HomeMy WebLinkAbout2024-03-04 Study Session•::� Council Study Session Agenda
ASHLAND CITY COUNCIL
STUDY SESSION AGENDA
Monday, March 4, 2024
Council Chambers,1175 E Main Street
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Public testimony will be accepted for both public forum items and agenda items.
If you would like to submit written testimony or if you wish to speak electronically during the meeting,
please complete the Public Testimony Form no later than 10 a.m. the day of the meeting.
5:30 p.m. Study Session
1. Public Input (15 minutes - Public input or comment on City business not included on
the agenda)
2. Travel Ashland Grant Report
3. 2200 Ashland St. Discussion
4. Adjournment of Study Session
In compliance with the Americans with Disabilities Act, if you need special assistance to participate
in this meeting, please contact the City Manager'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 1).
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March 4, 2024
Agenda Item
2200 Ashland St. Discussion
From
Sabrina Cotta
Interim/Deputy City Manager
Contact
Sabrina.cotta@ashland.or.us
Item Type
Requested by Council ElUpdate ® Request for Direction
Presentation ❑
SUMMARY
The State has allocated additional funding for the City of Ashland to shelter homeless individuals until the end of
the biennium. Given that doing so at the 2200 Ashland Street site would require significant investment and
renovations to the building to work as a long-term shelter site without meeting the stated goal of Access to
continue with 30 shelter beds, staff is asking Council to review the offer from Access and provide direction on how
they would like to proceed.
POLICIES. PLANS & GOALS SUPPORTED
Council Vision and Values Statement 2022
• Regional cooperation, including in support for public safety and homelessness.
• Respect for the citizens we serve, for each other and for the work we do.
• Excellence in governance and City services.
BACKGROUND AND ADDITIONAL INFORMATION
On August 15, 2023, a request to approve the acquisition of 2200 Ashland Street (391 E14BB-Tax Lot 200; 1.20
acres) for the use of an emergency and inclement weather shelter was brought forward to Council and approved
using partial funding from Access to complete the purchase with the understanding that the City would also stand
up 30 shelter beds until January 10, 2024. City staff and Access representatives had a meeting on February 12cn
2024, where it was communicated that the State of Oregon has allocated funding for the City of Ashland to
continue shelter operations at 2200 Ashland St.
Access has stated the State has allocated $1.8 million for renovations to the building and $800,000 in operational
funds to continue sheltering activities at the 2200 Ashland Street site. The expectation is for Ashland to continue
to provide 30 shelter beds until the end of the biennium, potentially the next ten years pending additional funding
allocations from the State, if the City accepts the funds provided by the State. Construction must take place at this
location to allow for continued sheltering at the site and in the interim there is funding for houseless individuals to
be placed in hotels or alternate locations during the construction period.
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There is an on -going discussion between the City and Access in terms of the original grant funds and the
commitment the City made to the site being a severe weather shelter for the next nine years. The City accepted
the original grant funds predicated on the use of the site as a Severe Weather Shelter with Access affirming it as
a viable use of the space at the time the agreement was made. The City believes the original commitment is
complete as long as the building is continued to be used as a severe weather shelter. Access believes that the
City must continue to operate 30 24/7 shelter beds for as long as the state provides ongoing operating funds. The
City is committed to continuing to work with Access to move forward in a way that is agreeable to both parties.
Council must determine how they would like to move forward:
• Accept the State funding and make the necessary building changes to the structure to allow for continued
sheltering at the site acknowledging that additional beds space must be found to meet the 30 bed
expectation set by Access.
• Decline the State funding and end the 24/7 sheltering at the site.
• Direct staff to work with Access on alternative uses of the funds to allow for continued
sheltering in the community while not using funds for construction on the building given the end result does
not meet the 30 bed requirement of the funds provided.
The City has committed to providing a severe weather shelter through Resolution No. 2022-23 and the original
intent of the purchase of 2200 Ashland Street was to provide the City with a facility to adequately provide severe
weather sheltering as outlined in Resolution No. 2022-23. With the acceptance of State funds, the City of Ashland
committed to standing up 30 shelter beds which it did commencing on November 1, 2024, with the original end
date of January 10, 2024. The emergency 24/7 shelter was extended to March 31', 2024, through executive order
and discussion of additional grant funds from the State to keep the shelter operational. The City extended their
contract with OHRA to keep the 24/7 emergency shelter open through March 31s`, 2024, at which time the shelter
will be closed due to fire code restrictions. If the direction is to transition the building to a permanent shelter, a
change of use permit will be needed through the building department. A design professional (Oregon Licensed
Architect) will need to provide detailed plans of the changes and code analysis demonstrating a code complaint
path that meets current building codes (2022 OSSC).
Items that need to be considered regarding 2200 Ashland Street:
Occupancy considerations. -
The building code specifies different requirements for permanent and temporary shelters. For permanent shelters,
the code requires 200 square feet per occupant. Based on this rule and the current building's size and layout, only
13 occupants are allowed. However, for temporary severe weather shelters, the requirement is much less at 35
square feet per occupant, and this arrangement is only allowed for up to 90 days within a 12-month period. This
means the building can accommodate more people temporarily during severe weather without needing modifications
provided a Fire Watch is maintained during its use as a temporary shelter.
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The city is considering collaborating with the Department of Human Services (DHS), the Oregon Health Authority
(OHA), the building official, and the fire marshal to potentially increase the number of permanent occupants
allowed in the building. However, without a final design and site plan, it's uncertain whether this will be permitted.
To meet the goal of providing 30 beds, it's likely that additional funding and locations for shelter beds will be
needed, even with building renovations.
Renovations needed to the building to continue as a 2417 shelter include:
• Upgrading the kitchen
• Installation of bathrooms for ADA accessibility- currently an external porta potty serves this function.
• Laundry facilities- currently an external trailer serves this purpose.
• Shower facilities- currently an external trailer serves this purpose.
• A sprinkler system
o Estimated cost is $7-10 per square foot ($37,331 - $53,330)
o Additional cost for a new meter backflow and riser- Cost TBD
• A wire strobe alarm system
o Estimated cost $3 to $6 per square foot ($15,999 - $31,998)
• Additional egress (potentially)
• Window height adjustment (potentially)- sleeping is not allowed in rooms that do not have an emergency
egress opening.
• Adjustment of number of restrooms- for congregate and dormitory living, one restroom per 10 occupants
per gender is required and one drinking fountain for standing persons and one for persons in wheelchairs
for every 1-100 occupants.
After the Council decides how they would like to proceed, City staff will be in communication with Access
about how the City will be moving forward in terms of the additional funding offered and next steps regarding
2200 Ashland Street.
FISCAL IMPACTS
The City has made a considerable Investment into this site to include.
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• Total purchase price of $2 million which included an all -cash payment of $1.4 million from grant funds
including $1 million from Access for the purpose of purchasing a building to act as an emergency and
severe weather shelter. Finance of the additional $600 thousand at 3.75% for 20 years with no prepayment
penalties.
• Operational costs to -date of 2200 Ashland Street include:
o $27,000 for Architectural fees for occupancy certification requirements
o $161,263 in construction costs, fencing, security cameras and utilities.
o $11,088 in operational needs such as utilities, repairs, trash, porta potties
o $133,705 in OHRA contract costs to -date
The grant funding being proposed by the State to staff's knowledge will not address the outstanding balance of the
building purchase nor will it address the on -going cost of maintenance and further site development over the next
ten-year period though additional grant funding may be available in the future.
DISCUSSION QUESTIONS
The Council may discuss whether to accept state funding and renovate 2200 Ashland Street for continuous shelter
operations, decline the funding and cease 24/7 sheltering, or work with Access on alternative uses of the funds
that allow for community sheltering without meeting the 30-bed requirement, considering the fiscal impacts, the
commitment to providing severe weather sheltering, and the need for additional shelter beds or facility modifications
to meet building codes and occupancy standards.
SUGGESTED NEXT STEPS
As the Council cannot direct a course of action during a study session, this matter is scheduled for further review
and decision -making at their regular meeting on March 5th, 2024.
REFERENCES & ATTACHMENTS
• Council Communication: 8/15/2023 Acquisition of the Coming Attractions Property at 2200 Ashland Street.
• Resolution No. 2022-33 A Resolution Repealing Resolution No. 2013-94 and Setting Policies and Conditions
Under Which Ashland Will Activate Severe Weather Emergency Shelter Facilitation
• City of Ashland E.O. 23-02 Regional Unsheltered Homelessness Emergency Response Grant Application
• City of Ashland E.O. 23-02 Subrecipient Agreement
• City of Ashland Monthly Congregate Shelter Cost -Corrected email
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August 15, 2023
Acquisition of the Coming Attractions property at 2200 Ashland Street (Taxlot
Agenda Item
391E14BB-TL300) for an emergency and Inclement weather shelter
Joseph L. Lessard
City Manager
From
Scott Fleury
Public Works Director
Brandon Goldman
Community Development Director
Contact
Joe.lessard@ashland.or.us
Requested by Council ❑ Update ❑ Request for Direction ❑ Presentation El
Item Type
Consent ❑ Public Hearing ❑ New Business N Old Business ❑
SUMMARY
Before Council is a request to approve the acquisition of 2200 Ashland Street (391E14BB -Tax Lot 300; 1.20
acres) with a 3097 sq-ft commercial facility, for use as an emergency and inclement weather shelter.
POLICIES, PLANS & GOALS SUPPORTED
Council Vision and Values Statement 2022
• Regional cooperation, including in support for public safety and homelessness
BACKGROUND AND ADDITIONAL INFORMATION
The Council has long been engaged with City Management to determine appropriate next steps for an
emergency and inclement weather shelter, specifically acquisition of a site/building that can accommodate the
City's needs long-term and align with previously awarded grants.
The City has been coordinating with a Commercial Real Estate Agent on acquisition and been negotiating for
acquisition of 2200 Ashland St. ,391E14BB -Tax Lot 300. The site is 1.2 acres with a 3097 square foot commercial
use officed space building and parking. The building can be improved to accommodate an overnight shelter
that meets the City's need for an inclement weather shelter (primarily winter & summer seasons) that also
meets requirements of the State of Oregon's'All In" grant that was accepted by the Council at its June 6, 2023,
Regular Meeting.
The negotiation has concluded with both the seller and buyer (City of Ashland) reaching terms.
The general terms of the acquisition are:
• The total purchase prices is $2 million; and
• The purchase price will be paid by an all -cash payment of $1.4 million from grant funds and owner carry
financing of $600 thousand at 3.75% for 20 years with no prepayment penalties.
FISCAL IMPACTS
The City has received two grants that support an emergency and inclement weather shelter for houseless
individuals. The first Grant is a State of Oregon's "All In" grant of $1,158,100. The second grant is a Department
of Administrative Services (DAS) grant of $1,000,000. The City also appropriated $200,000 in its 2023-2025 BN
General Fund Budget for use towards operation of its inclement weather shelter. These funds will be used to
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cover the cash required for the property acquisition and the remaining funding will be used to improve the
facility, cover future financing payments until additional grant funds are secured and cover the facility's
operation costs.
SUGGESTED NEXT STEPS
Next steps including closing on the property and making necessary improvements to begin occupation as an
emergency shelter under the previously accepted grant requirements. The City staff will also respond to
questions from nearby neighborhood residents and businesses concerning the emergency shelter's operation
and plan to for next steps to address potential concerns.
MOTION
I move to approve the acquisition of 2200 Ashland Street, property 391E141313 -Tax Lot 300 for a cash price of
$1,400,000 and owner carried finance of $600,000 for twenty (20) years at 3.75% with no prepayment penalties
and approve the City Manager to sign all appropriate property closing documentation.
REFERENCES & ATTACHMENTS
None
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RESOLUTION N O. 2022-33
A RESOLUTION REPEALING RESOLUTION NO. 2013-04 AND SETTING POLICIES AND
CONDITIONS UNDER WHICH ASHLAND WILL ACTIVATE SEVERE WEATHER
EMERGENCY SHELTER FACILITATION
RECITALS:
A. Ashland is in an area that has four distinct seasons, all of which can exhibit extreme conditions
due to severe weather events that can be hazardous to persons without a c c e s s t o adequate
heating, cooling, sheltering or air quality resources.
B. The City of Ashland desires to set forth the conditions under which it will call for the availability of
protective or emergency sheltering during severe weather -related events and the policies related
to the procedures the City will take to determine when to call of a shelter and how the City will
coordinate with community volunteers and disseminate information on such emergency shelter.
\THE CITY OF ASHLAND RESOLVES AS FOLLOWS:
SECTION 1. This resolution repeals and replaces Resolution 2013-04.
SECTION 2. Provision of Emergency Shelter During Severe Weather Events
1) Ashland will facilitate the provision of protective or emergency shelter within available resources as
set forth here during times of extreme weather. Calling or activating a severe weather shelter is
subject to practical considerations which may include, but are not limited to, identifying an available
facility/facilities appropriate for the intended use, the ability to operate the shelter(s) in a safe manner
for all potential users and supporting volunteers/staffing, the capacity of the shelter operations to
adhere to the Severe Weather Shelter Operations Policy (attached), and the availability and level of
necessary resources to support shelter operation. Necessary resources include volunteer support and
contracted/city staffing, authorized and available funding. The City's ability to address or manage
practical considerations will impact its ability to call for or maintain over time a severe weather
shelter. For purposes herein, weather conditions shall be considered extreme under the following:
• The general. threshold for calling a cold weather shelter: 32 degrees or below considering such
factors as wind chill, precipitation, number of days' duration or in instances where the National
Weather Service issues a Weather Warning.
• The general threshold for calling an extreme heat shelter: 95 degrees or above depending upon
other factors such as humidity, UV index, and overnight lows or in instances where the National
Weather Service issues an Extreme Heat warning.
• The threshold for calling a smoke related shelter: an air quality index of 150 and above or
designation of "unhealthy for everyone") or above.
• And/or any combination of weather conditions, community circumstances including
interruption of *electric or essential city services, which, at the discretion of the City
Manager, or their designee, make conditions hazardous to human life without adequate
shelter.
SECTION 3. City's Role in Instances of Emergency Shelter
Resolution No. 2022-33 Page 1 of 3
1) The City Manager, or their designee, will fulfill the following duties:
• Shelter Activation: Determine when the City will activate the provision or opening of protective
or emergency shelter and approve the use of City resources for this purpose.
• 48 Hour Notice: The City will strive to provide 48-hour notice, unless in times of sudden
severe weather conditions to contracted shelter provider to allow ample time for volunteer
coordination and dissemination of information to the public.
Communication: Communicate between internal City staff and the community. This will
include communication between non -profits contracted to provide shelter coordination and City
staff involved/concerned with sheltering activities, including but not limited to staff from
Emergency Operations, Ashland Fire and Rescue, the Community Emergency Response Team
(CERT) Coordinator or other AFR staff as designated by the Fire Chief, Ashland Police,
Ashland Parks and Recreation, and City Administration, as well as with the Mayor and City
Council, and other elected and appointed officials.
Communication will include coordination with or use of Nixle alerts as appropriate. The.
communication should provide information to the public regarding shelter information, which
could include posting new items on the City's website, notifying 211, and posting information
about shelters on the City's social media platforms.
Shelter Coordination: Protective and emergency weather shelter will be staffed by community
and/or CERT volunteers. The City will take steps within funding appropriated for the purpose
to contract with a third -party non-profit organization to provide shelter coordination and
oversight, including volunteer coordination and the provision of liability insurance to cover all
emergency shelter related activities. Contracted shelter coordination may also include
soliciting, vetting, and providing trainings to shelter volunteers (in coordination with CERT
volunteer trainings), maintaining a shelter volunteer contact list, and coordinating with the City
staff regarding background checks for shelter volunteers. These items and any additional duties
will be outlined in a separate shelter coordinator service contract.
The City will arrange for the provision of materials and resources as needed to protect those
managing and utilizing its facilitated emergency shelter. Materials and resources will also be
made available for the training of protective and emergency shelter associated staff and
volunteers.
Shelter coordination should also include periodic or regular meetings as necessary between City
staff, the non-profit shelter coordinator and volunteer participants/stakeholders to debrief event
management and review shelter processes/procedures for planning and coordinating
improvement.
2) Emergency shelter during or in anticipation of a severe weather event may require the use of
an available city owned building/facility. Previously booked/scheduled groups in those locations
will be subject to cancellation in such a case. The City will endeavor to establish an appropriate,
permanent location and facility for emergency weather shelter for the community.
SECTION 4. Severe Weather Activation
Provisions for emergency shelter will be activated as follows:
a) When the City Manager, or their designee, determines that weather conditions are or are
Resolution No. 2022-33 Page 2 of 3
likely to become "extreme," they will contact the City's Emergency Operations Officer
or CERT Coordinator to confirm the emergency circumstances and activate the provision of
protective or emergency shelter.
b) Emergency Operations Officer or CERT Coordinator will, in turn, contact the following:
+ City's non-profit shelter coordinator to determine the feasibility of
initiating emergency shelter operations, including the availability of
volunteer staffing, and
• The City's Parks and Recreation Department and other facilities
management to determine if a city facility or facilities are available for the
sheltering event. If no suitable City building is available, city staff and the non-profit
shelter coordinator will work with community partners toward securing a sheltering location
elsewhere in the city.
c) The Non-profit Shelter Coordinator will contact designated representatives from volunteer
organizations to arrange for on -site volunteers at the shelter.
d) The CERT Coordinator or other AFR staff as designated by the Fire Chief, will put out a call for
volunteers through the CERT system annually to notify them of shelter training availability.
e) Shelter volunteers should bring their own cell phones in case of emergency.
SECTION 5. Emergency shelter will be operated consistent with the attached Severe Weather Shelter
Operations Policy.
SECTION 6. This resolution takes effect upon signing by the Mayor.
ADOPTED by the City Council this 6th day of December, 2022.
ATTEST:
Dana Smith, Clerk of the Council Pro Tem
SIGNED and APPROVED this , C' day of ( 2023.
Tonya GrAham, Council Chair
Reviewed as to form:
7klk�
Doug kc eary, Interim City Attorney
Resolution No. 2022-33 Page 3 of 3
■ " �'!'- Regional Unsheltered Homelessness Emergency Response
Emergency Order EO 23-02
Deadline: 5 p.m., Friday, May 19, 2023
CONTINUUM of CARE
Legal name of organization
City of Ashland
Organization designation
(underline)
Non-profit corporation Public Entity
Other (explain)
Program Name
Ashland Low Barrier Shelter and Urban Rest Stop
Address
20 E. Main Street
City, State, Zip
Ashland, OR 97520
Tax ID Number & UEI #
Tax ID 93-6002117 & UEI CRCQD8ZGQSR6
Organization Director
Joseph L. Lessard, City Manager
Program Director
Name and Title
(If not organization director)
Linda Reid, City of Ashland Housing Program Manager
Phone & E-mail
541-552-2043 reidl@ashland.or.us
Agency Total Operating budget
$118,907.051
Program Budget
$2,330,000
AMOUNT OF REQUEST
$1,400,000
Number of years your organization has
been in operation?
149 years
Signature of Authorized
Individual
Print Name &Title
Date
'S / %
PROGRAM PROPOSAL/NARRATIVE RESPONSE SECTION
1. Is your agency an equal opportunity employer?* X Yes No
*Faith based organizations are exempt from this requirement.
Is your agency an equal opportunity service provider? _X_ Yes No
If you answered "no" to either of these questions, please explain.
2. Organizational Overview:
a. Tell us about your organization, its mission, history, and services offered. Include
information about your organizational structure and staffing levels.
Mission
Vision Statement:
Ashland is a resilient, sustainable community that lives within its means and maintains
the distinctive quality of place for which it is known.
Ashland will continue to be a unique and caring city that stresses environmental
conservation, fosters artistic expression, and is open to new ideas and innovation.
Ashland will plan and direct its efforts to fulfill this vision for the long-term with a constant
view toward being an open, welcoming community for all with a positive economic future.
City of Ashland Policies:
Housing Element of the Comprehensive Plan:
Ensure a range of dwelling types that provide living opportunities for the total cross-section of
Ashland's population.
Housing opportunities should be available to all residents without discrimination and consistent
with local, state, and federally recognized protected classes under fair housing law.
Social and Human Services: To ensure that all people in Ashland live in a safe, strong, and
caring community, the City seeks to enhance the quality of life and promote self-reliance,
growth and development of people. To these ends, the City will strive to provide resources and
services to meet basic human needs.
The City of Ashland is a municipality, and its primary mission is to maintain city facilities (such as
parks, stormwater and sewer systems, and streets and sidewalks) and provide basic health and
safety services, including law enforcement and fire protection. These services are essential.
Additionally, the City supports services that promote the health and welfare of the economy,
environment, and people. This includes economic development activities, conservation
programs, and social service funding and programs. While the City has previously supported
efforts to address homelessness, citizens and organizations now seek a more proactive role
from the City due to the impact of the Coronavirus pandemic and wildfires.
Over the years, the City has engaged with service providers, the faith -based community, and
community advocates to gather feedback on needs and solutions for homelessness. This grant
application reflects those efforts and community engagement regarding the most urgent needs.
Although the City's mission does not directly involve serving homeless populations, it is
committed to public safety and being responsive to community needs. However, as a small
municipality with limited resources, the City needs to request additional resources to meet the
current needs arising from recent disruptions and the increase in unhoused residents within the
community.
History
The City of Ashland, incorporated in 1876, has a rich history tied to the timber industry, a
thriving theater community, and a prestigious educational institution. In recent years, it has
become renowned for its arts, culture, and status as a top tourist destination in Southern
Oregon, home to the Oregon Shakespeare Festival and Southern Oregon University.
Despite its smaller size compared to nearby Medford, Ashland has a strong track record of
providing services and resources to address the needs of unhoused residents and migrant
populations. However, effectively addressing the issue of homelessness throughout the Rogue
Valley requires reciprocal coordination that encompasses Ashland's unique challenges.
As the largest city at the southernmost end of the valley and the primary exit off the interstate
for travelers from California, Ashland serves as a regional focal point. It attracts both a
significant number of unhoused travelers and long-term homeless residents. The demand for
affordable housing is intensified by the city's service sector industry driven by tourism.
Positioned along the 1-5 corridor and renowned for its progressive community, expansive
parklands, natural areas, and lively downtown plaza, Ashland consistently draws a substantial
influx of tourists and visitors.
Thus, any comprehensive approach to addressing homelessness throughout the Rogue Valley
must acknowledge and prioritize the challenges specific to Ashland. By fostering reciprocal
coordination throughout the valley, a more effective and unified effort can be made to combat
homelessness and support those in need within Ashland and beyond.
Services and Capacity
The City of Ashland is an entitlement jurisdiction for Community Development Block Grant funds
from the Department of Housing and Urban Development, and as such, is very familiar with HUD
funded programs and program administration requirements. Traditionally, the City of Ashland
acts solely as a grant administrator, rarely carrying out activities directly, preferring instead to
provide institutional structure, staff expertise, and financial support to partner organizations to
assist them in carrying out their respective missions while assuring that the needs of the
community's most vulnerable citizens are being met. In instances of urgent need and extreme
circumstances the City will sometimes take on enhanced roles in order to address the needs of
those most vulnerable and at -risk members of the community.
In recent years due to the impacts of the pandemic and the wildfires, the City of Ashland has
often taken on enhanced roles to ensure public safety and support partner agencies in the
provision of basic health and safety resources. The City of Ashland has staff with expertise in
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project management, grant administration, and project planning. The City also has a Building
Department, Electric Department, Planning Department, Public Works and Engineering
Department, and Fire Safety Division who can each contribute professional skills and resources
to help implement this project on an expedited timeline and with a level of experience and
expertise which can be costly, time consuming, and disjointed in the private sector.
Municipalities have distinct advantages over non -governmental organizations due to their
access to a diverse range of internal resources, facilitating efficient internal communication,
consultation, and streamlined approval processes. Furthermore, municipalities can tap into
expertise and resources from various professional domains. The City of Ashland, for instance,
possesses a skilled staff with expertise in project development, public contracting, public
procurement, Federal and State grant administration, grant oversight, and a demonstrated
history of successfully completing large-scale public facility projects.
To further enhance this activity, the City of Ashland will subcontract with Options for Housing,
Resources, and Assistance. This organization has an impressive track record, including the
acquisition and rehabilitation of the first Project Turnkey application awarded and operational
in Oregon. Additionally, they bring extensive experience in shelter management and a
noteworthy record of successfully transitioning individuals from shelters to permanent housing.
b. Outline how your organization works in partnership with other agencies.
The City of Ashland actively fosters partnerships with numerous non-profit organizations and
groups within the community. City staff frequently engage in collaborative efforts with these
partner organizations, advisory bodies, and citizens to address complex community issues.
Recognizing the unique resources and infrastructure available to municipalities, the City
provides support that many non -governmental organizations may lack or must seek through
contracted services, incurring administrative costs and overhead. This support includes financial
assistance and, at times, in -kind contributions such as staff support, administrative assistance,
and access to buildings or locations for service provision.
Furthermore, the City often assumes the role of a community convener or facilitator, bringing
together stakeholders to engage in discussions and collaborative planning surrounding issues
that impact the entire community.
By playing this coordinating role, the City ensures that efforts are aligned, diverse perspectives
are considered, and shared objectives are pursued. Rather than competing with non-profit
service providers, Ashland focuses on supporting their endeavors, recognizing that collective
action is essential in addressing community -wide challenges and achieving shared goals.
c. Explain your agency's outreach efforts to underserved communities, diverse cultures,
ethnic minorities, and special needs populations.
Cities that administer State and Federal funds such as Ashland possess valuable expertise in
conducting comprehensive outreach efforts aimed at engaging diverse community members,
including ethnic minorities and individuals with special needs. These outreach activities are a
regular requirement for cities, fostering their experience in effectively reaching out to and
involving various segments of the community.
The City of Ashland proactively engages in ongoing public engagement initiatives to gather
feedback for strategic planning, budgetary decisions, and community development purposes. In
this process, the City actively seeks input from underserved communities and minority
populations to ensure their perspectives are considered and to obtain valuable insights
regarding City grant funding and community development priorities. By prioritizing inclusivity
and actively involving these communities, the City of Ashland strengthens its commitment to
fair and equitable decision -making processes and community -driven development.
d. Describe your agency's process for addressing grievances from staff and clients.
The City of Ashland has implemented multiple policies to address staff grievances and ensure a
fair resolution process. Several adopted City policies establish a framework through which
employees can collaborate with the City's Human Resources department to address grievances.
Moreover, since a significant number of City employees are members of various Union groups,
each Union contract includes a specific grievance policy that outlines the process for employees
to address grievances with the support of their Union representative.
Additionally, the City's general grievance policy and process are clearly outlined in the City's
municipal code, specifically in the section dedicated to General Personnel Policies and
Procedures (3.08.110). This provides employees with a comprehensive understanding of the
steps and procedures involved in filing and resolving grievances.
In a similar vein, the City's municipal code also addresses the Administrative Appeals Process
for citizens in section 2.30.020. This ensures that client/customer complaints or concerns can
be formally addressed, providing an avenue for individuals to seek resolution and express their
grievances in a structured manner.
By having these policies and procedures in place, the City of Ashland demonstrates its
commitment to fair and transparent processes for both employees and citizens, aiming to
effectively address and resolve grievances in a timely manner.
e. If you have a Limited English Proficiency Plan, explain it below. If not, tell us about your
strategies for ensuring service access for applicants/clients with limited English
proficiency.
The City of Ashland currently lacks a Limited English Proficiency plan, but it has a contract with
a translation service capable of providing language translations and sign language services for
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meetings. In addition, the City's non-profit partner on this project, OHRA, has bi-lingual staff
who can offer some translation support to clients.
To promote inclusivity, the City of Ashland has implemented an Equal Opportunity Employment
Policy and an Affirmative Action Plan. These policies underscore the City's commitment to
cultivating an inclusive, respectful, and harassment -free work environment and community.
They also encourage diversity, equal opportunity, and access through reasonable
accommodations. The City designates an Equal Employment and Affirmative Action Officer on
staff to ensure compliance with these policies. Additionally, the City has an ADA policy in place
to address reasonable accommodation for individuals with disabilities.
To further advance racial and social equity, the City has established a Social Equity and Racial
Justice Advisory Committee. The committee's mission is to provide recommendations and
support to the Council and City Manager while educating the community on policies, measures,
and practices that foster racial and social equity and promote respectful intergroup relations.
Furthermore, the City has enlisted Paradigm Consultants to conduct an internal Diversity Equity
and Inclusivity (DEI) assessment, scheduled to begin in the fall of 2023. Once completed,
Paradigm will provide a strategic plan to enhance DEI policies within the City.
Outline how your agency utilizes HMIS Service Point to track and report on outcomes
except for DV providers who use OSNIUM, comparable to HMIS. If you do not currently
use HMIS Service Point, tell us about the data system you do use and about your
willingness to become an HMIS Service Point user.
The City of Ashland, although not directly providing services to homeless populations, grants
funding to several homeless service providers. As a result, the City does not participate directly
in the HMIS Service Point system. However, the City collaborates with partner organizations
that are involved in the coordinated entry system. In the proposed project, beneficiaries of the
"All In" funding will be registered in the HMIS system through the City's experienced partner
organization, OHRA. OHRA has a longstanding history of receiving multiple State and Federal
grants, which necessitate reporting in the HMIS system.
OHRA has actively participated in the HMIS system for several years and possesses extensive
expertise in data entry and reporting for grants such as CoC, ESG, CDBG, and others funded by
HUD and the State. Similarly, the City of Ashland routinely reports outcomes for HUD -funded
grants in the IDIS database. Although the City itself does not directly engage in the HMIS
system, the staff responsible for overseeing this project is well -versed in the data entry and
reporting requirements for State and Federally funded projects.
g. Describe your experience with government grants.
The City of Ashland possesses extensive experience in grant application, project completion,
and the administration of Federal and State grants. The City has successfully managed
numerous grants, with a long list of completed projects and a history of undergoing grant
monitoring and financial audits. The staff member responsible for administering this specific
grant has 18 years of successful experience in grant administration and oversight.
Additionally, the City has a highly experienced finance department that adheres to Federal and
State accounting practices and standards in grant management. The City's project partner,
OHRA, also brings valuable experience in handling State and Federal grant funds and has a
proven track record of effectively managing such grants.
3. Which segment(s) of the EO 23-02 program are you applying for? RRH, Street Outreach or
New Shelter Bed program?
The City of Ashland is submitting an application to address the goal of creating new shelter
beds. The City is requesting funding to acquire a building, complete renovations, and contract
with OHRA to operate a low barrier nightly shelter from July 1, 2023, to January 10, 2024. This
project will provide essential shelter services to unhoused individuals and families.
Furthermore, the City envisions utilizing the facility beyond the grant term by repurposing it as
an inclement weather shelter and continuing contractual services with OHRA for operations.
This will enable continued support for the sheltering needs of the unhoused population. The
City is seeking a total of $1.4 million in EO-23-02 grant funding, and it will contribute a
substantial match of $930,000 in City funding already secured to ensure the success and
sustainability of the project.
4. New Shelter Bed Program
a. Describe your plan to implement the EO 23-02 New Shelter Bed program. Be as precise
as possible by identifying how you intend to add shelter beds.
The City of Ashland is submitting an application to provide 40 or more new congregate and
non -congregate shelter beds. The City's request for funding is aimed at acquiring a property
that includes an existing building suitable for immediate use as a congregate shelter. The
targeted property is a 5000 square foot commercial building with existing bathrooms and food
preparation capabilities.
Renovations are planned to enhance the facility, including the addition of a sprinkler system,
upgrading the kitchen and bathroom facilities for ADA access, incorporating additional laundry
facilities, and installing a 24-hour accessible public bathroom. This would address the lack of
public bathroom facilities on the South end of Ashland. Additionally, utility hookups will be
added to accommodate a laundry/shower trailer and the La Clinica mobile health unit,
providing laundry and shower access to the community.
The City of Ashland owns 13 currently unoccupied pallet shelter units that can be relocated to
the site. These units will be utilized to house special populations, such as families with children
or individuals experiencing severe -persistent mental illness, in a non -congregate setting. While
M
primarily functioning as a low -barrier overnight shelter, the City envisions the site serving as an
urban rest stop on the South side of the Rogue Valley, combining various resources requested
by partner organizations already operating valuable programs in Ashland.
Multiple service providers, including meal programs, a laundry program, and OHRA, have
expressed the need for the listed resources to offer their services consistently and at a fixed
location. The City has a longstanding partnership with these organizations, providing financial
support and locations for their services in the past. However, due to maintenance and repair
issues, among other factors, the City can no longer offer locations to these service providers.
The grant opportunity at hand would enable the City to provide much -needed permanent
infrastructure to these partner organizations, who offer essential and sought-after services to
the unhoused community.
For the operation of the low barrier nightly shelter, the City intends to contract with OHRA from
July 1, 2023, to January 10, 2024. The total funding requested through the EO-23-02 grant is
$1.4 million, and the City would contribute significant matching funds of $930,000 in City
funding.
b. Are you planning to purchase a facility, land, or construct units*? X Yes
No. Will EO 23-02 funds be utilized? X Yes No. If you answered yes,
please describe your project timeline. Include information about your experience
with construction, and project management, status of any needed permits,
inspections, and so forth.
The City plans to use grant funds to purchase a facility, and two properties have been identified
that are currently available for acquisition. The City has been in communication with realtors
regarding the purchase, and the timeline for acquiring a property is approximately 30 days from
the time of the grant contract. Once the property is acquired, the City will work in collaboration
with its shelter operations partner, OHRA, to set up the shelter, hire and train staff. This process
is estimated to take another 30 days. The necessary renovations and upgrades to the facility
will be carried out while ensuring that the shelter can continue to operate without any
disruption or conflict, prioritizing its use as an emergency shelter.
The City of Ashland has extensive experience in property acquisition, construction projects, and
professional project management. There are no planning approvals required for the purchase
and utilization of the facility as a congregate and non -congregate shelter and urban rest stop.
However, the City will need to apply for building permits to proceed with the proposed
renovations, and the City's building department can offer consultation as well as an expedited
permitting and inspections process. OHRA also brings extensive experience in shelter set up and
staff training. They have successfully completed property acquisition and major rehabilitation
projects utilizing both Federal and State grant funding.
*The restrictive use period for all facilities that are acquired or constructed by
recipient through the use of EO 23-02 grant funds is 10 years. Are you able to fulfill
this requirement?
The City of Ashland recognizes the critical need for a facility that can effectively serve the
unhoused population in the community. Providing appropriate shelter and support services has
been a longstanding community need, and the City is committed to addressing this issue. The
City fully acknowledges and accepts the requirement that any facility acquired or constructed
using EO 23-02 grant funds must be dedicated to this purpose for a period of 10 years. The City
has no intention or need for a facility that does not serve the crucial purpose of addressing
homelessness in the community. It is fully committed to fulfilling this requirement and ensuring
that the facility remains dedicated to supporting the unhoused population for the specified
period.
d. Are you planning to add beds to an existing facility? Yes X No If you
answered yes, will construction, conversion, or rehabilitation be required? _ Yes
_ No
If you answered yes, please provide a project timeline.
e. Provide a program budget narrative for both construction and adding to an existing
shelter that includes the unit cost per bed, the number of beds you plan to add, and
an itemization of all shelter services offered.
f. Do you plan to continue operating the added shelter beds after Jan. 10, 2024?
X Yes No
If you answered yes, how will they be funded?
The City of Ashland has General Funds set aside in the City's budget for shelter operations. The
City is also exploring other grant opportunities to provide additional funding to support shelter
related activities.
5. Will you be utilizing funds other than EO 23-02 for the project(s) you are proposing. X
Yes No
If you answered Yes, please provide names and amounts for the other funding sources.
EO-23 funds cannot be used to supplant existing funds for similar projects.
Expense
Project
Funding Source
Narrative
Costs
Building
$1,600,000
$1,400,000-EO Grant
Est. Site Acquisition Cost
Acquisition
$ 200,000-DAS Grant*
Renovation
$ 200,000
$ 200,000-DAS Grant
To include Sprinklers system,
Costs
bathroom and kitchen upgrades,
Shower Trailer hookups and soft
costs.
Operations
$ 200,000
$ 200,000-DAS Grant
From 7/01/2023-01/10/2024
Operations
$ 200,000
$ 200,000-City General
From 01/11/2024+
Fund
Outdoor
$ 130,000
$ 130,000-DAS Grant
Installation of a Portland Loo-for
Bathroom
and/or 2024 CDBG
24-hour public bathroom access
Total Project
$2,330,000
Costs
* DAS grant funding is secured
6. If awarded, does your agency have the capacity to provide monthly reports? X Yes
No. If you answered no, please explain.
The City of Ashland will contract with OHRA to provide data collection and reporting through
the HMIS system as part of the shelter operations subcontract.
7. If awarded, will you be able to spend funds by Jan. 10, 2024?
Yes, the City and OHRA both have an excellent track record for timely and appropriate
expenditure of State and Federal grant funds.
REQUIRED SUPPLEMENTAL MATERIALS.
Please enclose, with your application:
• A copy of your IRS non-profit determination letter (See attached Exhibit A)
• Your agency budget for the current fiscal year and a projected budget for the next fiscal
year: Please See Budget Documents on the City's website
https://www.ashland.or.us/Page.asp?NavlD=8316
• An EO 23-02 Project Budget (Table on Page 8 & 9)
• Your most current 990 https://www.ashland.or.us/Page.asp?NavID=8316
• Board of Directors list: httpss://stories.opengov.com/ashlandor/published/FnmcPHyBA
• Your current W-9 (See attached Exhibit B)
• Current Organizational Chart:
https://stories.opengov.com/ashlandor/published/QPyQxLNkf
• Copy of your most recent audit (if unavailable, then most recent unaudited financials)
https://www.ashland.or.us/SIB/files/Administrative%2OServices/Monthly%2OFinancial%20R
eports/Completed Single audit.pdf
G7
Exhibit A
041617
IC' Department of the Treasury
1 1�771nternal Revenue Service
In reply refer to: 0248167576
CINCINNATI OH 45999-0038 May 31, 2018 LTR 4076C 0
93-6002117 000000 00
00017245
BODC: TE
CITY OF ASHLAND
CINDY HANKS
20 E MAIN ST
ASHLAND OR 97520
Federal Identification Number: 93-6002117
Person to Contact: Customer Service
Toll Free Telephone Number: 1-8777829-5500
Dear Taxpayer:
This responds to your request for information about your federal tax
status. Our records do not specify your federal tax status. However,
the following general information about the tax treatment of state
and local governments and affiliated organizations may be of interest
to you.
GOVERNMENTAL UNITS
Governmental units, such as States and their political: subdivisions,
are not generally subject to federal income tax. Political
subdivisions of a State are entities with one or more of the
sovereign powers of the State such as the power to tax. Typically
they include counties or municipalities and their agencies or
departments. Charitable contributions to governmental units are
tax-deductible under section 170(c)(1) of the Internal Revenue Code
if made for a public purpose.
ENTITIES MEETING THE REQUIREMENTS OF SECTION 115(1)
An entity that is not a governmental unit but that performs an
essential government function may not be subject to federal income
tax, pursuant to Code section 115(1). The income of such entities is
excluded from the definition of gross income as long as the income
(1) is derived from a public utility or the exercise of an essential.
government function, and (2) accrues to a State, a political
subdivision of a State, or the District of Columbia. Contributions
made to entities whose income is excluded income under section 115
may not be tax deductible to contributors.
TAX-EXEMPT CHARITABLE ORGANIZATIONS
An organization affiliated with a State, county, or municipal
government may qualify for exemption from federal income tax under
section 501(c)(3) of the Code, if (1) it is not an integral part of
the government, and (2) it does not have governmental powers
inconsistent with exemption (such as the power to tax or to exercise
enforcement or regulatory powers). Note that entities may meet the
requirements of both sections 501(c)(3) and 115 under certain
circumstances. See Revenue Procedure 2003-12, 2003-1 C.B. 316.
0248167576
May 31, 2018 LTR 40.76C 0
93-6002117 000000 00
00017246
CITY OF ASHLAND
CINDY HANKS
20 E MAIN ST
ASHLAND OR 97520
Most entities must file a Form 1023, Application for Recognition
of Exemption Under Section 501(c))(3) of the Internal Revenue Code,
to request a determination that the organization is exempt from
federal income tax under 501(c)(3) of the Code and that charitable
contributions are tax deductible to contributors under section
170(c)(2). In addition, private foundations and other persons
sometimes want assurance that their grants or contributions are made
to a governmental unit or a public charity. Generally, grantors and
contributors may rely on the status of governmental units based on
State or local law. Form 1023 and Publication 4220, Applying for
501(c)(3) Tax -Exempt Status, are available online at www.irs.gov/eo.
We hope this general information will be of assistance to you. This
letter, however, does not determine that you have any particular
tax status. If you are unsure of your status as a governmental unit
or state institution whose income is excluded under section 115(1)
you may seek a private letter ruling by following the procedures.
specified in Revenue Procedure 2007-1, 2007-1 I.R.B. 1 (updated
annually)•
If you have any questions, please callus at the telephone number
shown in the heading of this letter.
Sincerely yours,
A /• 4V
Doris Kenwright, Operation Mgr.
Accounts Management Operations 1
Exhibit B
Form w-9
(Rev. October 2018)
Department of the Treasury
Internal Revenue Service
1 Name (as shown on your
ai
tv
C
a
0
al c
ao
�v
02
C N
c
0. U
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a
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Request for Taxpayer
Identification Number and Certification
► Go to www.irs.gov/FormW9 for instructions and the latest information.
City of Ashland
2 Business nameldisregarded entity name,
is required on this line; do not leave this line blank.
Give Form to the
requester. Do not
send to the IRS.
3 Check appropriate box for federal tax classification of the person whose name is entered on line 1. Check only one of the 4 Exemptions (codes apply only to
following seven boxes. certain entities, not individuals; see
instructions on page 3):
❑ Individual/sole proprietor or ElC Corporation ❑ S Corporation ❑ Partnership ❑ Trust/estate
single -member LLC Exempt payee code (f any)
❑ Limited liability company. Enter the tax classification (C.=C corporation, S=S corporation, P=Partnership) ►
Note: Check the appropriate box in the line above for the tax classification of the single -member owner. Do not check Exemption from FATCA reporting
LLC if the LLC is classified as a single -member LLC that is disregarded from the owner unless the owner of the LLC is code (if any)
another LLC that is not disregarded from the owner for U.S. federal tax purposes. Otherwise, a single -member LLC that
is disregarded from the owner should check the appropriate box for the tax classification of its owner.
jJ Other (see instructions) ►
5 Address (number, street, and apt. or
10 East Main St
Government
Mpphes to --is nm.0—d outside 0. U.S.)
Requester's name and address (optionaq
7 List account number(s) here (optionaq
Taxpayer Identification Number (TIN)
Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid Social security number
backup withholding. For individuals, this is generally your social security number (SSN). However, for a - 0:1 -
resident alien, sole proprietor, or disregarded entity, see the instructions for Part I, later. For other
entities, it is your employer identification number (EIN). If you do not have a number, see Now to get a
TIN, later. or
Note: If the account is in more than one name, see the instructions for line 1. Also see What Name and I Employer identification number
Number To Give the Requester for guidelines on whose number to enter.
9 3- 6 1 0 1 0 1 2 1 1 1 1 1 7
Under penalties of perjury, I certify that:
1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and
2. 1 am not subject to backup withholding because: (a) I am exempt from backup withholding, or (b) I have not been notified by the Internal Revenue
Service (IRS) that I am subject to backup withholding as a result of a failure to report all interest or dividends, or (c) the IRS has notified me that I am
no longer subject to backup withholding; and
3. 1 am a U.S. citizen or other U.S. person (defined below); and
4. The FATCA code(s) entered on this form (if any) indicating that I am exempt from FATCA reporting is correct.
Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because
you have failed to report all interest and dividends on your tax return. For real estate transactions, item 2 does not apply. For mortgage interest paid,
acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement (IRA), and generally, payments
other than interest and dividends, you are not required to sign the certification, but you must provide your correct TIN. See the instructions for Part 11, later.
Sign Signature of Here U.S. person ► (//M 4n t�A
4d Date ► ` /
General InstructioAs
• Form 1099-DIV (dividends, including those from stocks or mutual
funds)
Section references are to the Internal Revenue Code unless otherwise
a Form 1099-MISC (various types of income, prizes, awards, or gross
noted.
proceeds)
Future developments. For the latest information about developments
a Form 1099-8 (stock or mutual fund sales and certain other
related to Form W-9 and its instructions, such as legislation enacted
transactions by brokers)
after they were published, go to www.irs.gov/FormW9.
• Form 1099-S (proceeds from real estate transactions)
Purpose of Form
• Form 1099-K (merchant card and third party network transactions)
An individual or entity (Form W-9 requester) who is required to file an
• Form 1098 (home mortgage interest), 1098-E (student loan interest),
information return with the IRS must obtain your correct taxpayer
1098-T (tuition)
identification number (TIN) which may be your social security number
• Form 1099-C (canceled debt)
(SSN), individual taxpayer identification number ([TIN), adoption
taxpayer identification number (ATIN), or employer identification number
a Form 1099-A (acquisition or abandonment of secured property)
(EIN), to report on an information return the amount paid to you, or other
Use Form W-9 only if you are a U.S. person (including a resident
amount reportable on an information return. Examples of information
alien), to provide your correct TIN.
returns include, but are not limited to, the following.
If you do not return Form W-9 to the requester with a TIN, you might
• Form 1099-INT (interest earned or paid)
be subject to backup withholding. See What is backup withholding,
later.
Cat. No. 10231X Form W-9 (Rev. 10-2018)
s
ACA' S
BUILDING COMMUNITY
State Funds - CFDA number not applicable
Executive Order 23-02
Jan. 10, 2023 to Jan. 10, 2024
Subrecipient Agreement
City of Ashland
CONTINUUM of CARE
The Subrecipient Agreement is hereby made by and between ACCESS, fiscal agent for the
Continuum of Care (hereinafter called the "Grantee"), and City of Ashland (hereinafter called
the "Subrecipient") pursuant to the Memorandum of Agreement (MOA) made by and between
the Grantee and the Oregon Housing and Community Services (hereinafter called "OHCS"), to
implement the grant awarded to the Grantee under the Emergency Order (EO) 23-02 effective
January 10, 2023, incorporated into this Subrecipient Agreement.
Grant Amount:
1-10-23 to 1-10-24
TOTAL AWARD
Building Purchase
$ 1,000,000
Administration
$ 158,200
TOTAL AWARD
$ 1,158,200
Description:
On January 10, 2023, Governor Tina Kotek issued Executive Order 23-02 (the "EO"), which
declared a state of emergency due to homelessness. The EO is necessary to provide funding to
rapidly expand the State's low -barrier shelter capacity, to rehouse people experiencing
unsheltered homelessness, and to prevent homelessness to the greatest extent possible. The
EO took immediate effect and remains in effect until January 10, 2024, unless extended or
terminated earlier by the Governor. Subrecipient will administer the program in a manner
consistent with program requirements designed to achieve the following performance goal:
Acquire a building, complete renovations, and contract with Opportunities for Housing
Resources and Assistance (OHRA) to operate a low barrier nightly shelter from July 1, 2023 to
January 10, 2024.
Subrecipient certifies that EO 23-02 funding will only be used to create new shelter bed
capacity that meets the definition in Section 5 below.
No documentation of identification, custody, citizenship, or gender is required. Furthermore,
shelters must meet the Department of Housing and Urban Development's Equal Access Rule, 81
FR 64763, to ensure services are available to all.
i' State Funds - CFDA number not applicable N.."77-1
AC Executive Order 23-02
BUILDING COMMUNITY Jan.10, 2023 to Jan. 10, 2024 CONTINUUM of CARE
Subrecipient Agreement
City of Ashland
Subrecipient further certifies that EO 23-02 funding used for shelter acquisition, operation or
construction will only be utilized to create new shelter bed capacity that meets the following
definition:
Low and no barrier policies allow homeless individuals and households to access shelter,
housing, and services without preconditions such as sobriety, compliance with
treatment plan, pets, or agreement to participate in specific programs, activities, or
classes. These policies allow those most in need to have access to shelter and housing.
These additional emergency shelter beds must be low barrier, focus on assessment and
triage, and intentionally link to permanent housing resources so that people move through
to housing quickly.
A. Scope of Work/Grant Activities
1. Regional Unsheltered Homelessness Emergency Response Plan
Prior to eligibility for funding, Grantee submitted a Regional Unsheltered Homelessness
Emergency Response Plan ("Plan") to Oregon Housing and Community Services (OHCS)
that specifies, among other things: current local, state, federal, and other resources
allocated to emergency shelter services, rehousing services, and housing stabilization
services; and current service levels and gaps in services and resources in emergency
response areas specifically impacting people experiencing unsheltered homelessness. The
Plan is attached to and incorporated into this Agreement as Exhibit B and Grant Activities
are attached to and incorporated into this Agreement as Exhibit A. Each is contained in the
Grant Agreement #OR-502. With both Exhibit A and Exhibit B incorporated into this
Subrecipient Agreement, the scope of grant activities authorized for the purposes of this
Subrecipient Agreement are defined.
All activities hereunder, including all Grant Activities and funds to be awarded, are
expressly contingent on Grantee's receipt of funds and the subsequent release of
additional funds. Should any funds be withheld and/or Grantee's "Grant Agreement State
of Emergency Due to Homelessness" (Agreement No. OR-502) be terminated for any
reason, Grantee's obligations hereunder shall immediately terminate.
2. Compliance with Agreement
a. Subrecipient will perform all Grant Activities in accordance with the terms of this
Agreement, including all exhibits contained herein.
* State Funds - CFDA number not applicable
ACC S .::
Executive Order 23-02 °• ° ® ' "
BUILDING COMMUNITY Jan. 10, 2023 to Jan. 10, 2024 CONTINUUM of CARE
Subrecipient Agreement
City of Ashland
b. Subrecipient shall comply with Grant Activities as outlined in the EO 23-02 Grant
Agreement #OR-502, Exhibit A hereby attached.
c. Subrecipient shall comply with Standard Terms and Conditions in the Master
Grant Agreement 2021-2023 Exhibit B hereby attached. Subrecipient shall
comply with Standard Terms and Conditions in the Master Grant Agreement
2023-2025 to be executed July 2023.
Subrecipient shall comply with Special Provisions in the Master Grant Agreement
2021-2023 Exhibit C hereby attached. Subrecipient shall comply with Special
Provisions in the Master Grant Agreement 2023-2025 to be executed July 2023.
e. Subrecipient shall comply with and perform all work to the satisfaction of the
Grantee, and in accordance with the terms of this agreement and the applicable
program requirements provided in ORS 458.650 Exhibit F hereby attached.
f. Subrecipient will make available all records pertaining to the utilization of
Executive Order 23-02 funds to the Grantee and OHCS upon request if need be.
3. Housing Focused
All activities conducted under this Subrecipient Agreement must be Housing Focused.
"Housing Focused" activities are defined as activities that seek to lower barriers for people
experiencing homelessness or housing instability. Activities conducted under this
Subrecipient Agreement may not screen participants out solely on the basis of certain
behavioral, psychological, physiological, citizenship or immigration status or economic
preconditions. Housing Focused services must ensure that the safety and support of both
staff and clients are paramount.
4. No Supplanting of Other Funds
Subrecipient may not use funds under this Agreement to supplant other funds available for
the same purpose. Furthermore, Subrecipient agrees that during the term of this
Agreement, the funding available for homeless services from sources other than this
Agreement will not be reduced from the levels outlined in the Plan, and that in the event
of any such reduction, Grantee may exercise any of the remedies available to it under this
Agreement or at law or in equity. Subrecipient also agrees to comply with reporting
requirements as outlined in Section 3 (Program Specific Reporting) found in EO Grant
Agreement #OR-502 Exhibit A hereby attached to demonstrate the levels of funding from
State Funds - CFDA number not applicable .... • „ °°
ACC S Executive Order 23-02 •° °
BUILDING COMMUNITY Jan.10, 2023 to Jan. 10, 2024 CONTINUUM of CARE
Subrecipient Agreement
City of Ashland
other sources as outlined in the Plan (EO Grant Agreement #OR-502 Exhibit B hereby
attached) are sustained throughout the term of this Agreement and that no reductions to
such funding are made. Failure by Subrecipient to comply with this stipulation is a material
breach of this Subrecipient Agreement and entitles Grantee to exercise any remedies
available to it under this Agreement or at law or in equity.
S. New Shelter Bed Requirement
New shelter bed capacity is defined as beds that are added to a local region as a direct
result of funding under this Agreement. Beds may be counted if the building requires
rehabilitation prior to the shelter being operational or put into use, if needed. It also may
include beds that are added to existing shelters through expansion. If a bed is not available
in a local region due to lack of operational funding and has not been previously
operational, Grant Funds may be used to bring the bed into active use and the bed would
count as added shelter capacity for purposes of this Agreement. Shelter beds may not be
counted toward the goal of new shelter beds as outlined in this Agreement unless new
beds are being added into an existing shelter or an entirely new shelter facility is brought
online as a result of funding under this Agreement.
6. Habitability Requirements.
Shelters, whether congregate or non -congregate, must meet habitability requirements that
include minimum safety, sanitation, and privacy standards as outlined in 24 CFR § 576.403,
regardless of whether 24 CFR § 576.403 independently applies to such shelters apart from
this Agreement. Shelters must be structurally sound. Tents and other structures without
hardened surfaces that do not meet these minimum standards are unallowable.
Subrecipient must document habitability requirements for all shelters funded under this
Agreement. Agency will provide technical assistance reasonably requested to ensure
compliance with habitability requirements. Shelter units may be in the form of Non -
Congregate Free -Standing units if they provide heat, electricity, the ability to close and lock
a door, showers, and restrooms onsite, hard -surface walls and roofing, and food
preparation facilities available on -site or with an action plan to provide meals to shelter
residents.
7. Restrictive Covenants for Shelter Facilities
Subrecipient shall operate the shelter facilities acquired, converted, renovated, or
rehabilitated pursuant to the Grant Activities (the "Facilities") and provide such related
4
State Funds - CFDA number not applicable ••••
ACC S Executive Order 23-02
BUILDING COMMUNITY Jan. 10, 2023 to Jan. 10, 2024 CONTINUUM of CARE
Subrecipient Agreement
City of Ashland
services as are required under the Grant Activities and other provisions of this Agreement
for the restrictive use period as provided below (the "Restrictive Use Period").
Subrecipient must place a Declaration of Restrictive Covenants on the Facilities restricting
the use of the Facilities to provide the housing and services as described in this Agreement.
The Declaration of Restrictive Covenants shall be in such form as required by Grantee and
shall be filed, at the Subrecipient's expense, in the real property records of each county in
which the Facilities are located. Notwithstanding any provision of this Agreement, the
obligations set forth in the Declaration of Restrictive Covenants shall continue in full force
and effect throughout the entire Restrictive Use Period and until the expiration of such
obligations under the terms of the Declaration of Restrictive Covenants. Subrecipient
acknowledges and agrees that such obligations will survive the expiration or termination of
this Agreement. Subrecipient shall execute all other documents reasonably required by
Agency in connection with the Declaration of Restrictive Covenants. Agency may waive any
of the requirements pertaining to Facility restrictive covenants at its sole discretion.
The Subrecipient may terminate the Restrictive Covenant under any of the following
conditions. One, If the Subrecipient fails to receive funding, appropriations, limitations, or
other expenditure authority sufficient to allow the Subrecipient, in the exercise of its
reasonable administrative discretion, to continue to make payments for the performance
of the Shelter Facilities. And two, if federal or state laws, regulations or guidelines are
modified or interpreted in such a way that the work under this Restrictive Covenant is
prohibited from paying for such work from the planned funding source. In the event
Subrecipient has insufficient appropriations, limitations, or other expenditure authority,
Subrecipient may terminate this Agreement without penalty or liability to Grantee,
effective upon the delivery of written notice to Grantee, with no further liability to
Grantee.
8. Restrictive Use Period
The Restrictive Use Period for all Facilities that are acquired or constructed by Subrecipient
through the use of Grant Funds is 10 years.
The Restrictive Use Periods for Facilities that are placed in service following rehabilitation
or conversion of an existing structure are as set forth in EO Grant Agreement #OR-502,
Exhibit A hereby attached. The Restrictive Use Period runs from December 31 of the year
the Facility is placed in service until December 31 of the final year of the Restrictive Use
Period. Subrecipient must agree to certify compliance with this requirement and submit
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that certification to Grantee on an annual basis, or upon request of Grantee, throughout
the Restrictive Use Period.
9. Program -Specific Reporting
Subrecipient assures that data collection and reporting, including personally identifiable
information, will be conducted utilizing HMIS Service Point/Coordinated Entry Services. If
Subrecipient is entering into an agreement with a third party (Opportunities for Housing
and Resources — OHRA) to enter program data into the HMIS/Coordinated Entry Services
programs, Subrecipient agrees third party (OHRA) will "enter data as" the City of Ashland
into the HMIS. Subrecipient must provide a copy of the MOA or contract with such
agreement to Grantee within thirty (30) days. Timely and accurate data entry is critical to
ensuring meaningful data analysis and reporting. It is required that Subrecipient or a third
party enter data within three business days. Subrecipient also assures that required
reports will be submitted on a monthly basis.
Subrecipient acknowledges receipt of and agrees to be bound by all data management
requirements stated in EO Agreement #OR-502, including, but not limited to, the grant of
stated licenses and permissions to OHCS.
B. Project Requirements:
1) Subrecipient will operate in accordance with all applicable statutory and regulatory
requirements including those set forth in Uniform Guidance 2CFR Part 200, the Master
Grant Agreement, the EO Grant Agreement #OR-502, and any policies and procedures
developed by the Grantee provided the Subrecipient has received appropriate notice as
set forth in this Agreement.
2) Subrecipient will operate in accordance with all the requirements in the 21-23 Master
Grant Agreement and the 23-25 Master Grant Agreement to be executed July 2023.
3) Subrecipient shall comply with Standard Terms and Conditions in the Master Grant
Agreement 2021-2023 Exhibit B hereby attached, EO Grant Agreement #502 and MGA
2023-2025 to be executed July 2023.
4) Subrecipient shall comply with Special Provisions in the Master Grant Agreement 2021-
2023 Exhibit C hereby attached and MGA 2023-2025 to be executed July 2023.
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City of Ashland
5) Services will be consistent with the Master Grant Agreement and EO Agreement #OR-
502. Subrecipient will provide its best effort to ensure the delivery of the right service at
the right time to the right client.
6) Subrecipient will comply with such other terms and conditions including recordkeeping
and reports for program compliance and evaluation as stated in this Agreement.
7) Subrecipient will provide such additional information as deemed appropriate by the
Grantee.
8) Subrecipient will participate in all EO 23-02 funding required training, conference calls,
and meetings as requested by the Grantee with reasonable notice.
9) Subrecipient provides equal employment opportunities (EEO) to all employees and
applicants for employment without regard to race, color, religion, sex, national origin,
age, disability, or genetics. In addition to federal law requirements, Subrecipient will
comply with applicable state and local laws governing nondiscrimination in employment
in every location in which the company has facilities.
C. Term:
The term of this Agreement is effective Jan. 10, 2023, through Jan. 10, 2024. All services to
be furnished under this Subrecipient Agreement must be completed on or before Jan. 10,
2024, unless this Agreement is otherwise earlier canceled as hereinafter provided, or unless
extended by written agreement of the parties.
D. Compensation:
1. Subrecipient acknowledges that all funds paid under this Agreement are on a
reimbursement -basis, meaning that Subrecipient must provide documentation (as
detailed below) to Grantee, who will, in turn, remit the same to OHCS for processing.
Failure to adhere to the requirements of EO Agreement #OR-502 or this Agreement may
result in some, or all expenses being refused. If OHCS refuses any expense for any
reason, Grantee shall have no obligation to separately reimburse any such expenses or
secure alternative funding. Grantee's obligations under this Agreement shall
immediately terminate if EO Agreement #OR-502 is terminated or suspended for any
reason.
2. Subrecipient must use adequate fiscal management systems that follow generally
accepted accounting principles (GAAP) and provide adequate fiscal control and
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accounting records, including cost accounting records supported by documentation.
Subrecipient's fiscal management systems must comply with the requirements of the
OHCS Master Grant Agreement (MGA) #7000, EO Agreement #OR-502, and the OHCS
Master Grant Agreement 23-25 to be executed July 2023.
Subrecipient shall be reimbursed for allowable costs as specified in the approved
Subrecipient Budget (see Grant Award above). All requests for reimbursement must
specify the line -item for which reimbursement is being requested. Documentation to
accompany a request includes an invoice with documentation to substantiate expenses
by line item and both a summary and a detailed profit and loss statement. An
authorized representative must submit requests for reimbursement. Eligible expenses
must be allowable, allocable, and reasonable in accordance with the applicable Federal
Cost Principles set forth in OMB Uniform Guidance, Uniform Administrative
Requirements, Cost Principles, and Audit Requirements for Federal Awards, as stated in
2 CFR Part 200, Subpart E—Cost Principles. Subrecipient will be reimbursed in
accordance with the budget (see above). The budget may be revised with the
agreement of both the Grantee and the Subrecipient and will require a budget
modification signed by both parties. Expenses more than the agreed upon budget will
not be reimbursed.
Subrecipient acknowledges receipt of the foregoing instructions, as well as EO
Agreement #OR-502, and further acknowledges that only reimbursements that comply
with these requirements will be considered.
4. Subrecipient shall submit a request for reimbursement within ten (10) days afterthe
end of each monthly period during the performance of the services provided in this
Agreement. The final payment request shall be submitted no later than Jan. 25, 2024.
Failure to submit the.final request by the due date may result in non-payment of the
expenditures.
Ineligible expenses are those costs requested for reimbursement by the Subrecipient
that the Grantee determines to be unallowable based on applicable Federal cost
principles, OHCS Program regulations, the Application, or the Agreement. Any expenses
deemed ineligible by the Grantee for which the Subrecipient was reimbursed must be
repaid to the Grantee or shall be deducted from the amount of the next reimbursement
at the Grantee's discretion.
6. The grantee is not responsible for unauthorized expenses incurred by a Subrecipient or
for costs incurred prior to the effective date of this Agreement
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E. Monitoring and Evaluation:
1. Subrecipient will comply with monthly monitoring by the Grantee and OHCS to
ensure compliance with the program requirements established through the MGA,
the EO Grant Agreement #OR-502, and the Subrecipient Agreement. Monitoring will
be accomplished through on -site inspections and/or virtually.
2. Results of monitoring will be summarized in a written report by the Grantee and
submitted as appropriate. Ongoing technical assistance and guidance related to the
implementation of the program will be provided by the Grantee as part of training
and monitoring activities.
3. If Subrecipient is not in compliance with the requirements of the program,
regulations, contracts and /or policies and procedures, other applicable federal laws,
the Grantee will provide an opportunity for response and corrective action, unless a
life safety issue or potential mishandling of funds is identified. In the latter two cases
— suspension shall occur immediately. The process for notifying the Subrecipient
includes a) Issuing a warning letter indicating further failure to comply with such
requirements will result in a more serious sanction; b) directing the Subrecipient to
cease incurring costs for which reimbursement is expected; or c) requiring some or
the entire grant amounts advanced or reimbursed to the Subrecipient be remitted
to the Grantee.
4. The Grantee may temporarily suspend a Subrecipient from all or part of the
activities identified in this Agreement while it assesses the organization's capacity to
comply.
F. Audit Requirements:
In the event, that during the period of this Agreement, Subrecipient expends more than
$750,000 in federal funds in an operating year, Subrecipient shall, at its own cost and expense,
cause to be executed an independent audit. The audit shall be completed, and a copy furnished
to the Grantee at the address indicated on the signature page, within the earlier of thirty (30)
calendar days after receipt of the auditor's report(s) or five (5) months after the end of the
audit period, unless a longer period is agreed to in advance by the Grantee. For purposes of this
Agreement, an operating and/or audit year is the equivalent to the Subrecipient's fiscal year.
The determination of when Grant Funds are expended is based on when the activity related to
the expenditure occurs.
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G. Indemnification:
Subrecipient shall defend, save, hold harmless, and indemnify the State of Oregon and Grantee
and their officers, employees, and agents from and against all claims, suits, actions, losses,
damages, liabilities, costs, and expenses of any nature whatsoever, including attorneys' fees
(Collectively, "Claims"), resulting from, arising out of, or relating to the activities of subrecipient
or its officers, employees, subcontractors, or agents under this agreement. Neither
Subrecipient nor any attorney engaged by Subrecipient may defend any claim in the name of
the State of Oregon (including any agency of the State of Oregon), nor purport to act as legal
representative for the State of Oregon, without first receiving from the Oregon Attorney
General, authority to act as legal counsel for the State of Oregon, nor may subrecipient settle
any claim on behalf of the State of Oregon without the approval of the Oregon Attorney
General. If the State of Oregon assumes its own defense, Subrecipient will be liable for the
attorney fees of the State of Oregon, including, but not limited to any fees charged by the
Oregon Department of Justice.
H. Subrecipient Default
Subrecipient will be in default under this Agreement upon the occurrence of any of the
following events:
Subrecipient fails to perform, observe, or discharge any of its covenants, agreements, or
obligations under this Agreement, including but not limited to failure to perform Grant
Activities or satisfy performance measures as set forth in Exhibit A, EO 23-02 Agreement
#OR-502 and such failure is not remedied within thirty (30) days following notice from
Grantee to Subrecipient specifying such failure; or
Any representation, warranty or statement made by Subrecipient in this Agreement or
in any documents or reports submitted by Subrecipient in connection with this
Agreement, concerning the expenditure of Grant Funds or Subrecipient's performance
of any of its obligations under this Agreement, is untrue in any material respect when
made; or
Subrecipient fails to incur expenses, or to satisfy performance measures, at a rate or in a
manner that would result in complete expenditure of the Grant Funds in accordance
with this Agreement, or successful completion of all performance measures under this
Agreement, on or before January 10, 2024, as determined by Grantee in its sole
discretion.
1. Remedies
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In the event Subrecipient is in default under Section H, Grantee may, at its option, pursue any
or all of the remedies available to it under this Subrecipient Agreement and at law or in equity,
including, but not limited to: (a) termination of this Agreement under Section K, (b) reducing,
withholding or recovering payment of Grant Funds for activities that Subrecipient has failed to
perform in accordance with this Agreement, (c) initiation of an action or proceeding for
damages, specific performance, or declaratory or injunctive relief, or (d) exercise of its right of
recovery of overpayments under Section J of this Agreement or setoff, or both.
All of the above remedies in Section I are cumulative to the extent the remedies are not
inconsistent, and Grantee may pursue any remedy or remedies singly, collectively, successively,
or in any order whatsoever.
Prior to any termination of this Agreement by Grantee pursuant to Section K, Grantee will
provide Subrecipient with a written notice of such default and will include in such notice an
offer to meet with the senior manager of Subrecipient who has primary responsibility for
oversight of the Grant Activities to provide Subrecipient an opportunity to explain the reasons
for the default and to present a proposal for curing the default within a time period that is
acceptable to Grantee. Subrecipient shall have five (5) days to accept such offer. If Subrecipient
does not accept such offer within such 5-day period, Grantee may terminate this Agreement
upon 10 days written notice as provided in Section K or exercise any other remedies available
to Grantee under this Agreement unless Recipient has fully cured such default prior to the
expiration of such 10-day notice period. If Subrecipient accepts such offer, the meeting must be
held within 14 days of such acceptance or at such other time as agreed by Grantee. Following
the meeting, Grantee shall determine, in its reasonable discretion, of whether to accept
Subrecipient's proposal, with such modifications as are mutually acceptable to the Parties and
shall give written notice of such determination to Subrecipient. If Grantee's written notice
states that Grantee does not agree to such proposal, or if Grantee accepts such proposal but
Subrecipient does not satisfy the terms of the proposal, Grantee may terminate this Agreement
upon 10 days' written notice as provided in Section K or exercise any other remedies available
to Grantee under this Agreement unless Subrecipient has fully cured such default prior to the
expiration of such 10-day notice period.
In the event Subrecipient is in default under Section H and whether or not Subrecipient elects
to exercise its right to terminate this Agreement under Section K, or in the event Grantee
terminates this Agreement under Section K, Subrecipient's sole remedy will be a claim for
reimbursement of expenses incurred in accordance with this Agreement, less any claims
Grantee has against Subrecipient. In no event will Grantee be liable to Subrecipient for any
expenses related to termination of this Agreement or for anticipated profits or loss. If previous
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amounts paid to Subrecipient exceed the amount due to Subrecipient under Section I,
Subrecipient shall promptly pay any excess to Grantee.
J. Recovery of Overpayments - Withholding of Funds
If payments to Subrecipient under this Agreement, or any other agreement between Grantee
and Subrecipient, exceed the amount to which Subrecipient is entitled, Grantee may, after
notifying Subrecipient in writing, withhold from payments due Subrecipient under this
Agreement, such amounts, over such periods of times, as are necessary to recover the amount
of the overpayment.
Grantee may withhold any and all undisbursed Grant Funds from Subrecipient if Grantee
determines, in its sole discretion, that Subrecipient has failed to timely satisfy any material
obligation arising under this Agreement, including, but not limited to providing complete,
accurate, and timely reports in a form satisfactory to Grantee or if Grantee determines that the
rate or scale of requests for Grant Funds in any expenditure category materially deviates from
an applicable Notification of Allocation (NOA) or is unsubstantiated by related documentation.
K. Termination
This Agreement may be terminated at any time by mutual written consent of the Parties.
Grantee may terminate this Agreement as follows:
• Immediately upon written notice to Subrecipient, if Grantee fails to receive funding,
appropriations, limitations, or other expenditure authority at levels sufficient, in
Grantees reasonable administrative discretion, to perform its obligations under this
Agreement.
• Immediately upon written notice to Subrecipient, if federal or state laws, rules,
regulations, or guidelines are modified or interpreted in such a way that Grantee's
performance under this Agreement is prohibited, or Grantee is prohibited from paying
for such performance from the planned funding source.
• If Subrecipient is in default under this Agreement and such default remains uncured for
a period of 10 days following completion of the process outlined in Section I or
• As otherwise expressly provided in this Agreement.
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• Subrecipient may terminate this Agreement immediately upon written notice to
Grantee if Grantee is in default under this Agreement and such default remains uncured
15 days after written notice to Grantee.
Upon receiving a notice of termination of this Agreement, Subrecipient will immediately
cease all activities under this Agreement, unless Grantee expressly directs otherwise in
such notice.
L. Responsibilities of the Grantee:
The Grantee is responsible for the implementation of the project as submitted in the Funding
Agreement and any clarifications provided to OHCS, and compliance with the MGA and EO
Agreement #OR-502 including all applicable statutory and regulatory requirements as noted in
the Funding Agreement.
1. Review data in HMIS for accuracy and quality and provide technical assistance to the
Subrecipient and other partner organizations as needed.
2. Monitor program performance to evaluate the program's effectiveness in reaching the
target population prioritized for assistance and in meeting the performance objectives
as stated in OHCS Agreement #OR-502.
3. Facilitate regular meetings with the Subrecipient and other partner organizations to
review EO 23-02 expenditures and program performance.
4. Submit reimbursement to Subrecipient within seven (7) business days of receipt of
invoice and required documentation.
M. Additional Provisions.
It is agreed and mutually understood by all parties that:
1. Subrecipient will access other community resources.
2. Cultural diversity is a value in hiring, training, and governance; and services are designed
to assure that racial, cultural, and religious differences are understood and respected.
3. Services are tailored to the strengths, values, needs, and preferences of the participants.
4. Services are based on current research and best practices.
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City of Ashland
5. Grantee reserves the right to execute other Agreements and/or Memoranda of
Agreement with additional organizations to ensure the full implementation of the
Executive Order #OR-502 as described in the Funding Agreement and any amendments
approved by OHCS. In such cases, Subrecipient shall be provided 30 days written notice
in a manner provided for notices herein.
6. This agreement is subject to termination upon such a directive to ACCESS by OHCS and
OHCS shall not be liable to any of the parties to this agreement or to other persons for
directing that this agreement be terminated.
7. The Subrecipient hereby confirms that it is an independent contractor and not an agent
of OHCS or of Grantee.
N. Insurance Requirements
Subrecipient shall procure and maintain for the duration of the contract insurance against
claims for injuries to persons or damages to property that may arise from or in connection with
the performance of or failure to perform the work hereunder by the Subrecipient, its agents,
representatives, employees, or sub -contractors. Service Provider shall maintain limits no less
than:
1. General Liability: $1,000,000 per occurrence for Bodily Injury, Personal Injury, and
Property Damage (including discrimination, fair housing, ADA violations, and sexual
molestation). If Commercial General Liability Insurance or another form with a general
aggregate limit is used, either the general aggregate limit shall apply separately to the
project/location or the general aggregate limit shall be twice the required occurrence
limit.
2. Automobile Liability: $1,000,000 per accident for Bodily Injury and Property Damage.
3. Workers' Compensation (statutory) and Employer's Liability: $500,000 per accident for
Bodily Injury or Disease.
4. Professional Errors and Omissions Liability: $1,000,000 per occurrence and $3,000,000
aggregate.
5. Crime/Theft: $25,000
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Subrecipient Agreement
City of Ashland
Additional Insurance Provisions
General Liability, Discrimination, and Automobile Liability policies are to contain, or be
endorsed to contain, the following provisions:
1. The Grantee, its officers, officials, employees, and volunteers are to be covered as
additional insured with respect to liability on behalf of the Subrecipient including
materials, parts, or equipment furnished in connection with such work or operations
and with respect to liability arising out of work or operations performed by the
Subrecipient; or arising out of automobiles owned, leased, hired, or borrowed by or on
behalf of the Subrecipient.
2. For any claims related to this agreement, the Subrecipient's insurance coverage shall be
primary insurance as respects the Grantee, its officers, officials, employees, and
volunteers. Any insurance or self-insurance maintained by the Grantee, its officers,
officials, employees, or volunteers shall be greater than the Subrecipient's insurance.
3. The insurance coverage and limits required must be evidenced by a properly executed
Certificate of Insurance form (or its equivalent) and given to the Grantee within 30 days
of execution of this document.
4. Thirty (30) days' written notice must be given to the Grantee of any cancellation, intent
not to renew, or reduction in the policy coverage.
Entire Subrecipient Agreement:
This Subrecipient Agreement together with the Guidance and Exhibits embodies the entire
Agreement and understanding between the parties hereto and there are no other agreements
and/or understandings, oral or written, with respect to the subject matter hereof, that are not
merged herein and superseded hereby. This Agreement may be modified or amended by either
party provided that such modification or amendment is in writing and signed by all affected
parties and may be canceled prior to the expiration of its term by either party, for cause or for
no cause whatsoever, by serving thirty (30) days written notice of amendment or termination
to the other party in the manner provided for notices herein. The Grantee shall not be
responsible for funding any activities or services performed by the Subrecipient after the date
of termination. If the Subrecipient Agreement is canceled or terminated, the Subrecipient will
be compensated for any eligible expenses incurred prior to the notice of
cancellation/termination contingent upon the receipt of all outstanding reports and other
documents required.
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City of Ashland
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CONTINUUM of CARE
IN WITNESS WHEREOF, the Parties hereto, through their authorized representatives, have executed this
Subrecipient Agreement effective as written above.
Grantee
ACCESS
By: Carrie Borgen
Executive Director
Signature
3 - 7-a
Date
Address of Administrative Office:
3630 Aviation Way
Street Address
Medford, Oregon 97504
City, State Zip Codes
Email: cboreen@accesshelps_org
Subrecipient
City of Ashland
By: Joseph L. Lessard
City Manager
'gnat re
Date
Physical Address
20 E. Main St.
Street Address
Ashland, OR 97520
City, State Zip Codes
Email: lessardl@ashland.orms
Mailing Address (if different from above)
16
DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
Exhibit A
Grant Activities
1. Description
Agreement No. OR-502
On January 10, 2023, Governor Tina Kotek declared a homelessness state of emergency in
response to the 80% rise in unsheltered homelessness in emergency areas since 2017. The
Governor directed state agencies to prioritize efforts to reduce homelessness and established a
statewide housing production advisory council. In addition to these efforts on the part of the state
government, Agency will play a major role in the delivery of the Governor's early investment
package that was awarded through House Bill (HB) 5019 during the 2023 Session of the Oregon
Legislature. Most of these resources will be delivered to local emergency response regional
planning bodies, including Continuums of Care ("CoC") within the areas that are included within
the emergency declaration as determined by Agency. Agency will support communities in
deploying these funds, including, but not limited to support pursuant to this Agreement, in a
coordinated effort to accomplish the following statewide objectives:
1. Prevent homelessness for 8,750 households statewide;
2. Increase shelter capacity, quality, and utilization in emergency areas by 600 beds; and
3. Rehouse at least 1,200 households experiencing unsheltered homelessness in
emergency areas.
Agency is deploying Grant Funds pursuant to a Homelessness Emergency Response Program
designed to accomplish objectives 2 and 3 identified above (the "Program"). Objective 1 identified
above will be accomplished through other agreements.
2. Grant Activities
A. Regional Unsheltered Homelessness Emergency Response Plan. Prior to eligibility for
funding, Recipient submitted a Regional Unsheltered Homelessness Emergency Response
Plan ("Plan") to Agency that specifies, among other things: current local, state, federal,
and other resources allocated to emergency shelter services, rehousing services, and
housing stabilization services; and current service levels and gaps in services and resources
in emergency response areas specifically impacting people experiencing unsheltered
homelessness. The Plan is attached to and incorporated into this Agreement as Exhibit B
and, together with this Exhibit A, defines the scope of grant activities ("Grant Activities")
authorized for the purposes of this Agreement.
B. Compliance with Agreement. Recipient shall and shall cause and require by written
agreement that its subcontractors comply with and perform all Grant Activities in
accordance with the terms of this Agreement, including, but not limited to all exhibits to
this Agreement. The provisions of this Section 2 are supplemental to and do not limit the
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DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
Agreement No. OR-502
obligations of Recipient or its subcontractors arising under any other provision of this
Agreement.
C. Housing Focused All activities conducted under this Agreement must be Housing
Focused. "Housing Focused" activities are defined as activities that seek to lower barriers
for people experiencing homelessness or housing instability. Activities conducted under
this Agreement may not screen participants out solely on the basis of certain behavioral,
psychological, physiological, citizenship or immigration status, or economic
preconditions. Housing Focused services must ensure that the safety and support of both
staff and clients are paramount. This is accomplished through a focus on ensuring safety
by managing behaviors that pose a risk to health and safety rather than implementing
blanket exclusions based on a past diagnosis or current behavioral health symptoms that
do not pose a direct risk to community safety. Furthermore, Recipient must actively
coordinate services and supports for helping people exit homelessness and make efforts to
reduce the barriers to re -housing individuals and families in their community.
D. No Supplanting of Other Funds. Recipient may not use funds under this Agreement to
supplant other funds available for the same purpose. Furthermore, Recipient agrees that
during the term of this Agreement, the funding available for homeless services from
sources other than this Agreement will not be reduced from the levels outlined in the Plan,
and that in the event of any such reduction, Agency may exercise any of the remedies
available to it under this Agreement or at law or in equity. Recipient also agrees to comply
with reporting requirements as outlined in Section 3 of this Exhibit A (Program Specific
Reporting) to demonstrate the levels of funding from other sources as outlined in the Plan
are sustained throughout the term of this Agreement and that no reductions to such funding
are made. Failure by Recipient to comply with this Section 2(D) is a material breach of
this Agreement, and entitles Agency to exercise any remedies available to it under this
Agreement or at law or in equity.
E. Client Evaluation. Recipient shall conduct an initial evaluation of clients in accordance
with local CoC requirements applicable at the time of client evaluation. For the purposes
of client eligibility, Recipient must determine which category of housing status each
household meets. Eligibility based on housing status shall be determined based upon the
initial engagement with the client.
The eligibility categories are as follows:
Category 1: Literally Homeless —Individual or family that lacks a fixed, regular, and
adequate nighttime residence, meaning:
• Living in a primary nighttime residence that is a public or private place not
designed for human habitation (including, but not limited to, a car, park, abandoned
building, bus or train station, airport or camping ground);
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DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
Agreement No. OR-502
• Living in a publicly or privately operated shelter designated to provide temporary
living arrangements (including congregate shelters, transitional shelter, and hotels or
motels paid for by charitable organizations or by federal, state or local government
programs); or
Exiting an institution where the individual or family has resided for 90 days or less
AND who resided in an emergency shelter or place not meant for human habitation
immediately before entering that institution.
Category 2: Imminent Risk of Homelessness —Individual or family that will lose their
primary nighttime residence provided that:
• The primary nighttime residence will be lost within 14 days of the date of
application for homeless assistance;
• No subsequent residence has been identified; AND
• The individual or family lacks the resources or support networks (e.g., family,
friends, faith -based or other social networks) needed to obtain other permanent
housing.
Category 3: Homeless Under Other Federal Statutes —Unaccompanied youth under
25 years of age, or families with children and youth, who do not otherwise qualify as
homeless under another category, (literally homeless, imminent risk of homelessness or
fleeing/attempting to flee domestic violence) but who:
• Are defined as homeless under other listed federal statutes;
• Have not had a lease, ownership interest, or occupancy agreement in permanent
housing during the 60 days prior to the Program assistance eligibility determination;
• Have experienced persistent instability as measured by two moves or more during
the preceding 60 days; AND
• Can be expected to continue in such status for an extended period of time due to
special needs or barriers.
Category 4: Fleeing/Attempting to Flee Domestic Violence Individual or family that:
• Is fleeing, or is attempting to flee, domestic violence;
• Has no other safe residence; AND
Lacks the resources or support networks to obtain other permanent housing.
Category 5: Unstably Housed —Individual or family that:
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• Is at risk of losing their housing, and does not otherwise qualify as homeless under
Categories 1-4 listed above, provided that:
• Has been notified to vacate current residence or otherwise demonstrate high risk
of losing current housing; AND
• Lack the resources or support networks to obtain other permanent housing.
Category 6: Unsheltered Homelessness — Individual or family that is living in a primary
nighttime residence that is a public or private place not designed for human habitation
(including, but not limited to, a car, park, abandoned building, bus or train station, airport
or camping ground).
Client eligibility criteria for each of the above categories are as follows:
o Rapid Re -housing Client Eligibility Criteria:
• Household must meet the following Housing Status Criteria at time
of initial engagement:
• Category 6: Unsheltered Homelessness
o Shelter and Street Outreach Client Eligibility Criteria:
• Household must meet the following Housing Status Criteria:
• Category 1: Literally Homeless
• Category 2: Imminent Risk of Homelessness
• Category 3: Homeless Under Other Federal Statutes
• Category 4: Fleeing/Attempting to Flee Domestic
Violence
• Category 6: Unsheltered Homelessness
o Grant Funds under this Agreement are not allowed to be used for households
meeting Category 5, Unstably Housed. Prevention funding will be deployed
to local communities through other agreements.
F. Low Barrier Shelter Requirement. Funding under this Agreement for shelter
acquisition, operation and construction must only be utilized to create new shelter bed
capacity that meets the following definition of Low Barrier Shelter:
Low Barrier Shelters: Low and no barrier policies allow homeless
individuals and households to access shelter, housing, and services without
preconditions such as sobriety, compliance with treatment plan, no pets, or
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agreement to participate in specific programs, activities, or classes. These
policies allow those most in need to have access to shelter and housing.
These additional emergency shelter beds must be low barrier, focus on
assessment and triage, and intentionally link to permanent housing resources
so that people move through to housing quickly. Recipient may request
technical assistance from the Agency to modify shelter policies to meet this
definition.
In order to meet minimum standards as a Low Barrier shelter, the following three
conditions must be met:
• Sobriety* and treatment are voluntary;
• No required documentation of identification, custody, citizenship, or
gender. Furthermore, shelters must meet the Department of Housing
and Urban Development's Equal Access Rule, 81 FR 64763, to
ensure services are available to all individuals and families regardless
of sexual orientation, gender identity, or marital status; and
• Shelter accommodates pets and belongings.
*Note: Low -barrier shelters may establish requirements that limit the
use of drugs and alcohol in common or shared areas of the facility.
In addition, facilities may establish behavioral expectations that limit
disruptive or violent behavior resulting from intoxication. However,
the requirement to abstain completely from alcohol or drug use is not
a component of low -barrier shelters.
Furthermore, Agency is recommending the adoption of the following best practices as
key indicators of a successful Low Barrier Shelter:
• Shelter has minimal expectations or requirements of people seeking
shelter;
• Shelter focuses on addressing disruptive or dangerous behaviors
rather than compliance to rules or case plans;
• Shelter welcomes self -defined family and kinship groups to seek
shelter together;
• Shelter can identify financial resources that can support the
adoption of low barrier policies and practices and supports extended
or flexible hours and adapted service -delivery models;
■ Shelter accommodates pets and belongings;
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• Shelter's intake process and housing navigation services coordinate
closely with community -based outreach services and coordinated
entry;
• Shelter creates flexible and predictable access for people seeking
shelter;
• No charge to individuals or families for stays, meals, or services at
the low barrier shelter; and
• Shelter does not exclude people with criminal convictions, poor
credit, or eviction histories.
Recipient may fund shelters that require sobriety or drug and alcohol treatment services,
but otherwise meet the definition of Low Barrier as outlined in this Agreement in order to
provide access to the special needs of people who are in recovery from drugs and alcohol.
For example, a facility that meets the definition of Alcohol and Drug Free Community
housing as outlined in ORS 90.243 may qualify for funding. Such use of funds for shelters
that require sobriety or drug and alcohol treatment services must be as outlined in the Plan
(Exhibit B). Notwithstanding any other provision of this Agreement, no more than 30% of
the shelter bed capacity created in each community under this Agreement is permitted to
be subject to required sobriety or drug and alcohol treatment services.
G. New Shelter Bed Requirement. New shelter bed capacity is defined as beds that are
added to a local region as a direct result of funding under this Agreement. Beds may be
counted if the building requires rehabilitation prior to the shelter being operational or put
into use, if needed. It also may include beds that are added to existing shelters through
expansion. If a bed is not available in a local region due to lack of operational funding and
has not been previously operational, Grant Funds may be used to bring the bed into active
use and the bed would count as added shelter capacity for purposes of this Agreement.
Shelter funds may not be used to supplant existing resources, consistent with Section 2(D)
of this Exhibit A. Shelter beds may not be counted toward the goal of new shelter beds as
outlined in this Agreement unless new beds are being added into an existing shelter or an
entirety new shelter facility is brought online as a result of funding under this Agreement.
H. Habitability Requirements. Shelters, whether congregate or non -congregate, must meet
habitability requirements that include minimum safety, sanitation, and privacy standards
as outlined in 24 CFR § 576.403, regardless of whether 24 CFR § 576.403 independently
applies to such shelters apart from this Agreement. Shelters must be structurally sound.
Tents and other structures without hardened surfaces that do not meet these minimum
standards are unallowable. Recipient must document habitability requirements for all
shelters funded under this Agreement. Agency will provide technical assistance reasonably
requested to ensure compliance with habitability requirements.
Shelter units may be in the form of Non -Congregate Free -Standing Units if they provide the
following amenities:
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• Heat
• Electricity
• The ability to close and lock a door
• Showers and restrooms onsite
• Hard -surface walls and roofing
• Food preparation facilities available onsite or with an action
plan to provide meals to shelter residents
I. Use of Grant Funds. —Consistent with the Plan as well as any applicable NOA, Grant
Funds may be utilized for the following purposes:
A. Acquisition, construction, conversion, or rehabilitation of shelters that increase
the shelter bed capacity in accordance with the terms of this Agreement,
including, but not limited to Sections 2(F), 2(G) and 2(H) of this Exhibit A.
(i) Acquisition means acquiring property through purchase,
donation, trade, or any other method for the purposes of utilization as an
emergency shelter.
(ii) Conversion means the process of changing or causing to change
from one form to another; changing the function of a piece of property from
one use to another.
(iii) Rehabilitation means action taken to return a property to a
useful state by means of repair, modification, or alteration.
B. Shelter operations, services and supports for shelter beds that increase capacity
as determined in accordance with the terms of this Agreement.
C. Street outreach services, including housing navigation and placement services
D. Sanitation services
E. Rapid -rehousing services, including landlord incentives to secure available
units, through block -leasing strategies or other means, for people exiting
homelessness. Rental assistance commitments, when utilized under rapid -
rehousing services, may be issued for up to a 12-month period of time after
client move in and may also be issued in the form of an upfront payment to the
landlord. Rental assistance commitments may include pre -paid costs to
encourage landlord participation. Costs may also include paying for damages
or past due housing debt to secure new units or resources. Supportive housing
services may be provided for block -leased units and for households that are
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rehoused pursuant to this Agreement to ensure participants are able to stay
securely housed and landlords are supported with various needs.
For all clients who are re -housed utilizing Grant Funds, Recipient is required to
provide landlord with documentation showing that the landlord participated in
the Program to ensure Agency can provide further guarantees of financial
assistance through the Landlord Guarantee Program. Agency shall provide
templates that Recipient may use for this purpose.
F. Administrative costs up to the limit outlined in the Plan (Exhibit B) including,
but not limited to:
i. Senior executive management personnel salaries and benefits
(unless they are directly involved in Program operations),
administrative staff travel costs;
ii. General services such as accounting, budget development,
personnel, contracting, marketing, agency audit, agency
insurance;
iii. Board expenses (excluding meals);
iv. Planning and implementation of MAC group infrastructure
v. Organization -wide membership fees and dues specific to the
Program;
vi. General agency facilities costs (including those associated with
executive positions), such as rent, depreciation expenses, and
operation and maintenance (as part of the organization's direct
or indirect cost allocation plan); and
vii. Equipment rental/purchase, insurance, utilities, and IT costs that
are not specific to the Program, but relate to the administration
of the Recipient as a whole.
Recipient may also utilize Grant Funds to address the specific needs of various homeless
subpopulations as set forth in the Plan. Targeting of funds must not violate the Fair Housing
Act or other applicable anti -discrimination requirements.
3. Program Specific Reporting
Recipient shall and shall cause and require its subcontractors by written agreement to submit to
Agency all reports as required in this Agreement. Recipient shall and shall cause and require its
subcontractors by written agreement to ensure that data collection and reporting, which may
include personally identifiable information, be conducted through the use of Agency -approved
systems including HMIS or HMIS-Comparable systems for Victim Service Providers. Recipient
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shall utilize existing systems of Agency (OPUS for fiscal management, and HMIS for Program
outcome management, Procorem for reporting submission) for all funding under this Agreement
in accordance with applicable policies and procedures of Agency. Recipient shall provide service
provider technical assistance to users in Recipient's region and may request additional assistance
from Agency as needed.
Recipient may request a reporting deadline extension. An extension must be approved, in writing
by Agency in Agency's sole discretion. Requests must be emailed to
1-ICS.REPORTING(�hcs.orego1 ov prior to the submission deadline.
The following reports and other documents shall be submitted to Agency throughout the
Performance Period and for any additional period as required to include all reportable activities
performed during, the Performance Period and all other reportable information relating to the
Performance Period:
(1) Monthly disaggregated data using the SAP Business Objects (the HMIS reporting tool)
System Query Report. Report is due 20 days following the end of each month and
uploaded into Procorem. The System Query data may be submitted by the HMIS
administrator for all OHCS funded HMIS Participating Agencies/Providers in the
HMIS instance.
(2) Monthly Housing Inventory (HIC) Bed/Unit Inventory updates must be 20 days
following the end of each month. This can be reported using the HIC report in SAP
Business Objects or an Excel spreadsheet of the CoC's Housing Inventory (complete),
maintained outside of HMIS. Reports must be emailed to
HCS.REPORTING@HCS.oregon.gov.
(3) Quarterly Aggregated Activity Reports using the SAP Business Objects OHCS
Quarterly Report are due 20 days following the end of each quarter. Reports must be
emailed to HCS.REPORTING@HCS.oregon.gov. The Quarterly Aggregated Activity
Report may be submitted by the HMIS administrator for all OHCS funded HMIS
Participating Agencies/Providers in the HMIS instance.
(4) Biannual System Performance Measure Reports (SPMs) for the CoC and for All -in
funded projects (Reporting Group) are due 20 days following the end of each month.
These are "canned" reports found in WellSky Community Services (ServicePoint)
Report Module: System Performance Measures. Instructions on how to format and
share these reports will be provided by Agency. Reports must be emailed to
HCS.REPORTING@HCS.oregon.gov.
(5) Requests for funds through the OPUS system must be submitted within 60 days of the
end of each quarter. A final request for funds must be submitted for all fiscal year
expenses within 60 days of each fiscal year end. Backup documentation for
expenditures made from the Initial Payment must be submitted to Agency within 30
days of June 30, 2023. Backup documentation for expenditures made from the
Additional Allotment must be submitted through Agency's OPUS system.
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(6) If Recipient uses funds under this Agreement to add new shelter bed capacity, Grantee
must submit a narrative update in a manner prescribed by Agency within 20 days of
the end of each month during which such new shelter bed capacity is being added.
(7) Recipient shall provide additional reports and shall cooperatively attend meetings with
Agency, as reasonably requested by Agency.
4. Performance Measures
Recipient shall and shall cause and require its subcontractors by written agreement to conduct the
Grant Activities in a manner consistent with the requirements of this Agreement and to achieve
the following performance goals, as well as the performance goals that are outlined in the Plan:
A. Increased housing stability as measured by the number of individuals who were
successfully re -housed and who met eligibility criteria as outlined in this
Agreement before the end of the performance period (January 10, 2024) unless
otherwise stated.
B. Increased shelter availability and utilization in boundary area of the Continuum
of Care or identified sub -region as defined in the Plan as measured by a
percentage increase in the number of new shelter beds as defined in this
Agreement available and operational in the region referenced above by the end
of the Performance Period (January 10, 2024), unless otherwise stated.
5. Restrictive Covenants for Shelter Facilities
Recipient shall operate the shelter facilities acquired, converted, renovated or rehabilitated
pursuant to the Grant Activities (the "Facilities") and provide such related services as are required
under the Grant Activities and other provisions of this Agreement for the restrictive use period as
provided below (the "Restrictive Use Period").
Recipient must place a Declaration of Restrictive Covenants on the Facilities restricting the use of
the Facilities to provide the housing and services as described in this Agreement. The Declaration
of Restrictive Covenants shall be in such form as required by Agency and shall be filed, at the
Recipient's expense, in the real property records of each county in which the Facilities are located.
Notwithstanding any provision of this Agreement, the obligations set forth in the Declaration of
Restrictive Covenants shall continue in full force and effect throughout the entire Restrictive Use
Period and until the expiration of such obligations under the terms of the Declaration of Restrictive
Covenants. Recipient acknowledges and agrees that such obligations will survive the expiration
or termination of this Agreement. Recipient shall execute all other documents reasonably required
by Agency in connection with the Declaration of Restrictive Covenants. Agency may waive any
of the requirements pertaining to Facility restrictive covenants at its sole discretion.
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Restrictive Use Period
The Restrictive Use Period for all Facilities that are acquired or constructed by Recipient through
the use of Grant Funds is 10 years.
The Restrictive Use Periods for Facilities that are placed in service following rehabilitation or
conversion of an existing structure are as set forth in the table below. The Restrictive Use Period
runs from December 31 of the year the Facility is placed in service until December 31 of the final
year of the Restrictive Use Period. Recipient must agree to certify compliance with this
requirement and submit that certification to Agency on an annual basis, or upon request of Agency,
throughout the Restrictive Use Period.
Before Recipient uses any Grant Funds to construct, rehabilitate or convert a Facility to be located
on leased property, Recipient shall request prior written approval of Agency. Agency may approve
or disapprove of such use of Grant Funds in its sole discretion and any such Agency approval may
include modifications to the Restrictive Use Period as determined by Agency in its sole discretion.
Rehabilitation and Conversion Minimum Period of Use
Minimum
Type of Activity
Definition
Period of Use
The cost of the rehabilitation of an existing
Minor Rehabilitation
emergency shelter is 75% or less of the
3 Years
value of the building before rehabilitation*
The cost of the rehabilitation of an existing
Major Rehabilitation
emergency shelter exceeds 75% of the
10 Years
value of the building before rehabilitation*
The cost of the conversion of a building to
Minor Conversion
an emergency shelter is 75% or less of the
3 Years
value of the building after conversion*
The cost of the conversion of a building to
Major Conversion
an emergency shelter exceeds 75% of the
10 Years
value of the building after conversion*
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* The value of each shelter building is the fair market value of the building, as
determined by an independent real estate appraiser approved by Agency or by an
Agency -approved process.
Transferring Property Ownership
Within the Restrictive Use Period, Recipient may not transfer, repurpose, sell, assign, bequeath,
or dispose of any interest in the Facilities or the underlying real property to any person, entity or
other assignee, without obtaining the prior written consent of Agency. Agency may condition
any such consent on the agreement of the transferee to assume all obligations of Recipient under
this Agreement for the duration of the Restrictive Use Period. The proposed use of any monies
gained from the transaction must be pre -approved by Agency.
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Oregon's ALL IN: Regional Planning
Template and Funding Request
Contents:
Overview
Process
Data Collection
Community Analysis
Goal Setting
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The purpose of Oregon's All In initiative is to increase state investments and strengthen the connection between state and
local priorities in response to Oregon's long -growing unsheltered homelessness crisis. On January 10, 2023, Governor Tina
Kotek declared a state of emergency in response to a 63% rise in homelessness since 2016.Oregon's Departments of
Emergency Management (OEM) and Housing and Community Services (OHCS) have partnered to lead this work with the
Office of the Governor.
The initial priority in this crisis is to target funding in a coordinated, three -prong effort to 1) prevent homelessness for at least
8,750 households statewide, 2) increase shelter capacity in emergency areas by 600 units, and 3) rehouse at least 1,200
households statewide this year.
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The Oregon Housing and Community Services Department will deliver $130,000,000 in funding to seven of Oregon's
Continuums of Care (CoCs) deemed emergency areas. OEM and OHCS will lead this work and coordinate state agency
support for local implementation. Over the course of the year, state partners will support regional and community partners
in the emergency areas to:
Phase 1: January -February
• Determine additional state funding
opportunities for unsheltered homeless
services
• Establish and begin managing MAC (multi -
agency coordination) teams
Phase 2: February -March
• Iterate on regional plan and strategies
• Support continuous quality improvement
Phase 5: August -December
Document lessons learned
• Determine regional impact for 2023 and 2024
needs
• Celebrate and build on successes for 2024
Determine regional impact and needs planning
Gather community priorities
Project this year's progress and possibility
Set goals and milestones
Confirm draft regional plan
Phase 3: March -April
Determine local capacity for approved plan
Identify outstanding support and resource
needs
Develop local implementation plans
Phase 4: April -December
Monitor systems improvement
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This Regional Planning Template and Funding Request is the framework for Phase 2 and is designed to support regional
planning and streamline the state's funding process for homeless services under EO-23-02.
Process
In February 2023, OHCS and OEM will convene regional and local leaders to provide an overview of Phase 2: Regional
Planning and Funding Requests. This document covers the three steps of Phase 2:
1) Data Collection 2) Community Analysis 3) Goal Setting
This document can be used as a guide throughout Phase 2 and as a repository for qualitative data and community
decisions and plans. State partners have attached an editable spreadsheet to this document, which will serve to collect
data and automate calculations and projections necessary to the planning and funding process. Phase 2 is outlined below
with items captured in the spreadsheet noted with an *.
Data Collection
o Partners*
o Population*
o Services*
Community Analysis
o Stakeholder Engagement
o Data Review
o Impact Analysis
o Community Priorities
o Unmet Needs
26
Goal Setting
o Priority Strategies
o Projections*
o Confirm Goals
o Milestones
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Early in this phase of work, MAC teams and CoCs are encouraged and can be supported in seeking input from people
with lived expertise and/or experience of homelessness (people who have or who are currently experienced of
homelessness). This input should be prioritized in discussion and decision -making. State agencies and technical
assistance providers are available to support this coordination as needed upon request through MAC teams. The
region's spreadsheet* should be used to capture a comprehensive list of partners and expertise engaged in Phase 2.
The data collection work outlined below requires the accompanying spreadsheet where MAC teams will collect the
data necessary to inform local projections, analysis, and priorities. Use of the spreadsheet is noted with an asterisk (*)
throughout this template.
Partners
MAC teams will work with Continuums of Care to identify key partners in regional and local strategic planning
for unsheltered homeless services to inform stakeholder engagement from the beginning of the regional
process. Given the critical systems operations and service provision already underway, communities may elect
to have representatives to this process to share information for and with multiple stakeholders and coalitions.
The initial data and impact analysis* offered by state partners should inform whether and which additional
partners should be invited to the table, particularly those representing communities and subpopulations who
are disproportionately impacted by unsheltered homelessness in each region.
During the data collection process in Phase 2, MAC teams and CoCs should prioritize community engagement
efforts identify preexisting connections or plan for outreach to culturally specific service providers, identity- and
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Agreement No. OR-502
interest -based community groups, community organizers, and other formal and informal representatives of
disproportionately impacted groups across the region.
This engagement and partnership should be prioritized over the quantitative data outlined below in early in
Phase 2 because their specific perspectives will significantly improve the efficacy of the community's strategies
given the disparate impact of the crisis on their communities and their resulting expertise.
State partners have documented* each CoC's 2022 Point -in -Time data as well as each CoC's census data to
better understand the impact of unsheltered homelessness at the subpopulation level in each region. Through
the contracting process, MAC teams will be asked to coordinate HDX 2.0 access for state agencies to establish
more accurate baselines and projections using annual rather than point -in -time data.
Subpopulation data is captured here based on the following publicly available demographic data for the
general population as well as data specific to those experiencing homelessness: household makeup
(individual/family), age or service (youth and veterans), and race and ethnicity. This initial data analysis* is
intended to highlight which subgroups in the region are at a disproportionately high risk of experiencing
unsheltered homelessness. During Phase 2, there is no additional data input or quantitative data analysis
required.
The region's data and impact analysis should be shared with partners engaged in the regional planning and
funding request process. As information is gathered about the specific challenges, opportunities, and efforts
already underway, MAC teams will document and build on that information to inform the region's priority
strategies and goals.
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All In is focused on three core components of our statewide response to unsheltered homelessness: rehousing
people experiencing unsheltered homelessness, preventing unsheltered homelessness, and shelter.
MAC teams will gather and input data* to capture the relevant types of services, units, availability, and costs
across the region. This will include all federal, state, local, and philanthropic contributions and funding for
shelter, rehousing, and targeted homelessness prevention.
As communities identify priority strategies for each of these three areas, partners will refer to this data to
identify capacity restraints and opportunities to invest in additional capacity. State agencies will also use this
data to better understand and support communities in navigating unstable fundinq streams durina and
Community Analysis
Part l: Community Engagement and Data Review
1) Please summarize your community engagement processes and the efforts made to ensure that the perspectives of
people experiencing homelessness, frontline service providers, and groups at a high risk of experiencing
homelessness inform regional priorities throughout Phase 2. Please list decision making processes and track
community engagement efforts here as well.
Given the constraints of the timeline and the scope of the prescribed process, the Jackson County Continuum of Care
primarily relied on input from direct service providers regarding capacity for service expansion, current unmet needs, and
identified barriers to meeting needs and addressing the initial priorities defined by the All In initiative and the specific
activities to which the funding is being targeted. The MAC group was also able to leverage data from recent CHIP, CHA, and
CNA as well as groups including the Chronic Homeless Outreach Project and the Jackson County Homeless Task Force to
inform priorities and planning. In addition, the CoC focused its efforts on providing a range of perspectives through the
composition of the MAC Group's members, looking primarily to those organizations that provide direct services to homeless
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and at -risk populations, and ensuring that organizations that serve the most vulnerable subpopulations, including
organizations serving the Latinx and Farmworker communities - which is Jackson County's largest minority population - had
a seat at the table. These partners were included to assist the CoC in identifying how best to meet the three priorities set
forth by the State, and to brainstorm additional local prioritized activities and possible pilot programs that have the potential
to encourage greater regional coordination and develop resources to address unmet community needs while supporting
successful outcomes at each stage of the continuum of housing.
2) MAC teams and CoCs will seek input from disproportionately impacted groups and communities in an ongoing effort
to develop a shared understanding of individual and regional challenges facing people experiencing unsheltered
homelessness. Please add any additional qualitative or quantitative data or information that was shared to better
understand the impact of unsheltered homelessness on their communities.
We recognize that unsheltered homelessness disproportionately impacts some populations and in Jackson County those
populations include seniors and people with disabilities, families, and people of color. The data used to support this is largely
qualitative and is represented by ongoing and increasing service needs. Code enforcement officers are reaching out to the
CoC for support and funding to assist seniors at risk of becoming homeless through inability to maintain their housing.
Migrant workers in the illegal marijuana fields are suffering great indignity and threat to their wellbeing and are not
represented at all as they are too afraid to seek services or support. Families are struggling in doubled- and tripled -up
situations or living in tents because of the absence of family -specific shelters that are safe and meet their specific needs.
The Jackson County Homeless Task Force (JCHTF), a CoC Workgroup, is comprised of front-line staff, and those with lived
experience, as well as administrative staff and community advocates. This group meets monthly to coordinate services,
network, learn about new resources, and to identify emerging trends and changing demographics among the homeless
population. The Jackson County Homeless Task Force has direct representation on the CoC board, and several of the CoC
board members attend both meetings. The composition of the JCHTF and the consistency of their meetings allows greater
opportunities for iterative discourse, as well as regular access and engagement across populations and
organizational/regional boundaries. This rich community touchpoint provides the CoC board - and now the MAC group as
well - with information about both current needs and emerging trends from a wide range of community groups.
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Part 2: Impact Analysis
3) How many people experiencing unsheltered homelessness did your Continuum of Care region house in 2022?
1364
4) Based on quantitative data and qualitative community input, these three groups have a disproportionately high risk of
experiencing unsheltered homelessness:
a. Subpopulation 1: low/extremely low-income seniors and people with disabilities
b. Subpopulation 2: families
c. Subpopulation 3: people of color, primarily the Latino population and Farmworkers
5) What percentage of people experiencing unsheltered homelessness who exit to permanent housing, return to homelessness
within 6 months?
5%
6) What percentage of people experiencing unsheltered homelessness who exit to permanent housing, return to homelessness
within 6-12 months?
3%
7) On average, how many people experiencing unsheltered homelessness does your Continuum of Care region exit to
permanent housing each month?
114
31
DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
Agreement No. OR-502
What culturally specific services are available and accessible to each of the three groups of people experiencing
unsheltered homelessness in your Continuum of Care region?
a. Subpopulation 1: Rogue Valley Council of Governments, Senior and Disabled Services, ACCESS, Unite Oregon, St.
Vincent dePaul, Rebuilding Together Rogue Valley, Hearts With a Mission, Living Opportunities, Compass House, Unete,
APS, Rogue Retreat, Community Works
b. Subpopulation 2: Maslow Project, Hearts With a Mission, Family Nurturing Center, ACCESS, Oasis Center of the Rogue
Valley, Salvation Army, Rogue Retreat, Community Works
c. Subpopulation 3: Unete, ACCESS, Coalicion Fortaleza, Northwest Season Workers Association, OHDC, Rogue Retreat,
Community Works
8) What specific services or supports are available for individuals in these groups to access and sustain mainstream
(education, health care, Social Security, etc.) services and community connections once people are housed?
a. Subpopulation 1: Food/Nutrition Services, Rental Assistance, Utility Assistance, Weatherization Assistance, Age -in -Place
services and home modifications, Social Supports, Social Security, Healthcare Services, SNAP
b. Subpopulation 2: Rental Assistance, Utility Assistance, Food/Nutrition Services, Backpack food program for school -age
kids, School -based supports, Counseling Services, ODHS Self -Sufficiency and Child Welfare, TANF, SNAP, Social
Supports, Education, Employment Training, Transportation Assistance
c. Subpopulation 3: Rental Assistance, Utility Assistance, Food/Nutrition Services, Social Supports, Education, Legal
Assistance (Eviction Prevention and immigration), Transportation Assistance, Employment Training
Part 3: Community Priorities
9) Please select all local needs that are immediate and major barriers to your Continuum of Care's efforts to support people
experiencing unsheltered homelessness in regaining housing, safety, and stability.
® Housing,,,Affordability
32
DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
® Marketing materials
® Operating costs
® Other flexible forms of financial assistance
® Other renovations
N Peer support Services
N Planning and development
® Project management
• Repairing damages
® Room and board payments:
® Security deposits
Service coordination and integration
o Signing bonuses
N Staffing
® Transportation assistance
Agreement No. OR-502
N Emergency Shelter Shortage
Street Outreach Services
® Affordable Housing landlord Engagement
Substance Use Disorder Care and Services
N Mental Health Care and Services
• Rapid Rehousing Projects
• Service Providers Organizational Capacity
• Service Providers - Staff/Salary
• Service Providers Specific Expertise
N Medical Care
Skilled Nursing Facility Care`
® Nursing Home Shortage
Manufactured Housing
® Housing Development
Flexible System Funding/Costs
Cleaning or maintenance (e.g., hoarding prevention)
® Housing -focused Case Management
® Housing problem -solving assistance
® Conflict mediation Services
® Housing Navigation Services
Tenant -based rental assistance
Project -based rental assistance
® Housing Choice Vouchers
N Targeted subsidies
❑ Rent buy -down
m Family reunification transportation assistance
® Flexible emergency funding
m Food security payments
33
DocuSign Envelope ID: 3707B963-608F4A91-BF8C-5AF515224E76
Agreement No. OR-502
10) For each of the three subpopulations identified above as disproportionately likely to experience unsheltered homelessness
in your region, please identify which of these needs most significantly and specifically impact their ability to regain and
retain housing.
Subpopulation 1: Housing Affordability, Landlord Engagement, Food Security, Transportation, Housing Problem -solving,
Other Renovations, Medical Care, Skilled Nursing Facility Care/Shortage, Service Coordination/Integration, Flexible
forms of financial assistance, Mental Health Care/SUD Care, Service Providers - Organizational Capacity, Service
Providers - Staff/Salary, Service Providers - Specific Expertise, Housing Development
Subpopulation 2: Housing Affordability, Landlord Engagement, Food Security, Transportation, Housing Problem -solving,
TBRA, HCV, PBRA, Flexible forms of financial assistance, Damage Repair, Security Deposits, Service
Coordination/Integration, Conflict Mediation Services, Service Providers - Organizational Capacity, Service Providers -
Staff/Salary, Service Providers - Specific Expertise, Housing Development
Subpopulation 3: Housing Affordability, Landlord Engagement, Food Security, Transportation, Housing Problem -solving,
TBRA, HCV, PBRA, Flexible forms of financial assistance, Damage Repair, Security Deposits, Service
Coordination/Integration, Conflict Mediation Services, Legal Services (housing retention and immigration), Service
Providers - Organizational Capacity, Service Providers - Staff/Salary, Service Providers - Specific Expertise, Housing
Development
11) Please list the region's five most urgent and critical (important but not immediately time sensitive) unmet needs, choosing
from the selected list above.
• Most Urgent: Affordable Housing and Landlord Engagement
• Urgent and Critical: Housing Problem -solving assistance
• Time Sensitive and Very Important: TBRA/PBRA/HCV
• Not Time Sensitive but Very Important: Housing Focused Case Management
• Important: Operations Support
34
DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
Agreement No. OR-502
... q'.� � w.. �'a�. iu r .:-. �' �4�, �7< "�$ `�. �, ,r�;.�.. � g '�£ Ux is , +t.. �r ��s,• >;� a
. .
c•,
,�.:��... ..........n��TM.-...•:5, .... ,:_. ru. tY� �t�'�, 7.a�,�. i k �. �.. sSkh.������' .�����`�R�:���. ..... 'r rt.�'�'•' y�,.m ,.. �j�; � t��m�,..aY <Y,...
Each region will determine priority strategies that will target its All In investments across its three goals. MAC teams and CoCs will
rely on the data and community analysis above to inform which of these strategies to prioritize. MAC teams and CoCs may gather
additional data to better understand what local capacity and limitations should guide these investments.
Based on the supports most needed and the services currently available in your region, please check only the boxes for the
investment strategies that would most benefit your community's efforts to rehouse people experiencing unsheltered
homelessness.
Part- is Sti-ategies to prevent unsholt-tend hor7-)elessness
R Technical assistance and support to integrate housing
problem -solving into street outreach.
p Offering flexible housing -related funding for institution -
involved families, youth, and single adults who formerly exited
or are currently exiting a publicly funded child welfare and foster
care, juvenile and adult corrections, long-term care, health, and
mental health and substance use treatment facility by providing ® Offering flexible housing -related funding for older adults and
flexible funding that to reduce housing instability. Eligible people with disabilities - including people with mental health
activities include: conditions and/or substance use disorders -to reduce housing
❑ Housing -focused case management
35
DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
instability by providing access to housing -related home- and
community -based services. Eligible activities include:
❑ Housing -focused case management
❑Service coordination and integration
❑ Targeted subsidies
❑ Flexible emergency funding
❑ Room and board payments
❑ Transportation assistance
❑ Food security payments
❑ ether flexlbC& forms'`of financial assistance
N Funding encampment -specific prevention and shelter
diversion to permanent housing or family reunification (if safe
and appropriate) to prevent people that have been placed into
permanent housing from losing their housing and falling back
into unsheltered homelessness. Eligible activities include:
❑ Housing -focused outreach
❑ Housing -focused case management
❑ Family reunification transportation assistance
❑ Housing problem -solving assistance
❑ Flexible emergency funding
MI
Agreement No. OR-502
Expand or establish geographically robust street outreach
efforts that provide access to the full menu of services available
in your community. Eligible activities include:
❑ Service coordination and integration
❑ Harm reduction training
❑ Peer support
❑ Housing problem -solving assistance
❑ Conflict mediation
❑ Family reunification transportation assistance
DocuSign Envelope ID: 3707B963-608F4A91-BF8C-5AF515224E76
Agreement No. OR-502
Fart 2: Strategies to increase shelter Capacity for individuals and families experiencing unsheltered
homelessness
❑ Technical assistance and support to re-evaluate current
emergency shelter rules that may unnecessarily punish, divert,
harm, or discourage people from staying in emergency shelter
and seek unsheltered respite.
® Expand non -congregate shelter through acquisition and
development through the following eligible activities:
Expand emergency shelter bed capacity through the following
eligible activities:
❑ Major rehabilitation'
❑ Gonverslon
Other ❑
rt
enovaion
...
37
DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
Agreement No. OR-502
Pat-t 3: Strategies to rapidly rehouse individuals and families experiencing unsheltered homelessness
® Technical assistance and support to establish or strengthen
your Continuum of Care region's relationship with Public
Housing Authorities to coordinate on securing available
voucher resources to rehouse individuals and families
experiencing unsheltered homelessness.
® Technical assistance and support to examine, revise or
strengthen your Continuum of Care region's coordinated
entry prioritization policies and practices to rapid rehouse
individuals and families experiencing unsheltered
homelessness.
® Technical assistance and support to analyze your
Continuum of Care region's funding portfolio to identify
braided funding opportunities to increase its capability to
rapidly rehouse individuals and families experiencing
unsheltered homelessness.
❑ Technical assistance and support to develop and
implement an encampment strategy to focus rehousing
efforts and reduce the number of encampments.
❑ Expand or develop a landlord incentive package to
establish a pool of units with reduced or eliminated tenancy
38
screening criteria to rehouse people experiencing unsheltered
homelessness. Eligible activities include:
❑ Develop and implement a housing surge and/or housing
fair. Eligible activities include:
DocuSign Envelope ID: 3707B963-608F4A91-BF8C-5AF515224E76
❑ Develop and implement a master leasing program. Eligible
activities include:
❑ Staffing
❑ Admin
❑'Project management
❑ Fiscal Agent
❑ Project -based rental assistance
❑Housing -focused case management
❑ Third -party inspection services
❑ operating costs
Goals
Agreement No. OR-502
Please identify what goals your Continuum of Care is prepared to set and work toward this year for each area, assuming financial
support from the state for implementing some or all the strategies marked above, as well as technical assistance and
collaboration.
Quantify your goal to contribute towards this statewide effort and identify the number of households, beds, and/or people you will
be able to serve with additional resources.
Our CoC Region will rapidly rehouse _133_ people experiencing unsheltered homelessness by this date: 1/10/2024.
DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
Agreement No. OR-502
Ni lestones
Please provide a timeline of milestones your Continuum of Care region proposes to mark progress, evaluate strategies, and
improve operations to achieve the goals identified above, contingent on funding, in partnership with OHCS and OEM.
Month
Progress Milestones
Systems Improvement Actions
March 10 - Community Planning documents tY g
Ongoing MAC meetings to develop plan for ongoing
submitted
Plan strategy/timing timin for expanding MAC artici atio
gY/ � 9 P g P P
tg
. Anticipate funding allocation
. Contingency Planning
Respond to feedback from Community Planning
documents
. Implementation plan for MAC group evolution
Discuss community HMIS capacity/needs/training
Anticipate state funding contracts in lace
p
Determine procurement approach
'-„
Final project selection complete
P J p
Implement
Broaden community engagement to address specifi
. procurement approach
needs (eg. landlord engagement)
. OHCS TA for HMIS
Determine contract language
a�°'
Set distribution/reporting requirements
Project tracking and amelioration discussion
EIR
work
DocuSign Envelope ID: 3707B963-608F-4A91-BF8G5AF515224E76
Agreement No. OR-502
�� xcft,2M
•
Program selection complete
.
Project tracking strategy planning
•
Funds distribution plan complete
•
Discuss collaborative plans for all RRH programs and
•
Project tracking plan in lace
develop guidelines
.
OHCS HMIS training initiated
.
Discuss collaborative plans for street outreach team
Discuss flexible funding strategies and access point f
outreach teams
Subcontractor procurement determined and i
p
Collaborative RRH and Street Outreach efforts in
plac
process
•
Programs are developed in HMIS in accordance with
OHCS HMIS training completed
guidance
d �
'
f
Publish RRH Program Guidelines
•
Discuss collaborative plans around landlord engage
4 t�`r43�
•
Subcontractor contracts in place
•
Create landlord engagement package including poli
•
Funded programs are serving households
and procedures; collaborate with stakeholders
${` ;
•
Programs entering data into HMIS
•
Expand MAC to include behavioral health providers
✓f
'0
Encampment/Street Outreach efforts active
Xd AEU a* G j..
•
Emergency shelters expanding capacity
•
MAC reviews HMIS data and program reporting
.
Site work for additional emergency shelter begins
.
Determine changing needs/update plans as needed
Renovation of 20 new beds for medically fra it g�
Review collaborative strategies for RRH
t 1
discharges/seniors/disabled
•
Discuss opportunities to expand connections to
N. W,
•
Homelessness Prevention - 50 HH
behavioral and physical healthcare for participants
•
ReHousing - 25 HH
sf r�14RP
.
,f
41
state
vent
ies
DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
Agreement No. OR-502
Homeless Prevention - 75 HH
0 MAC reviews HMIS data and program reporting -
E�§��
. ReHousing - 25 HH
determine need for updates/changes
Emergency Shelter -17 new beds
9 Y
. Continue to engage behavioral and physical healthc
,ter r
r
Siting/ infrastructure in place for 60 new non-
providers to improve access and support for particip
✓�� a$
congregate ES
�'•t�
. Homeless Prevention - 80 HH
. MAC reviews HMIS data and program reporting -
$s<`''
ReHousing .
g - 30 HH
determine need for updates/changes
ax*
. Open 60 new non -congregate Emergency Shelter
Beds
7rtrs 1��V'iSl �' 1„
ors..✓: ;�1yi.1i,�}n�i. ;f':
box <
Y�{*r
Homeless Prevention - 80 HH
. MAC reviews HMIS data and program reporting -
qk t
ReHousing - 30 HH
determine need for updates/changes
Renovation project complete p 1 P
Discussion about All -In Program challenges and
y
successes
• Assess for next steps after 1/10/2024
• Homeless Prevention - 25 HH
MAC reviews HMIS data and program reporting -
• ReHousing 20 HH
g
determine need for updates/changes
• New beds available for medically fragile
Discussion about All -In Program challenges and
.�'yl ,h
discharges/seniors/disabled
successes
F`S14
a�d'F
Plan for next steps after 1/10/2024
Discuss sustainability of new/expanded programs
42
ire
ants
DocuSign Envelope 1D: 3707B963-608F-4A91-BF8C-5AF515224E76
Agreement No. OR-502
Project Type
I YP
Units Available
Total Units
Avg. Cost Per
Unit
Emergency Shelter Beds — Adult Only
6
148
3000
Emergency Shelter Beds —Adults with Children
52
32
3000
Emergency Shelter Beds - Youth
0
15
3000
Transitional Housing
22
41
7000
Joint Transitional Housing/Rapid Rehousing
Rapid Rehousing
20
2500
Permanent Supportive Housing
45
191
350000
Other Permanent Housing
5
56
593
Housing Choice Vouchers 0 2500 5600
Service Type
Slots Available Total Slots Avg. Cost Per
Service
Outreach
2300
2208 "
900
Rental Assistance
155
105
7500
Case Management
585
633
1500
Landlord Engagement
0
2000
Housing Navigation
465
1223
3500
Project Type _ City County State Federal Private Total
Emergency Shelter, B�� _
t A $1 17 048,584 00 $76 694.00 $1 801 917.00
Adult Only ' ,
Emergency Shelter Beds — $155,833.00 $32,895.00 $232,466.00 $367,068.00 $274,382.00 $1,062,644.00
Adults with Children
Emer en Shelter Bed'
�i'''�M sax? y y kair �".� .�,A r '' rti s r a g_. s,b,.:s
CYO,
Youth
-. .�.:7x.?,aJ,.w,., r. ,�. ,> r<,: «. u.: a.,k,z.... .s, _. ,.,ti.�.. Va..�..,4�.:,:4�.:. ,..'��..3.. �3,✓5,:k"-"., K. .. s3,;.P.. :. .._ ..:e.n. a �s:i.S1i:'>�.S .�,tx.v�,,..,. ��:::�'£,,.�.. ..,:,^... .-a.i;..',tt N, ...:„�'.� ,.�, _kx'.,2.. .���«a< a.,.�..i!�;C,i�5
43
DocuSign Envelope ID: 3707B963-608F-4A91-BF8C-5AF515224E76
Transitional Housing $22,500.00
Joint Transitional
Housing/Rapid Rehousing
Agreement No. OR-502
$141,822.00 $111,026.00 $46,249.00 $321,597.00
Rapid Rehousing $167,296.00
Permanent Supportive $172 500.0
':. $1,001,000.00 $9,084 000.00
Housing W
0
Other Permanent Housing $21,831.00 $60,000.00 $571,173,00
Housing Choice Vouchers -
Service Type
$0.00
$109,556.00 $276,852.00
$25,310,115.0 ` $15,015,000 0 $50,582,615.0
0 0�r r ttss fi , 0
$3,298,456.00 $3,951,460.00
$14,000,000.0 $14,000,000.0
$0.00
Outreach * � o- �i1u s
$161,333 00 ,,$92,905.00
$1 266,877.32
$1,538,183.11
3 x00
$3,059,298.43
Rental Assistance
$2,981,025.59
$1,081,309.28
$1,500.00 $4,063,834.87
Case Management Efip.y,
$14,359.00�'°€
$1,274,124.96
$90,627.18
$75,429.00 ,$1,454,540.14
Landlord Engagement
$0.00
HousingNavigation f° .'
g.,.,,
$144,913.00
$256,427.00 $401,340.00
Total Investments
$358,300.0
$17,033,990.8
$45,954,924.5
$15,745,681.0 $80,976,098.4
$1,883,202.00 0
7
7
0 4
44
MASTER GRANT AGREEMENT 2021-2023
EXHIBIT B
STANDARD TERMS AND CONDITIONS
1. Disbursement of Grant Funds; Allowable Costs.
1.1 Disbursement
1.1.1 Funding Availability. Subject to the availability of sufficient monies in and from the Program funding
source based on OHCS' reasonable projections of monies accruing to the Program funding source, OHCS will
disburse Grant Funds to Subgrantee for the allowable Program work described in the approved Implementation
Report that is undertaken during the Performance Period.
1.1.2 Implementation Report. OHCS' disbursement of Grant Funds to Subgrantee are contingent upon
Subgrantee's prior submission to OHCS and OHCS' review and acceptance of Subgrantee's plan to execute the
Program work in accordance with the applicable Program Elements (the "Implementation Report"). At OHCS's
sole discretion, OHCS may disburse Grant Funds prior to the submission and approval of an Implementation
Report.
1.1.3 Notices of Allocation (NOAs). Upon its acceptance of Subgrantee's Implementation Report, OHCS will
issue through OPUS one or more Notices of Allocation (NOAs) to Subgrantee to indicate the approval of the
Implementation Report. Subgrantee is subject to, and will comply with, all such NOA terms and conditions
including this Agreement and the applicable Program Elements. Any NOA issued as described herein is
immediately effective, is incorporated into and constitutes a part of this Agreement. Subgrantee accepts a NOA,
including modifications thereto, upon undertaking performance of the Program work funded by the NOA. OHCS
reserves the right in its sole discretion to modify, connect, adjust, or terminate any NOAs. OHCS' modification or
termination of a NOA does not terminate OHCS' remedies with respect to Subgrantee's performance or non-
performance of obligations due under this Agreement.
1.1.4 Federal Funding Terms. Grant Funds that are derived from federal sources are subject to the terms under
which they are received. Subject to the availability of Program funds, OHCS having continued funding,
appropriation, limitation, allotment, or other expenditure authority sufficient to allow it, in the exercise of its
reasonable administrative discretion, to meet its obligations under this Agreement, and conditioned upon the
terms and conditions of this Agreement, OHCS will make the Grant Funds to Subgrantee up to the maximum
principal amount stated in Section 3 (Consideration) of the Agreement, to perform under this Agreement. OHCS
will provide Grant Funds to Subgrantee only upon approved reimbursement requests for allowable costs incurred
or if allowed by OHCS to be incurred by Subgrantee consistent with the terms and conditions of this Agreement,
including applicable Program Elements.
1.1.5 Backup Documentation; Substantiation.
1.1.5.1 Subgrantee must provide to OHCS any information or detail regarding the expenditure of
Grant Funds required under the Implementation Report and applicable Program Elements prior to
disbursement or as OHCS may request.
1.1.5.2 Subgrantee's request for Grant Funds must be supported by documentation satisfactory to
OHCS, including but not limited to: properly executed payroll and time records, invoices,
contracts, vouchers, orders, canceled checks and/or any other accounting documents pertaining in
whole or in part to the Agreement (or in the case of subrecipients, under their respective contracts
with Subgrantee) in accordance with generally accepted accounting principles and applicable
state and federal requirements, including as specified herein. OHCS may require such other
information or clarification as it deems necessary or appropriate in its sole discretion.
1.1.5.3 Approval by OHCS. OHCS will only disburse Grant Funds to Subgrantee for activities
completed or materials produced, that, if required by the Implementation Report or applicable
Program Elements, are approved by OHCS. If OHCS determines any completed Program work is
not acceptable and any deficiencies are the responsibility of Subgrantee, OHCS will prepare a
detailed written description of the deficiencies within fifteen (15) days of receipt of the materials
or performance of the activity and will deliver such notice to Subgrantee. Subgrantee must
correct any deficiencies at no additional cost to OHCS within fifteen (15) days. Subgrantee may
resubmit a request for disbursement that includes evidence satisfactory to OHCS demonstrating
deficiencies were corrected.
MGA 2021-2023
Exhibit B
Page 1 of 13
1.2 Conditions Precedent to Disbursement. OHCS' obligation to disburse Grant Funds to Subgrantee under this
Agreement is subject to satisfaction of each of the following conditions precedent:
1.2.1 OHCS has received sufficient funding, appropriations, expenditure limitation, allotments, or other necessary
expenditure authorizations to allow OHCS, in the exercise of its reasonable administrative discretion, to make the
disbursement from the Program funding source;
1.2.2 No default as described in Section 12 of this Exhibit B has occurred; and
1.2.3 Subgrantee's representations and warranties set forth in Section 7 of this Exhibit B are true and correct on the
date of disbursement(s) with the same effect as though made on the date of disbursement.
1.3 Advances and Reimbursement of Grant Funds.
1.3.1 Generally. Subgrantee must request Grant Funds in such form and manner as is satisfactory to or required
by OHCS. Further, in accordance with U.S. Treasury Regulations, 31 CFR Part 205, implementing the Cash
Management Improvement Act, Subgrantee must limit any request for Grant Funds to the minimum amount
needed to accomplish its described purposes and to time the request in accordance with the actual, immediate cash
requirements of the Subgrantee in performing the Program work. Submission of proper account records showing
revenue and expenditures for the reporting period must be submitted as documentation to support the amounts being
requested. The foregoing requirements apply to all Grant Funds requested under this Agreement.
1.3.2 Advance of Funds (Projected). Subgrantee may request to be paid in advance, provided it maintains or
demonstrates the willingness to maintain both written procedures that minimize the time elapsing between the
transfer of funds and disbursement, and financial management systems that meet the standards for fund control
and accountability as established in this part. Advance payments to the Subgrantee must be limited to the
minimum amounts needed and be timed to be in accordance with the actual, immediate cash requirements of the
Subgrantee in carrying out the purposes of the grant as described in this Agreement. The timing and amount of
advance payments must be as close as is administrative feasible to the actual disbursements by the Subgrantee for
allowable grant direct costs and the proportionate share of any allowable indirect costs. Subgrantee must make
timely payment to contractors in accordance with the contract provisions. Advance grant fund payments are at
OHCS' sole discretion and will be made only as close as is administratively feasible to the actual use by the
Subgrantee for applicable direct or indirect Program work costs and only up to the proportionate share of such
allowable costs as is permitted under the Agreement, including applicable Program Elements.
1.3.3 Reimbursement of Funds. When the Subgrantee requests payment by reimbursement, reimbursement is the
preferred method when the requirements in Section 1.4.2 of this Exhibit B above cannot be met. OHCS will make
payment within thirty (30) calendar days upon receipt of the reimbursement request and all adequate backup
documentation (to OHCS' satisfaction in its sole discretion), unless OHCS reasonably believes the request to be
improper.
1.4 Disallowance of Costs.
1.4.1 OHCS is not responsible nor will it pay for any costs disallowed either upon a request for funds or as a
result of any audit, review, site visit, or other disallowance action by OHCS, except for costs incurred by
Subgrantee solely due to the willful misconduct or gross negligence of OHCS, its employees, officers, or agents.
If a cost is disallowed by OHCS after reimbursement has occurred, Subgrantee shall repay all disallowed costs to
OHCS upon written notice within the time frame specified by OHCS, which in no event shall exceed thirty (30)
days.
1.4.2 If Subgrantee is a county, such disallowed costs may be recovered by OHCS only through repayment,
withholding, or by other means authorized by this Agreement or as allowed at law not inconsistent with the
Oregon Constitution, and particularly Article XI, Section 10 and consistent with the applicable Program Elements
and specifically requirements set forth by the federal government.
1.4.3 If Subgrantee is other than a county, OHCS may recover such disallowed costs through repayment,
withholding, offset, or other means permitted under this Agreement, by law or otherwise but consistent with the
applicable Program Elements and specifically requirements set forth by the federal government.
1.4.4 Subgrantee will, and will cause its subrecipients to, cooperate with OHCS and all appropriate investigative
agencies will assist in recovering invalid payments.
1.5 Unallowable Costs and Lobbying Activities. Subgrantee will review and comply with the applicable Program
Elements and adhere to provisions on allowable costs and expenditures. Subgrantee will, among other obligations,
comply with the provisions prohibiting the expenditure of funds for lobbying and related activities, whether in 2 CFR
MGA 2021-2023
Exhibit B
Page 2 of 13
Part 230, 2 CFR Part 225, or otherwise, as such provisions may be modified from time to time. If Subgrantee makes
expenditures or incurs costs for purposes or amounts inconsistent with the allowable costs of the Grant Funds as
described in the Implementation Report, applicable Program Elements, or elsewhere in this Agreement, such funds are
subject to recapture and OHCS may exercise any and all remedies under this Agreement to otherwise available at law.
1.6 No Duplicate Payments. Subgrantee may use other funds in addition to the Grant Funds to complete the Program
work; provided, however, the Subgrantee may not credit or pay any Grant Funds for Program work costs that re
paid for with other funds and would result in duplicate funding. Subgrantee is provided thirty (30) days to return the
duplicative payments. After thirty (30) days, if a duplicate payment has not been returned or applied to a debt not
already covered by Program funding, reimbursement of the duplicate payment must be made to OHCS and shall
include the entire amount of duplicate payment funds received regardless of OHCS reimbursement amounts.
1.7 Suspension of Funding and Project. OHCS may by written notice to Subgrantee, temporarily cease funding and
require Subgrantee to stop all, or any part, of the Program work for a period of up to 180 days after the date of the
notice, if OHCS has or reasonably projects that it will have insufficient funds from the Program funding source to
disburse the full amount of the Grant Funds. Upon receipt of the notice, Subgrantee must immediately cease all
Program work, or if that is impossible, must take all necessary steps to minimize the Program work.
If OHCS subsequently projects that it will have sufficient funds, OHCS will notify Subgrantee that it may resume
activities. If sufficient funds do not become available, Subgrantee and OHCS will work together to amend this
Agreement and any applicable NOAs to revise the amount of Grant Funds and Program work to reflect the available
funds. If sufficient funding does not become available or an amendment is not agreed to within a period of 180 days
after issuance of the notice, OHCS will either (i) cancel or modify it cessation order by a supplemental written
notice, or (ii) terminate this Agreement as permitted by either the termination at OHCS' discretion or for cause
provisions of this Agreement.
2. Nonexclusive Remedies Related to Funding.
2.1 Spending Down and Reallocation Policy. All Grant Funds with the exception of administrative allocations, will
be spent proportionally to the expenditure period at the rate prescribed below (as tracked through the OPUS "Award
Summary" report).
2.1.1 Minimum Spending Targets:
At 25% through expenditure period, at least 10% of the funding must be spent
At 50% through expenditure period, at least 25% of the funding must be spent
At 75% through expenditure period, at least 65% of the funding must be spent
At 90% through expenditure period, at least 90% of the funding must be spent
Any spending below these targets will be evaluated against the Subgrantee's time -bound expenditure plan (which
outlines the Subgrantee's flexible spend rate) as approved by and on file with OHCS. Any spending below these
stated rates is subject to rescission of Grant Funds. Any amount of funding greater than 10% of a funding sources
total allocation or a combined total of $100,000 that is subject to rescission will trigger Community Action Agency
(CAA) Board Notification.
2.2 OHCS and Subgrantee Collaboration to Cure. When spending is below the thresholds described above, and prior
to funding rescission, OHCS and Subgrantee agree to collaborate to find solutions that resolve the issues, provided it is
within OHCS' control (in its sole discretion) to adjust to meet Subgrantee's needs and does not conflict with federal
law. OHCS will allow proposals from Subgrantee to cure spending issues and prevent funding rescission. Subgrantee
will have 30 days to modify Implementation Reports and update the flexible spend rate in the time -bound expenditure
plans to demonstrate how compliance with spending targets will be achieved.
2.3 Subgrantee Board and Housing Stability Council Notification Protocols,
2.3.1 Board Notification. OHCS will notify Subgrantee's Board Chair and Subgrantee's Executive Director about
the potential funding rescission. This notice will occur after modified Implementation Reports have been approved
and only if the updated spending targets remain unmet. A final time -bound expenditure plan must be submitted to
OHCS with a final Implementation Report by the Subgrantee's Executive Director within thirty (30) days of
OHCS's notice to Subgrantee's board.
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2.3.2 Housing Stability Council Notification. If all efforts to retain funding in Subgrantee's intended community
fail, a report to the Housing Stability Council will be generated which outlines the facts and circumstances
associated with the funding rescission.
2.4 Withholding, Retention, and Redistribution of Grant Funds.
2.4.1 Withholding. OHCS may withhold any and all undisbursed Grant Funds from Subgrantee if OHCS
determines, in its sole discretion, that Subgrantee has failed to timely satisfy any material obligation arising under
this Agreement, including but not limited to compliance with the applicable Program Elements, providing
complete, accurate and timely reports in a form satisfactory to OHCS, or if OHCS determines that the rate or scale
of request for Grant Funds in any expenditure category materially deviates from an applicable NOA or is
unsubstantiated by related documentation.
2.4.2 Retention or Redistribution of Grant Funds.
2.4.2.1 Due to Non -Timely Use. If Grant Funds are not obligated for reimbursement by Subgrantee in a
timely manner as determined by OHCS at its sole discretion, OHCS may in its sole discretion, reduce
Subgrantee's Grant Funds and redistribute Grant Funds to other subgrantees or retain such funds for other
OHCS use, within applicable state and federal law. OHCS may implement adjustments pursuant to this
subsection by modifying the applicable NOA(s). This remedy is in addition to any other remedies
available to OHCS under this Agreement or otherwise.
2.4.2.2 Due to Substantial Difference. If the rate of request for any expenditure or cost category is
substantially different (as determined by OHCS in its sole discretion) that in OHCS-approved budget
submissions, including applicable NOAs, OHCS has sole discretion to reduce and redistribute or retain
any and all funds otherwise available to Subgrantee under this Agreement. OHCS may implement
adjustments pursuant to this subsection by modifying the applicable NOA. This remedy is in addition to
any other remedies available to OHCS under this Agreement.
2.4.3 Repayment of Excess Disbursed Funds.
2.4.3.1 Due to Modified NOA, If Grant Funds previously disbursed by OHCS to Subgrantee exceed a
relevant modified NOA amount and remain unexpended by Subgrantee, Subgrantee shall not expend any
such excess Grant Funds. Subgrantee, instead shall return any remaining unexpended Grant Funds in
excess of the modified NOA to OHCS within thirty (30) calendar days of the modified NOA unless
another use of such funds is authorized in writing by OHCS. This remedy is in addition to any other
remedies available to OHCS under this Agreement or otherwise.
2.4.3.2 Due to Overpayment. If OHCS makes overpayment of Grant Funds to Subgrantee in response to
one or more funds requests, whether or not the underlying request(s) were inaccurate, Subgrantee shall
repay such overpayment within thirty (30) calendar days of its discovery by Subgrantee or upon notice by
OHCS, unless OHCS in writing designates an earlier time for repayment or authorizes another use by
Subgrantee of such overpayment. This remedy is in addition to any other remedies available to OHCS
under this Agreement or otherwise.
2.4.3.3 Return of Unexpended Funds. Within thirty (30) days following the end of the Performance
Period or Termination of this Agreement, Subgrantee must return to OHCS all unexpended Grant Funds,
unless required earlier in accordance with the applicable Program Elements.
3. Rollover Funds From a Prior Grant Agreement.
3.1 Subject to funding restrictions, Subgrantee may request in writing that financial assistance allocated, but not
expended under a prior Master Grant Agreement, be allocated under this Agreement as an award of "rollover" grant
funds.
3.2 Subject to funding restrictions, OHCS may, at its sole and absolute discretion, approve any award of rollover grant
funds. Any rollover grant funds shall be subject to all terms and conditions of this Agreement and shall be subject
to such terms and conditions of the prior Master Grant Agreement as OHCS may specify in its rollover approval.
Any request for an award of rollover grant funds by Subgrantee must be made in form and content satisfactory to OHCS.
4. Online Systems.
4.1 Subgrantee and its subrecipients must enter all appropriate and necessary data into OPUS (a web -based
application developed by OHCS), ServicePoint, Allita HSM, or other OHCS-approved system (the "Sites") at the
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time of client intake for all Federal, State, and private grant programs awarded by OHCS through this Agreement.
OHCS will enter allocations to Subgrantee on a program by program expenditure category basis unless it determines
otherwise. Exceptions are only allowed with prior written approval by OHCS.
4.2 Sites' Terms and Conditions. As a condition of the use of the Sites, Subgrantee and its subrecipients ("User")
agrees to all OHCS terms and conditions contained in this Agreement, notices on the Sites, or as otherwise directed by
OHCS. User agrees not to use the Sites for any unlawful purpose. OHCS reserves the right, at its discretion, to update
or revise the Sites' terms of use. Continued use of the Sites constitutes acceptance of the Sites' terms and conditions.
4.3 Local Data Collection. Use of the Sites for additional reported "local" program data is at the entity's own risk.
OHCS will not modify or otherwise create any screen, report or tool in the Sites to meet needs related to this local
data.
4.4 Data Rights. Subgrantee hereby grants and will require and cause any subrecipient to grant OHCS the right to
reproduce, use, display, adapt, modify, distribute, and promote the content in any form and disclose, as allowed by
law, any or all of the information or data furnished to or received by OHCS directly or indirectly resulting for this
Agreement. Subgrantee also shall use and shall require and cause its subrecipients to use Client Release forms and
Privacy Policy forms (samples provided by OHCS) in connection with obtaining and transmitting client data.
4.5 Disclaimer of Warranties. Subgrantee understands and agrees, and shall require its subrecipients to agree, that all
materials, information, software, products, and services included in or available through the Sites (the "Content") are
provided "as is" and "as available" for use. The Content is provided without warranties of any kind, either express or
implied, including but not limited to, implied warranties of merchantability, fitness for a particular purpose, or non -
infringement. OHCS does not warrant that: (1) the content is accurate, reliable, or correct; (2) the Sites will be
available at any particular time or location (3) any defects or errors will be corrected; or (4) the content is free of
viruses or other harmful components. Use of the Sites is solely at the User's risk. User hereby accepts the risk of its
use of the Sites, and of the use of the Sites by its subrecipients, and expressly waives any claims and causes of
action against the State and OHCS.
4.6 Limitation of Liability. Subgrantee agrees that under no circumstances will OHCS be liable for any direct,
indirect, punitive, incidental, special, or consequential damages that result from the use of, or inability to use the Sites.
This limitation applies whether the alleged liability is based on contract, tort, negligence, strict liability, or any other
basis, even if OHCS has been informed of the possibility of such damage.
4.7 Indemnification. Subject to applicable law, Subgrantee agrees, and shall require its subrecipients to agree, to
defend, indemnify (consistent with ORS Chapter 180), and hold harmless OHCS and its employees, contractors,
officers, and directors from all liabilities, claims, and expenses, including but not limited to attorney fees, that arise
from use or misuse of the Sites. OHCS reserves the right, at its own expense, to assume the exclusive defense and
control of any matter otherwise subject to indemnification by Subgrantee, in which event Subgrantee will cooperate
with OHCS in asserting any available defenses.
5. Fixed Assets. If applicable, Subgrantee shall, and shall cause its subrecipients to, maintain policies and procedures for
the management of property and equipment that comply with all requirements of the applicable Code of Federal
Regulations, 2 CFR Subtitle B with guidance at 2 CFR Part 200, and specific requirements of the source of funds. These
regulations shall apply to all equipment purchased with OHCS funding, regardless of source of funds. The following
practices are in addition to those otherwise required:
5.1 High Risk Items. Fixed assets with a value greater than $5,000 will include computer equipment, electronic
equipment, photography equipment, hand tools and other items.
5.2 Equipment. The title to all equipment as defined in 2 CFR Part 200, purchased in whole or in part with funds
provided under this Agreement, shall rest with the Subgrantee. Property and equipment purchased with OHCS grant
funds shall not be used for collateral or to secure financing.
5.3 Insurance. Subgrantee shall, at a minimum, provide the insurance coverage required by Oregon Revised Statute
for automobiles and or equipment registration through Oregon Department of Transportation, Department of Motor
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Vehicles, that has been acquired in whole or in part with funds provided under this Agreement owned by Subgrantee
with OHCS named as an additional insured party in all such motor vehicles and or equipment. In its agreements with
its subrecipients, Subgrantee shall require and cause its subrecipients to comply with the requirements of this Section.
5.4 Loaned Equipment / Property Disposition. All fixed assets owned by OHCS and loaned to Subgrantee under a
standard agreement will remain the property of OHCS, regardless of their value. The disposition of all loaned
equipment shall be readily available.
5.5 Disposal Requiring Prior Approval. When Subgrantee, or its subrecipients, wishes to dispose of equipment
having an original cost of more than $5,000, Subgrantee shall submit a written notification to the appropriate OHCS
Program coordinator with a copy to the OHCS Financial Compliance Monitor. If OHCS consents, OHCS will
provide instructions regarding the method of disposition. OHCS reserves the right to refuse to consent to such
disposal and the right to object to the timing of each disposition. Such disposition, if permitted, shall be done in a
manner consistent with the property management standards of equipment of OHCS from which the original funding
was received. In the case of mixed funding sources, the most restrictive standards shall apply.
5.5.1 Items of equipment with a current per -unit, fair -market value of $5,000 or less may be retained, sold, or
otherwise disposed of upon written notification to the appropriate OHCS Program coordinator with a copy to
OHCS Financial Compliance Monitor with no further obligation. The OHCS Program coordinator shall be
notified of all title transfers, sales, and other methods of disposition. OHCS may review disposition records upon
notification of Subgrantee.
6. Compliance and Monitoring.
6.1 Compliance.
6.1.1 Subgrantee will comply and will require and cause (including by contract) all subrecipients, vendors,
contractors, and assigns to comply with this Agreement, including applicable Program Requirements.
6.1.2 Without limiting the generality of the foregoing, Subgrantee will comply and will require and cause its
subrecipients, vendors, contractors, agents, and assigns to comply with all federal requirements, including but not
limited to the Federal Funding Accounting and Transparency Act (FFATA) of 2006 (P.L. 109-282), provisions of
which include, but are not limited to, a requirement for Subgrantees, subrecipients, and vendors to have a Data
Universal Numbering System (DUNS) number and to maintain a current registration in the SAMs (System for
Awards Management) database.
6.1.3 Without limiting the generality of the foregoing, Subgrantee expressly agrees to comply with the following
laws, regulations and executive orders to the extent they are applicable to the Agreement: (i) Titles VI and VII of
the Civil Rights Act of 1964, as amended; (ii) Sections 503 and 504 of the Rehabilitation Act of 1973, as
amended; (iii) the Americans with Disabilities Act of 1990, as amended; (iv) Executive Order 11246, as amended;
(v) the Health Insurance Portability and Accountability Act of 1996; (vi) the Age Discrimination in Employment
Act of 1967, as amended, and the Age Discrimination Act of 1975, as amended; (vii) the Vietnam Era Veterans'
Readjustment Assistance Act of 1974, as amended; (viii) ORS Chapter 659, as amended; (ix) all regulations and
administrative rules established pursuant to the foregoing laws; and (x) all other applicable requirements of
federal and state civil rights and rehabilitation statutes, rules and regulations. These laws, regulations and
executive orders are incorporated by reference herein to the extent that they are applicable to the Agreement and
required by law to be so incorporated. Subgrantee shall, to the maximum extent economically feasible in
performance of this Agreement, use recycled paper (as defined in ORS 279A.010(gg)), recycled PETE products
(as defined in ORS 279A.010(hh)), and other recycled products (as "recycled product" is defined in ORS
279A.010(ii)).
6.2 OHCS to Monitor Subgrantee.
6.2.1 OHCS, including its authorized representatives and authorized third parties, may monitor the activities and
records of each Subgrantee and Subgrantee's subrecipients and vendors as it deems necessary or appropriate for,
among other things, to ensure: (1) Subgrantee and its subrecipients comply with the terms of this Agreement,
including but not limited to the Program Requirements, and that Grant Funds are used properly for authorized
purposes hereunder; and (2) that performance goals are achieved as specified in this Agreement, including without
limitation in the Community Plan, NOAs, and the Program Requirements, and that performance is to the
satisfaction of OHCS.
6.2.2 OHCS' monitoring activities may include any action deemed necessary or appropriate by OHCS including,
but not limited to the following: (1) the review (including copying) from time to time of any and all Subgrantee,
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subrecipient, and Vendor files, records, and other information of every type arising from or related to performance
under this Agreement; (2) arranging for, performing, and evaluating general and limited scope audits; (3)
conducting or arranging for on -site and field visits and inspections; (4) review of Subgrantee fiscal and program
reports, and requiring appropriate Request for Funds documentation as well as such other information and
clarification as it deems appropriate, prior to providing a Request for Funding approval, whether in whole, in part,
or otherwise; and (5) evaluating, training, providing technical assistance and enforcing compliance of Subgrantee,
subrecipients, vendors, and their officers, employees, agents, contractors and other staff.
6.2.3 OHCS monitoring and enforcement activities may be conducted in -person, by telephone, and by other
means deemed appropriate by OHCS. Monitoring will be done through contractors, agents, or other authorized
representatives.
6.2.4 OHCS may, in its sole and absolute discretion, request assistance in monitoring from outside parties,
including but not limited to the Oregon Secretary of State, the Oregon Attorney General, the federal government,
and law enforcement agencies.
6.2.5 OHCS may require Subgrantee to perform some level of random audit of Program applications.
6.2.6 OHCS may release Subgrantee monitoring reports, agency audits, and any other compliance information to
the Community Action Partnership of Oregon.
6.3 Subgrantee to Fully Cooperate. Subgrantee agrees to fully and timely cooperate with OHCS in performance of
any and all monitoring and enforcement activities, including causing its subrecipients, vendors, and contractors to also
cooperate by agreement. Failure by Subgrantee or any of its subrecipients or vendors to comply with this requirement
is sufficient cause for OHCS to require special conditions, take such other action (including the exercise of available
remedies) as it deems appropriate, and may be deemed by OHCS as a material failure by the Subgrantee to perform its
obligations under this Agreement.
6.4 Subgrantee to Monitor Its Subrecipients.
6.4.1 At least once during the term of this Agreement and as otherwise directed by OHCS, Subgrantee will
monitor the activities and expenditures of its subrecipients as is reasonable to ensure: (1) compliance with this
Agreement, including the Program Requirements; and (2) achievement of this Agreement's performance goals, in
OHCS' sole discretion.
6.4.2 Subgrantee's monitoring of its subrecipients must include: (1) and evaluation of each subrecipient's risk of
non-compliance with federal statutes, regulations, and terms and conditions of any applicable subaward for
purposes of determining the appropriate level and type of subrecipient monitoring; (2) a review of financial and
performance reports; and (3) follow-up on all deficiencies pertaining to any involved federal funding in
accordance with 2 CFR 200.331 and other applicable federal regulations, as updated from time to time.
6.5 OHCS Findings and Reports.
6.5.1 Monitoring Visits; Reports. During the term of this Agreement, OHCS may conduct monitoring visits,
including review of Subgrantee and subrecipient files, records, and other information related to performance
under this Agreement. OHCS generally will advise the Subgrantee as to its observations and findings generated
by any monitoring visit, usually through an exit interview. Within sixty (60) days after an inspection, OHCS may
provide Subgrantee with a written report of its findings from the inspection and may proscribe corrective action,
which Subgrantee must timely satisfy.
6.5.2 Ongoing Monitoring. OHCS may continue to track and follow-up its monitoring findings and corrective
actions with Subgrantee or its subrecipients through a tracking record. The tracking record may include, without
limitation: findings, corrective actions, deliverables, due dates, responsible parties, actions taken, and final
resolution. Subgrantees must resolve finding and other required corrective action actions within reasonable
timeframe provided by OHCS.
7. Representations and Warranties.
7.1 Organization / Authority. Subgrantee represents and warrants that:
7.1.1 Subgrantee is duly organized and validly existing in the State of Oregon;
7.1.2 Subgrantee has all necessary rights, powers and authority under organizational documents and under Oregon
Law to (i) execute this Agreement, (ii) incur and perform its obligations under this Agreement; and (iii) receive
financing, including the Grant Funds, for the Program work;
7.1.3 This Agreement has been duly executed by Subgrantee and when executed by OHCS, constitutes a legal,
valid, and binding obligation of Subgrantee enforceable in accordance with its terms;
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7.1.4 If applicable and necessary, the execution and delivery of this Agreement by Subgrantee has been
authorized by an ordinance, order, or resolution of its governing body, or voter approval, that was adopted in
accordance with applicable law and requirements for filing public notices and holding public meetings; and
7.1.5 There is no proceeding pending or threatened against Subgrantee before any court or governmental authority
that if adversely determined would materially adversely affect the Program work or the ability of Subgrantee to
carry out the Program work.
7.2 False Claims Act. Subgrantee acknowledges the Oregon False Claims Act, ORS 180.750 to 180.785, applies
to any "claim" (as defined by ORS 180.750) made by (or caused by) Subgrantee that pertains to this Agreement
or to the Program work. Subgrantee certifies that no claim described in the previous sentence is or will be a "false claim"
(as defined by ORS 180.750) or an act prohibited by ORS 180.755. Subgrantee further acknowledges in addition
to the remedies available to OHCS under this Agreement, if it makes (or causes to be made) a false claim or
performs (or causes to be performed) an act prohibited under the Oregon False Claims Act, the Oregon Attomey
General may enforce the liabilities and penalties provided by the Oregon False Claims Act against the Subgrantee.
7.3 No Limitation. The representations and warranties set forth in this Section are in addition to, and not in lieu of,
any other representations or warranties provided by Subgrantee.
8. Confidentiality.
8.1 Subgrantee must protect and must require and cause its subrecipients and vendors to protect the confidentiality of
all information concerning clients and other applicants for and recipients of services funded by this Agreement.
Neither Subgrantee nor its subrecipients or vendors may release or disclose any such information except as necessary
for the administration of the program funded under this Agreement, as authorized in writing by the client, applicant or
recipient of such services, or as required by law. Subgrantee, its subrecipients and its vendors must appropriately
secure all records and files to prevent access by unauthorized persons.
8.2 Subgrantee must ensure and must require and cause its subrecipients and vendors to ensure that all its officers,
employees, and agents are aware of and comply with this confidentiality requirement.
9. Insurance Requirements. Subgrantee will provide all necessary General Liability and Automotive insurance required by
Oregon Law and satisfactory to OHCS to perform services under this Grant Agreement, and provide proof of coverage upon
request by OHCS. In no event shall General Liability insurance coverage be less than $500,000.00. In no event shall
Automotive insurance coverage be less than $500,000.00.
All employers, including Subgrantee, that employ subject workers as defined in ORS 656.027, will comply with ORS
656.017 and will provide workers' compensation insurance coverage for those workers, unless they meet the requirement
for an exemption under ORS 656.126(2). Subgrantee will obtain employers' liability insurance coverage limits of not less
than $500,000.00. Subgrantee will require and ensure that each of its subcontractors complies with these requirements.
10. Subgrantee Status and Certifications.
10.1 Subgrantee shall perform all work under this Agreement as an independent contractor. Subgrantee is not an
officer, employee or agent of OHCS or the State, as those entities are respectively defined in ORS chapter 456 and in
ORS 30.265, with respect to work performed under this Agreement.
10.2 Subgrantee agrees that insurance coverage, whether purchased or by self-insurance, for Subgrantee's agents,
employees, officers and/or subcontractors is the sole responsibility of Subgrantee.
10.3 Subgrantee certifies that it is not employed by or contracting with the federal government for the work covered
by this Agreement.
10.4 Subgrantee certifies that it has established or before starting the Program work will establish a formal statement of
nondiscrimination in its employment policy and that it enforces such policy.
10.5 Subgrantee certifies to the best of its knowledge and belief that neither the Subgrantee nor any of its principals,
officers, directors, or employees:
10.5.1 Is presently debarred, suspended, proposed for debarment, declared ineligible or voluntarily excluded from
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covered transactions by any federal department or OHCS;
10.5.2 Has within a three-year period preceding this Agreement been convicted of or had a civil judgment
rendered against it for commission of fraud or a criminal offense in connection with obtaining, attempting to
obtain, or performing a public (federal, State or local) transaction or contract related to a public transaction;
violation of federal or State antitrust statutes; or commission of embezzlement, theft, forgery, bribery, falsification
or destruction of records, making false statements or receiving stolen property;
10.5.3 Is presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federal, State
or local) with commission of any of the offenses enumerated in subsection 10.5.2 of this Exhibit B above;
10.5.4 Has within a three-year period preceding this Agreement had one or more public transactions (federal,
State or local) terminated for cause or default; and
10.5.5 Is included on the list titled "Specially Designated Nationals and Blocked Persons" maintained by the
Office of Foreign Assets Control of the United States Department of the Treasury and currently found at:
https://www.treasury. gov/resource-center/sanctions/SDN-Li st/Pages/default.aspx
11. Governing Law; Jurisdiction. This Agreement is governed by and construed in accordance with the laws of the
State of Oregon without regard to principles of conflicts of law. Any claim, action, suit, or proceeding (collectively
"Claim") between OHCS or any other agency or department of the State of Oregon, or both, and Subgrantee that arises
from or related to this Agreement must be brought and conducted solely and exclusively within the Circuit Court of
Marion County for the State of Oregon; provided, however, if a Claim must be brought in a federal forum, then it will be
brought and conducted solely and exclusively within the United States District Court for the District of Oregon, In no
event may this Section be construed as a waiver by the State of Oregon of any form of defense or immunity, whether
sovereign immunity, governmental immunity, immunity based on the eleventh amendment to the Constitution of the
United States or otherwise, to or from any Claim or from the jurisdiction of any court. SUBGRANTEE, BY
EXECUTION OF THIS AGREEMENT, HEREBY CONSENTS TO THE PERSONAL JURISDICTION OF SUCH
COURTS.
12. Default.
12.1 Subgrantee. Subgrantee will be in default under this Agreement upon the occurrence of any of the following
events:
12.1.1 Subgrantee fails to use the Grant Funds for the intended purpose described in applicable Program Elements
or otherwise fails to perform, observe, or discharge any of its covenants, agreements, or obligations under this
Agreement;
12.1.2 Subgrantee fails to comply timely with any material obligation under this Agreement, including but not
limited to any OHCS directive or term of a corrective action plan;
12.1.3 Any representation, warranty, or statement made by Subgrantee in this Agreement or in any documents or
reports relied upon by OHCS to measure the Program work, the expenditure of Grant Funds, or the performance
by Subgrantee is untrue in any material respect when made; or
12.1.4 A petition, proceeding or case is filed by or against Subgrantee under any federal or state bankruptcy,
insolvency, receivership, or other law relating to reorganization, liquidation, dissolution, winding -up, or
adjustment of debts; in the case of a petition filed against Subgrantee, Subgrantee acquiesces to such petition or
such petition is not dismissed within twenty (20) calendar days after such filing, or such dismissal is not final or is
subject to appeal; or Subgrantee becomes insolvent or admits its inability to pay its debts as they become due, or
Subgrantee makes an assignment for the benefit of its creditors.
12.2 OHCS. OHCS will be in default under this Agreement if, after fifteen (15) days written notice specifying the
nature of the default, OHCS fails to perform, observe or discharge any of its covenants, agreements, or obligations
under this Agreement; provided, however OHCS will not be in default if OHCS fails to disburse Grant Funds because
there is insufficient expenditure authority for, or moneys available from, the funding source.
13. Remedies.
13.1 OHCS Remedies.
13.1.1 In the event Subgrantee is in default under Section 12.1 of this Exhibit B, OHCS may, at its option, pursue
any or all of the remedies available to it under this Agreement and at law or in equity, including, but not limited
to: (i) termination of this Agreement under Section 14.2 of this Exhibit B; (ii) modifying any NOA under this
Agreement; (iii) reducing or withholding payment for the Program work that is deficient or that Subgrantee has
failed to complete by any scheduled deadlines, including disallowing costs; (iv) suspending or recouping
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payments, or both; (v) requiring Subgrantee to complete, at Subgrantee's expense, corrective action or additional
activities necessary to satisfy its obligations or meet performance standards under this Agreement, in OHCS' sole
discretion; (vi) initiation of an action or proceeding for damages, specific performance, or declaratory or
injunctive relief, (vii) exercise of its right of recovery of overpayments under this Agreement; (viii) declaring
Subgrantee ineligible for the receipt of future awards from OHCS; (ix) criminal action for misstatements or fraud,
misfeasance, or other culpable behavior, and (x) investigation, audit, and/or sanction by other governmental
bodies.
13.1.2 Subgrantee acknowledges and agrees that any such remedies are subject to Article XI, Section 7 of the
Oregon Constitution, the Oregon Tort Claims Act, and the terms and conditions of any other applicable provision
of this Agreement.
13.1.3 No Waiver. No failure or delay by OHCS to enforce any provision of this Agreement will constitute a
waiver by OHCS of that or any other provision, nor will any single or partial exercise of any right, power, or
privilege under this Agreement preclude any other or further exercise of such right, power, or privilege or the
exercise of any other right, power, or privilege.
13.1.4 Survival. Remedies provided under this Agreement or otherwise will survive termination of this
Agreement.
13.2 Subgrantee Remedies. In the event OHCS is in default under Section 12.2 of this Exhibit B and whether or not
Subgrantee elects to terminate this Agreement, Subgrantee's sole monetary remedy will be, within any limits set forth
in this Agreement, reimbursement of Program work completed and accepted by OHCS and authorized expenses
incurred, less any claims OHCS has against Subgrantee. In no event will OHCS be liable to Subgrantee for any
expenses related to termination of this Agreement or for anticipated profits.
14. Termination.
14.1 Mutual. This Agreement may be terminated at any time by mutual written consent of the Parties.
14.2 By OHCS. OHCS may terminate this Agreement as follows:
14.2.1 At OHCS' discretion, upon thirty (30) days advance written notice to Subgrantee;
14.2.2 Immediately upon written notice to Subgrantee, if OHCS fails to receive funding, or appropriations,
limitations, or other expenditure authority at levels sufficient in OHCS' reasonable and administrative discretion,
to perform its obligations under this Agreement;
14.2.3 Immediately upon written notice to Subgrantee, if federal or state laws, rules, regulations or guidelines are
modified or interpreted in such a way that OHCS' performance under this Agreement is prohibited or OHCS is
prohibited from funding the Agreement from the funding source; or
14.2.4 Immediately upon written notice to Subgrantee, if Subgrantee is in default under this Agreement and such
default remains uncured fifteen (15) days after written notice thereof to Subgrantee.
14.3 By Subgrantee. Subgrantee may terminate this Agreement as follows:
14.3.1 If Subgrantee is a governmental entity, immediately upon written notice to OHCS, if Subgrantee fails to
receive funding, or appropriations, limitations or other expenditure authority at levels sufficient to perform its
obligations under this Agreement.
14.3.2 If Subgrantee is a governmental entity, immediately upon written notice to OHCS, if applicable laws, rules,
regulations or guidelines are modified or interpreted in such a way that the Program work is prohibited by law or
Agreement is prohibited from paying for the Program work from the Grant Funds or other planned
funding; or
14.3.3 Immediately upon written notice to OHCS, if OHCS is in default under this Agreement and such default
remains uncured fifteen (15) days after written notice thereof to OHCS.
14.4 Cease Activities. Upon receiving a notice of termination of this Agreement, Subgrantee must immediately cease
all activities under this Agreement, unless OHCS expressly directs otherwise in such notice. Upon termination,
Subgrantee must deliver to OHCS all materials or other property that are or would be required to be provided to
OHCS under this Agreement or that are needed to complete the Program work that would have been performed by
Subgrantee.
15. Miscellaneous.
15.1 Conflict of Interest.
15.1.1 Generally. By signature to this Agreement, Subgrantee declares and certifies the award of this Agreement
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and the Program work, create no potential or actual conflict of interest, as defined by ORS Chapter 244, for a
director, officer, or employee of Subgrantee.
15.1.2 Conflict of Interest Policy and Reporting. A conflict of interest exists if, among other things, a decision
or recommendation could affect the finances of the public official or the finances of a relative. If a conflict of
interest exists, the public official must always give notice of the conflict, and in some situations the public official
is restricted in their ability to participate in the matter that presents the conflict of interest. Subgrantee will timely
report to OHCS any perceived or actual conflict of interest. Subgrantee certifies it has established a conflict of
interest policy that outlines the process for disclosing in writing any potential conflict of interest and such policy
must be provided to OHCS upon OHCS' request, or as otherwise requested during a Subgrantee audit.
15.2 Nona ppropria tion. OHCS' obligation to pay any amounts and otherwise perform its duties under this
Agreement is conditioned upon OHCS receiving funding, appropriations, limitations, allotments, or other expenditure
authority sufficient to allow OHCS, in the exercise of its reasonable administrative discretion, to meet its obligations
under this Agreement. Nothing in this Agreement may be construed as permitting any violation of Article XI, Section
7 of the Oregon Constitution or any other law limiting the activities, liabilities or monetary obligations of OHCS.
15.3 Amendments.
15.3.1 OHCS reserves the right to add or amend Implementation Reports and NOAs. Otherwise, the Parties may
not waive, supplement, or amend the terms of this Agreement, in any manner whatsoever, except by written
amendment signed by the Parties and for which all necessary OHCS approvals have been obtained.
15.3.2 Subgrantee's proposed changes to or additions of a Implementation Report must be submitted to OHCS in
writing and require the prior written approval of OHCS before Subgrantee may commence a change.
15.3.3 All federal terns and conditions included in this Agreement at time of original Agreement execution may
be amended from time to time by the federal grantor or regulator of funds.
15.4 Notices. Except as otherwise expressly provided in this Agreement, any notices to be given under this
Agreement must be given in writing by email, personal delivery, or postage prepaid mail, to a Party's Grant Manager
at the physical address or email address set forth in this Agreement, or to such other addresses as either Party may
indicate pursuant to this Section. Any notice so addressed and mailed becomes effective five (5) days after mailing.
Any notice given by personal delivery becomes effective when actually delivered. Any notice given by email
becomes effective upon the sender's receipt of confirmation generated by the recipient's email system that the notice
has been received by the recipient's email system.
15.5 Required Notifications to OHCS. In addition to the requirements provided elsewhere in this Agreement,
Subgrantee will immediately report changes in Key Personnel including Fiscal, Program, and Executive Level
Leadership.
15.6 Survival. All rights and obligations of the Parties under this Agreement will cease upon termination of this
Agreement, other than the rights and obligations arising under Sections 2, 4.6, 4.7, 11, 13, 15.6, 15.7 and 15.10
hereof and those rights and obligations that by their express terms survive termination of this Agreement; provided,
however, termination of this Agreement will not prejudice any rights or obligations accrued to the Parties under this
Agreement prior to termination.
15.7 Headings. The headings in this Agreement are for convenience only and in no way define, limit, or describe the
scope intent of any provisions of this Agreement.
15.8 Severability. The Parties agree if any term or provision of this Agreement is declared by a court of competent
jurisdiction to be illegal or in conflict with any law, the validity of the remaining terms and provisions will not be
affected, and the rights and obligations of the Parties will be construed and enforced as if the Agreement did not
contain the particular term or provision held to be invalid.
15.9 Execution in Counterparts. This Agreement may be executed in several counterparts, all of which when taken
together constitute one agreement, notwithstanding that all Parties are not signatories to the same counterpart. Each
copy of the Agreement so executed constitutes an original.
15.10 Indemnity. Subject to applicable law, Subgrantee will and will require by contract that its subrecipients will,
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defend, save, hold harmless, and indemnify (consistent with ORS Chapter 180) the State of Oregon and OHCS and
their officers, employees and agents from and against all claims, suites, actions, losses, damages, liabilities, costs and
expenses of any nature whatsoever resulting from, arising out of, or, relating to the activities of Subgrantee or its
officers, employees, subrecipients, subcontractors, or agents under this Agreement.
15.11 Attorney Fees. In the event a lawsuit of any kind is instituted on behalf of OHCS or the Subgrantee with
respect to this Agreement, or any right or claim related thereto, including but not limited to the collection of any
payment due under this Agreement or to obtain performance of any kind under this Agreement, the prevailing party is,
to the extent permitted by law, entitled to its reasonable attorney fees incurred before and during trial, on appeal, in
arbitration, in bankruptcy, and in such other forum or proceeding appropriate thereto, together with such additional
terms as the court or hearings officer may adjudge for reasonable costs and disbursements incurred therein.
Reasonable fees will not exceed the rate charged to OHCS by its attorneys.
15.12 Compliance with Law. In connection with their activities under this Agreement, the Parties must comply with
all applicable federal, state, and local laws. While OHCS will make reasonable efforts to update its Program guidance
and notify the Subgrantee thereof, the Subgrantee is ultimately responsible for maintaining awareness of and
compliance with updates to federal law governing the Program.
15.13 No Third -Party Beneficiaries. OHCS and Subgrantee are the only parties to this Agreement and are the only
parties entitled to enforce its terms. Nothing in this Agreement provides, is intended to provide, or may be construed
to provide any direct or indirect benefit or right to third persons unless such third persons are individually identified
by name herein and expressly described as intended beneficiaries of this Agreement.
15.14 Assignment and Successors. Subgrantee may not assign or transfer its interest in this Agreement without the
prior written consent of OHCS and any attempt by Subgrantee to assign or transfer its interest in this Agreement
without such consent will be void and of no force or effect. OHCS' consent to Subgrantee's assignment or transfer of
its interest in this Agreement will not relieve Subgrantee of any of its duties or obligations under this Agreement. The
provisions of this Agreement will be binding upon and inure to the benefit of the Parties hereto, and their respective
successors and permitted assigns.
15.15 Contracts and Subgrants. Subgrantee may not, without OHCS' prior written consent, enter into any contracts
or subgrants for any of the Program work. OHCS' consent to any contract or subgrant will not relieve Subgrantee of
any of its duties or obligations under this Agreement.
15.16 Time of the Essence. Time is of the essence in the performance of this Agreement.
15.17 No Limitations on Actions of OHCS in Exercise of Its Governmental Powers. Nothing in this Agreement is
intended, nor will it be construed, to in any way limit the actions of OHCS in the exercise of its governmental powers.
It is the express intention of the Parties that OHCS will retain the full right and ability to exercise its governmental'
powers with respect to the Subgrantee, the Grant Funds, and the transaction contemplated by this Agreement to the
same extent as if it were a party to this Agreement, and in no event will OHCS have any liability in contract arising
under this Agreement by virtue of any exercise of its governmental powers.
15.18 Records Maintenance and Access. Subgrantee must, and must require and cause its subrecipients to, maintain
all financial records relating to this Agreement in accordance with generally accepted accounting principles. In
addition, Subgrantee must, and must require and cause its subrecipients to, maintain any other records, whether in
paper, electronic or other form, pertinent to this Agreement in such a manner as to clearly document Subgrantee's and
subrecipients' performance. All financial records and other records, whether in paper, electronic or other form, that
are pertinent to this Agreement, are collectively referred to as "Records". Subgrantee acknowledges and agrees OHCS
and the Oregon Secretary of State's Office and the federal government and their duly authorized representatives will
have access to all Records to perform examinations and audits and make excerpts and transcripts. Subgrantee must
retain and keep accessible all Records for a minimum of six (6) years, or such longer period as may be required by
applicable law, following termination of this Agreement, or until the conclusion of any audit, controversy or litigation
arising out of or related to this Agreement, whichever date is later. In its agreements with subrecipients, Subgrantee
shall require and cause its subrecipients to comply with the requirements of this Section and to grant right of access to
and ownership by OHCS of the subrecipients' books and records related to this Agreement.
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15.19 Audits.
15.19.1 OHCS Required Audits. As required by OHCS, Subgrantee will and will cause its subrecipients to,
submit to OHCS financial and compliance audits satisfactory to OHCS for such periods and programs covered by
this Agreement.
15.19.2 Federal Audits. If Subgrantee expends $750,000 or more in federal funds (from all sources) in a fiscal
year, Subgrantee will have a single organization -wide audit conducted in accordance with the provisions of 2 CFR
Subtitle B with guidance at 2 CFR Part 200 and applicable federal regulations.
15.20 Headings. The headings and captions to sections of this Agreement have been inserted for identification and
reference purposes only and may not be used to construe the meaning or to interpret this Agreement.
15.21 Agreement Documents. This Agreement consists of the following documents, which are incorporated by this
reference and listed in descending order of precedence:
• This Agreement less all Exhibits
• Exhibit D Federal Assurances
• Exhibit B Terms and Conditions
• Exhibit C Special Provisions
• Exhibit F Program Elements
• Exhibit A Definitions
• Exhibit E Historic Preservation
15.22 Merger. This Agreement, all Exhibits, and all incorporated documents, constitute the entire agreement between
the Parties on the subject matter hereof. There are no understandings, agreements, or representations, oral or written,
not specified herein regarding this Agreement.
15.23 Waiver. No waiver or consent under this Agreement binds either Party unless writing and signed by both
Parties. Such waiver or consent, if made, is effective only in the specific instance and for the specific purpose given.
15.24 Diversity, Equity, and Inclusion. OHCS and Subgrantee commit to intentional, data driven approach to reduce
disparities in housing and social service provisions. OHCS commits to creating a system to analyze OHCS funded
programs and remove identified barriers to accessing opportunities within those programs.
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MASTER GRANT AGREEMENT 2021-23
EXHIBIT C
SPECIAL PROVISIONS
1. Procurement.
Except as specifically provided in this Agreement, OHCS does not waive or herein provide a waiver of any regulations,
requirements and/or procedures applicable to use of grant funds. For example, 2 CFR Subtitle B with guidance at 2 CFR
Part 200 requires, among other things, Subgrantee's procurement procedures to mandate that all procurement transactions be
conducted, as practical, to provide open and free competition. If a proposal identifies a specific entity to provide the
services, the OHCS award does not provide the justification or basis to sole -source the procurement.
Subgrantee shall develop and maintain policies and procedures for procuring, by purchase, rental/lease or otherwise, any
equipment, supplies, or other goods and services. Subgrantee must ensure that policies reflect guidance at 2 CFR, Part 200
and related regulations, as well as any applicable federal regulations with respect to The Grants Management Common Rule
for procurement of all goods or services.
If allowable under this Agreement, with respect to applicable Program Element for which funds will be expended and
approved or pre -approved as necessary or required by OHCS:
a. Contracts for Goods and Services.
1. Subgrantee may contract for services purchased in whole or in part with funds provided under this
Agreement. Contractor must be of recognized professional expertise, certification, license, registration,
or stature in the relevant field where required. Contractor shall further be registered to do business in the
State of Oregon, as required by Oregon Law.
http://egov.sos.state.or.us/br/Dkg web name srch inq login.
2. In addition, purchases of Fixed Assets must adhere to requirements set forth in 2 CFR Part 200, Subpart
D. When Subgrantee purchases any motor vehicle, or any equipment or other property costing more than
$5,000 per unit with funds provided in whole or in part under this Agreement, Subgrantee shall:
a. Provide written request to OHCS Program Coordinator prior to the purchase and receive required pre -
approval from OHCS specific to the amount and source of funds that will be expended.
b. Comply with Exhibit B, Section 5, Fixed Assets.
b. Construction Contracts.
1. Subgrantee shall comply with, and OHCS' performance hereunder is conditioned upon Subgrantee's
compliance with, the terms of this Agreement, including without limitation the provisions of Oregon
Revised Statute Chapters 279B and 279C, as amended from time to time.
2. All Construction Contractors must be currently licensed and bonded through the State of Oregon
Construction Contractors Board, https://www.orepon.gov/ccb/Pages/index.aspx
2. WaLre Determinations.
Subgrantee shall, and shall cause and require its Subrecipients, contractors, and subcontracts, to fully comply with, on
projects where DBRA prevailing wage requirements must be paid, the requirements set out in the DOL regulations at 29
CFR Parts 1, 3, and 5 as applicable. In accordance with 29 CFR Part 1, federal agencies directly contracting for
weatherization projects or providing assistance under the ARRA to other entities for such projects must include the
standard DBRA contract clauses found in 29 CFR 5.5(a) in their bid solicitations, assistance agreements, and the resulting
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contracts and grants, and must require that those requirements flow down to any contracts or subcontracts for the
performance of the work. See also Exhibit E, Davis -Bacon and Related Acts Provisions and Procedures; www.wdol.gov;
and 29 CFR 5.5 - Contract provisions and related matters. Subgrantee shall, and shall cause and require its Subrecipients,
contractors, and subcontracts, to fully comply with, on projects where Oregon's prevailing wage rate law, ORS 279C.800
to 279C.870 (PWRL) requirements must be paid, the requirements established therein and as established by the Bureau of
Labor and Industry (BOLI), which administers the PWRL.
3. Emerging Small, Minority, Women -Owned Business Objectives.
It is an important business objective of OHCS to promote the economic enhancement of small businesses (SBE), minority
businesses (MBE), and women -owned businesses (WBE). Subgrantee shall have a policy that incorporates federal
requirements under 2 CFR Part 200.321, including processes for placing qualified small and minority businesses and
women's business enterprises on solicitation lists and dividing total requirements, when economically feasible, into
smaller tasks or quantities to permit maximum participation by small and minority businesses, and women's business
enterprises.
Subgrantee may use the COBID Certification Management System to assist in soliciting quotes or invite bids from
MWESBs. https://oregon4biz.diversitysoftware.com/
4. Subrecipient Agreements (Subawards).
Subgrantee shall not enter into any agreement or renewal with Subrecipients without prior written approval of OHCS
Program Coordinator(s) as outlined in Exhibit B, Section 15.15. OHCS' approval of any subrecipient shall not relieve
Subgrantee of any of its duties or obligations under this Agreement.
Subgrantee shall require and cause its subrecipients to comply with all applicable provisions of this Agreement between
OHCS and Subgrantee, each of which must be specifically incorporated into the Subrecipient agreements in a manner
satisfactory to OHCS. OHCS reserves the right to request that any subrecipient agreement be submitted for review and
approval by OHCS within ten (10) business days from the date of written request.
Subgrantee shall require and cause that all of its subrecipient agreements related to this Agreement must include language
specifying that such agreements are subject to termination upon such a directive to Subgrantee by OHCS and that OHCS
shall not be liable to any of the parties of that agreement or to other persons for directing that such agreement be
terminated.
Subgrantee shall have a written agreement with each subrecipient that is consistent with this Agreement, including
without limitation, relevant Exhibits and Implementation Reports that identify:
a. The services or benefits that the Subrecipient must provide when delivering the program.
b. The laws and regulations with which the subrecipient must comply under the terms of the agreement
(including but not limited to program specific requirements such as eligibility criteria and matching
obligations, public policy for protecting civil rights and the environment, written procedures for appeal by
clients of subrecipient determinations, government -wide administrative mandates affecting the Subrecipient's
accounting and record keeping systems, and local laws imposed by Subgrantee).
c. The Subgrantee's and OHCS' monitoring rights and responsibilities and the methods used by Subgrantee for
monitoring.
d. A provision to certify that the Subrecipient is an independent contractor and not an agent of OHCS or of
Subgrantee.
5. Subgrant or Contractual Determination.
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A Subrecipient is a state government, local government, or nonprofit organization that expends subawarded funds
received by Subgrantee from OHCS under this Agreement to carry out a program. Subgrantee must determine whether
relevant payments made or to be made by it in furtherance of this Agreement constitute an award under a subgrant
received by a Subrecipient or a payment for goods and services under a procurement contract received by a contractor.
Determination must be made using the criteria set forth in 2 CFR Part 200.331.
a. Use of Judgment in Making Determination.
There may be unusual circumstances or exceptions to the listed characteristics. In making the determination of
whether a subgrant or contractual relationship exists, the substance of the relationship is more important than the
form of the agreement. It is not expected that all of the characteristics will be uniformly present. Accordingly,
prudent judgment shall be exercised by Subgrantee and should be used in determining whether an entity with
which it contracts to accomplish its performance under this Agreement is a Subrecipient or vendor.
b. Applicability to For -profit Subrecipients.
Subgrantee (as the pass -through entity) shall establish reasonable requirements, as necessary, to ensure compliance
by for -profit subrecipients. Consequently, Subgrantee should describe in any agreements with for -profit
subrecipients the applicable compliance requirements and the for -profit subrecipient's compliance responsibilities.
Methods to ensure compliance for federal awards made to for -profit subrecipients may include pre -award audits,
monitoring during the contract and post -award audits.
c. Compliance Responsibility for Contractors.
In most cases, the Subgrantee's or other auditee's compliance responsibility for vendors is only to ensure that the
procurement, receipt and payment for goods and services comply with laws, regulations and the provisions of
contracts or grant agreements. Program compliance requirements normally do not pass through to contractors.
However, the Subgrantee or other auditee shall be responsible for ensuring compliance for contractor transactions
that are structured such that the contractor is responsible for program compliance or the contractor's records must
be reviewed to determine program compliance. Also, when these contractor transactions relate to a major program,
the scope of the audit shall include determining whether these transactions are in compliance with laws, regulations
and the provisions of contracts or grant agreements.
Regardless of whether goods or services are provided by a Subrecipient or contractor, Subgrantee is still
responsible for ensuring compliance with all grant requirements including but not limited to tracking and reporting
requirements by the Agreement.
6. Responsibility for Work.
Subgrantee shall timely perform all Work identified in this Agreement consistent with its terms and conditions, including
without limitation, the Work required with respect to the applicable Program Elements, Implementation Reports, and
NOA's. OHCS may add additional approved Implementation Reports and NOAs to Exhibit A of this Agreement from
time to time with the written approval of Subgrantee.
7. Impl_e_mentation Renort(s) and Budget(s).
Each Implementation Report is unique to the Subgrantee. It must be consistent with and reflect the purposes of the related
Program Elements and the methods proposed by the Subgrantee and its subrecipients, in detail acceptable to OHCS, to
administer and/or deliver the Work associated with the requirements of the applicable Program Elements. Implementation
Report Budgets must reflect the manner, in detail acceptable to OHCS that related grant funds will be employed to
accomplish the corresponding Work and are subject to corresponding NOAs.
Subgrantee must request and receive prior written approval from OHCS for amendments to or deviations from its
approved Implementation Reports. OHCS may give or withhold such approval at its sole discretion. OHCS may allow
the combining of applicable Implementation Reports at its sole discretion.
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Subgrantee shall perform all Work in accordance with the terms and conditions of this Agreement, including but not
limited to applicable Program Elements, Implementation Reports, and NOAs, in a manner satisfactory to OHCS.
8. Maintenance of Programmatic Capacity and Non -Compliance.
Subgrantee shall provide for and maintain the capacity for administration and performance of all Work required under this
Agreement so as to result in a timely usage of grant funds.
OHCS remedies for Subgrantee non-compliance with any Work or other Agreement requirements (including all
applicable Program Requirements), including for untimely usage of grant funds, may include, among other things, the
withholding of requested grant funds or the reduction and redistribution of current or future funding allocations. OHCS
may also impose conditions to specific grants received by Subgrantee in the event of reoccurring non-compliance on part
of Subgrantee.
9. FinancialInteL-rity.
Subgrantee shall be responsible for financial integrity of accounting records and compliance with the following
requirements in addition to those otherwise required under this Agreement:
a. Subgrantee shall and shall cause its subrecipients (including by contract) to, prepare and maintain accurate
financial records documenting all expenditures made from funds provided under this Agreement. These records
shall include financial and audit reports for the applicable accounting period for the applicable Program Element,
including adjustments to reconcile the accounting records.
b. Subgrantee shall reimburse expenditures of subrecipients under this Agreement only if they are:
1. Named as a subrecipient receiving grant funds in the OHCS approved Implementation Report
2. In payment of eligible activities or services performed under this Agreement.
3. In payment of services performed or supplies delivered during the applicable Program Element period;
4. In the aggregate not in excess of 100% of the funds provided to the respective applicable Program
Element under this Agreement; and
5. Not for duplicate payment for the same activities or services under both this Agreement and any other
contract or agreement with Subrecipients.
c. Subgrantee shall pay its subrecipients within thirty (30) days of the date of requests for payment.
d. Subgrantee shall maintain documentation of its monitoring of subrecipients. The documentation shall include, but
not be limited to:
1. An agreement that complies with the requirements of this Agreement.
2. Documentation of the non-profit status of the subrecipient; and
3. Copies of all of the Subrecipients audits performed under the requirement of 2 CFR Subtitle B with
guidance at 2 CFR, Part 200, as well as applicable supplemental regulations, if the subrecipient is
required to have such an audit,
4. Documentation of follow up that the subrecipient takes timely and appropriate action on all deficiencies
pertaining to the Federal award as detected through audits, on -site reviews, and other means.
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5. Documentation of other methods used by Subgrantee for monitoring subrecipient activities.
e. Subgrantee shall maintain an Accounting System which conforms with the following requirements:
1. Expenditures shall be segregated by line -item category within the accounting system of Subgrantee or
subrecipient, as the case may be, and reported on the required fiscal reports.
2. Funds received together with any income that is attributable to funds provided thereby shall be identified
and segregated for expenditures relating to the Program Elements for which the original funds were
provided. Any allocation methodology shall comply with any requirements applicable to that entity or
Program Element.
3. Receipts that offset or reduce expense items allocable to the Federal award as direct or indirect costs must be
credited to the federal award either as a cost reduction (reduction of expense) or cash refund, as appropriate.
f. Subgrantee shall develop and maintain a policy that describes all direct and indirect methods of cost allocation
that are applicable to OHCS grants.
OHCS may, in its sole discretion, reduce Subgrantee funding and redistribute such grant funding to other Subgrantees.
Adjustments pursuant to this subsection may be implemented by means of the Notices of Allocation (NOA) described in
this Agreement. This remedy is in addition to any other remedy allowed OHCS under this Agreement.
10. Programmatic Integrity
Subgrantee shall be responsible for programmatic integrity and compliance with the programmatic intent including but not
limited to the following requirements:
Subgrantee shall provide and maintain adequate resources necessary to ensure that all staff, Subgrantee and subrecipient,
are adequately trained to perform under this Agreement including, but not limited to the training in processing of
eligibility determinations and authorizations or other programmatic and/or grant compliance requirements.
Subgrantee shall comply with programmatic regulations and guidelines as detailed in Exhibit B, Standard Terms and
Conditions.
Subgrantee shall have a written procedure for the handling of client appeal of determinations, acceptable to OHCS.
11. Renorting
In addition to specific reporting requirements addressed elsewhere in this Agreement and, including its Exhibits and
Attachments, Subgrantee shall and shall cause its subrecipients (including by contract) to:
Submit the required reports so that they are received by OHCS on or before the due dates specified herein this Agreement,
as outlined in the applicable Implementation Report or otherwise, as newly required by any provider of funding under this
Agreement, or as otherwise required by OHCS. Subgrantee shall require its subrecipients (including by contract) to
submit the required reports to Subgrantee in sufficient time to allow Subgrantee to fulfill its reporting obligations to
OHCS.
All reports shall be timely, complete, accurate and satisfactory to OHCS as well as in the format required by OHCS. No
funding pursuant to an implementation report will be forthcoming until such implementation report has been approved by
OHCS. OHCS reserves the right to require modifications to submitted implementation reports. Funding also may be
subject to receipt and approval of other reporting under this Agreement.
Reports must agree with the accounting records maintained by Subgrantee and/or its Subrecipients and be certified by the
chief executive officer or their designee of the Subgrantee or its subrecipients, as the case may be.
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FSRs (Financial Status Reports) are due to OHCS on the 20' of the month following the end of a quarter. All final
reports shall be submitted by Subgrantee so as to be received by OHCS on or before the 60th day following the last day of
the applicable Program Element period, or the date that all activities funded by this Agreement for that Program Element
are completed, whichever is earlier.
If Subgrantee fails to produce or timely submit reports satisfactory to OHCS, OHCS may withhold any or all
reimbursement requests of Subgrantee under this Agreement or any other contract or agreement in effect between OHCS
and Subgrantee except as expressly limited by law. OHCS also may reduce, suspend, terminate and/or redistribute any or
all grant funds due to Subgrantee failure to produce or timely submit reports satisfactory to OHCS.
12. Eligibility Determination.
Subgrantee shall make eligibility determinations for its respective Program Element funds in a form and manner
prescribed or authorized by OHCS.
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2021-2023 MASTER GRANT AGREEMENT
Exhibit F, Program Element, General Terms and Conditions
Subgrantee shall, and shall cause and shall require its subrecipients by contract to administer the program in a manner
satisfactory to OHCS and in compliance with all program requirements, including but not limited to the following
terms and conditions:
1) Assure that program funds are used only for program services consistent with program requirements.
2) Assure that program funds are used to supplement existing funding, to support existing projects or to
establish new projects. Program funds may not be used to replace existing funding.
3) Ensure that program funds are expended within the time limitations set by OHCS. Program funds not
expended within the time period may be recaptured by OHCS.
4) Serve only households whose eligibility has been determined in compliance with program requirements.
5) Responsible to OHCS for any losses resulting from improper or negligent issuance of program funds.
Subgrantee shall repay such funds to OHCS within thirty (30) days upon written demand from OHCS.
6) Have denial, termination, appeal and fair hearing procedures accessible to program applicants and
participants upon request and posted in a public location. Such procedures must satisfy applicable
program requirements including assurance that all applicants are informed during the intake interview of
their right to appeal. All appeals and fair hearings will be handled by the subgrantee. Denial, termination,
appeal and fair hearing procedures, including as implemented, are subject to department review and
correction.
7) Subgrantee may terminate program services to program participants who violate program requirements.
Termination, denial and grievance procedures will be clearly communicated to and easily understood by
program participants and readily available upon request and posted in a public location.
8) Be responsible for maintaining an internal controls framework, satisfactory to OHCS, which assures
compliance with program requirements. Written policy and procedures must be established and outlined
in local documentation (e.g. staff policy/procedure manuals) inclusive of, but not exclusive to the
following areas:
a) Establishment and maintenance of regular subrecipient monitoring practices. Subgrantee will
obtain prior written approval from OHCS when adding additional subrecipients or renewing any
subrecipients.
b) Assurance that completed applications and household benefits are valid and correct. This includes
adequate separation of duties among intake, authorization and fiscal staff.
c) Establishment and maintenance of clear policy for cases where there may be a conflict of interest.
This includes procedures for staff when employees, board members, friends or family members
apply for program services.
d) Establishment and maintenance of clear procedures for management of program applicants and
participants who may have committed fraud and for dealing with public complaints regarding
potential fraud. All incidents of fraud must be reported to OHCS.
e) Establishment and maintenance of clear procedures for preventing, detecting and dealing with
employee fraud. All incidents of fraud must be reported to OHCS.
MGA 21-23 Exhibit F, General Program Element Terms and Conditions
Page 1 of 2
9) Allow OHCS and its representatives access to, and to furnish whatever information and/or
documentation OHCS and its representatives determines is necessary or appropriate to conduct reviews
and monitor progress or performance to determine conformity with program requirements. Subgrantee
shall permit OHCS and its representatives to visit its sites and require subrecipients to permit OHCS and
its representatives to visit their sites, to inspect same, and to review, audit, and copy all records OHCS
and its representatives deem pertinent to evaluating or enforcing program requirements at any reasonable
time, with or without benefit of prior notification. Subgrantee and its subrecipients shall cooperate fully
with OHCS and its representatives.
10) Maintain accurate financial records satisfactory to the department, which document, among other things,
the receipt and disbursement of all funds provided through the program by the department; and have an
accounting system in place satisfactory to the department, which meets, among other things, generally
accepted accounting principles.
11) Maintain other program records satisfactory to the department, which document, among other things,
client eligibility requirements, receipt of allowable program services, termination of services and the
basis for same, housing and income status of clients, administrative actions, contracts with
subcontractors, review of subcontractor performance, action taken with respect to deficiency notices,
and any administrative review proceedings. Such records shall be in substance and format satisfactory
to the department.
12) Provide the department with reports, data, and financial statements, in form and substance satisfactory
to the department, as may be required or requested from time to time by the department, which shall be
in a format prescribed by the department.
13) Furnish representatives of the department, the Oregon Secretary of State's Office, the federal
government, and their duly authorized representatives' access to and permit copying of all books,
accounts, documents, records and allow reasonable access to the project and other property pertaining to
the program, at any such representative's request.
14) Assure that data collection and reporting, including data entry for program funded activities, be
conducted through the use of an OHCS approved data collection system (such as ServicePoint and
OPUS), where applicable by program requirements.
15) Ensure that data collection, entry and reporting occur in an accurate and timely manner as satisfactory to
OHCS.
MGA 21-23 Exhibit F, General Program Element Terms and Conditions
Page 2 of 2
City of Ashland Monthly Congregate Shelter Cost -CORRECTED
Melissa Markos <mmarkos@accesshelps.org>
Sat 2/17/2024 2:10 PM
To:Sabrina Cotta <Sabrina.cotta@ashland.or.us>;Doug McGeary <doug.mcgeary@ashland.or.us>,-Linda Reid
<linda.reid@ashland.or.us>
Cc:Melanie Doshier< mdoshier@accesshelps.org >;Carrie Borgen <cborgen@accesshelps.org>;Anne Gesling
<agesling@accesshelps.org>
[EXTERNAL SENDER]
Dear Sabrina,
In our haste to get this to you late Friday, the original email contained a few typos. They
are corrected in the email below along additional clarifications. Our apologies for any
inconvenience the original email caused.
Thank you,
Melissa Markos
Grants/Relationship Manager- COC OR-502 Lead
P: (458) 488-1216
www.accesshelps.org
ADvqCrrur-,liS
CONTINUUM of CARE
Confidentiality Notice: This message is intended exclusively for the individual to whom it is addressed. This communication may contain information that is
proprietary, privileged, or confidential or otherwise exempt from disclosure. If you are not the named addressee, you are not authorized to read, print,
retain, copy, or disseminate this message or any part of it. If you have received this message in error, please notify the sender immediately by e-mail and
delete all copies of the message.
Dear Sabrina,
hope this email finds you well. Per your request, we conducted an analysis of the average
operational and facility cost of a congregate nightly shelter in Jackson County. We have
determined the average cost ranges from $2,000 to $3,000 per bed per month.
In the interest of aligning our efforts with other community investments, we have prepared a
breakdown of the initial and proposed additional investment for the facility as well as the
operational costs of a 30-bed shelter over a 10-year period. Please note that the operational
costs include all services.
We used the 10-year period for this example because that is the amount of time it would take
for the Ashland nightly shelter to compare with other Jackson County shelter monthly costs per
bed. Also, the 10-year period is what was asked in the application and answered in the
affirmative by the City of Ashland. This application was used by the rating and ranking
committee to determine which community partners received funds through the Executive Order.
Please let me know if you need additional clarification or information.
Cost Breakdown
Initial Investment: $1,158,200
Building Remodel Investment: $1,800,000
Operational Period 10 years: $8,400,000 ($70,000 per month for 30 beds)
Total 10-year Investment: $11,358,200
Per Bed/Per Month Cost: $3,155
Please let us know if this 10-year commitment would work for the City of Ashland as soon as
possible. Should you require any further information or clarification regarding these figures,
please do not hesitate to reach out. We are committed to assisting you in your endeavors to
enhance community services and support initiatives for those in need.
Thank you,
Melissa Markos
Grants/Relationship Manager- COC OR-502 Lead
P: (458) 488-1216
www.accesshelps.org
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CONTINUUM of CARE
FY 2022 - 2023
City Grant
Report
Ashland Chamber of Commerce
Travel Ashland (Visitor & Convention Bureau)
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A word from the Chamber
The Ashland Chamber of Commerce is honored to present the City Grant report in collaboration
with Travel Ashland (Ashland Visitors and Convention Bureau) for the FY 2022-2023. The Ashland
Chamber has been producing a report annually, to the City on behalf of our destination tourism,
promotional efforts since the first grant was received in 1982.
The Ashland Chamber is the umbrella organization that administers the grant to manage and
promote destination tourism for Ashland. A dedicated staff and budget, Travel Ashland Director
and industry professionals who serve on the Travel Ashland Committee create, execute and
manage the programs, projects and events. The Chamber, in collaboration with Travel Ashland,
amplifies what the tourism program creates.
As the following report details, Travel Ashland expanded the implementation of their brand
platform effectively reaching new targeted persons in both drive and flight markets, coupled with
the interests and seasons that drove the campaign architecture. Within the reporting fiscal year, a
new event was produced, the Ashland Mystery Fest that garnered nearly 1000 attendees in its first
year. Travel Ashland also incorporated data platforms to further inform our decisions and planning
concerning visitation and travel trends. Travel Ashland invested time and resources building assets
for promotions with imagery and film along with launching a new YouTube channel, creating
polygonal targeted audiences (PTA) campaigns and garnering strong engagement.
Please review the Executive Summary in the report for highlights of the scope of work
completed by Travel Ashland along with the detailed description of Travel Ashland's work
throughout the report.
Alongside the effective destination management of Travel Ashland, we serve as the Economic
Development entity as well as a vibrant membership organization. Our strong partnerships include
our state and federal legislators and staff, private and non-profit key leaders, business owners
and the City which continues to grow as we collectively address issues and challenges.
Following the completion of the Economic Diversification strategy for Ashland in October of 2022,
the implementation of work done with each pillar identified has incorporated focus groups,
subject matter experts and actionable changes that are currently taking place and planned for
the year ahead. From downtown revitalization to expanding the talent pool and fostering business
growth, we are creating positive changes that are long-term solutions. Diversifying tourism, while
a consistent effort of Travel Ashland has expanded to include work with the city on creating fertile
ground and streamlining the process of having events in Ashland.
We support our businesses as well as our community seen through our programs including our
Emergency Preparedness work and partnerships.
With over five hundred members, representing thousands of employees, the Chamber promotes
the entire community. We believe by working collectively we are successful. It is with appreciation
that we present the enclosed report and stand ready to continue to be a partner in Ashland's
success.
Sandra Slattery Deena Branson
IJ404�� Executive Director
Chamber Board President
Travel Ashland effectively
leverages grant dollars to
support a year-round
workforce, visitation and
quality of life. Tourism dollars
generated support essential
services for the City and our
economy.
• In the reporting fiscal year, Travel Ashland
expanded our brand platform implementation
through our targeted marketing strategy and
channels attracting new visitors year-round from
both flight and drive markets.
• We strengthened our industry partnerships with
regional and statewide partners; supported and
amplified Ashland events and created a new
event, Ashland Mystery Fest.
• We incorporated new data platforms to better
inform and forecast our decisions and planning.
We produced new assets in film and imagery and
further diversified our visitor base.
• Travel Ashland leverages lodging tax grant dollars
to promote our destination and diversify our visitor,
by providing the furthest, effective market
outreach and destination management that
businesses and partners depend upon.
• For the past 41 years, the City's investment has
enabled Travel Ashland to generate lodging tax
dollars with our industry partners and operators to
fuel Ashland's economy.
• These dollars and the impact of visitation also
support our year-round workforce, enhance our
quality of life, fund essential services and sustain
amenities that residents value. It underscores why
we live here.
• Of the lodging tax generated: 70% goes to the
City's general fund; 30% are restricted tourism
dollars that, by state law, must be reinvested back
into the tourism industry.
Table of Contents
05 Purpose, Mission, Organization and Report Background
06 Executive Summary
08 Who is Travel Ashland and what do we do?
18 Regional and Statewide programs
19 Visitor Research Study Highlights
22 Industry Statistics
29 The Ashland Brand
32 Brand Implementation
33 Program Analytics
38 Paid Media Analytics
43 Social and Website Analytics
50 Economic Diversification Study
52 Media Coverage and Hosting Writers
54 Groups, Tours and Conferences
55 Publications
59 Travel Ashland Events
62 Administration and Operations
63 FY 2022/2023 Budget
64 2022/2023 Travel Ashland Committee and
Chamber Board of Directors
L3
Purpose
Travel Ashland's job is "to manage and promote Ashland to visitors traveling from more than 50 miles to
Ashland and to visitors who stay overnight in Ashland. Promotion includes digital advertising, publicizing,
distribution of printed materials, marketing special events and festivals, conducting strategic planning, visitor
center management and research necessary to stimulate tourism development." Excerpt from Agreement
for Services between City of Ashland and Ashland Chamber of Commerce 2022- 2023.
Mission
To deliver an unmatched travel experience that engages the visitor, encourages repeat visitation, converts
visitors into potential residents and services groups, tours and conferences. Attracting outdoor travelers,
culinary and wine enthusiasts and those with cultural interests, Travel Ashland researches, analyzes and
assesses the visitor and our assets to best promote, respond and pivot using the latest tools available through
times of crisis, opportunity, recovery and expansion.
About Travel Ashland
For forty-one years, the City of Ashland and the community have relied on Travel Ashland (Ashland's official
Destination Marketing Organization) through an annual grant, to promote Ashland as a unique year-round,
travel destination.
Travel Ashland's work is done through leveraging dollars received through the grant and fostering strategic
partnerships with public and private sectors to promote and engage the tourism industry and visitors while
conducting effective research and analysis each season that focuses
on growing business in times of lower occupancy.
About this Report
With the passing of Ashland City Council Resolution 2021-03, Ashland Chamber and Travel Ashland are
required to submit an annual report regarding funds received during the prior fiscal year pursuant to ORS
320.300 through ORS 320.350.
Executive Summary
Fiscal Year 2022-2023
The following grant report represents the Fiscal Year 2022-2023 (July 2022 - June 2023) and the
work completed in compliance with the grant guidelines and purpose stated in the contract for
services between the City of Ashland and Ashland Chamber/Travel Ashland (VCB).
Travel Ashland is nimble as it assesses and responds to each month and season in terms of
visitation and travel trends to make informed decisions going forward with promotions, campaigns
and projects. Now that we are past the pandemic, we saw significant strength in 2022 with
travelers emerging out of the pandemic. The outdoor industry was at an all time high in terms of
revenues along with the vacation rental market. 2023 saw some softness not only in Ashland but
around the country as domestic travel compressed with many Americans traveling abroad on
postponed trips from the pandemic. Watching these metrics and data points was key to not only
refer to year over year numbers but relating to pre -pandemic revenues for our businesses.
Travel Ashland's unique role as a destination organization is to inspire and attract visitors to
Ashland. We do this through our partnerships, our targeted marketing strategy and brand platform,
projects, promotions and programs.
In this report you will find a recap of the scope of work completed. Quarterly updates have been
presented to Ashland City Council, Mayor and Staff over the course of this fiscal year and are
referenced throughout. This proactive, frequent communication and transparency has enabled a
stronger alignment and understanding of the work of Travel Ashland.
Travel Ashland invested in new data platforms to inform our decisions and planning that include
Datafy which houses visitor geolocation, vehicular and consumer spending data. AirDNA provides
vacation rental data that can help balance out the conversation when looking at the entirety of
the lodging industry in Ashland knowing traveler trends are emerging the way in which people
travel and stay.
Asset development was a major investment and effort in creating film and imagery for each of the
brand personas, interests, seasons and utilizing them through our channels.
Travel Ashland's analytics were strong and grew year over year in terms of our engagement
through our display advertising, search campaigns, our site traffic to www.travelashland.com
along with our social channels on FB & IG which saw a major increase in followers and reach.
Within the reporting fiscal year, Travel Ashland launched multiple polygonal targeted audience
campaigns, where we can track the visitors that were here during a certain time period and invite
them back through targeted marketing campaigns. Travel Ashland launched its YouTube channel
that houses the finished promotional videos and is garnering strong engagement as well. We
annually produce the Ashland Visitor Guide and the Llving & Doing Business Guide informing
visitors and those looking to relocate.
Travel Ashland's work with groups, tours and conferences has continued to return from hosting the
Oregon Restaurant and Lodging Association conference with Neuman Hotel Group to securing
future conference business such as the Oregon Mayor's Association in summer of 2026 to the
Oregon River Systems conference. Travel Ashland hosts media and travel writers to garner the 3rd
party perspective with many scheduled for 2024.
EXECUTIVE SUMMARY
FY 2022-2023
Regional and statewide alignment is strong, and Travel Ashland remains a key player at the table
with partners such as Travel Oregon and Travel Southern Oregon, continuing to position Ashland
as a vital visitor destination.
Travel Ashland worked in fostering a more fertile ground and streamlining the event process to
build more year-round events. Those efforts should come to fruition in 2024. Travel Ashland
produced a new event, the Ashland Mystery Fest that welcomed nearly 1000 folks and is due to
grow exponentially in 2024.
We continue our mission to educate, promote, to assess, listen, support and move forward with the
goal of increasing visitation, towards a steadier visitor volume thus increasing revenues of the
Transient Occupancy Tax and Food & Beverage Tax and the tourism industry. This is a collective
effort through growing our valuable partnerships and diversifying our visitor. The overarching goal
is to deliver a unique travel experience that engages the visitor, encourages repeat visitation and
converts visitors into Ashland residents. This is done through servicing individuals, industry partners,
groups, tours and conference attendees. We accomplish this through our scope of work and
strategic initiatives.
Ashland Chamber and Travel Ashland (VCB) have a unique vantage point, serving as a sounding
board, fostering effective partnerships and innovative programs that position our organization. In
addition to the traditional responsibilities of a Chamber of Commerce and membership
organization, we enjoy the added responsibility of a Destination Marketing and Management
Organization and a key element of the City of Ashland Economic Development Strategy.
Travel Ashland (VCB) continues to serve as the gateway to Ashland, Southern Oregon, all of Oregon
and the Pacific Northwest with approximately 60% of visitors continuing to arrive to Oregon through
our corridor. We are open to the public year-round, free of charge, providing an authentic
message and superior travel experience. We submit this report for your review and thank you for
your continued partnership and investment.
Katharine Cato Sandra Slattery
Travel Ashland Director Executive Director
Who is Travel Ashland and
what do they do?
Serving as a regionally and statewide recognized Destination organization, Travel Ashland's role is to
effectively use dollars, received through the grant that is funded by lodging tax revenue collections and to
foster strategic partnerships with public and private sectors to promote and engage the tourism industry
and visitors.
For forty-one years, the City of Ashland and the business community have relied on Travel Ashland (Ashland's
official Destination Organization) through an annual grant, to promote Ashland as a unique year-round travel
destination, to visitors.
Travel Ashland promotes all of Ashland, its experiences, events and seasons to targeted personas, interests
and markets established in our brand platform. Engaging and educating new and existing visitors to visit
Ashland, to spend dollars in Ashland's lodging, retail, restaurants, wineries, outfitters and attractions is at the
heart of the work they do.
Travel Ashland attracts, promotes, services and supports groups, tours and conferences through
collaborative partnerships. They serve as a sounding board to the tourism industry, members and
businesses, providing support, guidance and facilitating opportunities to grow together depending upon the
issue, the partner or timing.
They work closely with our stakeholders to support their efforts in delivering an unmatched travel experience
that engages the visitor, encourages repeat visitation, converts visitors into potential residents and services
groups, tours and conferences.
Travel Ashland uses metrics such as the lodging tax revenue collections, food and beverage tax collections
along with new data platforms they have invested in including the STIR lodging reporting, Datafy that tracks
on vehicular data, consumer spending data and geolocation data. They also have invested with AirDNA to
track vacation rental data and show trends over time.
Travel Ashland produces, manages and distributes the tools that visitors use to make their travel plans such
as Travel Ashland's social media channels on Facebook and Instagram. They launched our YouTube channel
that has garnered strong engagement. Travel Ashland's website, www.travelashland.com guides visitors
effectively within the site to serve them the most relevant information in the fewest clicks in mobile, tablet
and desktop versions.
Travel Ashland produces an annual Visitors Guide that showcases a calendar, maps, Itinerary ideas and
reasons to make Ashland their next travel destination. The digital version of the Guide can be downloaded for
free. The Ashland Map Guide provides wayfinding and access to Ashland's recreation and outdoors
including Lithia Park, the Ashland Watershed, the City of Ashland and Parks. Free digital version available on
all sites and www.avenzamaps.com
Travel Ashland manages the visitor center and Plaza information kiosk serving tens of thousands of visitors
year-round with the help of nearly 50 volunteers. We operate the Travel Ashland Advisory Committee made
up of tourism industry representatives from lodging, restaurant, outdoor outfitters, wine industry, retail, theater
and attractions. This advisory committee assesses each season's visitation and provides input to planning
campaigns and programs that Travel Ashland carries out.
WHO IS TRAVEL ASHLAND
WHAT WE DO
Travel Ashland produced a new event in October 2023, the Ashland Mystery Fest and are working closely
with the City to foster fertile ground and a streamlined process for events year-round in Ashland. They
produce major events including the Festival of Light Celebration, the Fourth of July and the Children's
Halloween Celebration.
Travel Ashland works collaboratively and supports many community events with partners such as
SOPride, Rogue World Music Festival, Oregon Chocolate Festival, Ashland Mountain Challenge, Mt. Ashland
events, Ashland Gallery Association, OSF, Britt and outdoor partners.
Evolving Cultural offerings
Ashland's cultural offerings span beyond performing arts to visual arts, music, heritage and so much more.
Pre -pandemic, a third of Ashland's visitor base were Oregon Shakespeare Festival (OSF) playgoers. That is no
longer the case. Visitors are coming for many different reasons and doing a spectrum of activities while here.
OSF is one of those amenities alongside our culinary scene, wineries, trails and other cultural offerings.
For the past decade Travel Ashland has been diversifying our visitor base with new visitors for new reasons
such as the outdoors, trails, access to nature, culinary and wine scene, relaxation, art and music.
OSF remains a cornerstone of Ashland's cultural draw and Travel Ashland is enthused by OSF's 2024 season
that is returning to a fuller repertoire of plays thus drawing back OSF patrons who have come in the past
along with new visitors that can include OSF in their itineraries.
Embracing the change the Ashland visitor and industry became less reliant on OSF's playgoer when they
were closed during the pandemic. This was a significant acknowledgement to the strength of the other
reasons visitors come to Ashland.
EVOLVING CULTURAL OFFERINGS
FY 2022-2023
There are many other cultural reasons visitors are drawn to Ashland. Through our Visitor
Research and Analysis Study, we found visitors are not just coming for one reason or
experience, but they are coming to experience a multitude of experiences and therefore
spend more time and engage with more of the amenities Ashland offers.
Performing arts beyond OSF OSF has been the platform for many other theaters to grow,
some of which attract both visitors and locals. The Oregon Cabaret, Rogue Theater
Company, Ashland New Plays Festival and neighboring Camelot Theatre offer shows
and are selling out in many cases.
Heritage There is a strong collaboration with the Arts Commission and regional partners
to grow Ashland's heritage tourism that draws visitors. Beyond history, it is the story and
roots of how Ashland and our area evolved.
Music With our proximity between Portland and San Francisco, we have the ability to
attract more musicians and performances that create a visitor draw. 2023 saw major
strides in building back our music scene at Britt, Oregon Center for the Arts and the
Rogue Valley Symphony partnering with OSF to utilize their venue for a sold -out holiday
performance.
Visual Art Ashland artists, studios, markets and the creative community draw visitors
from all over the world to Ashland. Art Beyond is an example of collaboration with
natural spaces and art produced by the Schneider Museum of Art every other year.
Shopping Visitors are drawn to Ashland for an authentic, shopping experience, forming
relationships with independently owned shops and store owners who create retail
experiences for them that are memorable. Given the changing visitor demographics, we
have been and continue to assess how it is affecting retail trends in product demand
and spending.
Ashland's culinary scene draws visitors as its own reason to visit along with serving as the
backdrop to the many destination trips visitors plan to Ashland. Over 100 restaurants, our creative
chefs and proximity to locally grown and produced goods provide a year-round experience.
Coupled with the growth of our wine industry, tasting rooms and identity as the Rogue Valley AVA,
the number of culinary travelers, wine enthusiasts and agritourists have increased year over
year- being drawn to our emerging wine country, award -winning chefs, innovative restaurants,
breweries and food artisans coupled with the unique destination of Ashland.
Many culinary events drive visitation in the off-season and throughout the year. Regionally, with
the formation of Rogue Valley Vintners and Rogue Valley Wine Country identity, signifying
southern Oregon as a wine destination synonymous with a southern Oregon vacation, there is
growth in attracting more wine enthusiasts to our region of all ages. In 2022, Rogue Valley AVA
was nominated as one of the Top 5 Wine Regions in the World by Wine Enthusiast.
Another regional example is the Rogue Valley Food Trail, launched in 2020, a collaborative effort
with Travel Oregon, Travel Southern Oregon, Travel Ashland and local partners that showcases
itineraries highlighting agritourism - farms, food artisans and onsite experiences throughout the
Valley.
By hosting culinary travel writers and influencers, the Ashland culinary scene is being noticed
and written about through multiple media channels and gaining more followers on social media
channels.
Despite workforce challenges and rising costs, Ashland restaurants, artisans and wineries remain
strong, nimble and continue to provide the unmatched hospitality Ashland is known for. Through
our economic work, we are creating ways to foster workforce development. The more we
promote year-round visitation, the more supported a year-round workforce is employed.
Ashland has always attracted outdoor travelers to experience its trails,
mountains, lakes and rivers. Given Ashland's unique location at the
convergence of the Cascade and Siskiyou Mountain ranges and
proximity to the Pacific Crest Trail, Ashland is an ideal basecamp for
adventure. Travel Ashland's brand promotes that and its accessibility
to the trails.
Continuing to foster the growth of the basecamp aspect is one of the identified key initiatives of
the Ashland Chamber's Economic Diversification Study, Diversifying Tourism pillar, released in
October 2022.
With the backdrop of the Ashland Watershed, Mt. Ashland and accessibility to trails and regional
terrain, what sets Ashland apart from destinations such as Bend is that Ashland is a mountain
town with unmatched cultural and culinary amenities such as Rogue Valley Wine Country, over 100
restaurants and the arts. By attracting the responsible outdoor adventure traveler, we sustain
Ashland's quality of life and thus attract a future, active workforce.
The outdoors has been the leading reason new visitors are coming to Ashland. With the past
visitor economy comprising a third of the visitor base attending plays at OSF, their characteristics
were traditional, older, loyal and predictable with long-term booking windows.
Through the pandemic, the outdoor industry exploded and everyone was interested in getting
outdoors and recreating. The industry observed a major bubble from 2020 through early 2023 that
is starting to right size to pre -pandemic numbers. This includes sales within the outdoor industry,
visitation, trips and traffic. In 2022 we saw the sustained growth of the outdoor adventure coming
to Ashland. Handlebar, the new bike shop with a coffee bar in downtown Ashland is an example of
how visitor interests can drive business growth. It is exciting to have new energy in the downtown.
For over a decade, Travel Ashland has been enacting that outdoor message and invitation to
visitors to educate them on reasons to enjoy Ashland beyond the Oregon Shakespeare Festival
that we will continue to do. As a community and as businesses, we have an opportunity to
welcome, attract and build relationships with outdoor adventurer travelers who are coming to
Ashland.
ASHLAND'S OUTDOORS FY 2022-2023
Our outdoor partnerships and work to showcase
Ashland's outdoors include:
• With partners like Mt. Ashland and the Ashland Forest Resiliency project along with
Rogue Valley Mountain Bike Association, Rogue River Siskiyou National Forest, BLM,
Ashland Devo and Ashland Woodland Trails Association, Ashland's trails and assets
are maintained through effective stewardship practices and encouraging
responsible recreation. These assets and easy access enable Ashland to grow as an
unmatched outdoor destination for runners, hikers and riders.
• Currently we are exploring how best to disperse mountain bikers throughout our trail
system, looking at developing wayfinding and connectivity to town and businesses.
Travel Ashland serves as the Lead Proponent, and drove the effort to get the official
designation for the Cascade Siskiyou Scenic Bikeway (CSSB), one of 14 Scenic
Bikeways in Oregon and was designated by the Oregon State Parks and Recreation
commission on June 25th, 2015.Of the thousands of proposed miles, the Scenic
Bikeway committee reviews, less than half is recommended. The route begins at
Garfield Park on East Main, travels up the Green Springs Hwy 66, over Hyatt and
Howard Prairie and back down Dead Indian Memorial Road to Garfield Park, totaling
52 miles. The Scenic bikeway has seen an increase in ridership. When weather is
conducive, The Up and Down Bike Event each July commemorates the route
welcoming over 100 riders. Official signage has been installed along the route to
create awareness for riders.
Ashland's visitor is diversifying and there is new data on the outdoor traveler - the
mountain biker. Mountain biking is one of the fastest growing sports in the country
and is the current number one user of public lands in the country. The average
mountain biker spends $491 for a weekend visit to a destination. (source: IMBA)
Ashland is currently shuttling over 3,000 riders per year up into the Ashland
Watershed.
Travel Ashland and the Ashland
Chamber effectively communicate,
educate and inspire our industry and
visitors during periods of growth,
challenge and opportunity. Businesses,
owners and employees of Ashland
depend on us.
Travel Ashland and Ashland Chamber serve a role only we possess. This is a very
unique position in the community and business industry that allows us to create
such valuable partnerships, lean on those in times of crisis and serve as a sounding
board to a diversity of organizations, residents, visitors, members and private sector
businesses. From retailers to hotels, restaurants, outfitters, wineries, artisans,
galleries, theaters and our community, relies on us.
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Annual Report FY 2022-2023
15
Officially Designated Tourism
Organizations and Alignment:
Travel Ashland's partnerships are inherent to our success. We
maximize and leverage exposure for Ashland as a major
destination through strong cooperative efforts by sharing the
message of the brand with partners and stakeholders while
growing partnerships within the industry and fostering the
growth of industry relations locally, regionally and statewide.
Industry Partners
TRAVEL
OREGON
TRAVEL
SOUTHERN
OREGON
ASHLAND
OREGON
• Private sector partners include lodging, restaurants, wineries, attractions, retailers, outfitters,
members of Ashland Chamber and beyond
• Oregon Tourism Commission dba. Travel Oregon (statewide tourism) Travel Oregon has
created a 10-year strategic plan and is building new grant opportunities across the state.
• Ride Oregon - cycle tourism branch of Travel Oregon
• RDMO's (Regional Destination Marketing Organizations)
o Central Oregon Visitors Association
• Eastern Oregon Visitors Association
• Oregon Coast Visitors Association
o Travel Southern Oregon Past President and current Board Member: Katharine Cato, Travel
Ashland Director. Alignment with our regional partners is key to providing a positive and
consistent visitor experience and effective industry communication. Exposure from features
and opportunities to host travel writers come through this partnership channel.
ODA - Oregon Destination Association - Current President and Board Member, Katharine Cato
serves representing Southern Oregon in the statewide discussion on issues such as lodging
taxes, funding, visitation trends. This statewide DMO organization advocates, educates and
supports the tourism industry and its leaders.
• ORLA- Oregon Restaurant & Lodging Association Workforce development issues continue to
be a central challenge for most industries, including tourism and hospitality. ORLA and Travel
Oregon are looking at what a partnership might be in tackling the workforce development
challenges and beyond with the goal of strengthening strategies to be supported and
implemented by DMOs at the community level.
• Regional DMO's (Destination Marketing Organizations):
o Travel Medford
• Discover Klamath
• Travel Grants Pass
• Experience Roseburg
INDUSTRY PARTNERS
• Travel Southern Oregon Coast
• Visit Bend
• Travel Salem
• Travel Portland
FY 2022-2023
• Rogue Valley Vintners and Rogue Valley Wine Country -Current Board Member, Katharine
Cato. The Rogue Valley's organization that promotes wine in the Rogue Valley AVA and the
Applegate AVA.
• Oregon Film and Television Office and Film Southern Oregon
• OTIC- Oregon Tourism Information Council
• OTTA- Oregon Tour and Travel Alliance
• NTA- National Tour Association
• IFWTW- International Food & Wine Travel Writers
• BATW- Bay Area Travel Writer
• Oregon State Parks and Recreation Scenic Bikeway Committee
• Federal Agencies:
• The Nature Conservancy
• Bureau of Land Management
• United States Forest Service
we]Zes
• We value our Local Partners and work with them to support them, collaborate and expand
our success: Jackson County - bicycle and pedestrian, roads and parks divisions; Ashland
Parks and Recreation; Ashland Forest Resiliency Project (now AFAR); Rogue Valley Vintners;
Rogue Valley Symphony; Ashland Independent Film Festival; Stay Ashland; Ashland Gallery
Association; Britt Festival; Oregon Shakespeare Festival; Southern Oregon University;
International Mountain Bike Association; Rogue Valley Mountain Bike Association; Siskiyou Velo
Club; Rogue Valley Growers and Crafters Market; Klamath Bird Observatory; Scienceworks
Hands On Museum and Mt. Ashland Ski Area among many others.
Crisis Communication:
Ashland Chamber and Travel Ashland have longstanding partnerships with legislators, representatives,
regional and statewide organizations that are key to be able to rely on when challenges and crisis are
present. From wildfires, poor air quality, the pandemic, and tragic issues that arise, we have a strong network
and communication plan to ensure we are informing the visitor of real time, transparent information so they
can make the best travel decisions.
INDUSTRY PARTNERS
Regional and Statewide Tourism Programs
FY 2022-2023
The Travel Ashland director, Katharine Cato serves on the Travel Southern Oregon Board of Directors and
is Past President. Travel Ashland has had a continued presence at the regional tourism table since its
inception.
After decades of deliberation Siskiyou Welcome Center opened for Labor Day Weekend 2019 with a
regional gala opening including partners from around the region with collaborative efforts from Travel
Oregon, Travel Southern Oregon and local DMO's and attraction. It is open daily until 7pm
in the summer and 5pm in the winter. It is staffed by employees of Travel Southern Oregon and managed by
TSO under contract with Travel Oregon. The welcome center is located at the ODOT Siskiyou Safety Rest Area
along the northbound 1-5 corridor, near milepost 12 south of Ashland. The welcome center serves as a respite
for travelers coming from the Siskiyou Summit, the highest pass on 1-5 between Canada and Mexico.
Additionally, it provides an opportunity for visitors to learn about and be inspired by Oregon. The center is
staffed by experts offering concierge -style guest service.
Oregon State Welcome Centers Travel Oregon operates staffed welcome centers at key entry points
around the state. These welcome centers are an essential part of a visitor's experience and provide in -
person engagement with Travel Oregon's brand. They are able to offer this efficient and extensive program
thanks to critical partnerships with Oregon Parks and Recreation Department, ODOT, Oregon Travel
Experience, Seaside Visitors Bureau, Port of Portland, and the Port of Morrow.
OREGON GOVERNOR'S CONFERENCE ON TOURISM Each year Travel Oregon hosts the Oregon Governor's
Conference on Tourism in a different part of the state.
Oregon Destination Association serves as the statewide DMO/RDMO voice for tourism advocacy with the
legislature as well as fostering education and collaborative opportunities such as the annual ODA
conference, quarterly ODA member webinars to focus on the latest needs such as governance, advocacy
blueprints and working to ensure our regional partners are best supported and informed during the
legislative session.
For more information on Regional programs visit:
www.southernoregon.org/industry
For more information on Statewide programs visit:
www.industry.traveloregon.com and https://oregondestinationassociation.com/
Travel Ashland's Visitor Research and
Analysis study followed by the Ashland
Chamber's Economic Diversification
Study informed and established a solid
foundation for a new Ashland brand
and building future resiliency for
Ashland's economy and tourism base.
Since the inception of Travel Ashland, our programs and promotions have been
based on quality research. Given the anecdotal changes we were observing in pre -
pandemic years then exacerbated by the pandemic, OSF's closure and increased
poor air quality due to wildfires since 2017, Travel Ashland embarked on the Visitor
Research and Analysis Study outlined below.
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Annual Report FY 2022-2023
H
VISITOR STUDY FY 2022-2023
Travel Ashland has been diversifying the type of visitors Ashland welcomes for decades including the
younger, outdoor and culinary traveler. Balancing this with the historical, cultural traveler, and working to
maintain the steady visitor volume throughout the year, Travel Ashland embarked on the visitor study to
explore new trends, competitive markets, and the highest potential visitor personas to target in future
marketing.
Visitor Study Background:
Upon receiving funding in July of 2020 earmarked for research, Travel Ashland embarked on the project
with the chosen firm through an RFP process, Destination Analysts (currently known as Future Partners)
and launched the study in November 2020. created a Request for Proposal to conduct a Visitor Research
and Analysis Study.
The Visitor Study's scope of work included researching the Ashland leisure visitor - the previous and
current visitor, the first-time visitor, as well as future and potential visitors. Based on the current and
common observations, we wanted to explore the changes in loyalty, demo and psychographics, their
spending trends and length of stay. The study also analyzed personas including families, wine travelers,
culinary, outdoor adventurers, arts and culture as well as young travelers. We explored new seasonality
trends and potential that is driving travel consideration to Ashland. As well as competitive markets such as
Bend, Lake Tahoe and Healdsburg and evaluated new market potential. The scope of work included
recommendations on how to best leverage our assets. Deliverables included an in-depth analysis and
assessment of the above that would then drive our informed marketing decisions, strategic direction and
ultimately a new brand for Ashland.
The study included three surveys, the first being a quantitative survey of Leisure Travelers in Key Markets
(1500 results from LA, San Francisco, Seattle, Sacramento/Redding and within the state of Oregon) from
those respondents.
The second survey consisted of qualitative In-depth Interviews of individuals who were vetted through our
research firm that showed strong interest to travel, were a diverse group and had a high potential to
Ashland. Ten, 45-minute interviews were conducted which provided key insights into unfiltered feedback
and perceptions of Ashland.
The third survey was of Owned partner databases that included over 5700 responses who had visited
Ashland within the past 3 years and were engaged with one of our key partners such as Mt. Ashland,
Neuman Hotel Group, Weisinger Family Winery, OSF and Momentum River Expeditions. The balance of these
3 surveys provided us a well -round analysis. The findings from this study will then serve as the foundation for
the new brand and guide the updated marketing strategy.
The deeper level of research revealed key findings that validated our observations of the largest shift in
Ashland's visitor base trending younger and here to do a multitude of activities including wine tasting,
outdoor adventuring and shopping. The study found we have a clear opportunity to educate new and
potential travelers, expand upon drive markets, push into new flight markets and increase steady visitor
volume year-round. It found Ashland's strengths to be a walkable, small, friendly, welcoming town with
scenic beauty with well established wellness protocols in place that was and still is important to those
respondents of the survey.
VISITOR STUDY
FY 2022-2023
The focus of this study was on the visitor and will influence the larger research project the Ashland
Chamber and Travel Ashland are concurrently doing. These findings have been embedded in the
overarching Economic Development analysis we kicked off in November of 2021 that will analyze all
sectors including the evolving regional visitor industries that are responding to these changes.
View the Executive Summary of
the Visitor Research and Analysis
It is important to note in these rapidly changing times we have particular strength that we are nimble and
flexible to react to market changes and constantly adapting our marketing efforts to reflect those trends.
Travel Ashland annually analyzes the Food and Beverage tax collections and the Transient Occupancy Tax
collections. We chart the data and look for strengths and weaknesses in seasonal fluctuations. This tells us
when we need to promote and target areas that need focus.
Tourism remains a key driver to Ashland's economy. Ashland continues to be ahead of
the recovery curve compared to other destinations coming out of the pandemic
following along the continued growth of tourism overall. Source: City of Ashland
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Trarsient Lodging Tax Revenue
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`�~ +M1�s ++!$ yey tic .,v' '4,• ,yy ,,r,�O $,, +.,,p ,raw
July -Sept 0 Oct -Dec 0 Jm-Mar 0 April -June
Food and Rwarage RavrwaCoWed
2014 201a 2010 2020 2022
a x rsw a oar-oao 0 .aa-u,r 0 ApN-
:0`:`�_>:.{r:�:
To view Industry statistics from this reporting
fiscal year, see Travel Ashland's quarterly
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reports here.
VISITORS
FY 2022-2023
Tourism is Oregon, according to Travel Oregon's 2022 Economic Impact Report there is
$13.9 billion in total spending that directly generates more than 117,360 jobs. Tourism
generates $643 million in state and local tax revenues. In Southern Oregon there are
over 12,000 tourism related jobs.
(source: www.southernoregon.org industry_ and www.industry.traveloregon.com)
In Ashland, over 2500 jobs are fueled by the visitor spanning Arts, Entertainment,
Recreation, Lodging and Restaurants. Employment, quality of life and the success of
Ashland's economy is directly dependent upon tourism.
This can be shown not only from historical data with growth in the lodging and food & beverage tax
revenues year over year but also through the growth of the number of tourism related business and jobs.
Tourism has contributed to the increase of jobs, payroll and wages and returned as we continue to emerge
from the pandemic. Retail expansion and growth of local businesses along with the revitalization of the
Historic Railroad district catering not only to a local but visitor clientele is fueled by a strong visitor base.
We have seen service jobs returning and stabilizing though there are still challenges with the "back of the
house" or staffing kitchens in restaurants and a need to focus on workforce development in all areas to
ensure we have a steady employment pool. Ashland is trending with national challenges that are being felt
in other destinations as well.
The hospitality industry provides full time and part time jobs for people, including students who can hold
part time jobs enabling them to afford and obtain higher education.
Travel Ashland - City Grant Report FY Global Filters In -State out -of -State Distance: 50 mi-2,782 mi Clusters: All Included
POIs: All Included
22 -23 Dashboard Filters Main Dates: 711122 - 6/30123 Compare Dates: 711121 - 6/30/22
Spend Locations: All Included
Monthly Volume by Visitor Days All Main Dates vs Compare Dates
1.2h1
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C
j 300KI�'I �I�'I y�l� IIIII -I�III I I D I I�I�I lilll Dili III
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2018 02019 02020 02021 02022 02023 2024
2018 0 436.5K 545.6K 462.8K 594.3K 748.9K 903.5K 769.2K 62T.7K 555.5K 543.0K 538.9K
2019 435.1K 397.7K S34.4K 587.5K 673.4K 82TSK 1.OM 828.3K 6711K 582.4K 488.9K 530.1K
1/ 2020 486.6K 471.4K 52051( 408.7K 607.6K 770.6K 934.4K 851.5K 704.51( 677.SK 617.SK 564.4K
2021 450.2K 472.OK 675.SK S72.9K 536.4K 725.9K 930.8K 703.3K 544.6K 511.9K 481.9K 479.8K
9 2022 3875K 413.01K 468.5K 531.2K 648.8K 936.3K 992.1K 8%7K 669.6K 53A4K 423.OK 463.5K
0 2023 R&OK 375.6K 487.2K 504.SK 5542K 728.5K 8983K 6078K 475,81K 449.OK 339.6K 388.6K
2024 0 0 0 0 0 0 0 0 0 0 0
Visitor Days by
Length of Stay
1 Day 4&3% IN 2 Days 9.28%
• 3 Days 6.21 % • 4 Days 7.23 %
5 Days 12.1 % 0 6• Days 16.9%
1
Top Spending to Location
Change in Share of
Change in Share of
Share of Spend
Share of Spend
DMA
Spend vs7/112021-
DMA
Spendvs7/1/2021-
7/1/2022-6/30/2023
711/2022 - 6/30/2023
6/30/2022
6/30/2022
Portland -OR 16.09%
t 1.3%
Eureka
1.74%
+ 0.34%
San Francisco -Oak -San Jose 15.92%
-0.16%
Bend -OR
1.7%
+0.03%
Sacramnto-Stkton-Modesto 8.1%
-F 0.22%
San Diego
1.66%
-0.07%
Seattle -Tacoma 7.86%
- 0.66%
Monterey -Salinas
1.65%
+ 0.13 %
Los Angeles 7.21 %
- 1A5%
Phoenix -Prescott
1.43%
} 0.28%
Eugene 6.12 %
+ D.12 %
Reno
1.42 %
- 0.1 %
Medford -Klamath Falls 4.56%
- 0.36%
Santallarbra-SanMar-Sanl.0
1.25%
- 0,06%
Chico -Redding 3.54%
- 0.2%
Honolulu
1.16 %
} 0.03%
c Dataty - All Rights R-ed
syend,ng dau +einexnes a eralMiCal model a.d sample sue of derrcds. Spend a�g nara nite<ts 31% of Us. <,rd,t aed decor rmd aansacrrons, DATA F �{1
Travel Ashland - City Grant Report FY Global Filters in -state out-of-state Distance: 50 mi - 2,782 mi Clusters: Alt Included
P01s: All Included
22 -23 Dashboard Filters Main Dates:7/1/22 - 6/30/23 Compare Dates: 7/1121-613OJ22
Spend Locations: All Included
Top Markets
Change in Share
% Change in
Change in Share
% Change in
Share of Trips
Share of Trips
of Trips vs
Trips vs
of Trips vs
Trips vs
DMA
/12 -
DMA
7(1/2022 -
7/1/2021 -
7/1/2021 -
7/1/2021 -
7/1/2021 -
6 /30/20/2023
6/30/2023
6/30/2022
6/30/2022
6/30/2022
6/30/2022
Medford -Klamath Fa
21.37 %
- 1.7
.1, 1.7 %
Eureka
3.22 %
- 0.4
4-5.0%
Portland- OR
12.76 %
- 2.0
.l- 8.1 %
Phoenix -Prescott
2.02%
+ 0.6
'T 52.8%
Eugene
10.01 %
- 0.9
y 2.9%
Fresno -Visalia
1.85%
+ 0.1
T 11.7 %
Seattle -Tacoma
7.04%
- 0.1
T 4.2%
Bend -OR
1-43%
+ 0.1
T 15.8%
Sacramlto-Stkton-N
6.6%
- 1.0
.b 7.6%
Reno
1,21 %
+ 0.1
T 16.3%
Los Angeles
5.33%
+ 1.2
T 36.7%
Salt Lake City
1.1 %
+ 0.3
T 49.4%
San Francisco-Oak-S
4.86%
+ 0.5
T V.6 %
San Diego
1,07 %
+ 0.3
T 52.5%
Chico -Redding
4.22%
- 0.2
T 1.4%
Spokane
0.9%
+ 0.1
T 13.6%
..i 1r;._ i j c oatafr - All Rights Res-ed DATA F `f Geolocalydn estimates all are generated from a statislicat model which has lwen Vm aed using h:uorical beeawof, The sptofiC resrdts ate based on an observed sample of devices that �Wt the spetifieo hit,, wtings.
Top Clusters
Top Clusters
Percent Change in Trips
Percent Change in Trips
Share of (2022
Share /2022
Cluster
vs7/1/2021 -
Cluster
vs 7/1/2021 -
-6/30/2023
30/202
6/30/202ps
-6/30/2023
6/30/2022
6/30/2022
External Attractions
6713
R 4.0%
Southern Oregon University
2.08%
'p 316%
City
37.63 °e
T 7.3%
Attractions
1.62%
T 18.4%
Theatres
Z65%
y 18.9%
Wine
0,43%
Jr 9.0%
Districts
6.75%
.le 10.3%
Ashland Lodging
5%
+ 6.7%
Parks
4.28%
T 14.6%
Dining
3.56%
T 21.1 %
Outside Ashland Lodging
2.22%
T 28.9%
-> i c Oatafy All Rights Reserved DATA F't Geololin,om e5limales me genera
ted from a 5tdli51ita1 model which has been Vamed u5mg mstori<al behdv�dr. The spet,fit results are Uwd on an o05ervea sample of devices Ihat meet the spe(16M filer 5etlirig5.
Travel Ashland - City Grant Report FY
22 -23
Top Demographics for 7/1 /2022 - 6/30/2023
Age Income
45-64; 32.9 50-$50K:-14.1 %
25-44:2&5 $100K-$150K:18.8%
65•: 25.2 $SOK -$75K-$75$99K:
K: 13 17.6
16-24:1137G� $150K •: 123%
Top Demographics for 7 /1 /2021 - 6/30/2022
Age
45-64: 35.1
25.44:28.3
65•:24.6
:;*k)%
16-24:12.1 %ft
Glossary
Income
$0-$50K: 31.6 %
$100K-$i50K 22.9%`•
$150K• 17%�
$50K-$751(: 7.8 %
Global Filters In -State Out -of -State Distance: 50 mi - 2,782 mi Clusters: All Included
P01s: All Included
Dashboard Filters Main Dates: 7/1122 - 6/10/23 Compare Dates: 7/1121-6/30122
Spend Locations: All Included
Household
1.2: "A
3542
h:4A1
Household
1-2: 47.2 %
3-5: 42.8% -
6•: 10%W
i
Education Level
High School: 58.2%
Bachelors: 37.2 %
Graduate: 4
Education Level
High 5th0ol: 55.1 %
Bachelors: 39.4%
Graduate: 5.5%�
Ethnicity
White. 80.6%
Hispanic: 123 %�
Asian: 4.7%10
Black: 2%1
Other: 0.6%
Ethnicity
White: 81.1 %
Hispanic 10,9%�
Asian: 5.7%IW
Black: 1.8%1
Other: 0.6%
DATA
Census Demographics - Calculated using the Home Zip Code of the Unique Device, and then matching the zip code to the corresponding data from the US Census
and American Community Survey (ACS).
Cluster - A grouping of POls based on venue type, visit purpose, etc.
Home Zip Code - The inferred home zip code of observed devices. This is determined by a history of observations and patterns of behavior. Our database includes
home zip codes for more than 200 million devices. Home Zip Codes are updated monthly based on the historical pattern of behavior, and our process is capable
of determining when someone moves to a new zip code.
Household Level Demographics - Calculated based on a positive match between a device and a household with a demographic profile. For example, if a college
student lives at home with a parent and visits an attraction, then the household profile would report the income, education levels, and age brackets of everyone
in the household, including the parent. These are aggregated, weighted, and averaged across all the household members and all of the POls visited and dates
observed within the selected filters. Most of the values reported are at the household level, with a few exceptions that are device -level.
Point of Interest (POI) - A physical boundary drawn on a map and utilized to capture mobile device activity within the boundary
Repeat vs One Time Visitors - A calculation of repeat Visitors based on observations of Unique Devices and Trips taken within the selected time frame. Once a
Unique Device is observed a second time at any of the selected POls across the date range in the filters, then that device is "flagged" as a repeat visitor. This
analysis is dynamic and can span multiple years. For example, if a Visitor visits in March 2020, they would contribute to the yellow line in the chart if the date
range covers March 2020. If that Visitor returns and visits again in September of 2021 and the date range in the filters spans March 2020 through September 2021 ,
then that Visitor shifts from a one-time visitor, to a repeat visitor for all of the observations. Therefore, now this Visitor would contribute to the purple line in both
March and September and any subsequent visits.
Trips - The number of distinct trips to a destination by a Visitor or POI. Utilizes a combination of observation patterns, distance traveled, etc. For example, if a
Visitor visits on Thursday through Sunday, that would be considered one single trip. If the visitor returns later that Month, it would be counted as a second trip.
AIRDNA REPORT
FY 2022-2023
Below is vacation rental Demand data showing trends since 2019.
We can see continued strength and recovery through 2023.
Annual Report FY 2022-2023 27
Travel Ashland's Past Research Findings
There has been an inherent value for visitors in Ashland's downtown. This past research also
concluded that the inherent value of the downtown was closely tied to the Oregon Shakespeare
Festival. With the recent and variance in closures, we have seen growth in properties outside of the
downtown. Visitors value the downtown lodging and proximity to our amenities. This underscores the
importance of the commitment and investment to keep our downtown's physical structure and
ambiance vibrant, well maintained and welcoming. Over the past two decades, we have conducted
extensive research to better understand the strengths and weaknesses of the geographic layout of
our accommodations through BR&E (Business Retention and Expansion) surveys, ongoing visitor
profile and lodging analysis studies that were conducted by Rebecca Reid, Independent Research
consultant.
January - March has consistently had the greatest opportunity to grow with the lowest occupancy.
While we prioritize this quarter with targeted campaigns and promotions, we are very nimble to adjust
as we have seen much needed promotion throughout the year, not just in the off season. Given Travel
Ashland's brand, each year we explore how we can grow occupancy and attract visitors with Mt.
Ashland's 60th anniversary season offerings, events in February such as wine releases and in 2024
Shakespeare in Love at OSF by the Rogue Valley Symphony.
• Spring and Summer travel can vary and are seeing market shifts. Through our past research, results
show variance in occupancy based on how each year unfolds whether summer travel is affected by
wildfires, poor air quality, intentional avoidance of the busy season and now COVID. With the current
shift towards a new, first-time visitor, we are researching emerging trends taking into account new
demographics, spending and travel preferences.
• In December of 2022, we initiated a survey to restaurants and lodging to help garner up to date key
data on occupancy and spending trends and fluctuation.
• Over the past decade, we have seen increasing trends such as the last-minute traveler, with a shorter
decision- making window that affects how we market to them, offering incentives to choose Ashland.
Last minute decisions are often made using online tools hence why we must constantly be in front of
the visitor, digitally, directly and in print.
• Wildfires and poor air quality have affected travel. We saw this even more so with the devastating
Almeda and Obenchain fires affecting perception of visiting Ashland. Travelers want transparency,
timely and accurate information when planning their trips. 2019 Travel Southern Oregon's Wildfire and
Visitor Perception Study. As a follow up to the summer smoke filled days of 2018, Travel Southern
Oregon, along with regional partners such as SORCE, Travel Ashland and the Coraggio Group
embarked on a survey for visitors to see the impact of the wildfire smoke on their travel plans,
behavior and outlook. Travel Southern Oregon's Wildfire & Visitor Perception Study was released in
April 2019. The visitor study, which began back in October of 2018, presents tourism partners with
valuable data from recent summer visitors about the way wildfire smoke has impacted the visitor
perception of Southern Oregon as a travel destination. The findings were heartening with 85% of
respondents planning to visit Southern Oregon in the future. The results showed that there is visitor
interest in shoulder seasons, the ways smoke impacts vacation plans and much more. There was also
a major difference in the type of visitor comparing Klamath Basin and Crater Lake to the Rogue Valley
and Ashland visitor. View full report here:
https://d rive g2og le.com/file/d/l Fa RvC80C Ne9trWIIq AfEHOJGgMymenUR/view.
The Ashland brand story
As Travel Ashland was nearing the completion of the Visitor Study, knowing this would be the
foundation for our rebranding, through a thorough RFP process, we chose Intently Collaborative
out of Bend. The choice was based on building a new strategic brand platform using the recent
Visitor Study, an effective measurement system with metrics, key performance indicators, as well
as, fostering a valuable partnership that provided complimentary skills to our team. Their
innovative strategic approach combined with their creative ability and experienced guidance for
implementation is what we enjoy most. The goal is to ensure a voice and overall image of
Ashland that reflects all that Ashland has to offer and resonates with each persona.
Ashland's new visitor brand platform was a project that included four phases. The discovery
phase was an in-depth information gathering process. In addition to intake from the Travel
Ashland team, time was spent reviewing the in-depth visitor study, existing website and social
media analytics, conducting 18 Stakeholder interviews with members of the tourism business
community, Ashland Parks and Recreation and volunteer organizations and detailed brand &
competitive audits.
ASHLAND BRAND STORY FY 2022-2023
Stakeholder interviews conducted during Discovery Phase of Rebranding
Project are below. Intently Collaborative also interviewed each member of
the Travel Ashland Advisory Committee:
Don Anway & Karolina Lavagnino - Neuman Hotel Group Management
Bob Hackett - Travel Southern Oregon Executive Director and former OSF
Marketing Director
David Schmitz - OSF Executive Director
Michael Black and Mike Gardiner - Ashland Parks and Recreation Director and
Commission Chair
Dionne Irvine - Irvine & Roberts Vineyards Owner
Pam Hammond - Paddington Family of Stores co-owner
Lisa Beam - Skout, Pie & Vine, Burrito and Falafel Republic
Bob Horton - Ashland Chamber Volunteer
Dana Preston and Dana Welsh - Ashland Chamber Staff
Scott Malbaurn - Schneider Museum of Art Executive Director
Bryant Helgeland - Ashland Mountain Provisions
Casey Botts and Martin Stadtmueller - Rogue Valley Mountain Bike Association
Torsten Heycke - Ashland Woodland Trails Association
To explore our Brand Platform
and Architecture click here.
Asset Development - Video and Imagery
Our role as a Destination Organization, a Chamber of Commerce as well as an Economic Development
entity is to showcase Ashland and the experiences and serve as a resource to visitors, residents and industry
partners. From media inquiries to collaborative projects where Ashland is featured, we provide imagery,
footage and assets that exemplify Ashland, today. Our assets then are published through our brand,
campaigns, promotions, digital channels, publications, materials and social channels.
Asset creation is an ongoing process and effort that requires time, direction and investment of dollars to
execute the projects professionally.. During the Fiscal year 2022-2023, we contracted with NW Collective out
of Bend, Oregon to create film shoots that garnered deliverables including :5, :15, :30 and :60 second finished
videos that now live on our YouTube Channel along with images of each shoot and raw footage. Each shoot
showcased a different persona, interest and season.
Fall 2022 - a couple enjoying downtown, culinary, wine at
Irvine & Roberts, walk through, Lithia Park, fall colors, dinner
at Brickroom.
Winter 22/23 - 3 friends riding on Mt. Ashland, enjoying
Caldera Brewery and Spa day at Blue Giraffe
Spring 2023 - girlfriends get away with morning coffee, hike
on Bandersnatch, shopping at Websters and dinner at La
Briccola
Summer 2023 - family fun, mountain biking on White Rabbit,
lunch at Skout and showing connectivity with bikes into
town, Splash pad water fun at Garfield Park, shopping and
ice cream at Zoey's
Mystery Fest 2023 - interview with Ellie Alexander and b-roll
during the event showcasing the event attendees, panels,
pop ups, author engagement and mysterious fun around
town
Holiday 2023 - family during the holidays, shopping at
Crown Jewel, ice skating in Lithia Park, hot cocoa at Mix,
enjoying the lights in downtown and dinner fireside at Skout.
Prior to this current initiative, we have continually built out a
library of assets from "moments of Ashland to showing
diversity among our visitors and so people can see
themselves here in an authentic way. We partner with many
organizations and businesses to share our assets and
provide these as a resource.
With the launch of the new brand in December 2022, www.travelashland.com was refreshed,
social channels were updated to reflect the new brand and there was a regional industry
splash of media, digital and radio messaging initiated.
Since the brand launch, we have been executing an effective marketing strategy that has
garnered strong engagement shown in the following program analytics. Analytics include
paid media with search, Google ads, display ads, social channels, www.travelashland.com
and campaigns.
Implementing the brand includes targeting each defined persona of the brand, with each
season and each interest group based on their values, demographics, goals and marketing
opportunities. it reaches both flight and drive markets with respective strategies based on
their mode of travel and trip planning methods.
Each month, paid digital media is deployed with optimization of paid digital display, social
and search campaigns. Media channels are continually adjusted to optimize performance.
Media channels include a robust programmatic display of targeted digital ads, Google
Search engine optimization, Google ads and targeted campaigns per season to best express
the brand including a social media editorial calendar that mirrors these campaigns, the new
annual visitor guide and www.travelashland.com along with PR and media efforts, review of
key performance indicators (KPI's), objectives and metrics along with the continued creation
of ad sets for each persona and interest group.
Display Marketing
Campaign architecture
Each campaign is focused on one or more of our audience personas. Display campaigns were run across
three networks with different audience targeting options.
Targeted Display Network
• Ads are targeted based on geography, interest, demographics and keywords.
• Ads can run across 100's of websites and run one both desktop and mobile devices
Google Display Network
• Ads are targeted based on audience groups associated with the Google network, geography and
keywords. Geo and keyword targeting is inline with the Google Search campaigns
• Ads run across the Google display network on participating websites and apps and can run on desktop
and mobile devices
PTA (Polygonal Targeted Audience)
• Ads are targeted to people who have been in a certain location during a certain window of time. This is
our most targeted audience and is utilized for very specific campaigns
Targeted
Display
Analytics
4,430,346
Impressions
1,236X
Digital Life
6,870 0.15%
Clicks CTR
How much more likely someone will
visit your site if they see an ad
PERFORMANCEDIGITAL DISPLAY
• • Geographies
Region-
San Francisco, CA 333,835
535
Seattle, WA
268,629
463
Los Angeles, CA
282,367
340
Portland, OR
236,663
336
Phoenix, AZ
205,035
286
Eugene, OR
108,164
268
Sacramento, CA
132,985
182
Denver, CO
93,978
156
San Jose, CA
88,870
133
San Diego, CA
Annual Report
73,967
119
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DIGITAL DISPLAY PERFORMANCE
FY 2022-2023
Over the course of the year 28 ad sets ran.
Examples of a few as well as placement samples
SAS H LAND exquisite
wines
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Annual Report FY 2022-2023 36
PROGRAM ANALYTICS
PTA Campaign Analytics
FY 2022-2023
In Winter of 2022-2023 PTA was used to target those that had visited Ashland during the previous
spring and summer and invite them to experience Ashland in the Winter. The campaign ran from
December 2022-February 2023. The audience was reached through display ads across a range of
website and through Facebook.
a relaxing
spa experience _
Winter in j
Ashland
Annual Report FY 2022-2023 37
PROGRAM ANALYTICS
Paid Search Analytics
Campaign architecture
The search campaign is run through the Google Ads Platform on Travel Ashland's Owned Google Ads
Account.
The campaign itself is targeted to the geographies part of the overall marketing strategy. The campaign is
broken down into 7 ad groups. Each ad group is targeted based on interest unless otherwise noted. Each ad
group has unique keywords centered around these interests. The ad groups are made up of between 1-4
ads which consist of headlines and descriptions that include the keywords within that ad group. Each ad
links to a unique location based on the ad content. The campaign is optimized for performance each
month.
Impressions were up 49% YOY and Clicks were up 10.21%
Branded
86,957
8,121
9.34%
6.24%
Wine &Culinary
87,527
2,516
4.37%
11.69%
Dynamic
24,014
2,994
12.47%
5.58%
Arts &Culture
15,438
1,096
7.10%
3.28%
Family Fun
54,846
3,474
6.33%
0.66%
Outdoors
59,513
2,118
3.54%
1.09%
Local Shopping
ReportAnnual
3,390
132
3.89%
1.52%
•
Portland
96,709
4,727
4.89%
156
3.3%
Dorris
=MOM=
Salem
=MOM=
Seattle
=MOM=
Sacramento=00==
Eugene
=MOM=
Redding
2,457
362
14.73%
28
7.73%
San Francisco
4,981
361
7.25%
25
6.93%
Bend
mom
26
7.34%
Ashland
ReportAnnual
2,612
349
13.36%
8
2.29%
40
•,. SEARCH
• • 10 Keyword by
keyword
..
..
Ashland Oregon mmm
34.91%
91.68%
Things to do in
mmm
27.06/°
°
86.89/°
Ashland oregon
Things to do in
5,188
1,168
22.51%
26.31 /°
°
77.51 /°
Ashland
Pacific Crest
37,405
970
2.59%
38.24%
95.83%
Trail
Ashland
16,061
885
5.51°t°
24.12%
43.28%
oregon
10,143
735
7.25%
16.53%
96.24%
vacation spots
Ashland
9,691
554
5.72%
37.64%
67.34%
Travel Ashland
3,063
525
17.14%
52.71%
81.66%
What to do in
1,370
464
33.87%
31.46 /°
°
94.08 /°
Ashland oregon
visit oregon 11,426 408
3.57%
35.45%
89.49%
Annual Report
PROGRAM ANALYTICS
YouTube Advertising Analytics
Campaign Architecture
FY 2022-2023
During this fiscal reporting period Travel Ashland Videos were run as preroll, targeting interest, keywords,
demographics and geography.
During this time the 60 second Fall and Winter videos were run.
Fall Video
Analytics
Winter Video
Analytics
Traffic by Device
82.89%
Connected TV
Travel Ashland
YouTube
9,363 6,845 . 60.62%
Impressions Views Completion Rate
6,487 41138
Impressions Views
9.56%
Mobile
5.09%
Tablet
49.56%
Completion Rate
2.4%
Desktop
During the 2022-2023 Fiscal Year videos were completed for each
season in 60sec, 30sec and 15sec lengths so they could be used
across different media and different placements. A 5th set was
created that covers all seasons. These videos were then used to
build out the Travel Ashland YouTube Channel. Videos now run
through the Google ads account as part of the paid media
strategy. They will also be embedded in the website this year.
Social Media
Travel Ashland's social channels on Facebook and Instagram function as tools within our targeted
marketing strategy to engage visitors and educate them on Ashland experiences, events and itineraries.
Reaching new audiences, this is yet another pipeline we effectively engage those who are interested in
traveling to Ashland or champions of those who have been here. We contract with a social media
consultant who executes the social media plan and editorial calendar established by staff and mirrors our
campaigns and promotions. Traffic has continued to increase to our site as you can see below.
Social Media Strategy
Travel Ashland has a three pronged approach to Social Media this year:
1. Boosted page promotions to gain more followers of the Facebook page so when
organic posts are made it increases the likelihood more people are reached
2. Organic posts and post shares of businesses in organizations in town. The organic posts
cover everything from events, change in seasons or other special announcements
$. Paid advertising through boosted posts & paid ads for specific campaigns. We use the
paid ads and boosted posts sparingly as to get the most ideal benefit without affecting
the algorithm in a negative way for organic posts
Paid Ad
Results
62,692
Combined Paid
Impressions
205,612
Combined Paid
Reach
Festival of Light
30th Anniversary
137,417Impressions
39,449 Reach
2,232 Link Clicks
No One Knows
Ashland Like Our
Locals
9,974Impressions
3,351 Reach
7,417 Thruplays
Travel Ashland Oregon X •
,red . 0 •
No one knows Ashland like locals. Our Tagline
"Live Your Daydreams" paired with pride in our
local area was the inspiration for ...See more
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LOCAL
Destination organization's websites play a key role for visitors when researching and planning travel. An
informed website serves as an effective tool in decision -making by providing accurate and current content
and compelling messaging. As found in our recent Visitor study, visitors rely on a destination to provide
accessible information, travel resources and trip inspiration. Hence the value of investing and continually
optimizing our site with new information and fresh photography.
Launched in 2020 as a stand-alone visitor site, separate from Ashland Chamber's site that features local,
community and member related content, www.travelashland.com served as a relevant tool for visitors
during the early stage of the pandemic when everyone was online and the world was dormant dreaming of
travel. Upon the launch of the new brand, in December of 2021, the site was refreshed with the new brand
colors, logo and look and feel.
www.travelashiand.com has seen significant growth in traffic, engagement and navigation since the
brand launch in 2022 driving visitors to the site with targeted campaigns.
Website Strategy
As traffic has increased considerably, session duration and pages per session has decreased slightly YOY.
This is due to more intentional direction where organic and paid campaigns link and more event items listed
all of which lessen the need for potential visitors to hunt around for what they are looking for, leading to
improved ease of use.
Visitors to the site have decreased in age slightly with the largest group of users in the 25-44 age group. The
majority of traffic is being driven by paid search (24.9% of traffic) which helps visitors find what they are
looking for based on keyword targeting and display ads (24.4% of traffic) which builds Ashlands brand
awareness among potential visitors. These two sources are closely followed by Organic Search which
accounts for 23.4% of traffic which speaks to the improved SEO profile of the Travel Ashland Website, making
it easy to discover in organic search results. The website strategy continues to develop and evolve with
additions this new fiscal year including a plug-in for events, making community events easier to share and
supply detail on and a new industry page where there will be a quarterly update shared.
(not set)
12,846
13,216
-
•.. Session Avg.
1.18
Session Duration
0:00:15
Seattle
3,627
4,121
1.74
0:01:07
Portland
2,979
3,471
1.74
0:01:00
Los Angeles
2,565
2,970
1.71
0:01:03
Medford
2,121
2,398
1.6
0:00:48
Ashland
2,095
2,987
2.07
0:01:59
San Jose
1,906
2,188
1.81
0:01:13
San Francisco
1,149
1,300
1.69
0:01:06
Ashburn
919
930
1.12
0:00:05
Sacramento
Annual Report•:
859
1,012
1.68
0:00:48
Age
1624 25-34 35-44 45-54 55-64 65+
Affinity
3,31%
Food & Dining/Cooking Enthusiasts/30 Minute Chefs
2.94%
Media & Entertainment/Movie Lovers
Categories
2.86%
Shoppers/Value Shoppers
2.85%
Travel/Travel Buffs
2.81%
Banking & Finance/Avid Investors
2.78%
Media & Entertainment/Book Lovers
274%
News & Politics/Avid News Readers
2.71%
Lifestyles & Hobbies/Outdoor Enthusiasts
2.70%
Sports & Fitness/Health & Fitness Buffs
2.57% `
Lifestyles & Hobbies/Green Living Enthusiasts
In -Market 2.50% Travel/Hotels & Accommodations
Segment 219%
Home & Garden/Home Decor
.7 2.15%
Apparel & Accessories/Womeris Apparel
1 90%
Real Estate/Residential Properties/Residential Properties
(For Sale)
1.80%
Gifts & Occasions/Holiday Items & Decorations
1 78 %
Travel/Trips by Destination/Trips to North America/Trips
to the US
Real Estate/Residential Properties/Residential Properties
1.73%
(For Sale)/Houses (For Sale)/Preowned Houses (For
Sale)
1.71% WIM
Gifts & Occasions/Gift Baskets
1.70% 011IM11111111
Apparel & Accessories
Travel Ashland's role has been to continually diversify tourism. Following the completion of the
Economic Diversification Study with EcoNorthwest, the Ashland Chamber and Travel Ashland
created focus groups aligning with the identified pillars of work in the diversification study.
One of the pillars, Diversifying Tourism, includes promoting Ashland as a Base Camp for
recreation, broadening culinary experiences, extending the event calendar year-round and
expanding our visitor types. The work that has transpired includes working with the City staff
to foster a more fertile ground for holding events in Ashland and streamlining the applications
process to be more transparent, timely, realistic and achievable. Through many
conversations, we anticipate the city offering an offset the costs of traffic control and safety
to ensure those needs are met for each event but not an obstacle to holding them in Ashland.
Promoting Ashland as a basecamp, we worked with the media industry and writers to create
content and push out on channels showing how Ashland is the hub of the wheel as the
destination and jumping off point for exploring the region including a feature in Southern
Oregon magazine Winter 2024 issue written by K.M. Collins.
With tourism being a key economic driver in Ashland, diversifying tourism has been Travel
Ashland's work over the past decade and is an ongoing initiative that was called out by
EcoNorthwest as a viable pathway to pursue given the recent changes from our evolving
visitor base, less OSF playgoers, more first-time visitors, more culinary travelers, less loyalty
and more visitors coming for many new reasons from new markets. Diversifying tourism
beyond OSF and working to diversify Ashland's economy beyond tourism.
DIVERSIFYING TOURISM
FY 2022-2023
Background on Economic Diversification Grant and Implementation plan: In 2021, a grant from
SOREDI (Southern Oregon Regional Economic Development) was awarded to the Ashland
Chamber of Commerce for the development of an Economic Diversification Strategy. This
was the most extensive research of the Ashland economy conducted in many decades. The
goal of the study was to evaluate the current state of the economy in order to develop
economic development strategies with actionable steps to diversify our local economy.
The project was completed in October of 2022 by EcoNorthwest and
Ashland Chamber teams with hundreds of businesses who took the
time to participate in the survey, an interview or focus group.
The result of the study identified four key pillars to focus on as we diversify and strengthen our
economy and multiple key partners that will be counted on to be part of the process.
View the Economic Diversification
Strategy Summary here.
40
Media Coverage and Hosting Writers
Travel Ashland welcomes and hosts influencers, travel writers and tourism industry partners that provide
coverage for Ashland from a third -party perspective that engages their readership and diverse audiences.
This requires partnership collaboration and staff time that includes building itineraries, customizing
experiences and showcasing Ashland based on their story focus. It also includes hosting them while they are
here, guiding them through their itinerary and spending time with them to share the in-depth knowledge
only our staff has. In addition, this initiative encompasses developing content including images and stories
to build upon brand and differentiate Ashland as a unique destination.
Industry relationships: Travel Ashland and Ashland Chamber have had valuable partnerships with
organizations such as Society of American Travel Writers (SATW) and the International Food and Wine Travel
Writer Associations (IFWTWA) for over three decades. These partnerships have resulted in hosting notable
writers, both returning and new that reach a highly desired audience.
Travel Ashland active media partners include Rogue Valley Vintners, Neuman Hotel Group, Travel Southern
Oregon and Travel Oregon, all of whom rely on Travel Ashland to best support each media trip, recommend
the Ashland component of a trip or host an aspect of their visit. These media trips result in blogs, articles,
features and stories that reach a dedicated audience. Examples of features garnered by collectively hosting
writers we welcomed as part of a collaborative effort can be found here or by visiting
www.travelashland.com/enews/.
Preview: Travel Ashland has been expanding the interests of influencers we work with and hosted a
mountain biker travel writer publishing a travel feature on www.bikemag.com coming February 2024 along
with hosting a family adventure influencer, Merrills on the Move who will visit in February 2024 showcasing the
winter snowplay and family fun, while traveling on a road trip from Idaho with Ashland as their destination.
. Great coverage for Ashland and the region with many travel writers planning their trips for
2023. Travel Ashland participates by collaborating, hosting, planning and coordinating
with partners such as Neuman Hotel Group, Travel Southern Oregon, Rogue Valley Vintners
and Travel Oregon.
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. Coverage for Ashland and the region continues to be strong with many travel writers touring our
region. Travel Ashland participates by collaborating, hosting, planning and coordinating with partners
such as Neuman Hotel Group, Travel Southern Oregon, Rogue Valley Vintners and Travel Oregon.
7 Unique Experiences the whole
family will love in the Top Global
Wine Destination
a:�aw travela—iita con 3million
Ashland was recognized in 4 of the
USA Today Top 10
Readers Choice Awards 2023
Top 95 Best Western Small Town
Top #6 Best Small Town Cultural Scene
Top 97 Best Small Town Food Scene
Top #7 Best Small Town for Shopping
hit ps i.www. SObest comtawa ds;trn February 2023
r
The Charming Small Oregon Town that ranke among
Top 10 Best Art Towns in America .,: ,w� thalQEggonlifecom
T_o2_10 Small Towns in the Pacific
Northwest to visit in 2023
. Coverage for Ashland and the region is strong with many travel writers touring our region.
Travel Ashland participates by collaborating, hosting, planning and coordinating with partners such as
Neuman Hotel Group, Travel Southern Oregon, Rogue Valley Vintners and Travel Oregon.
24 Hours in Ashland
By Trccy Ko/er
A-v_vLazkNhnaa.com
Forget California . for a true taste of the wild
West Coast, it's all about Oregon
By Sophie Dickinson
t_'v^ S:SfaFSb q ,. & veyr nj-�j-s:c4rn
Current travel writer
projects include:
Sharon McDonnell writing
for Tea Time Magazine
visiting Chozu. Lovejoys
and Dobra Tea this past
weekend
Aaron Theisen writing a
destination Travel feature
on Ashland for BikeMag
(mountain biking)
WriterKM Collins for
Southern Oregon Magazine
- Basecamp Ashland -
winter adventures
Merrills on the Move, an
Idaho based travel family
that will visit February 2024
Groups, Tours and Conferences
Conferences began returning post pandemic and regained significant strength in 2023 with future bookings
into 2024 looking robust for groups and conferences. Travel Ashland took a proactive role in encouraging
locals and businesses to invite organizations they were a part of to hold their conference in Ashland. Travel
Ashland was part of garnering multiple conferences including the Oregon Mayor's Conference in Summer of
2026 as well as hosting the Oregon Restaurant and Lodging Association Conference in Fall of 2023.
The nature of tours has changed however we are starting to welcome back inbound FAM trips from
international markets such as the Netherlands and Germany. Working regionally with Travel Southern Oregon,
we anticipate this will help drive more inbound traffic in the coming years.
We work closely with our partners frequently to stay abreast of the booking trends. We believe group travel
will continue to return as Ashland is a viable group travel destination though it will look different in terms
of their length of stay, when they visit and what they do when they are here. Below is a summary of Travel
Ashland's role within the group, tour and conference industry.
Travel Ashland plays a key role in developing and sustaining group business to Ashland
through outreach, collaborative planning with partners such as Oregon Shakespeare
Festival and Neuman Hotel Group, promotional efforts and fulfillment with groups, tours
and conferences. Ashland serves as an ideal destination for groups and conferences of all
sizes from thousands to small seminars because of its amenities and proximity to major
markets.
Through Travel Ashland's strong partnership with Travel Oregon and Travel Southern Oregon,
Ashland welcomes many types of tours and tour operators expanding their Oregon product
and itineraries with its location on Interstate 5 coupled with its unmatched visitor amenities.
Post- pandemic we have not seen tours returning, this is being felt throughout the country.
There is an effort to reframe tour development, recruitment and itineraries to cater to smaller
more curated tours.
Travel Ashland is engaged in the process of bidding with groups and conference planners,
writing letters of support, consulting and actively recruiting as well as welcoming and
servicing groups, tours and conferences. Ashland annually welcomes different sizes and
types of groups such as associations, school, youth groups and travel industry
representatives. Many religious groups, alumni and medical associations annually convene in
Ashland. We field inquiries of groups and tours that seek planning advice, logistical
recommendations such as transportation, accommodations, dining options, itinerary building
and venues. Travel Ashland and group partners promote staying longer, returning and inviting
significant others and family.
Publications
Our publications showcase Ashland's experiences to visitors in our Visitor Guide, to those considering to
relocate their life or business in the Living & Doing Business Guide and to those who want to explore the
trails in our Ashland Map Guide. It requires staff time to write, design, build, produce and distribute these
quality publications.
Partners depend upon these publications to attract potential employees, customers and businesses such
as our medical community, realtors, our tourism industry and outdoor travelers. They are tools to invite and
inspire visitors and those looking to explore or relocate here.
While our publications are all available digitally, with strong download analytics, the Ashland visitor
demographic, spanning generations, continues to demand and expect printed material in the tangible form
to hold and be inspired by. The printed piece is something that cannot necessarily be replaced by a
webpage.
There was an increased demand for all our Guides that we continue to see. Visitors continue to request our
visitor guide and map guide as a useful tool for wayfinding and destination information.
Ashland Visitor Guide
"The most requested publication in
Certified Folder Display's Southern
Oregon circuit"
-Matt Preston, Certified Folder Display
The annual Visitor Guide that publishes each
Spring is our primary response piece to all visitor
inquiries. Visitor related businesses use the Guide
to inform and educate their clients and customers.
It is an effective tool for marketing tourism with a
distribution of 40,000 that is designed by staff in
conjunction with Intently Collaborative. It is mailed
as a response piece to all online and phone
inquiries and provided to all walk-in inquiries. It is
annually distributed at Portland International
Airport, all Oregon State Welcome Centers and
Chambers/Visitor Bureaus and trade shows. It is
distributed to all groups visiting Ashland, within all
travel writer welcome bags, recreation event
goodie bags, all lodging properties, restaurants,
members and advertisers in addition to realtors.
Explore the
Visitor Guide
`° 0��=.j=
here.
PUBLICATIONS
FY 2022-2023
Showcasing the seasons, annual events, food, lodging, shopping, fine arts, museums, maps,
entertainment and outdoor recreation that Ashland offers, it is a complete picture of what the
Ashland experience is. Tools include maps, itineraries and travel information, The PDF version can
be downloaded online from www.travelashland.com. In addition to robust staff distribution
throughout Ashland and the Rogue Valley, Travel Ashland contracts with Certified Folder Display
to reach over 250 locations spanning from Roseburg to Crater Lake Welcome Center, Medford
International Airport, Klamath and Josephine counties.
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Living & Doing Business Guide
The Living & Doing Business Guide was completely rebranded and redone in 2023 with all
updated data, statistics, and a fresh look at how we tell the story of Ashland. It continues to
serve as the primary economic development marketing piece for Ashland that the City of
Ashland and regional partners rely on.
The purpose of this annual publication is to provide accurate and substantive information on the
Ashland community to help guide decisions for local business development and relocation for
prospective businesses and residents. Significant work is done by staff to showcase the depth of
our community including quality of life, community values, visitor amenities, demographic and
economic data all done in an engaging graphic format. Many visitors use this publication to
consider converting to residents of Ashland. Ashland's amenities are highlighted along with the
strength of Ashland's ever-growing tourism industry.
It is used in recruitment and distributed at Asante Ashland Community Hospital, Providence
Medford Medical Center (Medford and Portland), Asante, Southern Oregon University and the City
of Ashland along with medical offices, lodging properties, members and advertisers.
Doing Business
PUBLICATIONS
Ashland Map Guide
Demand has increased for the Ashland Map guide, both digitally
and printed, with Ashland welcoming more outdoor adventurers
interested in hiking, biking and exploring Ashland. The Ashland
Map Guide is a trusted tool to provide accurate information on
trails in and around Ashland.
The Ashland Chamber & Travel Ashland partnered with AFR
(Ashland Forest Resiliency) to create this collaborative,
educational, free Map Guide to foster stewardship and create
awareness for the history of fire, our source for drinking water and
the balance of recreational uses in the Ashland Watershed. We
contracted with Lea Richards, GIS analyst for City of Ashland to
build the maps. Editorial, image collection, layout and graphic
design was done by Katharine Cato and Dana Welsh, in-house at
the Chamber & Travel Ashland.
FY 2022-2023
25,000 copies were printed and distributed from 2014 - 2016. In 2018, we produced 50,000 to meet
the growing demand. The 5th edition, published in July of 2019 included updated Watershed, City
Street and Lithia Park maps. In 2019, Travel Ashland partnered with Rogue -River Siskiyou National
Forest Service to enable the Ashland Watershed map to be geo-referenced, digitized and avail-
able on www.avenzamaps.com so when a user is out on the trail, they can see their location. In
2021, 50,000 more copies were produced to meet increased demand with updated maps. Other
maps included in past editions have included the Cascade Siskiyou Scenic Bikeway, Crater Lake
National Park, Table Rocks Hiking Trails and the Mountain Lakes. The map is distributed and used
by real estate offices, public schools, outdoor stores, groups, tours, retailers, public libraries, REI,
the Rogue Valley International Airport, hotels, outfitters, retailers, SOU, Medford Visitor Center,
cycling shops and more. It can also be found at the kiosk in the Mt. Ashland parking lot in the
summer.
The Map Guide can be found on www.travelashiand.com as a downloadable PDF,
www.avenzamaps.com or in print at the Chamber/Travel Ashland office.
Preview Spring 2024: Travel Ashland is working with Lea Richards, GIS Manager to create a
smaller map zooming in on the top of Llthia Park to Four Corners to showcase the intricate trail
system with new updates with trails that have been recently built since this printing. This is still a
valid educational and wayfinding tool distributed by partners.
View the Ashland
is;' rn=`r• Map Guide here.
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Travel Ashland Events
Ashland Mystery Fest
The first Ashland Mystery Fest took place October 20th - 22nd, 2023 and welcomed
nearly 1000 cozy mystery readers and authors.
Founded with Ellie Alexander who sold over half a million
copies of her books with her Bakeshop Series set in Ashland,
the Ashland Chamber and Travel Ashland produced this new
event that drew people from as far as the UX and from
around the country. The new brand for the event was
created by Travel Ashland and Intently Collaborative along
with a new website, built by Project A along with assets.
The cozy mystery sub -genre is very popular and has a
strong demographic that matches that of Ashland's visitor
base and one we want to continue to grow as they skew
younger and female. The weekend consisted of 10 authors
including Ellie offering author panels, pop ups to meet the
authors, book signings and fun workshops. We see great
potential to grow this event expanding to include youth
authors, SOU and the school district as it is based in literacy.
Plans for 2024 include inviting 15 - 20 authors including the
original ones that will help facilitate parts of the weekend
along with launching the save the date in March. We have
more time to get more businesses involved and look forward
to continuing to grow this weekend that puts Ashland on the
"map" for yet another reason.
EVENTS
31st annual Festival of Light
annual holiday season event to attract visitors
Creating Magic for Ashland during the holidays:
The Festival of Light parade welcomed over 10,000
people on a beautiful crisp, clear night the day
after Thanksgiving. The parade was full of light,
entries with kids and community members
including Mt. Ashland celebrated their 60th
season this winter. The parade processed to the
Grand Illumination and caroling. This event
positively infused dollars into our economy over
the Thanksgiving weekend.
The Chamber and Travel Ashland brought back
caroling on the weekends that was enjoyed by
many visitors and businesses in the downtown. In
addition to coordinating all the installation of the
lights and decorations throughout Ashland, the
Chamber and Travel Ashland have a robust
media campaign that reaches visitors in drive
markets as well as the Chamber's messaging to
locals and regional visitors.
• Over 500 kids enjoyed visits with Santa through a
collaborative project sponsored by Evergreen
Federal and in partnership with Lithia Loft.
The last half of December proved to be strong
both in occupancy for hotels and revenue for
retail while restaurants saw strength in
comparison to past years.
FY 2022-2023
EVENTS
FY 2022-2023
The legacy of Travel Ashland's Ashland Culinary Festival
Celebrating Southern Oregon's food, drink, talent and creativity
Travel Ashland, with the Ashland Chamber, promote Ashland as a year- round paradise with an award -
winning culinary scene, rich culture and epic outdoors. As part of that, the Ashland Culinary Festival ran from
2007 through 2019. It began as a way to showcase the bounty of Southern Oregon during the fall, to increase
visitation after OSF closes, inviting culinary locals and visitors to taste, enjoy and learn about all things
culinary.
The Ashland Culinary Festival put Ashland on the map in the culinary and beverage world being home
to 4 Iron Chef Oregon Winners. In 2020 due to the pandemic, we were unable to continue the event. In
2022 due to staffing as well as evolving trends, Travel Ashland and Chamber staff made a final
decision to convert the dollars spent on this event into year- round culinary promotion that could
reach a bigger audience throughout the year.
Evolving culinary event trends: We listened and heard quite clearly that collectively consumers, chefs
and the industry were more interested in smaller, curated events where they could learn and taste as
opposed to attending a show. The concept of hands-on workshops, online cooking classes, and the
sharing of recipes and best practices is more attractive. During the 13 years of the Ashland Culinary
Festival, consumers very much enjoyed the structure of the event and different facets. Looking forward, it
made the most sense to shift event dollars towards our new brand and an increased effort in promoting
Ashland's wine and culinary offerings that we already invest a significant effort into.
Given the challenges that the pandemic imposed upon restaurants, it was also clear that trying to
produce an event amidst closures, staffing issues and varying business was not favored. Instead, Travel
Ashland and the Chamber's role is and always has been to best support our businesses in the best light.
Vendor hesitation also played a part in having to make the hard decision to forego the event.
Over the 13 years, it grew to a four -day, destination festival. The Top Chef Dinner honored the legacy of
talented chefs that have won the Top Chef competition, where 12 chefs competed each year for Top chef
honor. Four of these top chefs have gone on to take the Iron Chef Oregon title at the Bite of Oregon's Iron
Chef Competition in Portland. This elevates Ashland not only state-wide but nationally in terms of what
types of Chefs we produce here and underscores Ashland as a culinary destination where the NY Times
reports on us.
Update 2023: We brought back a new version of the Junior Chef Competition in November. Eight chefs
from Ashland High School and North Medford High School competed. We welcomed back some of our
past top chefs, Franco Console, David Georgeson and Skye Elder to mentor these chefs as they
competed. Judges included restaurant owners, Drew Gibbs and Eli Katkin alongside Educational
coordinator, Mahlea Ramsey. Sysco sponsored the produce and ingredients and we are grateful to
Ashland Food Co-op for the venue space. We look forward to growing this small yet important industry
event next year as it is true workforce development. There were 2 job offers made during the event and
positive industry exposure and mentorship that transpired.
Administration and Operations
staff
Travel Ashland staff is composed of a professional Director with shared costs of a project coordinator, event
coordinator, volunteer coordinator and contracted staff including Intently Collaborative team, Dena DeRose
and Sam Berliner and Maple Leaf Marketing, Katie Guest who handles Travel Ashland's social channels.
The staff executes the brand marketing messages, and working closely with the Travel Ashland Committee
develops all promotions, outreach, travel industry tours and creates and markets events. The staff responds
to all local, visitor and relocation needs daily by phone, website, and in office when possible. In addition to
serving as Ashland's welcome center, we operate the Plaza Information booth (May - October). Our office
hours are Monday through Friday 9am - 5pm.
The staff, in the past, has trained and overseen over 100 volunteers that help operate the Plaza Information
Booth serving over 15,000 visitors annually and the front desk at the office. Currently we have over 50
volunteers that serve both the office and Plaza Info booth. Volunteers are a key part of all the events we
manage with assistance in planning, preparation, set up, execution and cleanup of events. They answer
questions, support the staff's work, provide wayfinding and information for visitors, residents, businesses and
those considering relocation. We have immense gratitude for these volunteers (primarily Ashland residents)
who generously give their time, expertise and love of Ashland showing deep community pride.
In -House Printing
Besides our large printing runs of publications, Travel Ashland prints smaller jobs in-house which saves time,
money and maintains an authentic brand. Producing these materials, in addition to the graphic design and
coordination, is a significant part of promoting tourism that takes staff time. For every event and promotion
Travel Ashland produces, there is a repertoire of digital and printed materials that there is a continued
demand for.
This includes brochures, signage, monthly calendars, advertising, rack cards, enter to win entries and
correspondence to name a few. In conserving energy wherever possible, we use digital communication,
processing of requests and fulfillment of these printed materials to communicate the message and engage
participation. We are mindful of costs and outsource to local printers when necessary for these needs.
Postage
Postage is a necessary cost to meet the demand of lead generation and visitor requests. Postage enables
our office to respond to all inquiries received from emails, walk- ins, phone calls and referrals. We maintain a
high level of customer service by corresponding via first- class mail to each inquiry, mailing them brochures
specific to the visitor's needs. The personal touch of a hand addressed envelope and timely receipt of
information introduces a potential visitor or future resident to Ashland and engages them. This includes
solicitation and outreach to meeting planners, tour operators, travel writers and bulk distribution to other
visitor centers across the west. Digital versions of our guides have offset postage costs in recent years.
Fiscal year end 2023 budget
Ashland Chamber of Commerce
Revenue and Expenses - Combined Activities
For the Yr ending June 2023
CITY GRANT
Visitor & Convention Bureau CHAMBER
Budget Actual
Revenue
VCB tourism grant $446,338 $446,338
Membership Dues
Advertising Revenue
Sponsorships
Other Income
Use of Contributed facilities
Other grants 30,000
Total Revenue
Expenses
Tourism Research
Website/social media
Market ing/advertising/reg events
Conferences/workshops
Photofile/Graphics
Travel writer/hospitality
Dues/Insurance
Printing
Annual Dinner
Payroll costs/taxes/benefits
Accounting
Equip, Rent, Purch, Storage
Postage
Office Supplies
Office Maintenance
Telephone
Use of Contributed Facilities
Other expenses/fees/taxes
Economic Development
Total Expenses
Net Surplus (Deficit)
COMBINED TOTAL
Budget
Actual
Budget
Actual
$ 446,338
$ 446,338
$95,000
$90,876
95,000
90,876
17 2, 000
132,106
172,000
132,106
120,000
119,970
12 0, 000
119,970
28,000
39,165
28,000
21,925
30,000
30,000
30,000
30,000
25,000
12,300
25,000
42,300
$446,338
$476,338
470,000
424,417
916,338
883,515
10,000
13,932
10,000
13,932
5,000
10,720
4,500
1,856
9,500
12,576
100,000
128,452
39,000
21,484
139,000
149,936
12,000
10,570
12,000
10,570
18,000
29,419
18,000
29,419
12,000
10,116
1,000
241
13,000
10,357
8,838
8,113
7,000
6,881
15,838
14,994
38,000
23,080
31,000
22,637
69,000
45,717
14,000
12,241
4,000
12,241
220,000
220,000
260,000
227,242
480,000
447,242
8,000
7,950
18,000
20,553
26,000
28,503
8,000
8,111
7,500
13,043
15,500
21,154
5,000
(3,179)
1,000
232
6,000
(2,947)
4,500
5,308
2,500
6,664
7,000
11,972
4,000
8,705
2,500
8,395
6,500
17,100
5,000
4,786
4,500
4,785
9,500
9,571
30,000
30,000
30,000
30,000
23,500
14,553
23,000
14,553
12,000
14,522
12,000
14,522
446,338
475,613
470,000_
_ 415,899
906,838
891,412
-
825
-
8,518
9,343
ADMINISTRATION AND OPERATIONS
FY 2022-2023
Current
DonAnway
Neuman Hotel Group, Oregon Tourism Commission
Travel
Graham Sheldon
Stay Ashland/ Ashland Creek Inn
Ashland
Julie Gurwell
Hearsay Restaurant, Lounge & Garden
Pete Wallstrom
Momentum River Expeditions (Past Chair 2022-2023)
(VCB)
Javier Dubon
Oregon Shakespeare Festival
Advisory
Katharine Cato
Director/ Chamber Marketing
Committee
Anne Robison
The Crown Jewel/Board Liaison
Members
Scott Malbaurn
Schneider Museum of Art (Current Chair 2023 - )
Sabrina Cotta
Interim City Manager
Gina Bianco
Rogue Valley Vintners/Rogue Valley Wine Country
Ana Buyers
Rogue World Music
Andrew Gast
Mt. Ashland Ski Area
Gina DuQuenne
Ashland City Council Liaison
Current
Gary Blake
Recology Ashland (Past President)
Ashland
Deena Branson
Branson's Chocolates (President)
Greg White
Reinholdt & O'Harra
Chamber
Jordan Pease
Rogue Valley Metaphysical Library
Board of
Julie Gurwell
Hearsay Restaurant, Lounge and Garden
Directors
Eric Hansen
True South Solar
2023-2024
Sue Walsh
Southern Oregon university
Eric Weisinger
The Crown Jewel
Don Anway
Weisinger Family Winery
Marsha Billed
Neuman Hotel Group
Catherine Greenspan
Evergreen Federal Bank
Chris Spirko
New York Life Insurance
Sharffen Berger Chocolate
w-h:b!00-
M
Ashland Chamber of Commerce
/ Travel Ashland
(Visitor & Convention Bureau)
110 East Main Street
PO Box 1360
Ashland OR 97520
Katharine Cato
katharine@ashlandchamber.com
(541) 482-3486 ext. 106
ashlandchamber.com
travelashland.com
SPEAKER REQUEST FORM
WIFF14M&KI Submit this form to the City Recorder prior to
.13e� the discussion item.
'.,
1) You will be called forward when it is your turn to speak
2) State your name and speak clearly into the microphone
3) Limit your comments to the time allotted
4) Provide any written materials to the City Recorder
5) Speakers are solely responsible for the content of their statement
Date:
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Ashland Resident:
0 YES [:]NO City:
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directions of the presiding officer. Behavior or actions which are loud
or disruptive are disrespectful and offenders will be requested to
leave.
Disclaimer: By submitting this request to address the City Council, I
agree that I will refrain from the use of any obscene, vulgar, or
profane language. I understand that if I do not follow procedure my
speaking time may be terminated, and I may be requested to sit down
or leave the building.
W SPEAKER REQUEST FORM
,A Submit this form to the City Recorder prior to
13edell, act 'l the discussion item.
1) You will be called forward when it is your turn to speak
2) State your name and speak clearly into the microphone
3) Limit your comments to the time allotted
4) Provide any written materials to the City Recorder
5) Speakers are solely responsible for the content of their statement
Date: 3 ��q 2+
Name: (Please Print)
Ashland Resident:
YES [:]NO City:
Agenda Topic/Item Number:
2,
Public Forum Topic (Non -agenda Item):
Please respect the order of proceedings and strictly follow the
directions of the presiding officer. Behavior or actions which are loud
or disruptive are disrespectful and offenders will be requested to
leave.
Disclaimer: By submitting this request to address the City Council, I
agree that I will refrain from the use of any obscene, vulgar, or
profane language. I understand that if I do not follow procedure my
speaking time may be terminated, and I may be requested to sit down
or leave the building.
W SPEAKER REQUEST FORM
,r Submit this form to the City Recorder prior to
the discussion item.
1) You will be called forward when it is your turn to speak
2) State your name and speak clearly into the microphone
3) Limit your comments to the time allotted
4) Provide any written materials to the City Recorder
5) Speakers are solely responsible for the content of their statement
Date: -�� / � l'-6-#
Na(Please rint)
P Ij A
,J
J
Ashicind Reside t:
P
YES[:]NO City:
nda Topic/Item Number:
Z-7- 09
Public Forum Topic (Non -agenda Item):
Please respect the order of proceedings and strictly follow the
directions of the presiding officer. Behavior or actions which are loud
or disruptive are disrespectful and offenders will be requested to
leave.
Disclaimer: By submitting this request to address the City Council, I
agree that I will refrain from the use of any obscene, vulgar, or
profane language. I understand that if I do not follow procedure my
speaking time may be terminated, and I may be requested to sit down
or leave the building.