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HomeMy WebLinkAbout2012-0617 Study Session PACKET CITY OF ASHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, June 17, 2013 Siskiyou Room, 51 Winburn Way 5:30 p.m. Study Session 1. Review of Look Ahead 2. Discussion of grant applications for a Help Center for those in need, including the homeless, in Ashland In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735- 2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title Q. COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9 VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.US • City of Ashland Coutweeting Look Ahead • *****THIS IS A DRAFT AND SUBJECT TO CHANGE***** Departments Bo Responsible 6125 711 712 7115 7116 8/5 816 8119 8)20 912 9/3 9116 9117 9/30 1011 S ecialMeetin sizs 1 Possible special meeting for FY_13 ear-end budget issues Finance 7/1 ~Std7sesion ini iski .ou Room ® JO 2 Discussion regarding improving and follow thru on Council Goal Admin SS Setting session (request of Councilors Slattery & Marsh 3 Review of Economic Development Pro acts for FY14 Adam Admin SS 4 Finish of discussion on Plaza Updates Ann/ Dave Admin SS 7 z ~Re uular CouncilTME-6tin TGaucelle'd~ - /2 7/15 Bud et Committee M?etin TinTCouncilTChembers 1=111117M 5 5 Debrief on recent budget process Lee/Dave Finance BDGT 7/15 IIIIIIIIIIIIIIIIIIIIIIIIIIIIIII~Sfud ,ssion in Council Chambers 716 6 Review of financial management policies Lee Finance SS 7/16 Re war M6-etingllllllllllllllllllllllllI 716 7 Presentation on status of Water Masterplan (request of Mayor PW PRIES Stromber Mike a Presentation on Road Diet metrics (Request of Mayor Stromberg) PW PRIES Mike a Update on the Unified Land Use Ordinance ro'ect Bill Com Dev CONS 10 Public Hearing and approval of an ordinance and a resolution Admin PH oRD-z approving the Recolo Franchise Agreement Adam ORD-1 11 Public hearing and approval of an ordinance amending Chapter CD PH ORD-2 4 6 and 18, regarding VRBOs Bill ORD-1 8/5 ~$tud~ISession IZSiski ou Room s/5 12 Discussion on Urban Renewal (Bill/ Adam) Com Dev SS Admin e/s] Re ulalCouncillMe'etin SSA 13 Public Hearing and approval of an ordinance regarding the CD ORD-1 ORD-2 kee in of animals Bill 14 Approval of an ordinance approving the Recology Franchise Admin A reement Adam oRD-2 15 Second reading of an ordinance amending Chapter 4, 6, and 18, CD ORD-2 re ardin VRBOs Bill 819 ~8tud Session inSiski ouRoom a/1e r12A0 Ru war Counc11IMeetin ® 6/22 Second reading of an ordinance regarding the keeping of animals CD ORD-z Bill First Reading of an ordinance creating the Housing & Human Admin, Legal, Services Commission and dissolving both the Housing and the CD ORD-1 ORD-2 Homelessness Steering committees Dave/Dave/Bill Page 1 of 2 6/12/2013 City of Ashland Council Meeting Look Ahead *****THIS IS A DRAFT AND SUBJECT TO CHANGE***** Responsible 6125 7/1 712 7115 7)16 815 816 $119 8120 9/2 9/3 9116 9117 9130 1011 sFW11 Stud Session Cancelled s/s Re ular COunCi]IMeeti~ ~ s/a Second Reading of an ordinance creating the Housing & Human Admin, Legal, to Services Commission and dissolving both the Housing and the CD ORD-2 Homelessness Steering committees (Dave/Dave/Bill) s/ts Stud Session inSiski ouRoom ®~~~~i®~~®®~ sts s/r R: ular CouncilIMeetin 0 EA Stud Session iI1Si'skiouRDOm MM Re ular CouncilTMeetin l® ® ton is System development charges update for water, sewer, and PW PH trans ortation Mike Lon T,eimlP,io'ecrs R90REWOMM EMM 1111M MOM mum MOM Room EWE IMM 111111111110111 mom Telecom Franchise Agreements & Right of Way Usage Discussion of regulating the growing of medical marijuana in residential areas OMinarwe changes regani ing VR 0 zoning Day use fatality for homeless gscussion of direction to staff for study of water rate structure Nat rewants conservation and help for low{ rums indivi lmis win water tilts Report on preparaliors made for drought years Update on Dry building sustainability report Pa*2 610 3 CITY OF ASHLAND Council Communication June 17, 2013, Study Session Council discussion of grant applications for a Help Center for those in need, including the homeless, in Ashland FROM: Dave Kanner, City Administrator, kannerd e,ashland.or.us SUMMARY The Council has received two applications for grant funding from non-profit organizations to provide "Help Center" services in Ashland. A Help Center would provide services to citizens in need, either directly or via information and referral. Applications have been received from ACCESS, a Medford- based non-profit and the federally designated community action agency that has been providing services to low-income individuals in the Rogue Valley since 1976, and from Options for Homeless Residents of Ashland (OHRA), an Ashland-based organization that incorporated as a non-profit in 2012. This study session is for Council discussion of the applications and an opportunity to question the applicants directly. Grant award to one of the applicants, if the Council so chooses, is scheduled for the business meeting on June 18, 2013. BACKGROUND AND POLICY IMPLICATIONS: At its study session on April 1, 2013, the Council directed staff to prepare a grant application for the purpose of soliciting interest from a social service provider who would establish a Help Center for those in need, including the homeless and those at risk of becoming homeless in Ashland. The application proposed by staff offers $50,000 a year for two years to a qualified non-profit to cover operational costs associated with such a program. The applications would be judged on the following four criteria, each equally weighted: I. Organizational stability and solvency; 2. Demonstrated history of providing similar services; 3.Extent to which the proposal meets grant objectives; and 4. Ability to work cooperatively with other area non-profits in area of interest. The funding offered in the grant application is $50,000 a year for two years, with the successful grantee expected to make the center self-sustaining after that initial two-year period. Applicants were asked to provide financial information about their organizations and to respond to six questions intended to elicit detailed information about the organization's history, experience in providing similar services, plans for sustaining the resource center beyond the grant period and performance measurement. The application proposes a list of "desired services" that could be provided in a Help Center but does not require any particular menu of services. Instead, applicants must provide a description of services they would provide. Both applicants have been invited to the study session and both have indicated they will attend. Each has been invited to make a five-minute presentation of what is in their proposal. Following the Page I of 2 ~r, CITY OF ASHLAND presentations, Council can ask questions of the applicants and discuss the relative merits of the proposals. The actual grant award will be via a minutes motion at the June 18 business meeting. FISCAL IMPLICATIONS: Approx. $50,000/yr. for two years. Funds were appropriated for this purpose by the Budget Committee in the recently completed budget approval process. STAFF RECOMMENDATION AND REQUESTED ACTION: N/A SUGGESTED MOTIONS: N/A ATTACHMENTS: Grant funding applications from OHRA and ACCESS. Page 2 of 2 Options for Homeless Residents of Ashland Help Center Proposal This proposal explains what a Help Center managed by OHRA will do for the community and how it will function. We have done our very best to answer all questions asked by the City of Ashland, and we welcome requests for clarification. Numbered references and personal qualifications are attached. OHRA at a glance Options for Homeless Residents of Ashland (OHRA) is an Oregon nonprofit corporation created in June of 2012.' The idea and founders of OHRA came from a group of Ashland residents called the Citizens Coalition on Homelessness. After more than a year of meeting and working together on issues of homelessness, Coalition members determined a legal entity that addresses issues of poverty and homelessness was greatly needed. The five members chosen to serve on OHRA's board of directors were selected based on their residency in Ashland, their experience working on issues of poverty and homelessness, and the quality of their work with local organizations. OHRA was founded on the principles of compassion and community care for those struggling with homelessness and poverty. It was founded by people who want progress on these issues. With the ethic of hard work and determination present in the founders and board, it didn't take long for our goals and mission statement to be decided upon. Our goals are as follows: facilitate the transition out of homelessness and poverty, alleviate suffering caused by homelessness and poverty, prevent homelessness, foster acceptance of homeless and low-income people into the community, and promote a sense of responsibility both for self-care and for the well-being of others. We believe a permanent, locally-dedicated organization is necessary to make substantial progress on issues of homelessness and poverty. That is why we are committed to working only 1 within the Ashland and Talent area. Needs Through an examination of organizations like our own, we have found that Ashland's unique character provides both great opportunities and great difficulties. Although one of those opportunities is Ashland's capacity for charity, it comes with an aesthetic of wealth and prosperity. Though more than 18% of residents and over 11 % of Ashland families are living below the poverty line z this severe problem is in conflict with a community which exudes an aesthetic of success. Too often the families and individuals struggling with poverty are overlooked. It is no secret that the U.S. and most of the western world is in an economic crisis. Since 2008, the U.S. has sustained the highest unemployment since the Great Depression.' Median household incomes have fallen and never recovered.4 Joined with theses crises is a foreclosure catastrophe wherein millions of families are being forced from their homes. Last year, one of every 72 homes in our nation were put into foreclosures with many being done so illegally s Ashland is no exception. Countless homes in the city have already been foreclosed. At least 44 are in foreclosure right now.' About 45% of Ashland households make less than 80% of the area median income, which means about 4,200 households qualify for some kinds of affordable housing.e,a,"The city's most recent affordable housing project built only six affordable housing units." The high cost of housing compared to median income has created a situation where young people, families, workers and economic growth find difficulty residing within the city. 12 For the first time since the city has been recording such data, the majority of people living in Ashland (57%) cannot afford to buy a house here. 13 The majority of renters, over 2,500 households, are burdened with more than a third of their income going towards rent.' Just like our nation, Ashland's housing problems are joined with high unemployment, wherein over 830 workers are unemployed and looking for a job.9 Unfortunately, the conditions for a large poverty and homelessness problem are in place. A 2012 count and survey in Ashland found no less than 213 homeless people. Of the 140 adults respondents more than half reported they were homeless because they could not afford rent, they were unemployed, or both. Of those asked if they would like a job, over two-thirds 2 responded yes.74 Solutions The 2012 homelessness survey reported some of the most common needs as: showers, shelter, health care, laundry facilities, bathrooms, food, storage, telephone, transportation, sending and receiving mail, and internet and computer access.74 Based on this information as well as our years of collective experience interacting with people experiencing poverty and homelessness, OHRA finds these needs to be the most significant. All of these needs are listed in the City's grant application.75 All of the City's desired services will be provided by a Help Center managed by OHRA. As noted in the grant application, some of the services will not be performed within the Help Center, but rather information and referral to existing community services and programs will be provided. Services Within the Help Center, the following services will be available: hot showers, mailing services, telephone and internet access, laundry facilities, storage space, non-perishable food items, blankets and other hygiene and outdoor supplies. Our referral services will consist of easily accessible information about the multitude of local services already in place. By doing this, our center will make the most efficient use of the existing community resources and direct our clients to the best services possible. In our referrals, we will place an emphasis on finding jobs for our clients. We do this not only because we know that finding and maintaining employment is key to achieving stability and transitioning out of poverty and homelessness, but also because it provides an avenue towards self-worth and dignity for those who may otherwise feel dejected and useless. But we will not stop at referring our clients to other agencies. We will establish a diverse outreach program to help steer homeless and low-income residents towards our facility. We will continue to advance our work of building relationships and coordinating with existing service agencies so that services are not unnecessarily duplicated. The advancement of our outreach will include having notifications and advertisements at the offices and facilities where services for low-income and homeless people are being provided. 3 We will periodically place notifications in prominent areas around town as well as seek media coverage. This local advertising and outreach is meant to help not just homeless people, but those at risk of becoming homeless and those generally in need. Above all, we do this to make sure that people in need are matched with service providers who can best fulfill those needs. We seek to place our facility in an area zoned for commercial use. Wherever the Help Center is located, we will make sure our neighbors are informed about what we are doing. We will maintain good relations with our property owner and property manager. We will provide a clean and secure work environment so that every person who utilizes our facilities, as well as our staff, knows they are safe. We will make contact and build relationships with all residents near our facility. We will make every effort to give our neighbors a feeling of safety and security. Staffing OHRA will establish its Help Center with a paid manager. This manager will be responsible for the full spectrum of the Help Center's operations including logistics and personnel. Our manager will be onsite for the full 20 hours a week the Help Center will be open. The full job description of our manager can be found in the appendix of this document. The Help Center will have a caseworker onsite who is ready to assist any person who walks through the door. We will provide a hospitable and polite staff consisting of both paid and unpaid personnel working together to best serve the community. All our staff will be screened with criminal background checks as well as an extensive interview process. The interview process will include investigations into references and qualifications along with in-person interviews. Organizational Experience Although OHRA as a legal organization is young, our members have a long history of dedicated service to the community. All our board members worked on social service projects before joining our organization, and most worked with each other. Since OHRA's creation, our board members have demonstrated their leadership by successfully and carefully managing community projects. Among those community projects was Ashland's 2012-13 winter shelter. With support from the community and the city, OHRA contacted many of Ashland's faith groups in the fall of 2012. By helping to coordinate efforts of the Trinity Episcopal Church, the Unitarian Universalist 4 Fellowship, Temple Emek Shalom and the First Presbyterian Church, OHRA's board was able to secure two additional nights of winter shelter for Ashland's homeless people. OHRA successfully coordinated the U.S. Department of Housing and Urban Development's (HUD) point-in-time-count in Ashland. This count was accompanied with an additional questionnaire designed to create a better understanding of homeless people within the city. OHRA has co-applied for a Supportive Housing Program (SHP) grant with the Rogue Valley Council of Governments (RVCOG), and is currently awaiting a response. The SHP helps develop housing and related supportive services which help people move from homelessness to independent living. Program funds help homeless people live in a stable place, increase their skills or income, and gain more control over the decisions that affect their lives.76 Benchmarks We will continue to conduct surveys of the homeless and low-income community. We will monitor how many people we serve, and record all of our case management. The data we collect will be used to determine the efficacy of our programs. Our primary benchmark will be measured by the number of people we assist in transitioning out of homelessness and away from poverty. We strive in all cases to help people to the best of our abilities. An important part of the help we will provide is through referrals to other agencies. We will monitor the success of our referrals based on their expected and actual outcomes as determined through communication and collaboration with other agencies. Finances Thus far, OHRA has received $1,749.98 in donations. We have filed for 501(c)3 tax-exempt status and expect to be approved. After our approval we can begin fundraising in earnest, taking advantage of our board members' proven fundraising abilities. We will continue to apply for as many appropriate grants as possible. We recognize the need to establish a broad base of financial support as quickly as possible. We will continue to keep a careful record of the type and amount of resources provided and utilized. The OHRA Help Center annual budget will be as follows: 5 Help Center Manager* $24,960 Rent $19,200 Utilities $3,600 On Demand Hot Water Heater $900 Shower Construction $1,500 Equipment and Supplies $4,000 Additional Insurance $1,500 Total $55,660 *The Help Center Manager is budgeted at 20 hours per week, with an hourly wage of $20, adding 20% for Social Security, unemployment and insurance costs. Conclusion We hope that we have answered all of your questions within this proposal. However, we welcome any further inquiries and look forward to future engagements. Contact us anytime at: P.O. Box 1133 Ashland, OR 97520 • 541-482-8230 • wiz@wave.net 6 Help Center Manager Job Description The Help Center Manager is an employee of Options for Homeless Residents of Ashland(OHRA) and will be required to work 20 hours a week and will be compensated no more than $20 an hour. The Help Center Manager will be responsible for the successful operation of the Ashland Help Center and will: 1. Establish clear rules for behavior and enforce them consistently. Address behavior that might alienate the landlord and/or neighbors near the Help Center. 2. Maintain complete, accurate and up-to-date case management records of our clients, as well as and any other records, data and statistics that are requested by the OHRA. Protect client privacy. 3. Match clients to the services and referrals they seek and need, subject to resource availability and restrictions set by the OHRA, if any. 4. Maintain good relationships with collaborating agency workers, volunteers, OHRA board members, visiting observers, and the community. 5. Establish and maintain a simple check-in procedure. 6. Operate and schedule the services requested by OHRA. Initial services are expected to include showers, mail service, phone charging, intake interviews, referrals to other agencies, restrooms, coffee, water, laundry, job listings/referrals, assistance with applications (for jobs, benefits, housing, ect.), computer and Internet access, backpack storage, fruit/snack, bus tokens, and hygiene supplies. Additional services may be added when manpower and budget permit. 7. Arrange for background checks, screening and training of volunteers. Schedule and supervise volunteers. 8. Keep the Center clean and supplied. Arrange for necessary repairs, maintenance, and enhancements. For items costing over $100, obtain approval from the OHRA. 9. Provide information, reports and recommendations to the OHRA. 10. Be present at the Center during the 20 hours per week it is operated 11. Other duties as assigned. Board of Directors' Experience and Academic History Carolyn Anderson is a practicing attorney licensed in both Oregon and California, who specializes in labor and employment law. She is an active member of the Trinity Episcopal Church. She has volunteered as a social servant for many years in a variety of programs, providing food and shelter to the less fortunate. She is a graduate of Yale University and the University of California, Hastings College of the Law. She is OHRA's Secretary. Fran Adams has worked as a database designer, programmer, and statistician for social science and medical research groups. She serves on the Jackson County Homeless Task Force Income and Employment Committee, and volunteers with the Listening Post and Uncle Foods Diner. She is a graduate of Stanford University, Yale University and California Polytechnic State University. She is OHRA's Treasurer. John Wieczorek is a real estate broker at Gateway Real Estate. He coordinated volunteers and was the site manager for Ashland's Thursday night winter shelter at Pioneer Hall. He serves as the Rogue Valley Unitarian Universalist Fellowship, Social Justice and Action Committee Chair. He is a graduate of the University of St. Thomas, Minnesota. He is OHRA's Vice President. Keith Haxton is an organizer at Oregon Strong Voice, Southern Oregon. He volunteers at Uncle Foods Diner and coordinates shelter services in Ashland. He has a High School Diploma from the State of Florida and is a U.S. Army veteran. He is OHRA's Project Liaison. Leigh Madsen is an organizer at Uncle Foods Diner where he is responsible for setting up, maintaining order and tidying up afterwards. He organizes the Open Table program which helps people transition out of poverty and homelessness. He is a graduate of the University of Chicago. He is OHRA's President. References 1. OHRA Bylaws https://docs.gooale.com/file/d/1 LduiOKgJcWJnbG5HXNch1 LDNLK6WIOIX71uxL-IUWiSuHQG2hfk Naga Fw25Y/ed it?usp=sha ring 2. American Communities Survey(ACS), Ashland OR, economic data http://acs-economic-city.findthedata.org/I/21093/Ash la nd-Oregon 3. U.S. Bureau of Labor Statistics, highest unemployment rate over a period of 4 years 2009-12 http://data.bis.gov/timeseries/LNU04000000?years option=allyears&periods option=specific p eriods&periods=An nual+Data hftp://data.bls.gov/timeseries/LNS14000000 4. U.S. Census, Table H-6 Median Household Incomes http://www. census.gov/h heshvww/income/data/historical/household/ 5. RealtyTrac, Foreclosure Market Report http://www. realtvtrac. com/contenVforeclosure-market-rer)ort/2012-yea r-end-foreclosure-market-r eport-7547 6. Reports on illegal foreclosures, exact figures unknown, estimates range from 30% to 84% -A 2012 San Francisco study shows an estimated 84% of foreclosures where preformed illegally http://www.huffinatoni)ost.com/2012/02/16/illegal-foreclosures n 1283467.html -County recorders across the nation report widespread fraud and forgery http:/Avww.economonitor.com/blog/2012/02/doh n-o%E2%80%99brien-mortgage-settlement-fa ils- to-address-banking-criminal-enterprise/ -About 30 percent of foreclosure proceedings between the beginning 2009 and the end 2010 of major banks, were wrongful or included bank error. http://www.nbcnews.com/id/51492608/ns/msnbc-all in with chris hayes/t/all-chris-hayes-tuesd ay-april-th/#. UZnGQM pvxa4 http:/Auww.federaireserve.gov/newsevents/Dress/berea/20130409a. htm 7. HUD Clips, 44 Ashland homes are in the foreclosure listings hftp:/twww.hudclips.org/orecion/ashiand-foreclosures 8. ACS; 9,339 occupied housing units in Ashland; Rent & Costs http:Hacs-housing-city.fi ndthedata.org/I/21093/Ash la nd-Oregon 9. ACS; 45% of households make less than $37,450; Unemeployment http://acs-economic-city.findthedata.org/I/21093/Ashland-Oregon 10. City of Ashland Affordable Housing Income Limits and Area Median Income(AMI) table hftp://www.ashland.or.us/Page.asp?Navl D=10881 11. City of Ashland Current Affordable Housing Projects hftp:/Awm.ashland.or.us/Page.asp?NavlD=l 0865 12. City of Ashland 2012 Housing Needs Analysis, pages 4-6 hfp://www.ashland.or.us/Files/2012-2040%20HNA 20121106.1)df 13. City of Ashland 2012 Housing Needs Analysis, page 5 hfD://www.ashland.or.us/Files/2012-2040°/o20HNA 20121106.1)df 14. 2012 Homelessness Count and Survey https://docs.google.com/file/d/1FtAnPpvmRZAN-ObR-T9gJJnkrg9K M9q-PC 1Kl1brk6bKrtbRuag Wbi I-Aye/ed it?usp=sharing 15. City of Ashland Help Center Grant Solicitation Application hftD://www. ashiand.or. us/Files/Grant%20sol icitation%2Ofor%20help%20center. pdf 16. Supportive Housing Program, HUD hftp://Dortal.hud.aov/hudr)ortal/HUD?src=/program offices/comm planning/homeless/programs! Coe ' 3630 Aviation Way P.O. Box 4666 Medford, OR 97501 Helping People Help Themselves May 24, 2013 Mr. Dave Kanner City Administrator City of Ashland 20 E. Main Street Ashland, OR 97520 Dear Mr. Kanner. ACCESS is submitting the attached service concept to the City of Ashland for consideration and further deliberation. We wish to be very candid with the Council. We have prepared this submission with the understanding that there are some challenging issues to be addressed and we do not believe that we have all the solutions in hand. We do have a commitment to serving low-income residents, a strong track record of collaborative partnerships and a willingness to experiment with new solutions. Should the Council be interested in pursuing these concepts, our first step would be reaching out to our partners already providing support services in Ashland to strengthen existing efforts and avoid duplication. Although the RFP did not ask for a projected budget, we have included some preliminary cost scenarios in order to give your decision-makers an idea of potential costs. Our staffing costs are based on mid-range salaries for the respective positions at ACCESS. All positions at ACCESS (currently 55 F.T.E.'s) meet or exceed the Ashland Living Wage requirements. An actual budget would be developed based upon a final service work plan. ACCESS partners with 24 food pantries and five food share gardens throughout the county that are entirely operated through the generosity of volunteers. We have hundreds of volunteers and a well- developed screening and training program. We would expect to expand the volunteer pool in Ashland to accomplish the goals outlined here as well, though that does take time and support. The mission of ACCESS is to help residents move towards stability and self-sufficiency. In that context, housing the homeless is our highest goal and we would want that to be included in our approach. In addition to case management, we offer classes under our "Ready to Rent" program to help prospective ! renters overcome past blemishes on their records. Combined with security deposit assistance, education programs do help some people become housed. i We would embark upon the first year of this proposed plan with the expectation that it is, in fact, an experiment. Plans for a second year would be contingent upon meeting some base objectives in the first year. We appreciate the commitment of Ashland residents to explore options for engaging with its homeless residents in a thoughtful manner. Sincerely, i i ackie Schad Executive Director ~ office: (541) 779-6691 E4\: (541) 779-8886 • CCI3 =ll 1194 • TAX Ill= 93-0665396 www.accesshelps.org Application for Ashland Help Center Grant Please fill out the page below. Questions on the following page should be answered on separate sheets. Please limit responses to no more than one page per question. Use]] or 12 point Times New Roman font. Ifyou use a computerized version of this application, it must match this application form as presented. DATE: IV~aM L2 2013 ORGANIZATION NAME: ACC ESS ADDRESS: 70 ;50k 410&(0 MeaFoyc~ OR X1501 Street City State Zip CONTACT: De~ Khck 3 ClYw_t FYwa~./S I Name Title Phone: (5t{ l) "7-7 -X330 E-mail: ~khok~daccex~le~~S.DY~ LI Signature of Board President S gnature of Executive Director/CEO c4l~#a- !7A✓1,5 ~'///1tkElFCT JAClCtE Sc%(igD Print or Type Name Print or Type Name Financial Information. For most recently completed fiscal year: a. Fiscal Year (mm/yyyy - mm/yyyy) tr7/ 1,ckk - oG /2 tZ b. Total organizational budget: $ tc, 6'uM.g52 c. Administration & Fundraising amount: $ ~j l k? -7 E$ $ . 1 % ~Admmistrahon & Fundraising (expreesssed as percent of total budget also known as .,managem~ent~and'`general,,that portron of your expenses not dedicated solelydo program or sees) must be calculated directly from your IRS f r~tn 990 Add part+IX (Functional £ t'. ~Expertses), tine 25 columns,c + d Then;divide that.total by Part Vlll (Statement of Revenue). ' d. Total expenses: $ io ~ 51q , ?i72 e. Total financial support (revenue): $ it,, 5 tl, 53"7 f. Sources of support: Memberships/ individual contributions $ 2, ob5, {2 l Lo % Fundraising activities $ X111,9,73.2 % Government $ i ,?66 ti h79 61) % Foundations $ I$$, 5t 7 % United Way $ a p % Fees for Service $ 1. ?0' , 19 1ti 13 % Other (reimbursements, payments, $ (ao, 7-91 % bequests, etc.) ACCESS Ashland Mobile HELP Connection Service Concept Submission 1. Describe your organization's history and its purpose, as well as any specific experience with providing social services in the City of Ashland. In 1976, ACCESS was established as a 501(cx3) non-profit and subsequently designated by Jackson County as the Community Action Agency for Jackson County. In 1992, ACCESS formed the ACCESS Community Development Corporation, committed to providing decent, safe, affordable housing to low- income individuals and families throughout the Southern Oregon region. ACCESS has evolved over the years to assist the economically disadvantaged citizens of our community by providing multiple programs aimed at promoting self-sufficiency, fostering independence, assisting with basic human service needs, and through the preservation and creation of affordable housing. Through parmership with a caring community, ACCESS provides immediate and long-term solutions that lead people in need toward self sufficiency. ACCESS provides food for two pantries serving Ashland. The Seventh Day Adventist Church hosts the Ashland Community Services, serving an average of 120 families per month, and the Mountain View Christian Church hosts the Green Springs Community Food Pantry, serving an additional 20 families per month. ACCESS provides an average of 16 Senior Food Boxes each month to residents of Ashland's Donna E. Lewis Retirement Center. This equates to ACCESS providing about 70,000 pounds of emergency food to Ashland's citizens in need each year. Additionally, each year ACCESS provides over 300 Ashland households with energy assistance, more than 55 households with rental security deposits and/or housing counseling, plus more than 200 people with the lending of free medical equipment. Our organization has been involved in the Ashland housing arena for many years. ACCESS was one of the founding members of the Ashland Community Land Trust. The first three single-family properties were made available in 1999. In partnership with the land trust, ACCESS developed the 6-unit Parkview housing project across from Garfield Park. We continue to work with the land trust, managing all of their multi-family rental properties. ACCESS is currently in the construction phase of Hyde Park, a new 6-unit affordable housing project that is scheduled for move-in during July 2013. This project's funding is in partnership with the City of Ashland and Oregon Housing and Community Services. The rent up occurred mid-May and we received applications for three times the number of units that are being built. 2. Describe your organization's experience in providing services substantially similar to those described in the concept portion of this solicitation. Include your organization's history of working with other agencies that provide complementary services to the homeless and how such agencies might be engaged in providing HELP services in Ashland. • Information & referral to existing assistance available in the community. ACCESS operates an extensive Information and Referral service with other human service agencies in Jackson County, both public and private. We are a lead agency for the Jackson County Continuum of Care, providing coordinated services to homeless residents. We help ACCESS 1 23-May-13 prepare the annual application to the U.S. Department of Housing and Urban Development (HUD) which funds the local Continuum agencies. ACCESS plays a leadership role in the Homeless Task Force for Jackson County. ACCESS administers a variety of State programs with the goal of addressing homelessness. These include the Emergency Shelter Grant program, Home Tenant Based Assistance program, SHAP (State Housing Assistance Program), and Emergency Housing Assistance Program. We administered the federal Homeless Prevention and Rapid Re-Housing Program under the American Recovery and Reinvestment Act. ACCESS operates in partnership with most of the area's human service agencies and organizations. We have sub-contracting relationships with Maslow Project and St. Vincent de Paul to do street outreach to homeless youth and adults, both in Ashland and throughout Jackson County. We currently operate the Support Services for Veterans and Families grant through the Veteran Administration, in partnership with multiple organizations and covering five counties in southern Oregon. This grant is targeted to homeless veterans. ACCESS is also one of the three founding agencies supporting 211 Info (with United Way of Jackson County and Community Works). We are a subcontracting referral resource for the Aging and Disability Resource Connection hotline operated through RVCOG. • On-site case management of mental health and substance abuse counseling/assessments; housing assistance, credit counseling; and job skills assessments/employment preparation by qualified individuals and community agencies. ACCESS does extensive on-site case management for housing (both tenants and home owners) and energy assistance and conservation. We have a dedicated outreach worker who does in-home case management and resource referral for seniors and disabled residents. ACCESS does not do direct case management of mental health or substance abuse counseling. We do refer to qualified local providers, including On Track, Addictions Recovery Center, Columbia Care, the Veterans Administration, local community health centers and the Department of Mental Health. (ACCESS does operate several affordable housing units for clients of the Department of Mental Health and performs fiscal guardianship for these clients.) We do Financial Literacy classes, collaborate with Consumer Credit Counseling for client credit repair, and generally refer people to the Job Council and Good Will Industries for employment-related services. • Basic assistance for those with no permanent address: mail drop; Internet access; phone . charging; secure storage; and laundry ACCESS offers telephone and Internet access at its Medford campus. ACCESS 2 23-May-13 • Emergency services: distribution of bus tokens, non prepared food items, blankets, etc. ACCESS distributes monthly bus passes, gas cards, blankets, and emergency items routinely to low-income residents of Jackson County. Currently, the transportation assistance is done in our Medford office. Recipients are screened and our agreement with RVTD includes a priority for those needing transportation to employment or prospective jobs, medical services and, in some instances, education. Showers ACCESS does not currently provide hygiene services to residents in Medford - showers, laundry facilities, etc. We would not envision offering these initially in Ashland either. However, responding to the high number of homeless people requesting these services, it would be a primary objective in the fast year of offering coordinated services to acquire the capability to offer hygiene services. 3. Describe what you believe to be Ashland's need based on your knowledge and understanding of the community and how your organization would address those needs as well as the needs and desired services as spelled out in the concept portion of this solicitation. Include your plan for staffing. Ashland has a diverse population of homeless residents. The absolute numbers are difficult to count. In the January 2012 annual Point in Time Count of homeless people, more than 100 adults were counted and surveyed. Of those, 70 reported being homeless because they could not afford rent and/or were unemployed. Estimates of the homeless population numbers are higher among some service providers. Situations range from people living in vehicles to those camping in the woods, from people working for low wages to those who express preference for living free of obligation, and from people considering themselves permanent residents of Ashland to transients passing through. The fast priority for ACCESS, and for the assistance programs we manage dedicated to homeless households, is to get people housed. The "Housing First" model is mandated for those programs funded through HUD and the Veterans Administration, for example. Through a combination of services and cash assistance, this does work for a segment of the population. In undertaking to offer basic services to homeless residents of Ashland, we would propose to address some of these needs immediately with a combination of services through the Mobile HELP Connection. The vehicle we use for mobile outreach services has independent power through a built-in generator, capable of charging computers and telephones, for example. We envision an Ashland post office box from which mail could be regularly picked up and distributed through the Mobile HELP Connection if people need that service. Distribution of emergency supplies such as blankets, transportation assistance (bus passes, gas cards), and food can all be handled through mobile services. I I i ACCESS 3 23-May-13 The need for laundry facilities could not be served by mobile services, but staff could distribute tokens for homeless persons to do their laundry at a commercial Laundromat. Showers Hygiene facilities are a more challenging need. ACCESS is interested in pursuing two alternative approaches: 1. A physical facility that would be satisfactory with regard to local zoning ordinances, able to accommodate hygiene services and some level of respite - basically a place for homeless residents to rest for a few hours. This could be a combination of donated spaces in rotation, or a semi-permanent location. The long-term funding for such a facility is uncertain currently. 2. A mobile alternative. Several cities are achieving success operating mobile units. The least expensive of these are trailers designed to provide showers to 3040 people per day. They are self-contained, can be towed behind a pick-up truck and can be parked on a city street or in a parking lot. The more advanced (and expensive) options can include showers, sinks and even toilets. Prices for these start at around $25,000 and go well into six figures. Slafng Plan We would envision a part-time staff person assigned to this project at approximately 60% of an F.T.E. The concepts outlined in this submission are based on operating the Mobile HELP Connection 3 days a week. This person would have primary responsibility for providing information and referrals to resource providers, along with on-site eligibility assessments and routine case management A volunteer will assist with screening people who inquire about services, distributing food, shower supplies, and mail. In addition, ACCESS would dedicate up to one day a week of a senior outreach and referral person to handle long-term case management and more complicated situations. The ACCESS Support Services Director will provide project oversight at an estimated 5% of F.T.E.. 4. Describe your organization's process for screening and training staff and volunteers. ACCESS is an Equal Opportunity Employer. Our employment opportunities are publicly posted and candidates are interviewed and tested for skills relevant to the positions. We do conduct background checks, DMV checks for any position involving operating equipment or vehicles, and do drug screening prior to extending an offer of employment. In cases where background checks reveal issues, those are evaluated on a case-by-case basis with regard to the requirements of the job, federal regulations and safety. Staff members are trained through an open orientation, in addition to on-the-job training and internal and external formal trainings as appropriate. ACCESS invests heavily in training of its employees. Volunteers are also interviewed and undergo a background check, plus a DMV check if they will be driving an ACCESS vehicle. They receive orientation and training as appropriate for their role. ACCESS 4 23-May-13 5. Describe how your organization would fund operating costs of services over those supported by City grant funding. How would your organization sustain funding beyond the two-year City grant funding period? ACCESS envisions this as a one-year pilot program to assess the viability of the approaches proposed, with the hope and intent to renew for a second year of objectives are met. We need to state candidly that we do not see a clear path to making services to the homeless perpetually self-sustaining. For that reason, we have not projected a commitment to a physical facility in this submission. We would instead focus on coordinating a network of donated spaces using the mobile unit as a base. The La Clinica mobile unit has established a regular schedule in Ashland and we would want to coordinate with that effort, for example. ACCESS does have a strong fundraising program and would of course work with our donors in Ashland to generate funds and in-kind resources for this effort. 6. Please describe outcome and benchmark measures your organization would use to determine whether the project is successful (i.e. meeting City objectives as described in the concept portion of this solicitation). ACCESS tracks its client services in a variety of ways. We use ServircPoint, a robust client database, for tracking all of our current programs related to homeless services. This is an approved Homeless Management Information System (HMIS) and is HUD compliant. We would expect to accomplish the following in Year One: • Design a coordinated partnership structure for delivering essential services • Successfully re-house 10 households in a stable situation • Provide on-site basic services to an estimated 75 persons a month (unduplicated) • Provide situation-specific case management to 20 persons a month • Develop a plan and implementation proposal for hygiene services ACCESS 5 23-May-13 I _ ' f Ashland Mobile HELP Connection CONCEPT COSTS Personnel Eligibility Specialist @60% $ 20,280 Staffing the Mobile Outreach Services vehicle Outreach Lead @20% $ 11,318 Advanced outreach and referral resources Program Director @S% $ 3,959 Oversight of Support Services Programs Maintenance Staff@8% $ 2,535 Cleaning Total $ 38,092 .Mobile HELP Connection Fuel for Mobile vehicle $ 3,600 (35 mi/day " 3 days/wk . 52 wks • $4/gal) Vehicle maintenance $ 850 (oil, tires, repairs, etc.) 3 days/wk Vehicle insurance $ 600 Electricity $ 1,440 (if not donated, nor provided by Mobile generator) Cell plan $ 1,200 Smart phone or table with Internet access Total $ 7,690 Portable Showers Mobile shower unit $ 28,000 Purchase and delivery Annual supplies $ 8,400 Water, toiletries, towels, etc., @$700/month Vehicle mileage $ 3,000 Towing the truck to Ashland @3 days/week Total $ 39,400 'Other Services Food $ 18,000 Food to stock mobile pantry for 120 people/month Transportation $ 4,800 Gas cards: @$20 - 20/month Transportation $ 13,440 Bus passes @$28 - 40/month Mail delivery $ 75 P.O. Box rental Laundry $ 10,080 Laundry tokens ($3/load * 4loads/mo' 70 people/mo' 12 mo) $ 46,395 Administration @9% $ 12,000 TOTAL $ 143,577 i