

$

-

$

1,992.00

$

1,992.00

$

1,992.00

100%

43 Hammond

$

3,202.00

$

7,858.00

$

11,060.00

$

11,338.00

103%

81-87 Salem

$

1,565.00

$

6,121.00

$

7,686.00

$

7,304.00

95%

100 State St.

$

75,988.00

$

242,312.00

$

319,030.00

$

319,030.00

100%

155 Anderson

$

5,511.00

$

4,347.00

$

9,858.00

$

8,235.00

84%

841 Congress

$

1,149.00

$

5,293.00

$

6,442.00

$

5,395.00

84%

Bayside Anchor

$

24,073.00

$

36,269.00

$

60,342.00

$

76,092.97

126%

Dermot Ct.

$

4,272.00

$

7,218.00

$

11,490.00

$

13,389.17

117%

$

730.00

$

-

Front St. East

$35,195

$110,980

$

146,175.00

$

139,129.00

95%

Front St. West

$20,755

$56,843

$

77,598.00

$

90,646.24

117%

Harbor Terrace

$

45,050.00

$

163,214.00

$

208,264.00

$

229,305.00

110%

Riverton Park

$

68,652.00

$

148,765.00

$

217,417.00

$

135,641.59

62%

Sagamore Village

$

255,192.00

$

105,585.00

$

360,777.00

Solterra

$

32,527.00

$

71,664.00

$

104,191.00

$

103,113.00

99%

$123,319

$

156,980.00

$

155,922.24

99%

$

1,699,302.00

$

1,632,703.92

96%

$33,661

Washington Gardens
Total Non-Public Housing

Rent Roll_PM

Printed 05/29/2026

$

606,792.00

$

1,091,780.00

NA

$

730.00

$

-

336,170.71

93%

Page 12 of 18

PHA Board Meeting Packet Page 82 of 93

12 Tenant Charge Collection Trending Report
Public Housing - Tenant Collection
Jan-26

Feb-26

Mar-26

Apr-26

97%

97%

102%

97%

99%

102%

99%

116%

102%

128%

111%

89%

96%

106%

91%

100%

98%

78%

100%

114%

96%

103%

103%

100%

97%

106%

100%

103%

101%

97%

Jan-26

Feb-26

Mar-26

Apr-26

38 Mayo

100%

100%

100%

100%

100%

120%

43 Hammond

102%

107%

107%

103%

105%

125%

81-87 Salem

89%

109%

91%

95%

96%

106%

100 State St.

101%

100%

101%

100%

101%

99%

155 Anderson

97%

94%

99%

84%

93%

123%

841 Congress

105%

100%

95%

84%

96%

92%

Bayside Anchor

75%

85%

118%

126%

101%

97%

Dermot Ct.

101%

73%

83%

117%

93%

113%

Front St. East

100%

100%

100%

95%

99%

100%

Front St. West

101%

91%

91%

117%

100%

102%

Harbor Terrace

101%

99%

101%

110%

103%

106%

Riverton Park

90%

100%

97%

62%

88%

123%

Sagamore Village

57%

76%

197%

93%

106%

92%

Solterra

81%

96%

112%

99%

97%

99%

Washington Gardens

100%

99%

99%

99%

100%

100%

Total
Non-Public Housing

88%

94%

121%

96%

100%

104%

Franklin Towers
Bayside East
Bayside Terrace
Kennedy Park
Total Public Housing

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

AVG 2025

2. Occupancy Rate Trending Report %
Non-Public Housing - Tenant Collection

Rent Roll Trend

Printed 05/29/2026

May-26

Jun-26

Jul-26

Aug-26

Sep-26

Oct-26

Nov-26

Dec-26

AVG 2026

AVG 2025

Page 13 of 18

PHA Board Meeting Packet Page 83 of 93

13 Outstanding Tenant Accounts Receivable Report
Outstanding Tenant Accounts Receivable Report as of

4/30/2026

Under Repayment
Unpaid HAP
Eviction - Legal Action
All Other
Agreement
Total Amount
Total
Total Number
Total
Total
Outstanding
Total Amount
Total Amount
Total Amount
Total Amount
Number of
of
Number of
Number of
Outstanding
Outstanding
Outstanding
Outstanding
Households
Households
Households
Households
167
$273.12
$
273.12
30 $
6,090.88
2 $ 2,108.52
$
3,982.36
23 $
5,021.45
0 $
$
5,021.45
45 $
2,693.67
5 $ 4,452.76
$
(1,759.09)
265 $ 14,079.12
7 $ 6,561.28
0 $
0 $
0 $
7,517.84
1 $
$
4 $
$
3 $
4,193.24
$
4,193.24
169 $
2,328.00
4 $ 2,328.00
$
6 $
832.54
$
832.54
5 $
$
40 $ 14,745.27
5 $ 13,410.91
$ 1,334.36
$
0.00
4 $
400.51
$
400.51
60 $ 11,705.60
$
11,705.60
45 $
4,119.92
$
4,119.92
116 $ 13,569.00
$
13,569.00
81 $ 122,951.69
$ 91,701.00
$
31,250.69
152
33,072.64
0 $
$
$
0 $
0 $
33,072.64
51 $ 25,455.46
5 $ 4,150.82
$
21,304.64
100 $
2,642.19
$
2,642.19
837 $
236,016
10 $
17,562
4 $
95,363
0 $
0 $
123,091
1,102 $
250,095
17 $
24,123
4 $
95,363
0 $
0 $
130,609

Total
Number of
Households
Franklin Towers
Bayside East
Bayside Terrace
Kennedy Park
Total Public Housing
38 Mayo
43 Hammond
81-87 Salem
100 State St.
155 Anderson
841 Congress
Bayside Anchor
Dermot Ct.
Front St. East *
Front St. West *
Harbor Terrace
Riverton Park
Sagamore Village
Solterra
Washington Gardens *
Total Non-Public Housing
Total PHA

TAR's Detail_PM

Page 14 of 18

Printed 05/29/2026

PHA Board Meeting Packet Page 84 of 93

14 Non-Emergency Work Order Activity Report
Non-Emergency Work Order Activity Report as of
Beginning
Balance
Franklin Towers
Bayside East
Bayside Terrace
Kennedy Park
Total Public Housing
38 Mayo
43 Hammond
81-87 Salem
100 State St.
155 Anderson
841 Congress St
Bayside Anchor
Dermot Ct.
Front St. East
Front St. West
Harbor Terrace
Riverton Park
Sagamore Village
Solterra
Washington Gardens
Total Non-Public
Housing
Total PHA

Non-Emg Work Orders_PM
Printed 05/29/2026

Received Closed this
this Month
Month

Ending
Balance

4/30/2026

Closed this
Average
Closed this Month and Closed per
Month
Preceding
Last 12
11 months
Months
35
747
62
5
0
1
0
1
0
0
42
747
62
0
0
0
0
1
0
191
1,788
149
0
0
0
0
13
0
2
0
35
0
8
0
34
221
18
118
0
51
162
14
8
0
32
0

76
25
31
27
159
0
0
0
40
0
0
0
0
4
1
0
0
3
0
6

42
23
10
13
88
0
0
1
166
0
0
14
2
32
8
34
118
54
10
28

35
5
1
1
42
0
0
1
191
0
0
13
2
35
8
34
118
51
8
32

83
43
40
39
205
0
0
0
15
0
0
1
0
1
1
0
0
6
2
2

54

467

493

28

493

3,665

305

213

555

535

233

535

7,330

611

Page 15 of 18
PHA Board Meeting Packet Page 85 of 93

15 Emergency Work Order Activity Report
Emergency Work Order Activity Report as of
Received this Closed within
Month
24 hours
Franklin Towers
Bayside East
Bayside Terrace
Kennedy Park
Total Public Housing
38 Mayo
43 Hammond
81-87 Salem
100 State St.
155 Anderson
841 Congress
Bayside Anchor
Dermot Ct.
Front St. East
Front St. West
Harbor Terrace
Riverton Park
Sagamore Village
Solterra
Washington Gardens
Total Non-Public Housing
Total PHA

Emg Work Orders_PM_INSP
Printed 05/29/2026

0
1
5
4
10
0
0
0
9
0
0
0
1
4
0
0
35
3
4
4
60
70

0
1
5
4
10
0
0
0
9
0
0
0
1
4
0
0
35
3
4
4
60
70

4/30/2026
% Closed
within 24
hours
0%
100%
100%
100%
100%
0%
0%
0%
100%
0%
0%
0%
100%
100%
0%
0%
100%
100%
100%
100%
100%
100%

Page 16 of 18
PHA Board Meeting Packet Page 86 of 93

16 Housing Choice Voucher - Inspection Activity Report
Housing Choice Voucher
Inspection Activity Report
4/30/2026
Inspection Type
Annual Inspections
Initial Inspections
Special Inspections
Quality Control

Inspections Completed

Total

0

3rd Party Inspections

*re-inspections are counted as another inspection

HCV Inspec_VO_INSP
Printed 05/29/2026

Page 17 of 18
PHA Board Meeting Packet Page 87 of 93

17 Capital Fund - Monitoring Program Dashboard

Capital Fund Monitoring Dashboard as of

4/30/2026

Obligation - Disbursement Milestones and Historical Use of CFP Grants
CFP Grant
Year

Grant
Authorized

Obligation Months Left
% Obligated
End Date to Obligate

2022
2023
2024
2025
2026
Total

$ 3,257,487
$ 3,273,006
$ 3,343,911
$ 3,440,209
$
$ 13,314,613

5/11/2024
2/16/2025
5/5/2026
5/12/2027
3/31/2028

FSS2026
ROSS2024

FSS & ROSS Grant Activity
12/31/2026
5/31/2027

Grant Activity and Balances
1410
1480
1450
General
Site
Operations CFP Admin.
Capital
Improvement
activity
2026 Capital Fund Grant

Totals

Authorized
Disbursed
Balance

$
$
$

-

Authorized
Disbursed
Balance

$
$
$

3,440,209 $ 860,052 $
- $
3,440,209 $ 860,052 $

Authorized
Disbursed
Balance

$
$
$

3,343,911 $ 835,975
2,732,764 $ 835,975
611,147 $
-

Authorized
Disbursed
Balance

$
$
$

3,273,006 $ 818,252
3,273,006 $ 818,252
- $
-

Totals

$

-

$

100.0%
100.0%
81.7%
0.0%

32.1%
35.0%
35.0%
26.1%

67.9%
65.0%
65.0%
73.9%

59.7%

32.0%

68.0%

19.9%
36.0%

1406

Description

1460

1465

Dwelling
Structures

Dwelling
Equipment

1470
NonDwelling
Structures

- $
- $
2025 Capital Fund Grant
39,402 $ 2,540,755

-

$

-

$

-

$

-

39,402 $ 2,540,755 $
2024 Capital Fund Grant
$ 334,391 $ 2,173,545
$ 334,391 $ 1,562,398
$
- $
611,147 $
2023 Capital Fund Grant
$ 327,301 $ 2,127,454 $
$ 327,301 $ 2,127,454 $
$
- $
- $

-

$

-

$

-

$

-

-

$

-

$

-

$

-

-

$
$
$

-

$
$
$

-

$
$
$

-

-

$

-

$

-

$

-

-

$

-

$

-

$

-

Funds

FSS & ROSS Grant Activity & Balances
Disbursement
End Date
FSS 2026

Authorized
Disbursed
Balance

$
$
$

213,060 $ 213,060
42,440 $ 42,440
170,620 $ 170,620 $

-

$

Authorized
Disbursed
Balance

$
$
$

209,882 $ 209,882
75,598 $ 75,598
134,284 $ 134,284 $

-

$

Printed 05/29/2026

Months Left to
% Budgeted % Budgeted
% Disbursed
Disburse
Soft Costs Hard Costs

6/13/2019
2/16/2027
5/5/2028
5/12/2029
3/31/2030

$
213,060
$
209,882
% to Obligate Target = 90% by End Date
% to Disburse Target = 100% by End Date

BLI Acct

CFP - Dashboard_FI

Disbursement
End Date

- $
ROSS 2024

-

$

Page 18 of 18

PHA Board Meeting Packet Page 88 of 93

RESIDENT SERVICES DEPT
BOARD REPORT
May 2026, prepared by Teyonda Hall, Dir. Resident Services

Resident Events in May:
Over the last month, Resident Services focused on strengthening our use of the notification system and
ability to communicate with residents, hosting resident events, wrapping the application cycle for the PHA
scholarship, preparing for Cheeta and youth summer programming, planning summer neighborhood events,
and making progress on completion of a PHA wide Resident Welcome Packet, while continuing to host our
usual community events and completing the next issue of the quarterly Resident Newsletter.
Neighborhood gatherings: Service Coordinators hosted 22 events, including Bingo, Breakfasts,
Luncheons, tabling, crafts clubs, neighborhood clean ups, 400 April Vacation Lunches were served)
across multiple neighborhoods.
Services: 6 coordinators completed 247 units of service (or appointments with tenants)
Scholarships: The Thomas Valleau Scholarship application period ended on 5/15/26. There were 14
applicants. Emily will be in touch to give application packets to Scholarship Committee members.

Resident Feedback:

Phase 2 (a paper and electronic survey) of the feedback process is live. The deadline for feedback is
June 30th , 2026

Resident Advisory Board (RAB) Updates
The RAB has completed its communications/recommendations project, and the finalized documents will
be shared with the Board at the July meeting. The project was formally wrapped up at the RAB’s most
recent meeting on June 14. The next RAB meeting is scheduled for September 13

DREAM Summer Program – Front Street
Dept. Administrative
Updates
Staffing:
One part-time position is
vacant in the Sagamore
Village Study Center.
We anticipate the
departure of Katie
Hamblin, RSC at Franklin
Towers, transitioned from
her role on 5/22/26.
We are currently hiring for
3 RSC positions at Franklin
Towers, Equality Commons
and Riverton Park. The
latter 2 are new positions.
Printed 05/29/2026

The DREAM program, which will be the first summer program to operate
in the redeveloped Front Street neighborhood, is currently recruiting. At
this time, the program has reached approximately 50% of its target
enrollment (25 students). Recruitment will continue throughout June,
with programming scheduled to begin June 22.

Lunch Access Need (Wednesdays): DREAM is operating in an area
that is not currently served by a USDA meal site. The nearest USDA
option would require a daily hour-long walk or transportation that the
program does not have access to. Partners have helped DREAM
assemble a lunch plan with support from Wayside, Cultivating
Communities / Food for All, The Locker Project, and Monty’s, however
there remains a gap on Wednesdays. Specifically, there are 6
Wednesdays between June 22 and the end of the program in August
for which there is no identified lunch source.
Board Request: We are asking whether the Board has interest in funding
at least one Wednesday lunch (e.g., pizza, sandwich trays, or similar
simple lunch items) to help close this gap and ensure consistent access
to meals for participating youth.
PHA Board Meeting Packet Page 89 of 93

Additional Resident Services Activities
Open House and the Renovated Sagamore Village Community Center: Resident Services held a
successful Sagamore Village community re-welcome event, with approximately 45 residents (1/3
of the current tenant population) and 8 partner organizations in attendance. This gathering
served as an opportunity to officially welcome the community back into the space and
reintroduce residents to onsite resources. Many residents who had not yet visited were able to
see the new home of the Food Share and the Greater Portland Health doctor’s office; several
residents made appointments and/or began the process of signing up as new patients. Staff from
Rowe Elementary attended to promote their new summer program, and the DREAM Program was
also present to support recruitment and community connection.
Gardens at Harbor Terrace: The community gardens at Harbor Terrace have been reimplemented, with meaningful volunteer support from Bowdoin. The gardens are historically an
important feature, promoting the quality of life of residents. 20 beds were built, with 6 made
available to West End community member for a fee of $75/year. These funds will be used to
sustain the garden and ensure it’s operation from year to year.
Notification Sign-Up Drive and Emergency Contact Updates: We are currently conducting a
resident notification sign-up drive, paired with an opportunity for residents to update emergency
contact information. This effort is informed by several recent situations in which staff needed to
locate a resident’s emergency contact and found either no emergency contact on file or
outdated information. Increasing enrollment in notifications and improving emergency contact
accuracy will strengthen resident communication and support timely response during urgent
situations.

Resident Services Spotlight: Housing Stabilization in Riverton Park
In the Riverton Park neighborhood, Resident Services Coordinator Tia Gregory recently helped
stabilize a resident’s housing when the resident was at risk of eviction due to repeated challenges
complying with pest control requirements. Property management was preparing to move forward
with a Notice to Quit (NTQ), but Tia stepped in to slow the process down and focus on a workable
solution.
Although the resident already had a case manager, guidance being provided was inconsistent and, at
times, inaccurate, contributing to confusion about what pest control compliance required and what
steps were necessary to resolve the issue. In addition, there were differing understandings between
the case manager and property management about the cause of the problem and how it should be
addressed.
Tia brought the involved parties together, clarified expectations, and ensured everyone was working
from the same information. Most importantly, she engaged the resident directly, building trust,
identifying barriers, and helping the resident agree to a clear plan. With Tia’s advocacy and
coordination, the resident is now actively working alongside property management and Resident
Services to comply with the lease and remedy the underlying conditions that created the issue.
This is a strong example of how Resident Services can partner effectively with property management
and community supports to create alignment, reduce escalation, and keep residents housed, by
centering the resident as the key participant in problem-solving and stabilization.
Printed 05/29/2026

PHA Board Meeting Packet Page 90 of 93

BOARD OF DIRECTORS
Leah Bruns, President
Shirley Peterson, Vice-President
Kristin Blum, Director
Sam Heck, Director
Diane Herrmann, Director
Monique Mutumwinka, Director
Tim Wells, Director
Joan White, Director

Development Update

970 Baxter Boulevard
Portland, ME 04103
Office: 207-773-4753
Fax: 207-761-5886

May 19, 2026 Finance Committee Meeting

COMPLETED & CLOSING OUT
Harbor Terrace
• PROJECT STATUS: Achieved Permanent Loan Closing April 21.
• UPCOMING MILESTONES: Final equity contribution anticipated in late July/early August.
• CHALLENGES: None at this time.

UNDER CONSTRUCTION

Riverton Park
• PROJECT STATUS: Under construction.
• UPCOMING MILESTONES: Circle 5 (Phase 2) renovation underway. New Circle 1 Building completion in
Dec 2026.
• CHALLENGES: None at this time.
Sagamore Village
• PROJECT STATUS: Residential renovations Phases 1&2 underway.
• UPCOMING MILESTONES: Community Center exterior and site work anticipated completion in June.
First residential renovations scheduled for completion in mid-June.
• CHALLENGES: Managing complex construction schedule.
Front Street Phase 3
• PROJECT STATUS: Construction ongoing. Seven of eight units under P&S.
• UPCOMING MILESTONES: Beginning work establishing condominium association. Construction
completion anticipated for end of June.
• CHALLENGES: None at this time.
“COMB” Block Phase 1
• PROJECT STATUS: Pre-development. CLC prep.
• UPCOMING MILESTONES: Demolition of existing buildings complete. Soil remediation work beginning
in May/June 2026. CLC anticipated in July 2026.
• CHALLENGES: No updates.

Printed 05/29/2026

PHA Board Meeting Packet Page 91 of 93

PREDEVELOPMENT

Franklin Towers
• PROJECT STATUS: Pre-development. MaineHousing 90% application submitted. Building permit
application submitted.
• UPCOMING MILESTONES: Historic Part 2 National Park Service approval. Building permit approval.
GMP pricing.
• CHALLENGES: None at this time.
“COMB” Block Phase 2 (CUMBERLAND)
• PROJECT STATUS: Pre-development. MaineHousing 50% submission complete.
• UPCOMING MILESTONES: 90% plans/pricing in July/August. Building permit submission in July.
• CHALLENGES: No updates.
“COMB” Block Phase 3 (MAYO)
• PROJECT STATUS: Pre-development.
• UPCOMING MILESTONES: MSHA LIHTC Application in Fall 2026.
• CHALLENGES: No updates.
100 State Street
• PROJECT STATUS: Pre-development.
• UPCOMING MILESTONES: Closing on TD Bank 2nd mortgage. Start limited renovations in July 2026.
• CHALLENGES: None at this time.
47-49 Boyd Street
• PROJECT STATUS: Demolition complete;
• UPCOMING MILESTONES: Construction of temporary HC parking for Anchor residents.
• CHALLENGES: None at this time.
Bayside East Renovations (12 Buildings)
• PROJECT STATUS: Renovations underway.
• UPCOMING MILESTONES: Phase 3 underway.
• CHALLENGES: No updates.
879 Congress Street
• PROJECT STATUS: Under Option agreement; Pre-development. Site Plan application submitted in May.
• UPCOMING MILESTONES: Potential closing in June or July.
• CHALLENGES: No updates.
14 Baxter Blvd.
• PROJECT STATUS: Building vacant, heated. SAC application to be submitted this Spring.
• UPCOMING MILESTONES: Determine PHA space needs and feasibility for new office.
• CHALLENGES: Getting planning board approval in time for LIHTC application this Fall.

Printed 05/29/2026

PHA Board Meeting Packet Page 92 of 93

FY2026 Q3 - Quarterly Projects in Development (PID) Cost Tracking

Updated PID Totals as of 3/31/26

Project

Franklin Towers Rehab (40.42.04)
Sagamore Village Rehab (40.42.48)
Front Street Ph 3 (40.42.49)
COMB Block Ph 1 (40.42.57)
COMB Block Ph 2 (40.42.58)
COMB Block Ph 3 (40.42.59)
14 Baxter Redev. (40.42.55)
100 State Street (40.42.71)
Lancaster Block/47 Boyd (40.42.60)
879 Congress (40.42.79)
TOTAL

Budgeted PID Costs TOTAL

Outstanding/TOTAL
Paid to Date

$
$
$
$
$
$
$
$
$
$

1,228,000
874,000
1,021,000
2,576,000
1,084,000
790,500
850,000
105,000
-

$
$
$
$
$
$
$
$
$
$

1,552,059
321,876
739,338
335,653
97,314
24,539
97,132
27,457
18,122

$

8,528,500 $

3,213,490

Closing /
Reimburs. Date

% Expended

126%
0%
32%
29%
31%
12%
3%
93%
N/A
N/A

Sept. 2026
1/1/2026
12/11/2025
July 2026
Spring 2027
Spring 2028
Fall 2028
April 2026
TBD
TBD

Notes
CLC reimb. of $629,389
($270k Acq. pd last condo sale)
Includes $1.2MM of Brownfields (short term)

As of 5/19/26 actual PID is ~$75,000

38%

*Cash needed for pre-development expenses in the proposed fiscal year and beyond for all projects prior to their construction loan closing

Sponsor Loan Balances (as of 4-15-25)
Project

Original Loan Bal.

Front Street Phase 1
Front Street Phase 2

$
$

PHA EPC PREPAYMENT

(Updated April 15, 2025)

Project

407,757 $
1,430,940 $

Amount

Riverton Park
Sagamore Village
Bayside East (40% COMB1)
Franklin Towers
Bayside Terrace

886,114
207,873
0
TBD
TBD

Balance after above pmts.

1,172,584

Current

480,706 $
1,563,182 $

Payoff Date

3/18/2025
3/18/2025
3/18/2025
TBD
TBD

Accrued
Interest

72,949
132,242

Estim. Year for
1st Pmt

Estimated Year Paid Off

2028
2032

2032
2040

Notes

No EPC assigned to COMB 1
Estimated FT EPC prepayment will be approx. $450k-$500k.

TBD

Loan info below as of March 18, 2025 partial payoff

Printed 05/29/2026

PHA Board Meeting Packet Page 93 of 93