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2023-03-23 Housing & Human Services PACKET
Housing And Human ServicesCommittee Agenda Siskiyou Room of the Community Development Building 51 Winburn Way Note: Anyone wishing to speak at any Housing and Human Services Advisory Committee meeting is encouraged to do so. If you wish to speak, please rise and, after you have been recognized by the Chair, give your name and complete address for the record. You will then be allowed to speak. Please note the public testimony may be limited by the Chair. March 23, 2023 AGENDA I.CALL TO ORDER: 4:00 p.m. II.ANNOUNCEMENTS III.CONSENT AGENDA A.Approval of February 23, 2023, Minutes IV.PUBLIC FORUM (4:05-4:15 p.m.) A.Public Forum. V.NEW BUSINESS A.CDBG Applicant Presentations (4:15-4:45 p.m.). B.CDBG Award Evaluation Discussion and Award Recommendation (4:45-5:30 p.m.). C.Report on the E.O. related Housing Bills (5:30-5:45 p.m.). VI.UNFINISHED BUSINESS A.None VII.INFORMATIONAL ITEMS A.Liaison Reports B.General Announcements VIII.AGENDA BUILDING Future Meetings IX.ADJOURNMENT: 6:00 p.m. Next Meeting Date: April 27, 2023 Page 1 of 2 Housing And Human ServicesCommittee Agenda In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email linda.reid@ashland.or.us. 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). Page 2 of 2 HHSA Committee Minutes (Draft) February 23, 2023 ЍʹЉЉta Ώ ЏʹЉЉta CALL TO ORDER: Call to order by Echo Fields at 4:01: Commissioners Present: Council Liaison: Echo Fields Bob Kaplan Kathy Kali Staff Present: Heidi Parker Linda Reid; Housing Program Specialist Brandon Goldman; Acting Community Rich Rohde Development Director Alan Ackroyd Kendall Escuin; Admin Support Brittney Bass Special Guest (via Zoom): Commissioners Absent: Beth Goodman with ECO NW Linda Reppond Joy Fate Jason Mendoza ANNOUNCEMENTS Rohde- Announced that the State legislature package of Housing Bills will move quickly and be enforced in March. He has requested to put a report on that legislation at the next meeting. Parker- Announced that the Governor was granted the power to rezone any areas in Oregon for housing. APPROVAL OF MINUTES Parker/Rohde m/s approval of the minutes as presented. Minutes approved from January 26, 2023 approved unanimously. PUBLIC FORUM (4:05-4:15 p.m.) Kaplan- Michael Duffy, an active member of our community has been emailing him regarding land leases and community land trusts. Kaplan will forward the emails to Reid so she and Duffy can connect. Crystal- Voices her concern that private rentals continue to increase their rent. Rohde- One of the bills in the legislature, that may pass in March, limits the amount a landlord is allowed to raise rent. Will hold rent increases to 3% plus inflation and no greater than 8%. all housing. Which will modify the existing limit. Fields- Acknowledges that Pam Marsh is dealing with a major loss of her Husband and we as a Page 1 of 3 HHSA Committee Minutes (Draft) . committee would love to send her a card NEW BUSINESS (4:15-4:30 p.m.) New Commissioner Welcome and Introductions Reid- Announced that Council appointed 3 new Commissioners. We had 4 applicants for the 3 open positions. Ackroyd and Bass introduced themselves to the Commission. Mendoza, the third new Commissioner was absent from the meeting. Housing Production Strategy Presentation (4:30-5:00 p.m.) Beth Goodman with ECO NW presented over zoom. Goodman presented in depth information on the following topics: , explanation of actions and initiatives, funding sources, implementation schedule (over an 8 year period), recommendations and strategies not included in the HPS. Please see link for the entire power point. Ashland HPS HHSAC Meeting 2.pptx Housing Production Strategy Discussion and Recommendations (5:00-5:25 p.m.). Rohde- Recommends the whole document be accepted by the Committee. Rohde made a motion that the Housing and Human Services Advisory Committee accept the Draft Housing Production Strategy document that the document move forward in its entirety to the Planning Commission and the City Council. Fields/Parker m/s motion and move onto discussion. Fields- Asked for clarification on the next steps for the Housing Production Strategy document. Goldman- Provided an overview of the next steps for the HPS. his draft document will go to the Planning Commission at a study session for review and feedback on Tuesday February 28, 2023. Then it will go to the City Council on March 7, 2023. Both of those meetings are work sessions, so no final decision will be made. But the recommendation from the HHSAC was very important and will be relayed to both the Planning Commission and City Council for their consideration in reviewing the draft document. Staff will draft a resolution to adopt the final draft document. The resolution and the final draft of the document will go to public hearings before the Planning Commission and City Council where, hopefully, the resolution would then be adopted. Parker- Asked if a portion of the food and beverage tax could go towards affordable housing. Kaplan- Clarified that at least 25% of the food tax goes to parks capitol, street funds and then paying debt on the sewage treatment plant that has been paid off. Which now gives Parks the opportunity to receive additional funding. Page 2 of 3 HHSA Committee Minutes (Draft) Fields- So our recommendation on the table right now would suggest that the city council accept the document as whole. (vote) role call- ALL AYES. This is an official action that moves this timeline. UNFINISHED BUSINESS None Liaison Reports Reid- Gave an update on the warming shelter. Kelly Burns is the new emergency shelter manager. Burns has been monitoring weather and has been in contact with Joe Lessard. Reid will continue to oversee the financials and receives updates from Avram at ORHA. Fields- Would like a debrief with the emergency shelter at the end of its season. Is concerned with plans for a cooling shelter for the summer months. Advises the Council start planning now. Kaplan- Confirmed that our City Manager Joe Lessard looks at the hour-by-hour weather report and if there is any time when it goes below the 32-degree threshold he calls for the shelter to open. Kaplan also mentioned when we get two new councilors there could be the possibility of two council liaisons in one committee if there is interest. The Council approved Senate bill 458. Spoke about Climate friendly areas and updates. General Announcements Kali- There are two affordable housing developments that are about to sell and become gentrified which will no longer make them affordable. Kali two locations and make the committee aware of the situation. One is a boarding house on Siskiyou Blvd. and the other is a 4- unit apartment complex. They are currently workforce housing and with the current market the . AGENDA BUILDING Future Meetings ADJOURNMENT: 6:00 p.m. m/s to adjourn. ALL AYES. Motion passed. Next Meeting Date: March 24, 2023 In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please email linda.reid@ashland.or.us. 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). Page 3 of 3 ˝˵˽˿ DATE: March 23, 2023 TO: Housing and Human Services Advisory Committee FROM: Linda Reid, Housing Program Manager DEPT: Planning RE: CDBG Applicant Presentations and Grant Application Review and Discussion. The City of Ashland Received three applications for the CDBG funding available. The City received one application from Maslow Project and two applications from Options for Helping Residents of Ashland. Attachments: Maslow Project Public Services Application Options for Helping Residents of Ashland Public Services Application Options for Helping Residents of Ashland Capital Improvement Application Staff Evaluation Memo ˠ˼˱˾˾˹˾˷ ˔˵̀˱̂̄˽˵˾̄ 20 East Main Street Tel: 541.488.5300 Ashland, Oregon 97520 Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 Staff Evaluation To: Ashland Housing and Human Services Advisory Committee Title: Community Development Block Grant (CDBG) 2023 RFP Date: March 23, 2023 Submitted by: Linda Reid, Housing Program Specialist 168,171 The City of Ashland has a total of $in CDBG funding to award to eligible activities. This amount includes $143,660 in newly available funds and the balance of $22,228 in reprogrammed funding from a prior activity that failed to expend the full award as well as $2,283 in unallocated funds from a prior year . The City of Ashland will be receiving an annual allocation of $179,575 in Community Development Block Grants (CDBG) for the 2023 Program Year. Of that amount the City will reserve 20%, or $35,915, for administrative costs and $143,660 is available for eligible projects as noted above. The award of CDBG funds to public service activities is limi $26,936 annual allocation, therefore the City can award up to to public service activities for the 2023 program year. The City of Ashland has received one application for capital funding (the entire amount of funding is eligible for capital projects). The city received two applications for public service funding (which can be 15% of the total allocation). The City of Ashland Housing and Human Services Commission will hold a public hearing on March 23, 2023, to review the grant requests and make a recommendation to forward to the City Council for consideration. The Council will make the final award selections at a public hearing scheduled for April 18, 2023. Stafeligibility assessment of each of the proposals received, and recommendations regarding the allocation of the 2023 CDBG funds are provided on the following pages. Proposals Received Organization Proposed CDBG Goal Consolidated Plan Goal Project Funds Requested Public service activities other Maslow Project Encourage $25,000 Homeless Goals: Provide than Low/Moderate Income stability, self-access to basic needs, Housing Benefit: sufficiency, and information, and referral. 100 Persons Assisted school Provide case achievement for management and Public service activities for homeless youth. housing to improve Low/Moderate Income *Public Service stability to Housing Benefit: 100 approximately 50 Households Assisted identified homeless youth ages 0-24. Public service activities other Options For Provide $27,884 Homeless Goals: than Low/Moderate Income Helping Residents navigation Provide housing Housing Benefit: of Ashland services and assistance and resources 480 Persons Assisted resources to to 50 households to unhoused and move them from Public service activities for those at risk of homelessness into Low/Moderate Income losing their housing, provide Housing Benefit: housing. services to 50 housing 200 Households Assisted threatened households to assist them to remain housed. CDBG Capital Proposals Received Organization Proposed CDBG Goal Consolidated Plan Goal Project Funds Requested Public Facility or Options For Purchase of a $170,947 Public Infrastructure: infrastructure activities other Helping Residents self-contained Provide resources to than Low-Mod Housing of Ashland commercial support homeless benefit: kitchen to provide populations residing in 100 Persons Assisted meals for shelter, by providing 60 residents of the meals a day to the shelter. estimated 180 residents served annually at the OHRA Shelter Funding Requested/Available A total of $168,171 in regular CDBG funding is available to distribute to eligible recipients for projects meeting the CDBG national objectives, and which are consistent with the City of Ashland 5-year Consolidated Plan. These CDBG funds from the regular cycle will be available upon approval of the 2023 Action Plan, and upon the completion of any regulatory requirements including but not limited to environmental review clearance. Upon completion of the Action Plan a public hearing for review and approval will be held before the Housing and Human Services Commission to ensure consistency with the awards designated by the City Council. The U.S. Department of Housing and Urban Development (HUD) must review the annual Action Plan submitted by the City to ensure the activities funded are consistent with federal requirements, and with the local Consolidated Plan.The City will reserve the right to award more or less than this estimate dependent on the final entitlement amount authorized by Congress and the Department of Housing and Urban Development. Assessment Criteria Staff has assessed the proposals to determine whether they meet the Federal CDBG regulations and address the priorities identified within the City of Ashland 5-year Consolidated Plan. Three areas are evaluated for each proposal regarding compliance with federal regulations. Projects must meet the National Objective of the Community Development Block Grant Program. the Community Development Block Grant Program. If a project meets all federal requirements and is selected for award, then federal regulations must be met throughout the course of the project. Some examples of federal regulations which pertain to Community Development Block Grant funded projects are; all projects funded in whole or in part, with CDBG dollars require an environmental review in accordance with the National Environmental Policy Act (NEPA). Certain construction projects must use federal Davis-Bacon wage rates. Housing involving structures built prior to 1978 must be tested for the presence of Lead Based Paint and if found steps to mitigate Lead Based Paint must be taken. Any project involving the displacement of residents or businesses as a result of the federally funded project are entitled to assistance under the Uniform Relocation Act. Most importantly the beneficiaries from the application of CDBG funds must qualify as eligible populations under the Federal requirements for the CDBG program. Areas of concern are described for each proposal received. The Housing and Human Services Commission and the City Council can only award CDBG funds to projects that can meet all federal requirements and meets an objective as outlin5-year Consolidated Plan. Priorities within the City of Ashland5-year Consolidated Plan are given a priority ranking of High, Medium, or Low. The rankings are intended to assist in directing CDBG funds to the greatest needs. In cases where there are competing projects for limited funds, the projects(s) that are ranked the highest will be funded. Public Service Proposal Evaluation Maslow Project-School Based Services for Ashland Homeless Youth Staff has reviewed the Maslow Project, School Based Services for Ashland Homeless Youth Proposal to determine whether it meets the Federal CDBG regulations, and if the proposal addresses the priorities within the City of Ashland 2020-2024 Consolidated Plan. Maslow Project requested $25,000 in Public Service Grant funds to continue to support a case manager in the elementary, middle and high schools, providing outreach to high-risk homeless youth and providing them with immediate needs, case management to keep youth engaged in school and promote stability and self-sufficiency for the homeless youth and their families, and to provide temporary housing to homeless youth and families engaged in services. This project proposal qualifies under the Low-Moderate Income (LMI) benefit national objective; homeless populations are a presumed benefit population under the CDBG program. Services to homeless and at-risk populations are an eligible use of CDBG funds. ovide services and housing to 100 identified homeless school children currently enrolled in the Ashland School District. Maslow Project has proven capacity to administer CDBG grant funds- eighth year of undertaking this activity in Ashland. with goals identified in the City of Ashland5-year Consolidated Plan. is an eligible use of CDBG funds and is consistent with the City of Ashland Strategies as outlined in the 5-year Consolidated Plan. This activity assists in the prevention of homelessness for low-income households. Maslow has successfully administered this program within the Ashland School District for the past five years. Furthermore, this project meets and exceeds the 10% leverage requirement of the City of and leveraging funding from other sources. Options for Helping Residents of Ashland-Navigation Services Staff has reviewed the OHRA Navigation Services Proposal to determine whether it meets the Federal CDBG regulations, and if the proposal addresses the priorities within the City of Ashland 2020-2024 Consolidated Plan. OHRA requested $27,884 in Public Service Grant funds to continue to support a case management and navigation services homeless populations, and those at risk of becoming homeless by providing them with case management and resources to obtain and maintain housing. This project proposal qualifies under the Low-Moderate Income (LMI) benefit national objective; homeless populations are a presumed benefit population under the CDBG program. Services to homeless and at-risk populations are an eligible use of CDBG funds. OHRAs proposal expects to provide services and housing to 100 homeless and at-risk households over the course of the program year. OHRA has proven capacity to administer CDBG grant funds. Staff finds that OHRAs proposal is consistent with goals identified in the City of Ashland5- year Consolidated Plan. Capital Improvement Proposals Options for Helping Residents of Ashland-Commercial Kitchen addition. Commercial Kitchen addition to determine whether it meets the Federal CDBG regulations, and if the proposal addresses the priorities within the City of Ashland 5-year Consolidated plan. OHRA has requested $170,947 to purchase a self-contained commercial kitchen to be placed at the OHRA center to serve homeless populations residing at the shelter. This project proposal qualifies under the Low-Moderate Income (LMI) (presumed) (presumed) benefit national objective. Modifications to a facility to support a homeless shelter and resource center is an eligible capital improvement activity. OHRA expects to be able to provide 60 meals per day to approximately 180 residents each year with the addition of a commercial kitchen. City of Ashland 5-year Consolidated Plan. Staff sble use of CDBG funds and is consistent with the City of Ashland Strategies as outlined in the 5-year Consolidated Plan. This activity assists and eligible population in serving homelessness residents of the shelter. Further this project meets and exceeds the 10% leverage requirement of the City of As STAFF RECOMMENDATIONS CDBG eligibilityfive-year Consolidated Plan Goals, agency experience and capacity, and readiness to proceed. Public Service Projects: The City received two public service project proposals. Both organizations, Maslow Project and OHRA have successful track records of providing resource referrals and, case management to homeless populations and those at risk of homelessness. Both OHRA and the Maslow Projectactivities would continue to provide needed services to alleviate and prevent homelessness. Both OHRA and Maslow Project have the experience and capacity to administer CDBG grant funds and has exceeded the matching requirements of the grant. Staff understands that both projects are needed and effective strategies for addressing and preventing homelessness, and that both organizations provide needed and valuable service to the community. Staff is equally amenable to fully funding one project or partially funding both projects by either splitting the funding equally, or any division of funding between the two organizations utilizing the full amount of public services funding available. Capital Projects: The City received one capital project proposal, OHRKitchen Addition project. The project qualifies as eligible uses of CDBG funds, the project easy to implement and would be able to expend the funds in a timely manner. City staff would recommend funding the project contingent upon several items: A more detailed budget the breaks out estimated cost for the self-contained kitchen unit, costs for site preparation, delivery, and installation costs as well as an estimate of the SDC credits mentioned in the budget attached to the application. The inclusion of a site map showing that the location of the improvement is outside of physically constrained lands including floodplains, wetlands, and water resource protection areas, extension of the utilities and other site improvements as needed. Agreement that OHRA will make available use of the commercial kitchen to the City in instances of a community wide emergency declaration, the terms of such use would be incorporated into the grant agreement for a reasonable period, not longer than the terms of the CDBG program requirements. Provided OHRA is able to apply for building permits before the expiration of HB 2006, in July 1, 2023. Until that date, emergency shelters and ancillary uses are not subject to land use requirements. CITY OF ASHLAND 2023 Program Year Community Development Block Grant (CDBG) Application These completed Sheets shall be included as the first pages on all submittals. I. APPLICANT INFORMATION Applicant Organization Name: Maslow Project Mary Ferrell Executive Name(s): Board Member Names (attach separate sheet) Applicant Mailing Address: PO BOX 999 Medford, OR. 97504 Applicant Street Address: 500 Monroe Street, Medford, OR. 97504 501c3 IRS Classification: ____________ 27-0734969 Federal Tax ID#: Mission Statement: (may be attached) We empower homeless youth and families to engage and thrive independently in all aspects of life by providing supports that stabilize and strengthen resiliency. 4____ Total Employees: 2 Total Volunteers20 : II. CONTACT PERSON (designate a contact person who is familiar with the project) Name: Mary Ferrell Title: Executive Director Phone Number: 541-608-6868 Fax Number: 541-608-6869 E-mail Address: Mary@maslowproject.com III. PROJECT INFORMATION SUMMARY Project Name or Title: Wrap Around Services for Unhoused Youth and Families Expected Completion Date: June 30, 2024 Requested CDBG Funds: $ 25,000 Organizational Match: $ 14,209 Funds from Other Sources: $ 171,000 Total Project Cost: $ 209,210 2) Maslow Project Summary Maslow Project provides wrap-around, multi-lane services to meet clients where they are to provide the necessary services for their specific challenges. We have over twenty years of providing services to youth and families experiencing homelessness in Jackson County. Multi-lane, wrap-around services include: 1) Stabilization: offered throughout all our programs (centralized at our Resource Center and deliveries) provides food, hygiene, & essential needs, active navigation & facilitated referrals; promote safety and stabilization so people can focus on higher level life goals. 2) Case Management offered to those most vulnerable - is the anchor to all our goal-based programming, offering intensive QMHA level services in support of individualized goals (education, wellness, employment, housing, etc. 3) Advocacy: Family & Student advocates remove educational barriers & connect families with resources; keeping homeless students engaged with school & earning credit toward graduation. 4) Outreach: 4WD -I provided to unsheltered youth/families street & rural outreach; delivery & mobile supports. 5) School Based Services: Provide school supplies, help with transportation, & enrollment. 6) Permanent Supportive Housing: housing navigation, life skills, and ongoing case management and support to ensure success once housed. 8) Transitional Housing- emergency hotel stays for COVID/Fire relief. We work to stabilize youth and families by providing resources for basic needs and services. Once stabilized, we can begin to start working on a client driven goal plan for education, employment, and housing. These services are stabilizing, provide a safety-net, and form the foundation of our relationship with our youth and families. Case Managers are the anchor to all of the services and supports. We proactively connect those we serve to other community-based programs, our work is client centered and is collaborative in design to accomplish their goal plan. Case Managers work with clients on navigating community resources and supports that can otherwise be overwhelming and cumbersome. This individualized support addresses their specific needs to stabilize and move forward in their goals related to housing, education, and employment for the best possible outcome for the client. We are often the communication link between and among providers to ensure efficiency and avoidance of duplication of services, to stretch every dollar as far as possible. Our work is rooted in trauma informed practices and with our staff having extensive training along with being QMHA certified. Our program is holistic in nature; providing a true client- centered approach that meeting them literally and figuratively Navigation/Resource One-Stop Center (commonly called our Drop-In Center) provides a centralized point of access to case management, advocacy, and resource distribution. The Alameda fire destroy 2600 homes in Jackson County September 2020 in the Phoenix/Talent area. As a homeless youth and family service provider, Maslow Project responded immediately to the crisis. We assisted with emergency hotel stays until FEMA kicked in, assist navigation of resources, applying for benefits, delivery of basic needs, and intensive case management support and advocacy for the victims. We worked through a list of 600 students that were affected by the wildfire. Many of those families have relocated are attending Ashland Schools. Many of the families fire effected are still working through housing navigation services to find permanent housing. We already had an astoundingly high number of homeless youth, COVID & fires dramatically increased those numbers. DHS reports record low numbers of child abuse reports & foster placements. Nationally, 420,000 homeless students failed to enroll this year. Depression, isolation, and hunger are upleading to growing safety concerns. Our programs, weave together community resources with a hands-on approach to referrals and navigation leveraging & maximizing community partnerships & resources, especially for populations with language or access barriers, and using our resources to address gaps and barriers. Maslow increased collaborations this past year to effectively respond to dual crisis: schools to help with remote learning (hard when unhoused), law enforcement to facilitate safe camping & emergency shelter, FEMA/Red Cross to bridge clients to recovery, food service companies for mobile meal & grocery deliveries, & more housing opportunities with local Housing Authority, to name a few. Additionally, we have added bi-lingual/bi-cultural staff to respond to the growing need of Spanish speaking clients. During the prior 21-22 program year we assisted 63 families to find permanent housing including providing deposit assistance, which is 342 individuals that had are now housed. Additionally, 230 people were sheltered in a hotel. 42 families are in our permanent supportive housing program currently. During Fall 2019 we began our partnership with the Housing Authority of Jackson County. We are currently providing Permanent Supportive Housing in Section 8 Project-based vouchers in Medford with 12 units, 8 in Central Point, and 15 units recently with Snowberry II in Ashland, moving 58 previously unhoused Ashland residents with children into long-term permanent, stable housing, and an additional 6 in White City this past fall. This new partnership helps our clients jump through a 3-4 year Section 8 HUD waiting list and will provide them with ongoing case management post housing to work toward skill and income building. We propose a continuation of our partnership with the City of Ashland to add on to our comprehensive services for Unhoused Youth and Families. A new position to the Ashland based programming is a Permanent Supportive Housing Case Manager. She will work in coordination with our Ashland Case Manager and Family Advocate to work with students and families who are experiencing homelessness or at risk of homelessness to navigate the rental market, address existing barriers to attaining housing, the application process, and for those in our HAJC units, ongoing case management working toward self-sufficiency. There is complex trauma associated with homelessness. Maslow is helping mitigate the effects of adverse childhood -term impact of chronic homelessness, as a result, our program provides both a high return on investment and long-term positive impact on the community. Wrap-Around Services to Unhoused Youth and Families addresses the high outreach, prevention services and transition. We will provide rent/security deposit assistance to prevent or alleviate homelessness and provide outreach/ direct service to homelessness populations. Additionally, we collaborate with over 40 agencies and the Executive Director sits on the Board of the Continuum of Care which addresses the goals and priorities set forth by HUD; aligning with the Ci community partners (e.g.: medical/dental/mental health, domestic violence, treatment/recovery programs, shelter) in a coordinated effort. Our school-based programs operate from a drop-in center inside Ashland High School allowing us to get upstream and help stabilize youth and ensure educational attainment thus decreasing the number of youth who become chronically homeless adults. Further, our Street Outreach Team is a source of information and resources to homeless youth and families living on the street. They coordinate Project Objective: Provide stability to homeless youth and families experiencing or at risk of homelessness in the city of Ashland. Objective 1: Improved safety, health, problem solving skills, and resiliency. 100% of those contacted will have increased access to basic needs, linkages to community-based services, and a safety plan. Target: 100 individuals (youth & families) Objective 2: 50 clients will receive intensive case management service, service & resource navigation. Objective 3: 80% of the 50 clients in case management will develop two or more Positive, healthy and supports connections, & increased linkages Objective 4: 70% of the 50 clients in case management will make measurable growth on their self-sufficiency score Objective 5: 95% of the 15 families (45 - 55 individuals) remain permanently housed in PSH housing Total project for wrap-around case management and safety-net services to unhoused families with children, housing deposit/move in assistance, and readiness to rent through our Permanent Supported Housing is estimated at $210,209. 3) Property and Project Information N/A 4) Services to be Provided Eligible Target Population: consists of youth between the ages of 0-21 (and their families) residing in Ashland and meeting the McKinney-Vento definition of homelessness - defined by the McKinney- student who lacks a fixed, regular, and adequate nighttime unaccompanied, or homeless with their entire family. Youth participating in this program are identified in several ways: at point of enrollment in school, by school staff throughout the school year, through self-referral, by Maslow Project outreach staff, and through referrals from partnering agencies. 100% of this population are presumed by HUD to be LMI. 100% of the homeless youth and - earn 30% or less of the Area Median Income. Services: In addition to the comprehensive services listed above: 1) Stabilization 2) Case Management 3) Advocacy 4) Outreach 5) Mental Health Services 6) School Based Services 7) Permanent Supportive Housing Program 8) Transitional Housing we will do the following: Case Management and Basic Needs: food boxes, clothing, hygiene supplies, baby supplies, emergency assistance, etc. These services are inherently preventative and stabilizing, Case Managers also collaborate closely with other providers to ensure seamless wrap-around supports (crisis counseling, health care, employment, addiction, domestic violence, scholarships) of clothing, food, hygiene supplies and emergency items that can be immediately provided come to us; Advocacy: Remove barriers & connect families with resources; Develop individualized client goal plans, assist with accessing emergency/transitional housing, track relevant academic data, assist with educational and/or post-secondary goals; School Based Services: Provide school supplies, help with transportation, enrollment, and connect families to relevant resources. 5) Work Program and Timeline The program outlined in this application is ongoing; the activities will be conducted for the Wrap-Around Services funds from the Ashland CDBG during the time period of July 1, 2023 to June 30, 2024. Please see attached project schedule (Form A-2) for more details. 6) Financial Information Project Expenses: Payroll is based on compensation for a 1) 1 FTE Case Manager (this is an increase in time from prior years), $49,920; 2) 1 FTE Permanent Supportive Housing Case Manager $49,920 3); 0.5 FTE Advocate, $20,080, 5) Payroll tax and benefits are estimated at 26% of total wages, $31,179.20. These costs are based on actual payroll reports. Payroll costs are based on agency salary schedules and in alignment with market rates. Barrier removal, safety-net needs, emergency hotels stays, deposit/security assistance funds: $40,000. Indirect/admin rate of 10% of personnel costs estimated at $19,110 and covered entirely by other non-CDBG sources. Total cost of this project is $210,209. The amount requested from the Ashland Community Development Block Grant represents 16% of our Ashland program budget, and is an essential part of our program support. All other program costs are being leveraged with other funds, including administration and overhead. Please refer to Forms B-2 and C for more information. 7) Eligibility for Federal Funding Our proposed program delivers the following Federally-eligible activities: Client Services a.The proposed project is within the Ashland City Limits, and will take place at Ashland public schools; in public community gathering spots; and at our Resource Center as COVID allows. b.Clients are classified as homeless under the McKinney-Vento Act. Homeless people are presumed by HUD to be principally persons of low and moderate incomes. As noted above, 100% of the individuals Maslow Project has worked . c.This is a social - 8) Maslow Project empowers youth to thrive independently through supports that stabilize and engage in all aspects of their life. We do this by providing resources for basic needs, removing barriers to education & employment, and fostering self-sufficiency in a collaborative & empowering environment. Our services include: 1) Stabilization; 2) Case Management; 3) Advocacy; 4) Outreach; 5) Mental Health Services; 6) School Based Programs; 7) Permanent Supportive Housing; and 8) Temporary Emergency/Transitional Housing. Maslow Project has almost two decades of experience providing evidence-based programs: grounded in best practices and producing life changing, outcome-driven results. Our work has always been trauma- intentionally youth-centered (a best practice). Other best practices we utilize include Trauma- Informed Care, Positive Youth Development - strength-based approaches that foster resiliency. These practices are woven throughout all our programs (low barrier, safe/calming spaces, client rights and responsibilities, milieu style rapport-building and gold-standard client-care), and are designed to address the specific challenges facing our youth and their families. We also actively utilize evidence-informed approaches, including: Wrap-Around (holistic & integrated), co-case management with other providers, warm referrals, Harm Reduction congregate (school-based programs, street outreach, drop-in centers). We currently coordinate with over 40 community-based organizations to promote optimal outcomes and stability of our clients - both on-site at our Resource Center and throughout Jackson County. Executive Director Mary Ferrell founded Maslow Project in 2000 and oversees all programs at the highest level. She represents our participates in federal efforts that inform and address trends and best-practices for homeless youth-serving agencies across the nation. 9) Self-Sufficiency Wrap Around Services for Unhoused Youth and Families program helps our clients (100% LMI) gain stability & move toward self-sufficiency and helps prevent adult homelessness. Our integrated, wrap-around services stabilize youth and families. Once stabilized clients can engage with case managers and begin the process of working on client driven goals to self-sufficiency related to education, employment, and housing. We coordinate with local agencies to ensure a comprehensive, unduplicated approach to providing services to our clients. Our services are preventive in nature and help to engage clients by using a strengths-based approach when working with individual client goal plans. We also leverage additional resources to support this program: our Client Assistance Fund provides essential and lifesaving needs, our Graduate Fund provides Maslow youth an opportunity to continue once they have graduated and provide an opportunity to attend college, trade school or job training. Collectively, this approach helps individuals progress from being in crisis to becoming self-sufficient. The population served through this project consists of youth between the ages of 0-21 (and their families) who reside in Ashland and meet the Federal Education McKinney-Vento definition of homeless, and are eligible for school enrollment. As noted above, all youth in this population are presumed by HUD to be low or moderate income. In our experience, 100% of 30% or less of the Area Median Income. 10) Benefits to Extremely Low, Low, and Moderate Income Individuals Youth homelessness takes a heavy toll on those it impacts. According to the National Center on Family Homelessness, homeless youth go hungry at twice the rate of other youth, are sick four times more often and have three times the rate of emotional and behavioral problems. In addition, 47% of homeless children experience anxiety, depression and withdrawal, as compared to 18% of other school-aged children; and homeless youth are 87% more likely to drop out of school (USDE). will serve between 100-145 unduplicated individuals during the 2023-2024 year approximately 50 of whom will participate in intensive Case Management and 15 Families in PSH services. These extremely low-income individuals will benefit from the following services: Project Objective: Provide stability to homeless youth and families experiencing or at risk of homelessness in the city of Ashland. Objective 1: Improved safety, health, problem solving skills, and resiliency. 100% of those contacted will have increased access to basic needs, linkages to community-based services, and a safety plan. Target: 100 individuals (youth & families) Objective 2: 50 clients will receive intensive case management service, service & resource navigation. Objective 3: 80% of the 50 clients in case management will develop two or more Positive, healthy and supports connections, & increased linkages Objective 4: 70% of the 50 clients in case management will make measurable growth on their self-sufficiency score Objective 5: 95% of the 15 families (45 - 55 individuals) remain permanently housed in PSH housing under the McKinney-Vento definition of homelessness. Homeless people are presumed by HUD to be principally persons of low and moderate incomes. Enrolled extremely-low or low-income homeless youth qualifying for services always have priority in our program, and will be able to access services regardless of the number of qualifying moderate-income individuals. 12) Demolition of Low and Moderate Income Housing N/A 13) Project Feasibility 14) Impact on Significant Properties 15) Other Materials Please see attached letters of support from Housing authority of Jackson County and the The CDBG Application Checklist and Forms A-2, B-2, C and D follow this 16) CDBG Application Checklist CITY OF ASHLAND 2023 Program Year CDBG APPLICATION CHECKLIST In order to determine compliance with all applicable HUD regulations and to help to ensure that projects will be eligible for CDBG funding, the City of Ashland will need to address all HUD requirements. The purpose of this checklist is to point out areas where potential problems could arise. Obviously, this is a comprehensive list, which must evaluate a wide array of different kinds of proposals. Therefore, not every item will be applicable to every project. Please fill it out entirely indicating all items which are not applicable and include it as part of your proposal application. Yes No N/A 1. Is the applicant a legal non-profit organization or unit of X government? 2. Do the proposed clients or users of the project meet HUD X Income Guidelines (see page 10 for guidelines)? 3. Does applicant have the capability to maintain written X income documentation? 4. Has the applicant made a legal or financial commitment to X a proposed project? 5. Is the applicant primarily a religious organization? X 6. Has the applicant administered a CDBG project X previously? 7. Is your agency willing and able to provide all required X reports and accountability to the City as required by HUD? B. Project Location and Land Use Issues Yes No N/A 1. Has a location for the project been selected? X 2. Is the proposed project within the Ashland City limits? X 3. Does the proposed project meet local zoning and land use X laws? 4. Are any land use permits such as a Site Review, partition, X annexation or Conditional Use Permit required? 5. Have these approvals been obtained? X 6. Does the project comply with current building code X requirements? 7. Does the project meet handicapped accessibility X requirements? C. Environmental Issues Yes No N/A 1. Is the project located in the 100-year floodplain? X 2. Is a wetland located on the project site? X 3. Has any environmental contamination been identified on X the project site? 4. Has asbestos been identified on the project site? X 5. If project involves an existing structure, was it built 1978 X or earlier? If year built is known, please specify. 6. Is the proposed project located on a major arterial or near X the railroad? 7. Is the proposed project located adjacent to an above X ground flammable storage tank? 8. Does the proposed project involve a structure that is 50 X years or older? 9. Will the applicant complete a Phase I environmental X review upon receiving a CDBG award? Yes No N/A D. Labor Requirements 1. Does the project involve construction over $2,000 in cost? X X 2. Will the project trigger Davis-Bacon wage requirements? X 3. Will the project trigger BOLI wage requirements? 4. Does the project involve over $18,703 in City awarded grants or X contracts? Yes No N/A E. Displacement and Relocation 1. Will tenants be displaced by the project? X 2. Will a business be displaced by the project? X 3. Will housing units be demolished or converted? X Yes No N/A F. Property Data 1. Does the applicant own the property by fee simple title? X 2. Are taxes on the property current? X 3. Is insurance current? X 4. What is the current debt against the property? X 5. What is the current use of the property? X 6.Has an appraisal on the property been conducted? X If yes, what is the assessed value of the property? Form A-2 To be completed for Social Service Proposals Social Services Proposals Activity Start Completion Date Date Case Management and Advocacy: Identify homeless students, provide 7/1/23 6/30/24 services/referrals/ basic needs, track academic data, establish client goals. Case Manager and Advocate will work with homeless youth and families on client driven goal plans related to employment, health, education, and housing to improve self-sufficiency. 100% of those contacted will have increased access to basic needs, linkages to community-based services, and/or educational advocacy. (Target: 100-150 homeless Ashland youth/family members). 45 individuals that are most at need for services will receive resource and service navigation, linkage and warm-referrals to other organizations for the best possible outcome of the client 15 families (45-55 individuals) will receive PSH case management services Collect Outcome Data: Individuals & Families are assessed at start of 7/1/23 6/30/24 case management with an intake appointment (improved employment and/or education) through on-going advocacy & case management: 80% of the 45 clients in case management will develop two or more Positive, healthy and supports connections, & increased linkages 70% of the 45 clients in case management will make measurable growth on their self-sufficiency score 95% of the 15 families will remain permanently housed in PSH We have extensive intake, tracking, and documentation procedures in place. ClientTrack is our database for documenting assessments, demographics, tracking client services and program enrollments, and monitoring client progress. Social service providers should list key benchmarks in the table above for their proposed projects (IE hire of personnel, application for further funding, initiation of direct client services, etc.) Form B-2 To be completed for Social Service Proposals Social Service Proposals Total Cost CDBG Request Other Source(s) Client Assistance / & Barrier $40,000 $0 $40,000 Removal Funds / Deposits Wages and benefits (of personnel providing direct client services) $151,099 $25,000 $126,099 Case Manager, PSH Case Manager, & Advocate Materials/Supplies $0 $0 $0 Marketing/Outreach $0 $0 $0 Program Administration Includes overhead and general staffing necessary to CDBG Funds are administer the program not available for (accounting, management, $19,110 $19,110 program grant administration) but that administration does not provide direct benefits to the client. Total Project Cost $210,209 $25,000 $185,209 Form C SOURCE(S) OF FUNDS FOR OPERATING EXPENSES WORKSHEET Completeness of this worksheet establishes the capacity of the organization to sustain the operations of the program(s). Sources Secured Conditional Tentative Commitment (awarded Date with conditions) Federal Grants $15,000 SOP $0 $0 $15,000 State Grants $20,000 YDC 7/1/23 YEHP $10,000 $20,000 YDC $17,000 8/21 Juvenile $0 Both- $10,000 Delinquency: 10/22 $10,000 Local Grants $20,000 ACCESS Secured 12/22 $25,000 Ash. CDBG $5,000 Summer -23 $15,000 $20,000 ACCESS $0 Carpenter $15,000 10/23 $5,000 Butler Oregon CDBG- Spring Community: 23 $20,000 OCF- $20,000 8/23 Non-$25,000 TFF $25,000 Ford Governmental Secured 8/21 Family Found. Grants $15,000 2/23 (3 year grant) $10,000 secured Miller Foundation Providence $10,000 Mental Health $15,000 ( 3 year Providence 4/23 grant) Donations/Gifts $0 $0 $14,209 FY 2023-2024 Applicant $0 $0 $0 N/A Contribution Program Income $0 $0 $0 N/A Loans $0 $0 $0 N/A Other (specify) $6,000 Secured $6,000 Ashland 7/2021 $0 $0 School District $4,300 - 6/2021 Other (specify) $0 $0 $0 N/A TOTAL $106,000 $0 $104,209 $210,209 Please provide a description the timeline of loan and grant application dates as related to the proposed project. Specifically, for any tentative funding sources please provide application dates, award dates and funding availability dates. Funds listed above include: Ashland School District: $6,000 secured; Ford Family Foundation: $25,000 secured; Miller Foundation: $15,000 Secured; Oregon YEH: $10,000 Secured; Youth Juvenile Delinquency: Secured $10,000; Carpenter: $15,000 Pending, Federal SOP: $15,000 secured; ACCESS SHAP rental deposits: $20,000 secured 12/22. Tentative: Ashland CDBG: $25,000-applied; GS Butler Fund: $5,000 (renewed annually); Providence Partners in Health: $20,000,000 applied; Youth Development Division: $20,000 will apply; OCF Community: $20,000 will apply; Individual Donations: $14,209 to be raised in fiscal year. Form D DISCLOSURE OF INTERESTS To assist the City of Ashland in determining whether there may be a potential conflict of interest related to the expenditure of Community Development Block Grant funds we request the following information be provided by applicants: ORGANIZATION NAME: Maslow Project Organization is: 1. Corporation ( ) 2. Non-Profit 501C3 (X) 3. Partnership ( ) 4. Sole Owner ( ) 5. Association ( ) 6. Other ( ) ____________________ DISCLOSURE QUESTIONS If additional space is necessary, please attach a separate sheet. 1. State the names of each "employee" of the City of Ashland having a financial or personal interest in the above mentioned "organization" or project proposed. Name, Job Title and City Department ____ _____________________________ 2. State the name(s) of any current or prior elected or appointed "official", of the City of Ashland having a potential "financial interest" in the organization or project. Name/Title ____Gina DuQuenne, Ashland City Councilor______________________ ___________ 3. Provide the names of each "board member" of the Organization seeking CDBG funding Name Board, Commission, or Committee (may be attached as a separate Sheet) 1 Jamie Hazlett, President - Executive/Program Committees 2 Lisa Morris, Vice President Executive/Development Committee 3 Sharilyn Cano, Secretary Executive/Development Committees 4 Amy Zarosinski, Treasurer Executive/Finance Committees 5 Gina DuQuenne Program Committee, Development, Finance Committees 6 Scott Clauson Development Committee 7 Eric Maxwell- Program Committee_______________________________ 8___________________________________ 9_______________________________ If the applicant has provided names in question 1 or 2, please provide details regarding any known potential conflicts of interest in an attached narrative. Gina DuQuenne is on our Board of Directors -!3,/7 02/*%#4 "® ±£ ®¥ $¨±¤¢³®±² ,¨²³ * ¬¨¤ ,ȁ Hazlett, President 3¢®³³ #« ´²® !³³®±¤¸ ³ , ¶ 2¤³¨±¤£ #§¨¤¥ ®¥ 0®«¨¢¤Ǿ #¨³¸ ®¥ -¤£¥®±£ ΑΔ .¤¶³®¶ 3³±¤¤³ 0/ "/8 ΐΑΐΑ -¤£¥®±£Ǿ /2 ΘΖΔΏΐ -¤£¥®±£Ǿ /2ȁ ΘΖΔΏΐ ȨΔΓΐȩ ΖΖΒȃΒΕΐΘ Ȩ¶®±ªȩ ΔΓΐȃΖΖΓȃΑΑΏΏ ȨΔΓΐȩ ΒΑΕȃΐΏΘΖ Ȩ¢¤««ȩ ²¢« ´²®ΑΏΐΐ͔¦¬ ¨«ȁ¢®¬ © ¬¨¤§ ¹«¤³³¤²°͔¦¬ ¨«ȁ¢®¬ *®¨¤£ ¨ ΑΏΑΏ *®¨¤£ ¨ ΑΏΐΐ '¨ $´1´¤¤ ,¨² -®±±¨²Ǿ 6¨¢¤ #§ ¨± !²§« £ #¨³¸ #®´¢¨«®± F ¬¨«¸ .´±²¤ 0± ¢³¨³¨®¤± !²§« £Ǿ /2 ΘΖΔΑΏ ȨΔΓΐȩ ΖΖΗȃΒΔΏΘ '¨ ȁ£´°´¤¤͔¦¬ ¨«ȁ¢®¬ ,¨² ²¬®±±¨²ΐ͔¦¬ ¨«ȁ¢®¬ ȨΔΓΐȩ ΗΘΏȃΒΔΓΗ *®¨¤£ ¨ ΑΏΐΖ !¬¸ : ±®²¨²ª¨Ǿ 4±¤ ²´±¤± 2¤µ¨²¤£Ȁ *´«¸ ΕΓΕΕ #0!Ǿ #&/ 2´¡¨¢® )µ¤²³¬¤³² ΕΓΏ 3´¯¤±¨®± #³ȁ -¤£¥®±£Ǿ /2 ΘΖΔΏΓȃΕΐΗΐ ȨΔΓΐȩ ΖΖΒȃΕΕΒΒ ¬¸͔±´¡¨¢®¢®±¯ȁ¢®¬ *®¨¤£ ¨ ΑΏΐΓ 3§ ±¨«¸ # ®Ǿ Secretary (2 3³± ³¤¦¨¢ "´²¨¤²² 0 ±³¤± 3 ¬ ±¨³ (¤ «³§ 3¤±µ¨¢¤² ΑΏΗΏ - ±³¨ $±ȁ -¤£¥®±£Ǿ /2 ΘΖΔΏΐ ȨΔΓΐȩ ΘΔΐȃΏΔΒΏ ¢¤«« 3¢ ®ΏΖΑΗ͔¦¬ ¨«ȁ¢®¬ *®¨¤£ ¨ ΑΏΐΏ %±¨¢ - ·¶¤««Ǿ 0 ²³ 0±¤²¨£¤³ "´²¨¤²² /¶¤± ΐΘ 2®²² «¤¸ $±¨µ¤ -¤£¥®±£Ǿ /2 ΘΖΔΏΐ ȨΔΓΐȩ ΗΓΏȃΔΖΒΒ #¤«« ¯±®¬ ¨͔¬²ȁ¢®¬ *®¨¤£ ¨ ΑΏΐΒ ΔΏΏ -®±®¤ 3³±¤¤³, -¤£¥®±£Ǿ /±¤¦® ΘΖΔΏΐ 541-608-6868 HOUSING AUTHORITY OF JACKSON COUNTY 2251 TABLE ROCK ROAD MEDFORD OR 97501 PH/TDD (541) 779-5785 FAX (541) 857-1118 January 22, 202 The Housing Authority of Jackson County ispleased to support thisapplication from Maslow Project insupport of their work with homeless youth and families in the Rogue Valley.Maslow helps thispopulation overcome the numerous barrierstobecome stabilized andsecuring permanent housing. The worktheydo meets a critical and growing need inour communityto help families addressthose barriers, navigate the stepsand process for finding and securing housing, and often supporting the costs associated with applicationfees, deposits, and emergencyhotelsas a bridge resource to permanenthousing. The case management and navigation servicesMaslow Project offers to individualsboth prior and post housing, help ensure skills are developed to promote better outcomesfor both tenants and landlords. The Housing Authorityof Jackson CountycurrentlypartnerswithMaslow Project on40 project based unitsinJackson Countyand we lookforwardto supporting their workand growing our partnershipto serve even more low incomeand homelessfamilies. Should you have anyquestions pleasecontact me. Sincerely, Cara Carter CaraCarter Director of Housing Programs Ext. 1002 cara@hajc.net www.helpingashland.org HOPE/STABILITY/SELF-RELIANCE PO Box 1133 Ashland OR 97520 Tel 541-631-2235 Fax 541-482-2291 OHRA BOARD President Dennis Slattery February 16, 2023 Vice President Cathy Gerbracht Secretary Jackie Bachman Treasurer To: City of Ashland Eileen Piker Past Presidents From: Cass Sinclair Rev. Dan Fowler Executive Director Diane de Ryss Board Members Subj: Application for CDBG Services Funding Sachta Card Montye Male Jodi Rasor Meiwen Richards Options for Homeless Residents of Ashland (OHRA) is pleased to submit Deneice Zeve the enclosed application for Ashland CDBG funding to support programs for low and very low-income residents of Ashland. OHRA LEADERSHIP We are requesting $27,884 to support Resource Navigators at the OHRA Executive Director Resource Center and Shelter to help unhoused and housing threatened Cass Sinclair people identify and overcome barriers to stability so that they can either Development Director move into permanent housing or maintain their housing move toward a Jessica Klinke more stable situation.. Grants Specialist David Stoebel OHRA thanks the city for its support and looks forward to our continued Development Associate partnership in service to the citizens of Ashland. Zoë Templeton Director of Administration Sincerely, Julie Carr Director of Program Services Lisa Smith OHRA Center Supervisor Katie Blomgren Facilities Supervisor # ²² 3¨¢« ¨± Peter McBennett %·¤¢´³¨µ¤ $¨±¤¢³®± ¢ ²²͔§¤«¯¨¦ ²§« £ȁ®±¦ COMMUNITY PARTNERS 100+ Businesses, Community, Faith-Based and Governmental Partners Options for Homeless Residents of Ashland is a 501(c)(3) Oregon Non-Profit abn Options for Helping Residents of Ashland Federal Tax I.D. #61-1693223 By helping people move from crisis to stability, OHRA builds more capable individuals, stronger families and a better community. CITY OF ASHLAND 2023 Program Year Community Development Block Grant (CDBG) Application All proposals must be received by 4:30p.m on February 17, 2023. These completed Sheets shall be included as the first pages on all submittals. I. APPLICANT INFORMATION Applicant Organization Name: Options for Homeless Residents of Ashland Cass Sinclair Executive Board Member Names: Dennis Slattery Cathy Gerbracht Diane deRyss Jackie Bachman Montye Male Eileen Piker Jodi Rasor Dan Fowler M.Div. Meiwen Richards Sachta Bachti Denise Zev Applicant Mailing Address: PO Box 1133 Ashland, OR 97520 Applicant Street Address: 2350 Ashland Street, Ashland, OR 97520-1408 501c3 IRS Classification : 691-1693223 Federal Tax ID#: Mission Statement: OHRA helps low-income people build better lives. By offering hope and access to social service resources, we encourage those in need on the path to self-sufficiency.By helping people move from crisis to stability, OHRA builds more capable individuals, stronger families and a better community. Total Employees: 34 Total Volunteers: 40 II. CONTACT PERSON David Stoebel Name: Grants Specialist Title: 415-858-3334 Phone Number: 541 482-2291 Fax Number: daves@helpingashland.org E-mail Address: III. PROJECT INFORMATION SUMMARY Project Name or Title: OHRA Resource Navigation Expected Completion Date: June 30, 2024 Requested CDBG Funds: $ 27,884 Organizational Match: $3,449 Funds from Other Sources: $472,667 Total Project Cost: $504,000 1) Complete Application Form A project summary including a brief description, project background and a 2) list of project objectives. This project will provide resource navigation services to Ashland residents who are unhoused or are threatened with becoming unhoused. OHRA has operated since 2014 providing unhoused and housing threatened people with assistance and resources to become or remain housed or otherwise move to a more stable and sustainable situation. Since 2014 we have assisted 671 families to move into permanent housing and helped 1,177 families to remain housed. During the project year, OHRA navigators will help a least 50 unhoused individuals or families move into housing and help at least 50 housing threatened individuals or families to remain housed. Property and Project Information relating to acquisition, rehabilitation, 3) site clearance, and development NOT APPLICABLE Briefly describe the services to be provided, if any, and describe the eligible target population receiving direct benefit from these services (low- income, homeless, special needs). OHRA Resource Navigators, professionals who work with guests to identify and resolve barriers to stability so that the guest can move forward. While we view having a reliable and safe place to live as the key to stability, we also recognize that each guest in identifying the goals that she/he wants to work on. Core components of our approach: 1.Relationship: Our work is based on building trusting relationships first with the guests so they know they can count on the Navigator. At its base that trust We also build relationships with landlords, other organizations that serve our guests and community groups that help pay for guests needs. In a time of a very tight housing market having a personal connection to a landlord allows navigators to find housing opportunities that may not be available through a computer search. Relationships with other service providers allow our Navigators to advocate for each guest and collaborate on providing the best service. Our personal relationships with churches, synagogues and community organizations allow us to find the funds we need to help people become or stay housed and/or to purchase essential items they need. 2.No Time Limit: We will work with a person for as long as they want to work with us. We may help a person get into housing and then continue to work with 2 them to build life skills such as budgeting and bill paying so they can stay housed. Perhaps we help them get an entry level job and a year later assist them in moving to a more advanced position. We also do not require a person to maintain a continuous relationship with us. A person might come in to request a voucher to buy a pair of shoes and a year later for help with housing. 3.Trauma Informed: Most of the people we serve have had severe trauma in their lives: Family violence/substance use/mental illness; their own substance use or mental illness; severe injury; long-term poverty. We understand that these accordingly. One of the things this means is that we do not give up on a person simply because they do not succeed immediately. We also stress diversity equity and inclusion recognizing that people of color, LGBTQ+ people or others who have experienced discrimination and exclusion have particular trauma that we must understand. : 4.Strengths Based ApproachAll OHRA programs start with the assumption that each guest is capable of improving their life. Our navigation process starts by asking the guest what issue they want to work on. The guest and navigator together explore resources and possible solutions on which the guest can follow- up. 5.Barrier Reduction: Our resource navigation includes financial assistance for things like birth certificates and ID cards or work permits, purchase of items needed for employment, emergency car repairs or other goods or services a guest needs to move toward sustainability. The efficacy of this approach is demonstrated by the fact that since OHRA opened its Resource Center in 2014, Navigators have helped more than 1,170 housing threatened families to remain housed and more than 670 unhoused families move into housing. 4) A work program and timeline including a complete list of tasks with estimated start and completion of each task (please complete attached Form A Project Schedule). ATTACHED 5) Financial Information A budget describing total cost, cost per task, existing (secured) project funds and unfunded costs. Identify any and all source(s) of funding. This would include other Federal and State grants and loans, monetary donations, in-kind contributions, volunteer labor, donation of materials and supplies, etc. In addition to addressing the questions below please complete attached Form B Uses of Funding & Form C Sources of Funding. Provide a detailed financial description of the proposed project, including Rent Schedule, Sources/Uses of Funding and Operating Budget Income/Expense, and utility allowances a) Describe the assumptions used to determine the total project cost. Indicate 2 the sources consulted and how costs were determined. Estimated project costs are based on and projections for cost increases due to inflation and projected changes in operations, including planned staffing changes, made necessary by increased demand for services. b) Was consideration given to remaining economic life of the property and potential cost increases such as unanticipated repair or relocation costs? Maintenance costs? Operating costs? NOT APPLICABLE c) Describe the financial assumptions used to develop the operating budget. Include projected rent increases, other sources of income for operation and maintenance expenses, and inflationary factors. For social service award requests please include financial assumptions relating to increases in wages, materials and overhead, or other costs associated with the proposed activity. The attached budget is based on previous years costs with projected increases cost due to increased demand for services and a 7% adjustment for inflation. d) Discuss non-typical expenses or those outside industry standards. NOT APPLICABLE e) Attach letters of funding commitment from other sources, if available. ATTACHED f) Will a property tax exemption be requested for the project? Yes, as a tax-exempt organization, OHRA has a property tax exemption. Eligibility for Federal Funding 6) Will any of the following activities be part of the proposed project? Client Services Federal funding has certain regulatory requirements. The following information is required to determine eligibility for federal funding. 2 General Information a) Is the proposed project within the Ashland City limits? If not, explain. Yes. b) Specify the proposed tenant or client income level; state in terms of percentage below area median for the Medford-Ashland standard metropolitan statistical area (MSA). The current income guidelines are included on page 10 above. More than 95% of guests served by OHRA have incomes below 50% of AMI. More than 80% will have incomes below 30% of AMI. Describe any financial or legal commitments made to the project. c) At the time of this submission, OHRA has received financial commitments from Jackson Care Connect and the Jackson Care Recovery network and commitment in All-in Initiative and Rogue Community Health (amounts to be determined). Grants Housing Development, Land Acquisition, or Rehabilitation Specific Information NOT APPLICABLE 7) Briefly describe the agency's mission and service history. OHRA was founded in 2012 by a group of concerned Ashland residents with the mission: OHRA helps low-income people build better lives. By offering hope and access to social service resources, we encourage those in need on the path to self- sufficiency.By helping people move from crisis to stability, OHRA builds more capable individuals, stronger families and a better community. OHRA opened its Resource Center in 2014. OHRA has operated continuously since then offering three core programs: 1.The OHRA Community Resource Center (OCRC), our keystone program, offers three basic services: a)Housing Match helps unhoused individuals find housing and the resources they need to become stable in housing and housing threatened individuals to stay in their homes by providing short-term rent or utilities assistance and other resources for moving to stability. b)Job Match gives job search assistance to help people find employment. c)Essential Services are resources that enable guests to overcome barriers to moving forward, including but not limited to: financial assistance to 2 purchase critical items such as a birth certificate or identification; assistance applying for benefits and navigating systems including OHP, SNAP, Social Security and VA, and access to internet, telephone and U.S. mail. 2.The OHRA Emergency Shelter (OES) is a year-round, 55 room non-congregate facility providing emergency housing and meals to unhoused individuals who are selected based on their vulnerability score on the Service Prioritization Decision Assistance Tool (SPDAT). 3.The OHRA Shower Trailer and Laundry Service (OST/LS) is the only place in Ashland where unhoused people can access these basic hygiene services. The OST is deployed at community locations two days per week and is staffed by a Resource Navigator as well as the regular OST staff. Guests may access the LS through a local laundromat once per month. help people to find resources, coach them on how to move toward sustainability and provide ongoing support and encouragement. There is also a bi-lingual Navigator providing community outreach to BIPOC, LatinX, LGBTQIA+ and other underserved people. The Resource Center and Shelter are located in a former motel that also has space for partner agencies to offer wrap-around services including a wellness center offering medical and behavioral healthcare. 8) Will the project promote self-sufficiency for extremely low-, low- moderate- income families, or individuals with special needs? Yes, resource navigation is designed to help unhoused and other economically stressed people to identify and overcome barriers to sustainability. The core of OHRAmission to promote self-sufficiency. 9) Please identify how your project benefits extremely low-, low- and moderate- income individuals or individuals with special needs. a) For proposed projects serving a low-income area NOT APPLICABLE b) For proposed projects serving a target population (i.e. homeless families, battered women, people with AIDS, special needs populations, etc.) provide the following data, including document sources of information for statistics. Specify the target population to be served. Number of low and moderate-income individuals in target population to be served on an annual basis. Total number of individuals in target population to be served on an annual basis. Percent low and moderate income. The target population includes unhoused and housing threatened people. Based on our past two years of data, at least 60% of these will come from Ashland, 2 Talent or Phoenix. More than 97% will have incomes less than 50% of AMI more than 80% will have incomes less than 30% of AMI. Homeless Management Information System. 10) Briefly describe how your proposal will ensure that moderate- income individuals do not benefit to the exclusion of extremely low or low-income individuals. As described in the previous answer, more than 97% of people seeking service at OHRA have incomes less than 50% of AMI. Indicate if you expect the project to cause low and moderate- income 11) housing to be demolished or converted to another use. NOT APPLICABLE 12) Project Feasibility Please describe your readiness to proceed concerning whether land use issues have been resolved and whether your organization has the administrative capacity to complete the project proposed. Describe the feasibility of the project: a) Does the applicant have the experience and capacity to complete and or manage the project proposed? Briefly describe capacity and experience in providing, maintaining and managing housing, particularly low- income housing similar to the proposed project. OHRA has provided resource navigation as its core service for more than 9 years. All staff, work processes and other resources are in place. The requested funding is required to ensure continuity of service. b) Are the ongoing operating expense and maintenance reserve estimates reasonable? Yes they are based on past actuals costs adjusted for inflation and planned increases in operations resulting from increased demand for services. c) Does the applicant have a purchase option on the property, letter of support from the property owner(s), or some other assurance that the property is available for acquisition? NOT APPLICABLE d) Does the project require temporary or permanent relocation and if so, have comparable units been identified and costs of relocation been accurately determined? Provide a tenant relocation strategy, cost estimate and existing tenant survey to address federal Uniform Relocation Act requirements which may impact your project. NOT APPLICABLE e) Describe relocation strategy for the project. 2 NOT APPLICABLE f) Does the project require land use approvals such as Site Review, Annexation, Zone Change, Minor Land Partition, Demolition, or Conditional Use permits? NOT APPLICABLE g) Has a pre-application been completed with the Ashland Planning Department? NOT APPLICABLE What is the condition of any improvements on the property and what is h) the expected life of the property? NOT APPLICABLE i) Describe commitment of project funding from other sources At the time of this submission, OHRA has received financial commitments from Jackson Care Connect and the Jackson Care Recovery Network and commitment in All-in Emergency Initiative and Rogue Community Health (amounts to be determined). The other funding shown in our budget are either pending or applications or proposals planned for submission within the next 6 months. All sources listed have funded OHRA in the past. Indicate whether the project will have any negative impacts on historic j) or architecturally significant properties on the environment. All projects will be subjected to an Environmental Review Report and certain projects depending on scale, i.e., new construction, must undergo an Environmental Assessment. NOT APPLICABLE Please attach any other statistical data, letters of support, applicable 13) experience of the sponsor, evidence of financial support from other funding sources, or other material you believe will assist the City in its review of your proposal. Attached please find a letter of support from State Representative Pam March and a 14) CDBG Application Checklist (see pages 25-26). Attach Forms A, B, & C . 2 CITY OF ASHLAND 2023 Program Year CDBG APPLICATION CHECKLIST In order to determine compliance with all applicable HUD regulations and to help to ensure that projects will be eligible for CDBG funding, the City of Ashland will need to address all HUD requirements. The purpose of this checklist is to point out areas where potential problems could arise. Obviously, this is a comprehensive list, which must evaluate a wide array of different kinds of Please proposals. Therefore, not every item will be applicable to every project. fill it out entirely indicating all items which are not applicable and include it as part of your proposal application. A. Background Yes No N/A 1. Is the applicant a legal non-profit organization or unit X of government? 2. Do the proposed clients or users of the project meet X HUD Income Guidelines (see page 10 for guidelines)? 3. Does applicant have the capability to maintain written X income documentation? 4. Has the applicant made a legal or financial X commitment to a proposed project? X 5. Is the applicant primarily a religious organization? X 6. Has the applicant administered a CDBG project previously? 7. Is your agency willing and able to provide all required X reports and accountability to the City as required by HUD? B. Project Location and Land Use Issues Yes No N/A 1. Has a location for the project been selected? X X 2. Is the proposed project within the Ashland City limits? X 3. Does the proposed project meet local zoning and land use laws? 4. Are any land use permits such as a Site Review, X partition, annexation or Conditional Use Permit required? 5. Have these approvals been obtained? X 6. Does the project comply with current building code X requirements? 7. Does the project meet handicapped accessibility X requirements? 2 C. Environmental Issues Yes No N/A X 1. Is the project located in the 100-year floodplain? X 2. Is a wetland located on the project site? 3. Has any environmental contamination been identified X on the project site? 4. Has asbestos been identified on the project site? X 5. If project involves an exiting structure, was it built X 1979 or earlier? If year built is known, please specify. 6. Is the proposed project located on a major arterial or X near the railroad? 7. Is the proposed project located adjacent to an above X ground flammable storage tank? 8. Does the proposed project involve a structure that is X 50 years or older? X 9. Will the applicant complete a Phase I environmental review upon receiving a CDBG award? D. Labor Requirements Yes No N/A 1. Does the project involve construction over $2,000 in X cost? 2. Will the project trigger Davis-Bacon wage X requirements? 3. Will the project trigger BOLI wage requirements? X X 4. Does the project involve over $18,703 in City awarded grants or contracts? E. Displacement and Relocation Yes No N/A 1. Will tenants be displaced by the project? X 2. Will a business be displaced by the project? X X 3. Will housing units be demolished or converted? F. Property Data Yes No N/A X 1. Does the applicant own the property by fee simple title? 2. Are taxes on the property current? X X 3. Is insurance current? 4. What is the current debt against the property? X 5. What is the current use of the property? X 6. Has an appraisal on the property been conducted? If yes, what is the assessed value of the property? 2 Form A-1 To be completed for Development or Rehabilitation Proposals Housing Proposals Activity Start Date Completion Date Site Planning & Development Option Site Acquisition Plan Development Pre-application Land Use Approval Construction Plans Final Bids Contractor Selection Building Permits Grant applications local state federal Non-government other Loan Applications Construction loan Permanent Construction Phase Construction Certificate of Occupancy Please provide your best (realistic) date estimates regarding the project schedule 2 FormA-2 To be completed for Social Service Proposals Social Services Proposals Start Date Completion Date Delivery of Resource Navigation Service 7/1/2023 6/30/2024 at OHRA Center Applications for funding per budget 3/1/2023 8/30/2023 Social service providers should list key benchmarks in the table above for their proposed projects (IE hire of personnel, application for further funding, initiation of direct client services, etc) 2 FormB-1 To be completed for Development or Rehabilitation Proposals NOT APPLICABLE Uses of Funding Housing Proposals Total Cost CDBG Request Other Source(s) Acquisition Costs Land Improvements Liens and other Taxes Closing costs Off-Site costs Other SUBTOTAL Development Costs Land Use Approvals Building Permits/fees (Include Engineering and Community Development Fees) System Development Charges (SDCs) Relocation Costs Environmental Report / Lead Based Paint Clearance Soils Report Survey Marketing Insurance Other Fees Architectural/Engineering Legal/Accounting Appraisals Lender fees Construction Loan Permanent Loan Tax Credit Fees Developer Fee Consultant Fee Other TOTAL 2 Form B-2 To be completed for Social Service Proposals Social Service Proposals Total Cost CDBG Request Other Source(s) Direct Client Services Wages (of personal $420,000 $27,844 $476,156 providing direct client services) Materials/Supplies Marketing/Outreach CDBG Funds Program Administration $84,000 Includes overhead and general are not staffing necessary to administer the available for program (accounting, management, grant administration) but that does program not provide direct benefits to the administration client. Total Project Cost $504,000 $27,844 $476,156 2 FormC SOURCE(S) OF FUNDS FOR OPERATING EXPENSES WORKSHEET Completeness of this worksheet establishes the capacity of the organization to sustain the operations of the program(s). Sources Secured Conditional Tentative Commitment (awarded with Date conditions) Federal Grants $1,000 5/1/23 State Grants $200,000 4/1/23 Local Grants $86,667 $177,884 5/1/23 Non-Governmental $35,000 6/1/23 Grants $3,449 Donations/Gifts Applicant Contribution Program Income Loans Other (specify) Other (specify) TOTAL $90,116 $413,884 Please provide a description the timeline of loan and grant application dates as related to the proposed project. Specifically, for any tentative funding sources please provide application dates, award dates and funding availability dates. 1.All grants listed as tentative have either been submitted or will be submitted by May 1, 2023. The $200,000 -In Emergency 2. declaration which has allocated substantial funds to Jackson County for homeless ed in the next month. 2 Form D DISCLOSURE OF INTERESTS To assist the City of Ashland in determining whether there may be a potential conflict of interest related to the expenditure of Community Development Block Grant funds we request the following information be provided by applicants: ORGANIZATION NAME: Options for Homeless Residents of Ashland Organization is: 1. Corporation ( ) Non-Profit 501C3 (X ) 2. 3. Partnership ( ) 4. Sole Owner ( ) 5. Association ( ) 6. Other ( ) DISCLOSURE QUESTIONS If additional space is necessary, please attach a separate sheet. 1. State the names of each "employee" of the City of Ashland having a financial or personal interest in the above mentioned "organization" or project proposed. Name, Job Title and City Department NOT APPLICABLE 2. State the name(s) of any current or prior elected or appointed "official", of the City of Ashland having a potential "financial interest" in the organization or project. Name/Title NOT APPLICABLE Provide the names of each "board member" of the Organization seeking CDBG funding Name Board, Commission, or Committee (may be attached as a separate Sheet) Dennis Slattery Cathy Gerbracht Jackie Bachman Eileen Piker Dan Fowler M.Div. Sachta Bachti Diane deRyss Montye Male Jodi Rasor Meiwen Richards Deneice Zeve If the applicant has provided names in question 1 or 2, please provide details regarding any known potential conflicts of interest in an attached narrative. NOT APPLICABLE 30 CITY OF ASHLAND 2023 Program Year Community Development Block Grant (CDBG) Application All proposals must be received by 4:30p.m on February 17, 2023. These completed Sheets shall be included as the first pages on all submittals. I. APPLICANT INFORMATION Applicant Organization Name: Options for Homeless Residents of Ashland Cass Sinclair Executive DirectorÓs Name(s): Board Member Names: Dennis Slattery Cathy Gerbracht Diane deRyss Jackie Bachman Montye Male Eileen Piker Jodi Rasor Dan Fowler M.Div. Meiwen Richards Sachta Bachti Deneice Zeve Applicant Mailing Address: PO Box 1133 Ashland, OR 97520 Applicant Street Address: 2350 Ashland Street, Ashland, OR 97520-1408 501c3 IRS Classification: 691-1693223 Federal Tax ID#: Mission Statement: (may be attached): OHRA helps low-income people build better lives. By offering hope and access to social service resources, we encourage those in need on the path to self-sufficiency.By helping people move from crisis to stability, OHRA builds more capable individuals, stronger families and a better community. Total Employees: 34 Total Volunteers: 40 II. CONTACT PERSON (designate a contact person who is familiar with the project) Name: David Stoebel Title: Grants Specialist Phone Number: 415-858-3334 Fax Number: 541 482-2291 E-mail Address: daves@helpingashland.org III. PROJECT INFORMATION SUMMARY Project Name or Title: Commercial Kitchen for OHRA Shelter Expected Completion Date: June 1 2024 Requested CDBG Funds: $ 170,947 Organizational Match: $ 0 Funds from Other Sources: $ 135,053 Total Project Cost: $ 305,000 1) Complete Application Form 2) A project summary including a brief description, project background and a list of project objectives We are proposing to purchase a self-contained commercial kitchen to be placed located at 2350 Ashland Street, Ashland Oregon. The on OHRA Òs property kitchen will be used to provide meals for residents of the OHRA Shelter located at that site. The exact location of the kitchen will be determined based on future assessment to determine what site is most feasible and logistically advantageous for the use. Property and Project Information relating to acquisition, rehabilitation, site clearance, and development (section not applicable for social service applications involving direct services to qualified low- or extremely low- income persons) Provide a map showing the project's location. If the project will serve a specific area, proposed project boundaries should be shown. A site map is being developed by architects Jerome White and Chad Brown of arkitek design and architecture and will be provided within a week of submission. Describe details regarding any property proposed for acquisition, indicating the following: NOT APPLICABLE 1) Briefly describe the services to be provided, if any, and describe the eligible target population receiving direct benefit from these services (low-income, homeless, special needs CDBG funds will be used to create a fully operational kitchen that will be used to prepare meals for unhoused people residing in the OHRA Shelter. All people benefiting from the project will be of extremely low-income. 2) A work program and timeline including a complete list of tasks with estimated start and completion of each task (please complete attached Form A Î Project Schedule). ATTACHED 3) Financial Information A budget describing total cost, cost per task, existing (secured) project funds and unfunded costs. Identify any and all source(s) of funding. This would include other Federal and State grants and loans, monetary donations, in-kind contributions, volunteer labor, donation of materials and supplies, etc. In addition to addressing the questions below please complete attached Form B Î 23 Uses of Funding & Form C Î Sources of Funding. Provide a detailed financial description of the proposed project, including Rent Schedule, Sources/Uses of Funding and Operating Budget Income/Expense, and utility allowances a) Describe the assumptions used to determine the total project cost. Indicate the sources consulted and how costs were determined. Cost estimates are from our general contractor, John Fields of Golden Fields Construction. Grant funds will create a fully operational kitchen that will be built off site in a modified cargo container. Funds will help to pay for: A.) Purchase the kitchen B.) Any necessary planning/building approvals and permit fees C.) Equipment and appliances D.) Installation Costs Was consideration given to remaining economic life of the property and potential cost increases such as unanticipated repair or relocation costs? Maintenance costs? Operating costs? With a full kitchen OHRA will be capable of feeding Shelter residents. The current cost to provide 60 meals per day per year is over $260,000. Our assumption is that there will be a net savings of over $100,000 per year that will provide more funding for additional services. b) Describe the financial assumptions used to develop the operating budget. Include projected rent increases, other sources of income for operation and maintenance expenses, and inflationary factors. For social service award requests please include financial assumptions relating to increases in wages, materials and overhead, or other costs associated with the proposed activity. All budgeted costs are standard for a project of this type. As described above, we estimate annual savings of $100,000 in operating cost by preparing meals on site vs. purchase of meals as is the case now. OHRA has stable income sources for the shelter nutrition program including the Jackson County Emergency Food and Shelter Program and Project Turnkey c) Discuss non-typical expenses or those outside industry standards. NOT APPLICABLE d) Attach letters of funding commitment from other sources, if available e) Will a property tax exemption be requested for the project? If so, what is the estimated dollar value of the tax exemption over the twenty-year 24 period? Please briefly detail the calculation method used to estimate the value and the process your organization would undertake to obtain the exemptions or appraised value adjustment. OHRA is a 501c3 not for profit corporation and has a tax exemption on this property. Eligibility for Federal Funding 4) Will any of the following activities be part of the proposed project? Property Acquisition NO New Construction (non-residential) YES Removal of Architectural Barriers NO Rehabilitation Costs NO Development Costs YES Client Services NO Specification Preparation (Construction/Rehab) YES Relocation Benefits (if required) NO Appraisal (for acquisitions) NO General Information a) Is the proposed project within the Ashland City limits? If not, explain. YES b) Specify the proposed tenant or client income level; state in terms of percentage below area median for the Medford-Ashland standard metropolitan statistical area (MSA). The current income guidelines are included on page 10 above. 100% of guests served will be Extremely Low income. c) Describe any financial or legal commitments made to the project. OHRA has received a pledge of $25,000 donation from a private donor who asks us to keep their identity confidential. OHRA has had discussion with staff from MJ Murdock Foundation who have encouraged us to apply for funding for this phase of renovations. The Murdock Foundation has granted $451,000 for current renovations. Housing Development, Land Acquisition, or Rehabilitation Specific Info Answered below on the City of Ashland Checklist d) Will permanent housing units be converted or demolished? If so, how many? No 25 e) Is the proposed housing site located in a 100-year flood plain? The facility will be a packaged unit that will be attached to the existing dining hall on the northwest end of the existing building. Although this is the most advantageous location for the kitchen, the City has a flood plain map overlaid on this parcel that we believe is inaccurate. The 100-year flood bank is below the property, but it will require a flood plain survey and if in fact the parcel is free of any flood hazard we would be required to seek a modification of the CityÓs overlay to exclude the identified area of improvement. There are no riparian features near this area and we believe that the flood threat does not exist. f) Has a Level 1 environmental assessment been done for the site? If yes, attach the report. Yes. The document is too large to send by email. I can be accerssed at the following link: https://helpingashlandorg.sharepoint.com/:b:/g/EURCP6jKL0NEvso7tUvYNeIB_C U93te3VDla2Ub0kxZYnA?e=UHlhgL g) Is the proposed housing site located adjacent to a major arterial road or near a railroad? YES h) Is the proposed site located adjacent to an aboveground flammable storage tank? N0 i) Will the proposed project impact historic features? If yes, explain. No 5) Briefly describe the agency's mission and service history. The City may request copies of the agency's financial audit or review for the last two years prior to contract signing in order to determine agency's capability to successfully complete the project. OHRA was founded in 2012 by a group of concerned Ashland residents with the mission: OHRA helps low-income people build better lives. By offering hope and access to social service resources, we encourage those in need on the path to self- sufficiency. By helping people move from crisis to stability, OHRA builds more capable individuals, stronger families and a better community. OHRA opened its Resource Center in 2014 and has operated continuously since then offering three core programs: 1. The OHRA Community Resource Center (OCRC), the only walk-in resource Center in Jackson County offers three basic services: 26 a) Housing Match helps unhoused individuals find housing and the resources they need to become stable in housing and housing threatened individuals to stay in their homes by providing short-term rent or utilities assistance and other resources for moving to stability. b) Job Match gives job search assistance to help people find employment. c) Essential Services are resources that enable guests to overcome barriers to moving forward, including but not limited to: financial assistance to purchase critical items such as a birth certificate or identification; assistance applying for benefits and navigating systems including OHP, SNAP, Social Security and VA, and access to internet, telephone and U.S. mail. 2. The OHRA Emergency Shelter (OES) is a year-round, 55 room non-congregate facility providing emergency housing and meals to unhoused individuals who are selected based on their vulnerability score on the Service Prioritization Decision Assistance Tool (SPDAT). 3. The OHRA Shower Trailer and Laundry Service (OST/LS) is the only place in Ashland where unhoused people can access these basic hygiene services. The OST is deployed at community locations two days per week and is staffed by a Resource Navigator as well as the regular OST staff. Guests may access the LS through a local laundromat once per month. Underlying all three programs are OHRAÓs Resource Navigators, professionals who help people to find resources, coach them on how to move toward sustainability and provide ongoing support and encouragement. There is also a bi-lingual Navigator providing community outreach to BIPOC, LatinX, LGBTQIA+ and other underserved people. The Resource Center and Shelter are located in a former motel that also has space for partner agencies to offer wrap-around services including a wellness center offering medical and behavioral healthcare. 6) Will the project promote self-sufficiency for extremely low-, low- moderate- income families, or individuals with special needs? Yes, OHRA Shelter services include resource navigation designed to help unhoused and other economically stressed people to identify and overcome barriers to sustainability. As a result of this service, 75 unhoused people who entered the shelter since April 1, 2021 have transitioned to permanent housing. 7) Please identify how your project benefits extremely low-, low- and moderate-income individuals or individuals with special needs. a) For proposed projects serving a low-income area. NOT APPLICABLE b) For proposed projects serving a target population (i.e. homeless families, battered women, people with AIDS, special needs populations, etc.) provide the following data, including document sources of information for statistics. 27 {ƦĻĭźŅǤƷŷĻƷğƩŭĻƷƦƚƦǒƌğƷźƚƓƷƚĬĻƭĻƩǝĻķ͵ bǒƒĬĻƩƚŅƌƚǞğƓķƒƚķĻƩğƷĻźƓĭƚƒĻźƓķźǝźķǒğƌƭźƓ ƷğƩŭĻƷƦƚƦǒƌğƷźƚƓƷƚĬĻƭĻƩǝĻķƚƓğƓğƓƓǒğƌĬğƭźƭ͵ΛŷźƭĭƚǒƓƷĭğƓƓƚƷźƓĭƌǒķĻ ƩĻƦĻğƷĻķǝźƭźƷƭƚƩǒƭĻĬǤƷŷĻƭğƒĻźƓķźǝźķǒğƌƭ͵Μ ƚƷğƌƓǒƒĬĻƩƚŅźƓķźǝźķǒğƌƭźƓƷğƩŭĻƷƦƚƦǒƌğƷźƚƓƷƚĬĻƭĻƩǝĻķƚƓğƓğƓƓǒğƌ Ĭğƭźƭ͵ tĻƩĭĻƓƷƌƚǞğƓķƒƚķĻƩğƷĻźƓĭƚƒĻ͵ The target population is unhoused people. To date more than 60% of these have come from Ashland, Talent and Phoenix. All are people with Extremely Low Incomes, and more than two-thirds have a disability. We anticipate serving approximately 180 people per year. These projections are derived from OHRAÓs data entered in the Jackson County Homeless Management Information System. 8) Briefly describe how your proposal will ensure that moderate- income individuals do not benefit to the exclusion of extremely low or low-income individuals. The Shelter only serves unhoused individuals who are always extremely low- income people. Indicate if you expect the project to cause low and moderate- income 9) housing to be demolished or converted to another use (see attachment ÐRelocation Strategy GuidanceÑ). If so, explain. NOT APPLICABLE 10) Project Feasibility Please describe your readiness to proceed concerning whether land use issues have been resolved and whether your organization has the administrative capacity to complete the project proposed. Describe the feasibility of the project: a) Does the applicant have the experience and capacity to complete and or manage the project proposed? Briefly describe applicantÓs capacity and experience in providing, maintaining and managing housing, particularly low- income housing similar to the proposed project. OHRA has been engaged in extensive renovations of this facility since July 2021. The same design build team will be employed for this project including the general contractor, Golden-Fields Construction and Jerome White of arkitek: design&architecture. OHRA has operated the shelter since April 1, 2021 and prior to that had operated the Ashland Emergency Winter Shelters in Ashland since November 2018. b) Are the ongoing operating expense and maintenance reserve estimates reasonable? The Shelter operating budget is developed annually by OHRA staff with board approval and is based on past expenses and realistic projections of future costs. 28 Current operating expenses are within budgeted amounts and reserve estimates are adequate to meet projected contingencies. c) Does the applicant have a purchase option on the property? NOT APPLICABLE-OHRA owns this property free and clear d) Does the project require temporary or permanent relocation? NOT APPLICABLE e) Describe relocation strategy for the project. NOT APPLICABLE f) Does the project require land use approvals such as Site Review, Annexation, Zone Change, Minor Land Partition, Demolition, or Conditional Use permits? g) Has a pre-application been completed with the Ashland Planning Department? The design build team has held lengthy discussions with planning staff about the project. We will need a funding commitment to move forward with planning process. h) What is the condition of any improvements on the property and what is the expected life of the property? NOT APPLICABLE i) Describe commitment of project funding from other sources 11) Indicate whether the project will have any negative impacts on historic or architecturally significant properties on the environment. All projects will be subjected to an Environmental Review Report and certain projects depending on scale, i.e., new construction, must undergo an Environmental Assessment. NOT APPLICABLE 12) Please attach any other statistical data, letters of support, applicable experience of the sponsor, evidence of financial support from other funding sources, or other material you believe will assist the City in its review of your proposal. The MJ Murdock Trust supports current renovations and their staff have encouraged us to apply for support of this project as well. 13) CDBG Application Checklist (see pages 25-26). Attach Forms A, B, & C. 29 CITY OF ASHLAND 2023 Program Year CDBG APPLICATION CHECKLIST In order to determine compliance with all applicable HUD regulations and to help to ensure that projects will be eligible for CDBG funding, the City of Ashland will need to address all HUD requirements. The purpose of this checklist is to point out areas where potential problems could arise. Obviously, this is a comprehensive list, which must evaluate a wide array of different kinds of proposals. Therefore, not every item will be applicable to every project. Please fill it out entirely indicating all items which are not applicable and include it as part of your proposal application. A. ApplicantÓs Background Yes No N/A 1. Is the applicant a legal non-profit organization or unit X of government? 2. Do the proposed clients or users of the project meet X HUD Income Guidelines (see page 10 for guidelines)? 3. Does applicant have the capability to maintain written X income documentation? 4. Has the applicant made a legal or financial X commitment to a proposed project? 5. Is the applicant primarily a religious organization? X 6. Has the applicant administered a CDBG project X previously? 7. Is your agency willing and able to provide all required reports and accountability to the City as required by X HUD? B. Project Location and Land Use Issues Yes No N/A 1. Has a location for the project been selected? X 2. Is the proposed project within the Ashland City X limits? 3. Does the proposed project meet local zoning and X land use laws? 4. Are any land use permits such as a Site Review, partition, annexation or Conditional Use Permit X required? 5. Have these approvals been obtained? X 6. Does the project comply with current building code X requirements? 7. Does the project meet handicapped accessibility X requirements? 2 C. Environmental Issues Yes No N/A 1. Is the project located in the 100-year floodplain? X 2. Is a wetland located on the project site? X 3. Has any environmental contamination been identified X on the project site? 4. Has asbestos been identified on the project site? X 5. If project involves an exiting structure, was it built X 1979 or earlier? If year built is known, please specify. 6. Is the proposed project located on a major arterial or X near the railroad? 7. Is the proposed project located adjacent to an above X ground flammable storage tank? 8. Does the proposed project involve a structure that is X 50 years or older? 9. Will the applicant complete a Phase I environmental X review upon receiving a CDBG award? D. Labor Requirements Yes No N/A 1. Does the project involve construction over $2,000 in X cost? 2. Will the project trigger Davis-Bacon wage X requirements? 3. Will the project trigger BOLI wage requirements? X 4. Does the project involve over $18,703 in City X awarded grants or contracts? E. Displacement and Relocation Yes No N/A 1. Will tenants be displaced by the project? X 2. Will a business be displaced by the project? X 3. Will housing units be demolished or converted? X F. Property Data Yes No N/A 1. Does the applicant own the property by fee simple X title? 2. Are taxes on the property current? X 3. Is insurance current? X 4. What is the current debt against the property? See Below See 5. What is the current use of the property? Below 6. Has an appraisal on the property been conducted? See If yes, what is the assessed value of the property? Below Item D 3: The requested money will be for a finished kitchen built offside and delivered. 2 There will be additional onsite monies required for installation Item 4. OHRA owns the property free and clear, there is no debt. Item 5. The property houses the OHRA Center which includes the OHRA Shelter. Item 6. The property was appraised in November 2020 at $4,200,000 2 Form A-1 To be completed for Development or Rehabilitation Proposals Housing Proposals Activity Start Date Completion Date Site Planning & Development Option Site cquisition A Plan Development After award placed June 1, 2023 Pre-application April 1 , 2023 May 15,2023 Land Use pproval A June 15, 2023 August 1, 2023 Construction Plans May1,2023 July 1, 2023 Final Bids August 15, 2023 Contracto Selection r Building Permits August 1, 2023 August 21, 2023 Grant applications local state federal Non-governmen t othe r Loan Applications Construction loan Permanent Construction Phase Construction Certificate of Occupancy Please provide your best (realistic) date estimates regarding the project schedule 2 Form A-2 To be completed for Social Service Proposal Activity Start Date Completion Date NOT APPLICABLE Social service providers should list key benchmarks in the table above for their proposed projects (IE hire of personnel, application for further funding, initiation of direct client services, etc) 2 Form B-1 To be completed for Development or Rehabilitation Proposals Uses of Funding Housing Proposals Total Cost CDBG Request Other Source(s) Acquisition Costs Land Improvements Liens and other Taxes Closing costs Off-Site costs Other SUBTOTAL $0 Development Costs Land Use Approvals $1,2000.00 Building Permits/fees $3,200.00 (Include Engineering and Community Development Fees) System Development Charges Should be credits (SDCs) available for fixtures removed Relocation Costs Environmental Report / Lead Based Paint Clearance Soils Report Survey-flood plain certification $3,500.00 Marketing Insurance Other Fees Architectural/Engineering $1,200.00 Legal/Accounting Appraisals Lender fees Construction Loan Permanent Loan Tax Credit Fees Developer Fee Consultant Fee Other TOTAL 2 Form B-2 To be completed for Social Service Proposals Social Service Proposals Total Cost CDBG Request Other Source(s) Direct Client Services NOT APPLICABLE Wages (of personal providing direct client services) Materials/Supplies Marketing/Outreach Program Administration CDBG Funds Includes overhead and general are not staffing necessary to administer the available for program (accounting, management, grant administration) but that does program not provide direct benefits to the administration client. Total Project Cost 2 Form C SOURCE(S) OF FUNDS FOR OPERATING EXPENSES WORKSHEET Completeness of this worksheet establishes the capacity of the organization to sustain the operations of the program(s). Sources Secured Conditional Tentative Commitment (awarded with Date conditions) Federal Grants State Grants Local Grants Non-Governmental Grants Donations/Gifts Applicant Contribution Program Income Loans Other (specify) Other (specify) TOTAL Please provide a description the timeline of loan and grant application dates as related to the proposed project. Specifically, for any tentative funding sources please provide application dates, award dates and funding availability dates. 2 Form D DISCLOSURE OF INTERESTS To assist the City of Ashland in determining whether there may be a potential conflict of interest related to the expenditure of Community Development Block Grant funds we request the following information be provided by applicants: ORGANIZATION NAME: OPTIONS FOR HOMELESS RESIDENTS OF ASHLAND Organization is: 1. Corporation ( ) 2. Non-Profit 501C3 (X) 3. Partnership ( ) 4. Sole Owner ( ) 5. Association ( ) 6. Other ( ) DISCLOSURE QUESTIONS If additional space is necessary, please attach a separate sheet. 1. State the names of each "employee" of the City of Ashland having a financial or personal interest in the above mentioned "organization" or project proposed. Name, Job Title and City Department NOT APPLICABLE 2. State the name(s) of any current or prior elected or appointed "official", of the City of Ashland having a potential "financial interest" in the organization or project. Name/Title NOT APPLICABLE 3. Provide the names of each "board member" of the Organization seeking CDBG funding Name Board, Commission, or Committee (may be attached as a separate Sheet) Dennis Slattery Cathy Gerbracht Jackie Bachman Eileen Piker Dan Fowler M.Div. Sachta Bachti Diane deRyss Montye Male Jodi Rasor Meiwen Richards Deneice Zeve If the applicant has provided names in question 1 or 2, please provide details regarding any known potential conflicts of interest in an attached narrative. NOT APPLICABLE 30 OHRA Commercial Kitchen Project Budget Income Ashland CDBG$170,947 Secured Private Donation $25,000 To be raised$109,053 TOTAL$305,000 Cost Purchase kitchen$150,000 Planning/building approvals/permits/fees$14,750 Equipment/appliances$33,000 Installation costs$107,250 TOTAL$305,000 Notes: Income to be raised: As described in our narrative, OHRA has been encourage by staff of the urdock Foundation to apply fo funding for Phase II renovations which will include this project. Murdock has currenlty granted us $451,000 for Phase I. PAM MARSH STATE REPRESENTATIVE DISTRICT 5 SOUTHERN JACKSON COUNTY HOUSE OF REPRESENTATIVES 4 February 2021 TO WHOM IN MAY CONCERN, I am writing to express my unqualified support for Options for Helping Residents of Ashland. Early in th pandemic I realized that our community needed to put particular effort into services to protect our very high-risk homeless population. During the past months I’ve worked closely with OHRA to develop new and innovative approaches to keep houseless neighbors stable and healthy. Over and over again I’ve seen OHRA step up with creative solutions for challenges we’ve never faced before. More than once I’ve remarked how fortunate we have been to have Cass and her team in place during this unprecedented time. I am deeply grateful for their clear vision, abiding sense of mission, and strong business acumen. I have seen first-hand how OHRA helps people move from crisis to stability. Now with the opening of the new OHRA Center, Jackson County has a critical resource for advancing this work. Options for Helping Residents of Ashland is changing the course of homelessness in our region. Local governments, faith communities and social service agencies are counting on the agency to serve people during this prolonged economic crisis. Thank you so much considering a robust gift that will expand OHRA’s ability to save lives. Best regards, Representative House District 05 Southern Jackson County Capitol Address: 900 Court St NE, H-375, Salem, OR 97301 – Phone: (503) 986-1405 rep.pammarsh@oregonlegislature.gov - www.oregonlegislature.gov/marsh ˝˵˽˿ DATE: March 23, 2023 TO: Housing and Human Services Advisory Committee FROM: Linda Reid, Housing Program Manager DEPT: Planning RE: Housing At the regular meeting in February, Committee members asked to have an update on HB 2001 Emergency Order. Attached to this memo is a summary of what is contained in the proposed legislation. Below is a brief overview of the proposed 2023 housing legislative actions to alleviate the lack of affordable housing and related issues. 1. HB 3462: Emergency Housing for All Support emergency housing for all - Integrate emergency housing into emergency response policy - Ensure all emergency Housing meets fair housing requirements - Ensure housing resources are immediately accessible - Ensure resources are available for those who do not qualify for FEMA resources. Building resilience before, during, and after climate disasters through community designed and operated hubs with surrounding networks. Led by: Unite Oregon Statewide, Community Resilience Hub coalition Ensuring emergency housing meets fair housing requirements, is accessible to those who don't qualify for FEMA, and immediately accessible resources. 2. SB 603 | Direct cash assistance to prevent/address houselessness Bill Summary Catchline/Summary: Establishes People's Housing Assistance Fund Demonstration Program, administered by Department of Human Services, to provide 12 monthly payments of $1,000 to individuals who are experiencing homelessness, are at risk of Planning Department 20 East Main Street Tel: 541.488.5300 Ashland, Oregon 97520 Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 ˝˵˽˿ homelessness, are severely rent burdened or earn at or below 60 percent of area median income. 3. SB 610 | Food for All Oregonians Community Bill Summary Establishes Food for All Oregonians Program within Supplemental Nutrition Assistance Program to provide nutrition assistance to residents of this state who would qualify for federal Supplemental Nutrition Assistance Program but for immigration status. Tenancy. 4. SB 611 | Bill: Rental Affordability (Stable Homes) Bill Summary: Increases amount residential landlord owes tenant for landlord-cause termination of tenancy. 5. SB 799 | Eviction Reform and Reduction Bill (Stable Homes) Housing Bill Summary Requires residential landlords to extend notice periods for terminations of tenancy based on nonpayment of rent and to include additional notices. Postpones any eviction proceeding based on such termination notices for up to 60 days while an application for rental assistance is pending. 6. HB2757: Building Out Oregon's Crisis System Background: In fall 2020, Congress designated 9-8-8 as the new three-digit crisis line for nationwide use, replacing the 10-digit toll-free number that connected callers to the National Suicide Prevention Lifeline Network. 988 to their broader in-state behavioral health crisis network. To adopt a telecom fee for 988, just as states have telecom fees to fund the 911 emergency network. In 2021, the Oregon Legislature partially enacted 988 implementation legislation, moving forward with creating two 988 call centers based in Oregon and with partially expanding mobile crisis response teams across the state. However, several key elements were deferred until 2023 to ensure time for thoughtful planning. Planning Department 20 East Main Street Tel: 541.488.5300 Ashland, Oregon 97520 Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 ˝˵˽˿ What HB 2757 Achieves: HB 2757 fully implements the architecture for the 988 system in Oregon. Importantly, HB 2757: Creates the 988 Trust Fund so that Oregon may integrate the various pots of federal and state funding to ensure seamless financing for 988 call centers, mobile crisis, -stakeholder advisory body to ensure smooth implementation of 988 across Oregon 7. HB 2001 estimated House Bill 2001/House Bill 5019). The result of a bipartisan and bicameral process, Democratic lawmakers aim to pass the final package by mid-March to urgently respond to the current housing and homelessness crisis facing Oregon. The proposed package: million); Provides $27 million in additional funding to address homelessness in 25 rural counties; Prevents more Oregonians, including unhoused youth, from becoming homeless and helps shelter unhoused communities; Invests in modular home production to rapidly deploy high- quality, Oregon-made affordable housing; Incentivizes housing development with predevelopment loans to house more working Oregonians; Grants farmers funds to improve the health and safety conditions of on-site housing for agricultural workers; Makes building affordable housing the top priority for the state with local governments. Planning Department 20 East Main Street Tel: 541.488.5300 Ashland, Oregon 97520 Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 ˝˵˽˿ 8. Emissions reductions are essential, for addressing heating, cooling, efficiency, and sustainability. Rep Pam Marsh is sponsoring bills working on a building resiliency package through the Oregon Senate. Healthy Heating and Cooling for All (SB 868) will align our energy efficiency programs with our state climate goals and accelerate deployment of 500,000 heat pumps; Build Smart from the Start (SB 869) code so that all new buildings are constructed to be more efficient and resilient from the start; Building Performance Standards (SB 870) will improve the energy efficiency of large, energy-intensive commercial buildings; Smart State Buildings (SB 871) will help to reduce barriers for public buildings to be made more efficient and healthier. 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