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Home My WebLink About2023-09-28 Housing & Human Services PACKET Housing And Human ServicesCommittee Agenda 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. September 28, 2023 AGENDA I.CALL TO ORDER: 4:00 p.m. II.APPROVAL OF THE AGENDA III.CONSENT AGENDA A.Approval of August 24, 2023, Minutes IV.PUBLIC FORUM (4:05-4:10 p.m.) A.Public Forum. V.NEW BUSINESS A.Inclement Weather Shelter Report (4:10-4:35 p.m.). B.Workgroup Report-Exploration of Issues and Solutions in Rental Housing (4:35-4:45 p.m.). C.CDBG Consolidated Annual Performance Evaluation Report Review and Approval (4:55-5:15 p.m.). D.Planning Discussion for the Annual Rent Burden Forum (5:15-5:40 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: October 26, 2023 Page 1 of 2 Page 1 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 Page 2 Housing And Human ServicesCommittee Draft Minutes August 24, 2023 Commissioners Present: Council Liaison: Echo Fields Bob Kaplan (Absent) Brittney Bass Dylan Bloom Deb Price Staff Present: Heidi Parker Linda Reid; Housing Program Specialist Rich Rohde Kendall Escuin; Admin Support Crystal Munoz Kelly Burns; Emergency Management Coordinator Jason Mendoz SOU Liaison: Reese Rosenburg (Absent) Kathy Kali Alan Ackroyd I.CALL TO ORDER: 4:00 p.m. II.APPROVAL OF THE AGENDA III.CONSENT AGENDA A.Approval of July 27, 2023, Minutes Rohde/Price M/S VOICE VOTE: All AYES. The minutes from July 27, 2023, have been approved. IV.PUBLIC FORUM (4:05-4:10 p.m.) A.Public Forum. 1.Bryan Sohl, Chair of the Climate Environmental Policy Advisory Committee (CEPAC), spoke about the drafting of a new ordinance to This ordinance would ban new fossil fuel infrastructure from all new constructions. The plan is to eventually just use electricity and to utilize no natural gas. There will be two informational meetings about this ordinance in the month of October. 2.Linda Adams, Chair of the Transportation Advisory Committee, announced that on September 21, from 6PM-8PM, they will be holding a public hearing in the Council chambers regarding the North Mountain rehabilitation project. 3.Debbie Neiswander, homeless outreach worker, going on since the City purchased the property at 2200 Ashland St. The houseless community would like to manage the land around that property and utilize the pallet They have put together an outreach team comprised of homeless folks. They are trying to build teams in each area of town. The focus is to create awareness and participation from people at the South end of town. Page 1 of 3 Page 3 Housing And Human ServicesCommittee Draft Minutes 4.Fox, used for long term housing solutions without a strict timeline for transitioning into the next step. V.NEW BUSINESS A.Inclement Weather Shelter Efforts Update and Discussion (4:10-4:35 p.m.). Kelly Burns Cooling center at the Gresham room at the Ashland Library. Staffed with volunteers, dogs always available at the last minute. First Presbyterian Church as an emergency weather center has been another option. The con is that the location makes it more of a challenge for people to get to. The Montessori school started up in September which makes this location unavailable. Burns used air scrubbers from the fire station. They help filter and keep the air clean in the center. Burns stresses that we are in dire need of volunteers for these centers for them to be successful. B.Workgroup Report-Exploration of Issues and Solutions in Rental Housing (4:35-4:55 p.m.). Crystal Munoz called the Oregon Real Estate Agency and learned that they have no legal jurisdiction or ability to intervene with tenant landlord issues. They deal with licensing, funds, and documents for property and management companies. hotline to understand what information they provide. Brittany Bass public complaints regarding local landlords not providing help and support for their tenants. Tenants are scared to file a complaint against their landlord for fear of being evicted. Rich Rohde shares in a new legislation that you can get your eviction taken off your record so that it will not affect your opportunity to find a rental in the future. C.Overview of the Consolidated Plan for the Use of CDBG funding (5:55-5:15 p.m.).Brief Overview of the 2025-2029 Consolidated Plan HHSC.pptx Linda Reid shared a power point presentation with the Committee on the Community Development Block Grant (CDBG) and each stage of planning, creating, and distributing the funds once granted. Outreach needs to start early for the next CDBG. The Annual Rent Burden Forum will be our first outreach activity and we will revisit things in January 2024. D.Planning Discussion for the Annual Rent Burden Forum (5:15-5:40 p.m.)Annual Rent Burden Forum.jpg Page 2 of 3 Page 4 Housing And Human ServicesCommittee Draft Minutes Reid reached out to the Ashland Library and reserved the Gresham room for November 9. Important things to keep in mind; Who should we invite to be the table hosts, and what is our overall goal with this forum? The Committee had a discussion on who they would like to invite and what the goal should be with this forum. VI.UNFINISHED BUSINESS A.None VII.INFORMATIONAL ITEMS A.Liaison Reports Councilor Dylan Bloom gave the Committee an update on 2200 Ashland St. There will be an application and screening process for all guests to the use of the shelter. Before the shelter opens it needs remodeling and construction. There is no timeline set in stone. There have and unhoused people. B.General Announcements VIII.AGENDA BUILDING Future Meetings IX.ADJOURNMENT: 6:10 p.m. Next Meeting Date: September 28, 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 Page 5 ˝˵˽˿ DATE: September 28, 2023 TO: Housing and Human Services Advisory Committee FROM: Linda Reid, Housing Program Manager DEPT: Planning RE: Inclement Weather Shelter Update Emergency Manager, Kelly Burns, will provide an update on the Inclement Weather Shelter Efforts and discuss some of the challenges to shelter activations. ˠ˼˱˾˾˹˾˷ ˔˵̀˱̂̄˽˵˾̄ 20 East Main Street Tel: 541.488.5300 Ashland, Oregon 97520 Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 Page 6 ˝˵˽˿ DATE: September 28, 2023 TO: Housing and Human Services Advisory Committee FROM: Linda Reid, Housing Program Manager DEPT: Planning RE: Workgroup Report-Exploration of Issues and Solutions in Rental Housing Workgroup members will provide a brief update on the outcomes of their first meeting. ˠ˼˱˾˾˹˾˷ ˔˵̀˱̂̄˽˵˾̄ 20 East Main Street Tel: 541.488.5300 Ashland, Oregon 97520 Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 Page 7 ˝˵˽˿ DATE: September 28, 2023 TO: Housing and Human Services Advisory Committee FROM: Linda Reid, Housing Program Manager DEPT: Planning RE: Consolidated Annual Performance Evaluation Report (CAPER) Discussion and Recommendation The City of Ashland is an entitlement city under the U.S. Department of Housing and Urban Developments (HUD) CDBG Program. The City of Ashland receives approximately $175,000 each year from HUD to apply toward housing and community development projects that benefit low-and moderate-income persons in Ashland. The Consolidated Annual Performance Evaluation Report (CAPER) summarizes the individual project status (physical and financial) of those improvements funded with CDBG funds for the Program year 2022. The CAPER reports the accomplishments generated by the activities funded in Program Year 2022 and how those activities allow the City to make progress in meeting the outcomes and goals identified in the 2020-2024 Consolidated. This report must be completed and submitted to HUD as a part of the requirements the City must meet to continue to receive CDBG funding. The 2022 CDBG CAPER and the required reports from the HUD database are attached to this memo. ˠ˼˱˾˾˹˾˷ ˔˵̀˱̂̄˽˵˾̄ 20 East Main Street Tel: 541.488.5300 Ashland, Oregon 97520 Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 Page 8 CONSOLIDATED ANNUAL PERFORMANCE EVALUATION REPORT (CAPER) Program year 2022 (July 1, 2022June 30, 2023) Date of Report August 30, 2023 Prepared for: The U.S. Department of Housing and Urban Development By: The City of Ashland Department of Community Development Planning Division Ashland, Oregon CAPER 1 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 9 CR-05 - Goals and Outcomes Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year. The City of Ashland is an entitlement jurisdiction, receiving an annual allocation of Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development (HUD). As a recipient of CDBG funds, the City is required to prepare a five-year strategic plan that identifies housing and community needs, prioritizes these needs, identifies resources to address the needs, and establishes annual goals and objectives to meet the identified needs. This five-year plan is known as the Consolidated Plan. The purpose of the Consolidated Plan is to outline a strategy for the City to follow in using CDBG Ʒƚ ķĻǝĻƌƚƦ ǝźğĬƌĻ ǒƩĬğƓ ĭƚƒƒǒƓźƷźĻƭ ĬǤ ƦƩƚǝźķźƓŭ ķĻĭĻƓƷ ŷƚǒƭźƓŭ ğƓķ ğ ƭǒźƷğĬƌĻ ƌźǝźƓŭ ĻƓǝźƩƚƓƒĻƓƷ ğƓķ ĻǣƦğƓķźƓŭ ĻĭƚƓƚƒźĭ ƚƦƦƚƩƷǒƓźƷźĻƭ ƦƩźƓĭźƦğƌƌǤ ŅƚƩ ƌƚǞΏ ğƓķ ƒƚķĻƩğƷĻΏźƓĭƚƒĻ ƦĻƩƭƚƓƭ (CAPER) Addresses the goals identified in the 2020-2024 Consolidated Plan which was approved in April of 2020. Each year the City is required to provide the public and HUD with an assessment of its accomplishments toward meeting the priority goals outlined in the Five-Year Consolidated Plan. This annual assessment is known as the Consolidated Annual Performance and Evaluation Report (CAPER). annual goals and outcomes as outlined in the Action Plan for the Program Year 2022-2023 as well as the larger five-year goals of the 2020-2024 Consolidated Plan. The regular CDBG Program Year begins July In March and September of 2020, the City was awarded additional allocations of CDBG funding to prepare, prevent and respond to issues related to the Corona Virus pandemic. This funding, called CDBG-CV funding, was allocated to several activities to address issues arising from the Corona Virus pandemic. those activities funded with CDBG-CV funds which have all been completed. Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the CAPER 2 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 10 Goal Category Source / Indicator Unit of Expected Actual Percent Amount Measure Strategic Complete Strategic Plan Plan Non-Homeless Public service activities Economic Special Needs other than Persons Development Non-Housing 50 Low/Moderate Income Assisted0.00% Goals:Community Housing Benefit Development Non-Homeless Economic Special Needs Development Non-Housing Jobs created/retainedJobs50 0.00% Goals:Community Development Public service activities Homeless CDBG: other than Persons Homeless100277 Goals$25000Low/Moderate Income Assisted277.00% Housing Benefit Public service activities Homeless CDBG: Households Homelessfor Low/Moderate 250 Goals$25000Assisted0.00% Income Housing Benefit Homeless CDBG: Homeless Person Persons Homeless450 Goals$25000Overnight ShelterAssisted0.00% Overnight/Emergency Homeless CDBG: HomelessShelter/Transitional Beds450 Goals$250000.00% Housing Beds added Homeless CDBG: Homelessness Persons Homeless250 Goals$25000PreventionAssisted0.00% Household Homeless CDBG: Housing for Homeless HomelessHousing 50 Goals$25000added0.00% Unit Household Affordable Housing GoalsRental units constructedHousing 500 Housing0.00% Unit Household Affordable Homeowner Housing Housing GoalsHousing 100 HousingRehabilitated0.00% Unit Affordable Homeless Person Persons Housing Goals00 HousingOvernight ShelterAssisted CAPER 3 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 11 Public Facility or Public Non-Housing Infrastructure Activities Persons Infrastructure Community other than 1000 Assisted0.00% Goals:DevelopmentLow/Moderate Income Housing Benefit Public Facility or Public Non-Housing Infrastructure Activities Households Infrastructure Community 50 for Low/Moderate Assisted0.00% Goals:Development Income Housing Benefit Public Facility or Infrastructure Activities Special Needs Non-Homeless Persons other than 1000 GoalSpecial NeedsAssisted0.00% Low/Moderate Income Housing Benefit Public Facility or Special Needs Non-Homeless Infrastructure Activities Households 50 GoalSpecial Needsfor Low/Moderate Assisted0.00% Income Housing Benefit Public service activities Special Needs Non-Homeless other than Persons 250 GoalSpecial NeedsLow/Moderate Income Assisted0.00% Housing Benefit Table 1 - Accomplishments Program Year & Strategic Plan to Date specific objectives identified in the plan, giving special attention to the highest priority activities identified. In April of 2021, the City of Ashland adopted the Five-Year Consolidated Plan (2020-2024). Five Goals are identified in the Five-Year Consolidated Plan. The goals are not ranked in order of importance; however, some have a higher priority than others. The assessment provided in this CAPER covers the 2022 Program year (July 1, 2022-June 30, 2023). For the 2022 Program year the City continued to support several activities which had been supported in previous years, while support. These activities continue to provide supportive services to some of the most vulnerable populations in the City while also meeting several goals of the 2020-2024 Consolidated CAPER 4 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 12 Plan. Affordable and Workforce Housing In the five-year strategic plan, the City identified several numerical goals for the creation, preservation, and maintenance of new and existing housing units to be occupied by low-income households. Since the adoption of the Five-Year Consolidated Plan the City has not any new regulated affordable housing units targeted to low-income populations and deed restricted for long term affordability through the In Program Year 2022 the City did not add any new deed restricted affordable ownership units either. Homeless, At-Risk and Special Needs Populations: The five-year strategic plan identifies four specific activities to assist homeless, special needs, and senior populations. In program year 2022 the city continued to make progress on these goals for homeless, at- risk and special needs populations. In 2022 the City funded two projects that serve homeless and populations at-risk of homeless: allocating a total of $153,266 in grant funds in the 2022 grant year is to be awarded to two projects: $128,266 to Options for Helping Residents of Ashland for to assist in the conversion of an existing hotel to be used as an emergency shelter and the new home of the resource center to serve homeless and at-risk populations, and $25,000 to Maslow Project for outreach and case management for homeless youth enrolled in the Ashland School District. With the 2022 award Maslow Project was able to provide resources and assistance to 90 individuals in the Ashland school district who were homeless or at risk of homelessness. Options For Helping Ashland provided shelter to between 154 individuals between July 1, 2022 and June 30, 2023. Economic and Community Development: During program year 2022, the City did not undertake any economic development activities. Narrative on Outcomes the City is required to identify a number and variety of potential strategic goals and outcomes in the consolidated planning process to work toward over the five year Consolidated Planning period (to learn more about the Consolidated Plan select this link) . In reality, the City does not receive enough CDBG funding to address all of the goals in any given year, and similarly, the City can only fund activities that are being applied for, or which are being put forward by applicants. Consequently in any given year the City is beholden to the applicants to meet the needs identified through the consolidated planning process. The Consolidated Plan is drafted to provide priorities that are broad enough to allow for flexibility and variety in the types of activities that may be funded. However, the City may not receive applications for many of the identified activities in the five year period. The zeros reflect all of the CAPER 5 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 13 activities that have not been applied for or been awarded funding yet, and the 277 reflects the activities that have been funded, even though they may meet a goal which has already been attained in previous years. The City generally identifies at least one goal in each CDBG eligible category of activity types that have a likelihood of taking place in the five year Consolidated plan period. The City identifies priority goals through a community engagement process, goals are identified as a priority need for investment, based on community resource needs and gaps, non-profit partner capacity, and which types of activities are most likely to occur within the five year period that is covered by the Consolidated Plan. These types of activities may include: public facility improvements, such as ADA improvements in public rights of way (examples of past projects include, sidewalks in low-income neighborhoods, audible crosswalk signals for visually impaired individuals, and ADA wheelchair ramps in sidewalks or in public buildings), or the development or improvement of public facilities such as homeless shelters and food banks (both of which were past projects supported with CDBG funding). Economic development activities, such as supporting micro-enterprise, or work programs that are targeted to minority or special needs populations, both of which the City has supported with CDBG funding in previous program years, and the provision of services to homeless populations. Each year the City awards the funding to eligible activities based partially on goals and outcomes that have yet to be met in the five year planning period, but awards are also dependent on the pool of applicants who are able to move projects forward in any given year. Due to the limited number of service providers and the capacity of those providers to undertake activities, the City often receives several applications for public service activities (also called direct service activities), as those are fairly easy activities to implement and have smaller budgets, however, the majority of CDBG funding is restricted to supporting capital improvement projects, which tend to be more expensive and complex projects, and consequently the City may not see any capital improvement applications in a given year due to both the limited amount of funding available, and the lack of projects moving forward within the City each year. CAPER 6 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 14 CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) CDBG White 265 Black or African American 7 Asian 1 American Indian or American Native 5 Native Hawaiian or Other Pacific Islander 3 Total 281 Hispanic 53 Not Hispanic 228 Table 2 Table of assistance to racial and ethnic populations by source of funds Narrative There is a slight over representation of minorities who are experiancing homelessness over those that are represented in the general population of Ashland. This trend is seen in national data on homelessness as well. The Governor's Emergency Order initiative has a special call out to addressing this trend by ensuring more diverse voices and representation are included in stratregic planning processes to better address the needs of minority populations in service delivery. CAPER 7 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 15 CR-15 - Resources and Investments 91.520(a) Identify the resources made available Source of Funds Source Resources Made Amount Expended Available During Program Year CDBG public - federal 185,899 230,369 Table 3 - Resources Made Available Narrative The City of Ashland is a relatively small community both in population and incorporated area. Ashland is 4.4 miles long and 1.7 miles wide and comprises seven census tracks and 20 block groups. Of those 20 block groups 8 qualify as Low- to Moderate- Income area benefit block groups. There are no areas that The City of Ashland does not have any designated Revitalization Neighborhoods nor does the City have any areas that quality as being affected by slum or blight conditions. Consequently, the city did not target any CDBG funds to a designated area. The City utilizes a declining amount of CDBG funding to work toward meeting the goals identified in the five-year strategic plan. The City also utilizes some general fund money to address the needs identified in the five-year strategic plan, however, the City does not require reporting from all agencies receiving funding on the use of those funds, consequently the City will not report on those outcomes within the numerical goals listed. Identify the geographic distribution and location of investments Target Area Planned Percentage of Actual Percentage of Narrative Description Allocation Allocation Table 4 Identify the geographic distribution and location of investments Narrative Due to the relatively small size of the community, the City does not generally target specific greographic locations for investment. The City most often provides funding to projects which serve the entire community. CAPER 8 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 16 Leveraging Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan. Applicants who applied for CDBG funding identified over $257,000 in matching funds from federal, state, local, and private sources. For the 2022 program year the City awarded $153,266 in grant funding in the regular cycle. While the City itself did not use CDBG funds to leverage other public and private resources, local non-profits have reported the CDBG funds to be essential in obtaining private donations and other public and private grants. CAPER 9 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 17 CR-20 - Affordable Housing 91.520(b) Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served. One-Year Goal Actual Number of Homeless households to be provided affordable housing units 198 277 Number of Non-Homeless households to be provided affordable housing units 0 0 Number of Special-Needs households to be provided affordable housing units 0 0 Total 198 277 Table 5 Number of Households One-Year Goal Actual Number of households supported through Rental Assistance 0 0 Number of households supported through The Production of New Units 0 0 Number of households supported through Rehab of Existing Units 0 0 Number of households supported through Acquisition of Existing Units 0 0 Total 0 0 Table 6 Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. The City did not support any affordable housing activities in Program year 2022. Though rent assistance was provided to households in Ashland through other funding sources provided by HUD and the State of Oregon to various community organizations such as OHRA, Access, and St. Vincent du Paul. None of these agencies recieved CDBG funding or other City funding to support these activities. CAPER 10 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 18 The city has a difficult time meeting housing related goals for a few different reasons. Chief among on a housing project in Ashland. The high cost of land and properties in Ashland relative to other cities in the Rogue Valley requires more incentive to level the playing field. Similarly, there is a relative scarcity of multi-family zoned, flat, readily developable land within the City which can make it more expensive and more difficult for affordable housing developers to site projects in Ashland. Lastly, like many communities, issues of NIMBY-ism can cause costly delays and potentially derail an affordable housing project in a small community such as Ashland. In 2021 the City adopted the Housing Capacity Analysis, as a part of that process, the City was required to also undertake a process to develop and adopt strategies to address the barriers to development of needed housing types outlined above. That process was called the Housing Production Strategy (HPS) project. with a focus on equity and based on public input. The Housing Production Strategy report identified 15 specific actions the city will undertake over an 8-year period to promote the development needed housing. The HPS identifies 15 actions and describes implementation steps to support development of housing, address housing affordability challenges, and encourage the preservation of existing affordable housing. With this Strategy, the City identified a set of actions to support new and existing affordable development. The actions will encourage the development of more affordable and diverse housing types; grow partnerships with housing providers, developers and agencies involved in housing issues; and increase housing stability for Ashland residents. Discuss how these outcomes will impact future annual action plans. The City rarely has enough funding to address the highest need in the community, the provision of affordable housing in any meaningful way. Consequently, future action plans will most likely not include any outcomes of funding prioriites that address affordable housing. Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity. Number of Households Served CDBG Actual HOME Actual Extremely Low-income 0 0 Low-income 0 0 Moderate-income 0 0 Total 0 0 Table 7 Number of Households Served Narrative Information CAPER 11 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 19 meet the outcomes identified in the five-year consolidated plan. These issues have, in the past, and will eet the affordable housing goals that are the highest priority remediate the impacts through a combination of incentives, regulatory requirements and changing market conditions. CAPER 12 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 20 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The City has done a good job of meeting the specific objectives for reducing homelessness identified in the five-year consolidated plan. Primarily due to the additional allocations of CDBG funding to address issues related to the Coronavirus and the funding the State made available to address issues of homelessness and victims of wildfires. These additional allocations allowed the City to support several endeavors undertaken by local non-profit service providers in addressing the most urgent needs to prevent and prepare for issues created by the pandemic. The City is fortunate to have several providers in the region who partner effectively around the issues of homelessness. Similarly, the City continues its strong commitment to involvement in the Jackson County Homeless Task Force and the Jackson County Continuum of Care Board. In 2021 Options for Helping Residents of Ashland was the first organization in the State to be awarded Project Turnkey funding to purchase an existing hotel to be used as a homeless shelter. This funding has provided an invaluable resource to the community and will allow OHRA to run a year-round homeless shelter. In 2021 the City continued to support the development of this resource for the community. The Jackson County Ten Year Plan to end homelessness is available on the Jackson County Website at: http://www.co.jackson.or.us/files/10-Year_Plan_to_End_Homelessness.pdf The City of Ashland continues to contribute to a coordinated effort to serve the Homeless populations and those at risk of homelessness by working to carry out the six strategies identified in the plan. Lastly, each year, City staff participates in the annual HUD Point in Time Count. The Point in Time Count, takes place on the night of the last Monday in January, and is a coordinated effort between regional service providers and community volunteers to conduct surveys throughout the County on that single night to get a snapshot of the numbers, needs and types of homelessness people are experiencing from year to year. While there is much criticism about the methodology used to conduct the Point in Ti population, allowing service providers to see changes year over year. And while the count may not accurately capture actual numbers of unhoused people on an annual basis, it is able to provide representative data to help inform funding decisions. Addressing the emergency shelter and transitional housing needs of homeless persons The City of Ashland was fortunate enough to have been the recipient of funding from the State Emergency Solutions Grant fund to open an additional shelter to house up to 49 people in both congregate and non-congregate shelter for the winter of 2021-2022. Unfortunately, the State did not CAPER 13 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 21 make available any additional funding to maintain operations of this shelter over the long term and the City did not have enough funding to continue it without assistance. Ashland is also the home of the first Project Turnkey funded shelter, which, when fully operational should be able to house up to 74 individuals. The City continues to support the non-profits running the shelters as well as to provide funding through the City Social Service grant program to support the work of non-profits providing other supports to homeless and at-risk populations. The City allocated $100,000 in General Fund money to support the operation of an Emergency Inclement Weather Shelter from November 2022-March 2023. The City continues to coordinate regionally to alleviate issues of homelessness through the Jackson County Continuum of Care and to develop needed housing types from emergency shelter to permanent housing, to ensure that there is a full continuum of housing throughout the Rogue Valley. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs In 2021 the City directed $50,000 in CARES ACT funding to Options For Helping Residents of Ashland to provide staffing services in support of State Rental Assistance funding to help households impacted by COVID and the wildfires obtain or retain housing. In Program Year 2022 the City has not directed funds specifically toward addressing the needs of persons with special needs that may require supportive housing (such as persons with HIV/AIDs) preferring instead to target funding and staff time to serving the needs of all populations experiencing or at risk of homelessness. The Jackson County Continuum of Care received renewal awards totaling $198,097 for all of the programs funded in the prior program year as well as an additional bonus project. he City has, for a number of years, supported two organizations that do extensive outreach to unsheltered persons with both CDBG funding and City Social Service Grant funding. home visitation program do extensive outreach to homeless and at-risk residents. In recent years the City has also supported Options for Helping Residents of Ashland which provides several services to remove barriers to housing and employment and provide emergency shelter in the coldest months of the year. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were CAPER 14 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 22 recently homeless from becoming homeless again As mentioned previously in the document the City awarded funds to Options for Helping Residents of Ashland (OHRA) and the Maslow project, both activities work with homeless and at-risk populations to stabilize and improve their situations. OHRA primarily assists homeless and those at risk of homelessness to obtain and maintain housing through providing emergency shelter to stabilize the household and case management services to remove barriers to obtaining and maintaining housing. These activities can contribute to a reduction of the number of people living in poverty. Similarly, Maslow Project provides resources, referrals, and case management for homeless and at-risk populations, along with other services which are also not captured in the CDBG reporting data. The City also awards funding (though not always CDBG funding) to several other organizations which coordinate several resources to alleviate the issues of homelessness. The Jackson County Homeless Task Force and Continuum of Care members (which includes representation from Ashland) works with publicly funded institutions and systems of care to coordinate around discharge planning. Lastly, the Ashland Community Resource Center which recently combined with the Project Turnkey Shelter, and which has been supported in the past by City of Ashland social service grant funds assists homeless and at-risk populations in a variety of ways, including employment and housing and shelter supports, life skills and case management supports, laundry and shower services as well as general resource referral. CAPER 15 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 23 CR-30 - Public Housing 91.220(h); 91.320(j) Actions taken to address the needs of public housing The Housing Authority of Jackson County operates all Public Housing Units in Jackson County. In 2006 HAJC filed for disposition of their public housing units, three of which were in the City of Ashland. Consequently, there are no Public Housing Units within the City of Ashland. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership Not Applicable Actions taken to provide assistance to troubled PHAs Not Applicable CAPER 16 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 24 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City continues to consider the potential impacts to affordable housing that changes in the Ashland Land Use Ordinance (ALUO) may have, as well as to look at ways that the City can promote affordable housing and other needed housing types. In recent years City staff has worked with EcoNothwest on a which identified action steps and policy recommendations that support the development of affordable and needed housing types. The City worked with EcoNorthwest to elicit communtiy input and prioritize actions to implement in the next eight years through the Housing Production Strategy which was adopted by the City Council in 2022. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) No specific actions were taken during 2022 that are not identified elsewhere in the Consolidated Annual Performance and Evaluation Report. Task Force and the Continuum of Care is instrumental in assessing the needs and resources of homeless populations. homeless, and elderly populations through the Social Service grant program funded out of the City general fund helps to offset the lack of resources and helps to support local providers of services to those populations. Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) No projects were funded in 2022 that had issues of lead-based paint or that required any testing or remediation. Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The Housing and Community Development Act of 1992 requires communities to include in their Consolidated Plan a description of an anti-poverty strategy. The City of Ashland has limited resources for addressing the issues involved in reducing poverty and improving the self-sufficiency of low-income residents. Affordable housing is one of the factors directly related to poverty that the City of Ashland does have some ability to influence, and the related goals are covered in the Housing Goals section. In addition, the City supports housing, social service, and economic development programs targeted at the continuum of care needs of the homeless. CAPER 17 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 25 In another effort to address poverty within Ashland, during 2001-2002 the City of Ashland passed a Living Wage Ordinance. This ordinance requires that employees of the City, or employers receiving financial assistance or business from the City in excess of approximately $15,000 (adjusts annually) must pay a minimum of $14.19 per hour (adjusted annually) to employees engaged in work related to the City project or service contract. The City of Ashland operates a variety of funding and other assistance programs which, together, are designed to strategically address the goals of reducing poverty and improving the self-sufficiency of low-income residents. The activities undertaken in conjunction with this anti-poverty strategy can be separated into two primary areas of effort: human services programs targeted at the continuum of care needs; and affordable housing programs. The City of Ashland has provided funding to agencies that address the needs of low income and homeless residents through a Social Service Grant program in prior years. The goal of this program is to improve living conditions and self-sufficiency for residents by meeting such basic needs as food, shelter, clothing, counseling, and basic health care. The goal is carried out by providing a little more than $100,000 every year to various area agencies whose focus meets one or more of these targeted needs. The Social Service Grant program is funded entirely with general fund dollars from the City of Ashland budget. The award process is sometimes coordinated with the City of Medford and the United Way of Jackson County. Due to budget shortfalls in the and Council only approved a 1-year allocation of Social Service grant funding, which provided a 1-year grant to applicants for program year 2020. For the 2023 and 2024 program years the City Council and the Budget Committee have once again approved a one-year allocation. -poverty strategy targets the development and retention of affordable housing. The City of Ashland has made a serious efforts to address the issues of housing affordability including the dedication of funds to support the development of affordable housing and shelter through the Affordable Housing Trust Fund. Actions taken to develop institutional structure. 91.220(k); 91.320(j) City of Ashland Staff provides support to the City of Ashland Housing and Human Services Advisory Committee including a Housing Program Specialist, which helps provide institutional structure as well as to examine and implement opportunities for intergovernmental cooperation. City staff also works with regional partners to maintain and promote further regional coordination and partnership in housing and community development related activities. Ashland continues to work with the Jackson County Continuum of Care and the Jackson County Homeless Task force to address the development of affordable housing and resources for homeless and at-risk populations at a regional level. More recently Housing Program Staff was appointed to the Multi-Agency Coordination Team to collaborate community Homelessness. Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) CAPER 18 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 26 As mentioned, the City of Ashland works with several non-profit affordable housing providers and non- profit service providers to facilitate the development of needed housing types and services. The City continues to look for opportunities to work with and coordinate relationships between for profit/private market developers and non- and ownership housing. The City of Ashland Housing and Human Services Advisory Committee continues t expand that stock if possible. And lastly, Housing Program staff serves on the Continuum of Care board with the leaders of several nonprofit social service agencies and affordable housing providers, and regularly attends the Jackson County Homeless Task Force, which coordinates services throughout the community. Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City had an Analysis of Impediments to fair house choice drafted in 2009. Based on the recommendations in that document the City undertook numerous activities to address the public sector and private sector impediments identified. Some examples of activities that the City has undertaken in prior years include; trainings to targeted groups, fair housing testing, support of a local staff person to conduct trainings and promote fair housing throughout Jackson County, financial sponsorship and staff support for education and outreach events and lastly, policy review and amendment to include expanded fair housing language. Most recently the City sponsored a series of virtual fair housing trainings for advocates, tenants, and landlords. The City did not utilize CDBG funding to support these trainings. The City also regularly engages with the Fair Housing Council of Oregon through the regional Fair Housing Planning group known as the Southern Oregon Community Advisory Group (SOCAG) which is convened by the FHCO and meets quarterly. In 2021 the City of Ashland Adopted an update of the 2009 Analysis of Impediments to Fair Housing Choice (AI). The update includes action steps and a schedule for implementation over the 5-year Consolidated Plan period. In Program year 2022 the City undertook two action steps identified in the 2021 AI, one of which was the training opportunities identified above, and the other was a city-wide employee DEI training opportunity. None of the trainings undertaken in program year 2022 utilized CDBG funding. The City will continue to look for ways to address identified impediments and detail those actions in subsequent reports. CAPER 19 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 27 CR-40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements Each Community Development Block Grant (CDBG) Program Year the City reviews each CDBG activity that was underway and ranks the sub- criteria on the monitoring risk assessment form provided by HUD. The designated points on the rating form are established to prove a means of quantifying a Risk Factor and are useful as tools in determining the extent of monitoring for a given activity. Other factors, as deemed relevant by the City of Ashland, can be used in establishing a higher or lower risk factor than the numerical rating system. A CDBG monitoring visit may consist of an on-site monitoring or a desk monitoring. All CDBG grantees will be monitored once prior to a contract being administratively closed. The areas monitored may include: The CDBG staff objectives for monitoring are to determine if grantees are: Carrying out their CDBG-funded activities as described in their contracts (as modified or amended); Carrying out the program or project in a timely manner in accordance with the schedule included in the CDBG contract; Charging costs to the program or project which are eligible under applicable regulations; Complying with other applicable laws, regulations and terms of the CDBG contract; Conducting the program in a manner which minimizes the opportunity for fraud, waste and mismanagement; and Have a continuing capacity to carry out the approved program or project. Overall management system, record keeping and progress in activities. When a grantee is found to be out of compliance, CDBG staff will identify a specific period in which compliance should be achieved. Usually, the grantee will have 30 days to correct deficiencies. Copies of supporting documentation demonstrating that corrective action has been taken will be required. Additional time for corrective action may be allowed on a case-by-case basis. Failure by the grantee to correct deficiencies may result in funds being withheld and possible restrictions on future grants. Due to administrative capacity issues, City staff did not undertake any monitoring in program year 2022. CAPER 20 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 28 Citizen Participation Plan 91.105(d); 91.115(d) Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports. The availability of the Consolidated Annual Performance and Evaluation Report (CAPER) for the use of 2022 CDBG funds was advertised in the September 13, 2023, edition of the Ashland News and was posted on the City of Ashland web site for public comment. Additionally, the Housing and Human Services Commission reviewed the CAPER at their September 28, 2023, regular meeting and held a public hearing to obtain comments. The end of the public comment period will be September 30, 2023. The 2022 CAPER document will remain archived on the City website. CR-45 - CDBG 91.520(c) and indications of how the jurisdiction would change its programs as a result of its experiences. The City did not change any program objectives in Program Year 2022 but will likely change the program The City has come to realize that identifying support for affordable housing development as the highest priority use of CDBG funding, while still being the greatest community need and community priority, is not a feasible activity in most program years, due to the high cost of development, and the relatively small amount of funding available on an annual basis. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No \[BEDI grantees\] Describe accomplishments and program outcomes during the last year. CAPER 21 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 29 CR-45 - CDBG 91.520(c) and indications of how the jurisdiction would change its programs as a result of its experiences. The City did not change any program objectives in Program Year 2022 but will likely change the program The City has come to realize that identifying support for affordable housing development as the highest priority use of CDBG funding, while still being the greatest community need and community priority, is not a feasible activity in most program years, due to the high cost of development, and the relatively small amount of funding available on an annual basis. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No \[BEDI grantees\] Describe accomplishments and program outcomes during the last year. CAPER 22 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 30 CR-58 Section 3 Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF Total Number of Activities 0 0 0 0 0 Total Labor Hours Total Section 3 Worker Hours Total Targeted Section 3 Worker Hours Table 8 Total Labor Hours Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers Outreach efforts to generate job applicants who are Other Funding Targeted Workers. Direct, on-the job training (including apprenticeships). Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). Outreach efforts to identify and secure bids from Section 3 business concerns. Technical assistance to help Section 3 business concerns understand and bid on contracts. Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services. Held one or more job fairs. Provided or connected residents with supportive services that can provide direct services or referrals. Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. Assisted residents with finding child care. Assisted residents to apply for, or attend community college or a four year educational institution. Assisted residents to apply for, or attend vocational/technical training. Assisted residents to obtain financial literacy training and/or coaching. Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. Provided or connected residents with training on computer use or online technologies. Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act. CAPER 23 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 31 Other. Table 9 Qualitative Efforts - Number of Activities by Program Narrative CAPER 24 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 32 Attachment Legal Notice CAPER 25 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 33 CAPER 26 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 34 CAPER 27 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 35 CAPER 28 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 36 CAPER 29 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 37 CAPER 30 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 38 CAPER 31 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 39 PR 06 CAPER 32 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 40 PR 26 CAPER 33 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 41 CAPER 34 OMB Control No: 2506-0117 (exp. 09/30/2021) Page 42 ˝˵˽˿ DATE: September 28, 2023 TO: Housing and Human Services Advisory Committee FROM: Linda Reid, Housing Program Manager DEPT: Planning RE: Discussion and Planning for the Annual Rent Burden Meeting Part 3 At the last two regular meetings the Committee discussed ideas for the annual rent burden meeting. Ideas included: An Open House Format to be held from 4:30-6:30. The Meeting is scheduled to take place on November 9 in the Gresham th Room of the Ashland Public Library. This meeting will take the place of the regular Committee meeting in November. The format will be a world café style event with different tables representing different topics and led by a subject matter expert at each table and a committee member. Suggested Table Topics: ˝˱˾̅˶˱˳̄̅̂˵˴ ˘˿˽˵ (I think we need to be articulate a more o specific focus for this table, so we can identify a host, CASA of Oregon, Coalition Fortaleza) ˘˿˽˵˿̇˾˵̂̃˸˹̀ʿ˘˿˽˵˲̅̉˵̂ ˢ˵̃˿̅̂˳˵̃- (Potential Table Host to o include-Access homeownership program, any others?) ˢ˵˾̄˵̂̃ ˹̃̃̅˵̃ ̄˱˲˼˵ʿˣ˟˥ʿˢ˵˾̄˵̂ ˢ˵̃˿̅̂˳˵̃ (Potential Table o Hosts- Rent-Well program, any others?) ˕˾˵̂˷̉ ˕˶˶˹˳˹˵˾˳̉ ˟̀̀˿̂̄̅˾˹̄˹˵̃ʿ˥̄˹˼˹̄̉ ˹̃̃̅˵̃ʿ˱̃̃˹̃̄˱˾˳˵- o (Potential table hosts to include Liz Adkisson, coordinator of SOU Sustainability Council, St. Vincent De Paul, Access LIEAP program staff?) ˖˹˾˱˾˳˹˱˼ ˜˹̄˵̂˱˳̉ (Potential Hosts?) o ˜˱˾˴˼˿̂˴ʿˤ˵˾˱˾̄-(Potential Hosts- The Fair Housing Council of o Oregon (Jamie Greenwood), Center For Non-profit legal services?) ˠ˿̄˵˾̄˹˱˼ ˞˵̈̄ ˣ̄˵̀̃ˊ Creating a flyer to use as a tool for street outreach. Posting information on the Citys website and elsewhere. Outreach to potential table hosts. Other thoughts? ˠ˼˱˾˾˹˾˷ ˔˵̀˱̂̄˽˵˾̄ 20 East Main Street Tel: 541.488.5300 Ashland, Oregon 97520 Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 Page 43