HomeMy WebLinkAbout2022-05-26 Housing & Human Services PACKET
Ashland Housing and Human
Services Commission
Regular Meeting Agenda
May 26, 2022: 4:00 – 6:00pm
Please click the link below to join the webinar:
https://zoom.us/j/94249292087
1.(4:00) Approval of Minutes (5 min)
April 28, 2022
2.(4:05) SB 5561 Grant ProcessDiscussion (25 min)
Joe Lessard, City Manager
3.(4:30) HPS Community Outreach Plan-Workgroup Update (20 min)
Rich Rohde and Echo Fields
4.(4:50) HPS Advisory Committee Update(15 min)
Rich Rohde, Commission Co-Chair
5.(5:05) 2022 Annual CDBG Action Plan Public Hearing(15 min)
Linda Reid-Housing Program Specialist
6.(5:30) Rent Burden Meeting Brainstorming Discussion (15 min)
7.(5:45) Liaison Reports (15 min)
Liaison Reports
Council(Gina Duquenne) Staff (Linda Reid)
SOU Liaison (Reese Rosenburg) General Announcements/Local Housing
SOU program report (Chris Mahan) Updates
8.(6:00) Upcoming Agenda Items, Events, and Meetings
Next Housing Commission Regular Meeting
June 23, 2022
9.(6:00) Adjournment
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this
meeting, please contact the Community Development office at 541-488-5305 (TTY phone is 1-800-735-9200), or
planning@ashland.or.us. Notification 72 hours prior to the meeting will enable the City to make
by email at
reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1).
Ashland Housing and Human Services Commission
Draft Minutes
April 28, 2022
Call to Order
Commission Co-Chair Rich Rohde called the Zoom meeting to order at 4:03pm .
Commissioners Council Liaison
Rich Rohde Gina Duquenne
Echo Fields
#3 Vacant SOU Liaison
Linda Reppond Reese Rosenburg
Joy Fate
Kathy Kali Staff Present:
Heidi ParkerAbsent Linda Reid, Housing Program Specialist
Chris MahanLiz Hamilton, Permit Technician
Jackie Bachman Absent
Approvalof Minutes
Commissioners Echo Fields /Linda Reppond m/s to approve the minutes of March 24,
2022. Voice Vote: All Ayes. Motion passed
Public Forum Cindy Dettman from Wingspread Committee to protect mobile home parks. Public
involvement from housing strategy.
Rogue Ridge Update
Jennifer Sewitsky / Columbia Care gave brief overview of what Columbia Care offers to the community. Then an
update of the Rogue Ridge project at 1675 Ashland Street. Cindy gave overview of how the project came to be.
Delicia gave overview of the services that will be offered in the complex.
A website has been set up for people to know the progression on this project. www.communitycares.info
HPS Advisory Committee Update
Rich Rohde and Echo Fields gave overview of the meeting they attended. Some concern that there is not enough
public input times. Rich stresses strong outreach.
Commission involvement in HPS community outreach
Rich Rohde suggests a work group to plan outreach events to reach the vulnerable communities.
Echo Fields leaves meeting
Nominations for Commission Positions
Commissioners Rich Rohde / Joy Fate nominate Linda Reppond as Chair of the HHS
Commission. Hand Vote: All Ayes .
Commissioners Linda Reppond / Chris Mahan nominate Echo Fields as Vice-Chair of the HHS
Commission. Hand Vote: All Ayes.
SERJ Commission Request.
Asks if a representative from the Housing and Human Services Commission would be available to attend the
SERJ commission meeting on Thursday, May 5 at 5:00 pm via Zoom. The topic would be how each commission
applies the lens of equity to the work they do. Linda Reppond and Rich Rohde volunteer to attend.
Liaison Reports
Council (Gina Duquenne) overview of the City Council meeting to allocate the Housing Trust Fund money.
SOU Liaison (Reese Rosenburg) prepared rough draft of CapStone subject for the fall, interviewing students
on their experiences with housing and food insecurity. Continuing to do research one food desert to provide
Commission with short presentatio n.
th
SOU program report (Chris Mahan) SOU President Rick Bailey May 10 from 3:30-515 press conference
about revenue
Staff (Linda Reid) severe weather recommendation going to City Council study session first week of June and
need members of commission to attend study session to answer questions.
Looking at another community connect event in the fall.
General Announcements:
Kathy Kali – Oregon Housing and Community Service hosting a hearing May 19, 2022 to get feedback on how to spend the
422 Million dollars in CDBG funds coming to the Rogue Valley thru the State from HUD.
Gina Duquenne – Extra City Council meetings May 23 & 24 to go over the City budget.
Next Housing Commission Regular Meeting May 26, 2022
Adjournment: adjourned the meeting at 5:52p.m.
Respectfully submitted by Liz Hamilton
Memo
DATE: 05/26/2022
TO: Housing and Human Services Commission
FROM: Linda Reid, Housing Program Specialist
RE: SB 5561 Grant Process Proposal
SUMMARY
In the 2021 2nd special legislative session, the Oregon Legislature appropriated 14 million dollars from the General
Fund to provide grants to Community Development Block Grant (CDBG) recipients for programs or services that
address housing insecurity, lack of affordable housing or homelessness. There are 14 entitlement jurisdictions in the
State of Oregon that receive a direct allocation of CDBG funding from HUD. The grant money was divided evenly
among them. The money has to be paid by DAS by June 30th, 2023, but does not have to be spent by the awarded
cities by June 30th, 2023. However, the awarded cities do have to file an annual report with DAS every year
detailing how the money has been used until it is fully spent.
The City of Ashland has identified a need to temporarily house individuals during extreme weather and
climate events that would pose a health hazard to unsheltered individuals, or to individuals whose house
lacks heating or cooling. To secure a permanent location that can be used for such a purpose, City staff has
identified a number of general criteria to be considered as part of site selection. Site selection could include
either the purchase of vacant land that could subsequently be developed, or the purchase of a property
currently containing a building that could be adapted for this use. Site selection could also examination of
the following types of property in preferential order:
City owned surplus properties
Non-profit owned properties which could be developed in partnership to consolidate supportive
services
Developed property currently available for sale
Vacant property currently available for sale
Select property owners with property not presently listed that could meet the site selection criteria.
Evaluation criteria for Site Selection for a temporary extreme weather shelter siting.
A new state law adopted by the Oregon Legislature this spring (HB 2006) requires the City of Ashland to
approve an application for an Emergency Shelter regardless of state or local land use laws as long as the
application complies with the approval criteria in the new state law. In other words, the City of Ashland can
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
approve an application to develop an Emergency Shelter if the application complies with the new state law,
even if, under other circumstances, the City’s land use code would prohibit the Emergency Shelter at that
location. However, there are still a number of criteria the City should consider when identifying a site for a
temporary extreme weather shelter to ensure itthe dedication of resources is successful at fulfilling the
objective of creating a facility that can be flexibly used to best serve the City’s long-term needs.
Site location should be near transit, within walking distance to a bus stop (1/4 mile).
Site location should be near (walking distance) existing retail such as groceries.
Site should have access to existing City utilities including water, sewer, electric.
Site should be located outside of natural hazard areas (Floodplain, steeps slopes, or property that
could be inaccessible in a severe weather event.
Site should be large enough to accommodate a building that accommodates sleeping, communal
space, and a commercial kitchen. The minimum building size should be approximately 4000 square
feet.
Site should have minimal impact on residential neighborhoods.
Additionally, the facility may include opportunities for:
Storage for personal property;
Commercial kitchen to allow for food to be prepared on-site;
Recreation areas for children and pets;
Potential areas for service providers to provide case management services for housing, financial,
vocational, educational, or physical or behavioral health care services.
Site should be able to accommodate a minimum 10 pallet structures in a location that can largely be
screened from public view for privacy and security of occupants.
Site should accommodate parking for staff, volunteers, occupants, and potentially some spaces
available for individual car camping.
Site should accommodate intermittent use by vehicles providing services such as portable laundry
truck, dental health truck, shower truck (including utility hookups)
Property zoning which allows for adaptive/flexible use of the building in the event needs change over
time.
Site acquisition should be for an amount that is within the City’s budget, to include minimum
upgrades needed for operation.
An existing building should be usable without a significant remodel, although the addition of a
commercial kitchen, accessible restrooms, and the installation of fire suppression systems may be
considered.
Substantial upgrades, additions, and alterations could be considered as future phases of development
utilizing CDBG or AHTF revenue.
Phase 1: Explore feasibility of using a surplus City property to utilize and existing building or erect a new
buildingto be used as a congregate shelter year round for emergency events of all sorts.
Complete a zoning analysis including current allowed uses for the property
Schedule a Site Visit with Building Official and Fire Chief
Evaluate soft costs to develop site into shelter/commercial kitchen
Evaluate the type and costs of needed permits
Evaluate transit routes/public transit options and ease of access in various types of emergencies
Decide if the site is viable
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
Phase 2: If City owned properties are not viable, evaluate privately owned available locations for viability.
Outline costs for purchase or long term lease
Evaluate the resource, timeline needs
Complete a zoning analysis including current allowed uses for the property
Itemize the needs and costs for acquisition/lease and any planning requirements for the property
to be used as an emergency center which could include annexation of the property (if needed).
Evaluate the infrastructure needs of the site
Schedule Site Visit with Building Official and Fire Chief
Evaluate soft costs to develop site into shelter with sanitation facilities and a commercial kitchen
Evaluate transit routes/public transit options and ease of access in various types of emergencies
Evaluate the impact on the neighborhood
Decide if the site or sites are viable
Phase 3: Develop an RFP for a non-profit severe climate event partner/provider. RFP to include
Liability Insurance
Cost to Administer on an annual basis
Volunteer Trainings
Coordination with Staff
Resources/goods/supplies
Emergency Volunteer Coordinator
Phase 4: Evaluate costs for Emergency Center Resources
Commercial Kitchen
Prefabricated Metal buildings/Sprung Structures?
Emergency Resources
Sanitation facilities
Pallet shelter relocation?
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
Memo
DATE: 05/26/2022
TO: Housing and Human Services Commission
FROM: Linda Reid, Housing Program Specialist
RE: HPS Community Outreach Workgroup Update
Rich Rohde, Echo Fields and Joy Fatehave put together some thoughts and action items to conduct
community outreach as a part of the Housing Production Strategy. The Workgroup members will
provide the Commission with an update of proposed and planned activities, which are outlined below.
Objective: to make the outreach more robust beyond what EcoNorthwest has on their timeline
SOU student outreach (Echo): working with Jill Smedstad/Student Sustainability Council on tabling,
perhaps online questionnaire, sponsored by the SSC who can partner with us so that we can do tabling
without being charged a fee.Echo will attend a Thursday 5/12 meeting with the SSC, get some
feedback from those students. DATE: tabling in the SU foyer, in cooperation with SSC May 23.
11a.m.-2:00 p.m. Linda has some posters we can, use for tabling perhaps. Echo will supply treats for
the table.
Also right after our meeting, Echo talked with Noah Hurley (SOU Housing staff) who is also on the
Housing Production Strategy task force: he suggested doing some focus groups SO he will arrange for
the Housing Office to sponsor one or two sessions in The Hawk on campus and Echo and he can then
facilitate the conversation/listening session/focus groups—using some of Reese’s questions.
UPDATE: Wednesday, May 25, 5:00pm to 6:30pm and Thursday, May 26, 11:30am to 1:00pm
· Canvassing in mobile home/manufactured home parks: Work with Cynthia Dettman
on this plan. Rich has experience with folks in the Upper Pines, too. Kathi Kali will probably be
helpful on this topic too (i.e. Bear Creek Park)
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
th
· 4 of July Parade: If there is really a “normal” parade this year, we will get a booth/table
in the Park after the parade (commissioners will be asked if they can help—Linda can work on a
sign up volunteering availability form online to help with that)
· Cost/Rent Burden meetings: In June or July? Linda will work on dates, involving other
commissioners. Review information from previous years’ meetings.
· Unhoused/homeless outreach: Joy can talk with folks at the Community/Thursday
meals; connect with SOJWJ/Vanessa & Jason, et al
· Low income neighborhood canvassing: Door knocking in the Garfield, Lincoln, etc.
neighborhoods, early summer (hoping we don’t have smoke/AQI issues). See the questions
below for ideas about what to ask folks.
· Faith communities: Rich (and certainly Linda Reppond too) has connections to those
groups
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
Memo
DATE: 05/26/2022
TO: Housing and Human Services Commission
FROM: Linda Reid, Housing Program Specialist
RE: Housing Production Strategy Advisory Committee Update
Rich Rohde and Echo Fields, will provide an update to the Commission on the most recent work of the
Housing Production Advisory Committee meeting.
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
Memo
DATE: 05/26/2021
TO: Housing and Human Services Commission
FROM: Linda Reid, Housing Program Specialist
RE: CDBG Action Plan Public Hearing and Review and Approval Discussion
The City of Ashland is an Entitlement Community for Community Development Block Grant Funds.
The city anticipates a revised allocation of $185,899in Community Development Block Grant funds for
Program Year 2022 (July 1, 2022-June 30, 2023) by the Department of Housing and Urban
Development (HUD).
This document, the CDBG Action Plan for Program Year 2022, describes the project(s) that the City
will undertake and the manner in which the project(s) are consistent with the priorities of the Five-Year
Consolidated Plan. Within this document is a table summarizing the projects to be funded by CDBG
dollars in Program Year 2022.
The City Council has identified that 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.
This is the second of two public hearings required by HUD regarding the use of CDGB funding for the
2022 program year. Public Comment on the 2022 CDBG Action Plan can be submitted any time prior
to June 22, 2022 or be presented to the Ashland Housing and Human Services Commission at the public
hearing on the plan. Upon closing the public hearing, the Housing and Human Services Commission
must review and approve the 2022 Action Plan for the use of CDBG funds.
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
Mission Statement: The following mission statement is taken from the City of Ashland’s current Strategic
Plan.
Housing
The City has a responsibility to ensure that proper amounts of land are set aside to accommodate the
various housing needs in the City, and that its land development ordinances are broad enough to allow
for variation in housing type and density.
Economy
The City seeks to provide opportunities for a variety of economic activities in the City, while continuing to
reaffirm the economic goals of Ashland citizens. Economic development in Ashland should serve the
purpose of maintaining and improving the local quality of life.
Social and Human Services
To ensure that all people in Ashland live in a safe, strong, and caring community, the City seeks to
enhance the quality of life and promote self-reliance, growth and development of people. To these ends,
the City will strive to provide resources and services to meet basic human needs.
2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location.It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis or the strategic plan.
This could be a restatement of items or a table listed elsewhere in the plan or a reference to another
location. It may also contain any essential items from the housing and homeless needs assessment, the
housing market analysis or the strategic plan.
This could be a restatement of items or a table listed elsewhere in the plan or a reference to another
location. It may also contain any essential items from the housing and homeless needs assessment, the
housing market analysis or the strategic plan.
Annual Action Plan 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City of Ashland is an Entitlement Community for Community Development Block Grant Funds. The
city anticipates an annual allocation of $185,899 in Community Development Block Grant funds for
Program Year 2022 (July 1, 2022-June 30, 2023) by the Department of Housing and Urban Development
(HUD).
This document, the CDBG Action Plan for Program Year 2022, describes the project(s) that the City will
undertake and the manner in which the project(s) are consistent with the priorities of the Five-Year
Consolidated Plan. Within this document is a table summarizing the projects to be funded by CDBG
dollars in Program Year 2022 (page 16).
The City Council has identified that 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.
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or
projects.
The City of Ashland's Five-Year Consolidated Plan for 2020-2024 includes a list of “Goals” of the
community. These goals demonstrate that the highest priority need is the provision of affordable
housing. Issues of homelessness and the provision of social services to low and extremely low income
households were also identified as high priority needs and thus the City maintains a 15% set aside for
such activities. Administration of the program utilizes 20% of the annual allocation. Outside of the
CDBG Program the City allocates over $100,000 per year of general funds to address social
services. Ashland is a small city with limited resources, and receives a small number of applications; it is
unlikely that each of the identified goals can be addressed in any single program year, due in part to the
small amount of funding, but also due to the limited capacity of service providers within the
community. Furthermore, while Ashland experiences a broad range of needs similar to larger
communities, the resources and services available to assist low- to moderate-income people in the
Rogue Valley is limited and comparable to other rural areas. The City offers innovative incentives to
promote protect and support affordable housing including System Development Charge deferrals for
new units affordable to low-moderate income households thereby reducing development costs for
affordable housing projects. The City also has a bonus density program that promotes the development
of affordable units in market rate developments and a Condominium Conversion ordinance that works
to slow the conversion of rental units to ownership units.
Most recently, due to added funding to address the needs of homeless populations due to the
Coronavirus pandemic, several resources to house homeless populations have been newly
established. The City has worked with the Unitarian Universalist Fellowship and Options for Helping
Annual Action Plan 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
Residents of Ashland to establish a pilot project of housing homeless populations in three pallet
structures on Church property. The City has also received an Emergency Solutions Grant (ESG) award
from the State of Oregon to open a temporary urban shelter, utilizing pallet shelter structures and a
congregate shelter building with separate rooms for families with children, in partnership with Rogue
Retreat. And lastly, Options for Homeless Residents of Ashland has received a Project Turnkey Grant to
purchase a hotel to turn into a non-congregate Emergency Shelter and resource center for homeless
populations. The City is providing funding from both program years 2021, 2022 and from prior year’s
carried over funding to assist OHRA in completing work to transition the hotel into and emergency
shelter and resource center. In the prior year the City also directed general fund and social service grant
money in support of emergency shelter to assist homeless and transitioning families and individuals and
wildfire victims with needed resources including housing, utility assistance, food, and employment
resources. If the City is able to maintain outcomes from previous years’ services, and with the added
resource now available, the city will be on track to meeting many of the outcomes proposed in the
2020-2024 Consolidated plan.
A detailed breakdown of program outcomes will be provided in the 2021 CAPER.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
A Public hearing was held on March 24, 2022 to consider comments on the potential uses of the 2022
CDBG allocation. Additionally, at that meeting the Ashland Housing and Human Services Commission
reviewed the applications submitted for CDBG grant awards. After opening a hearing to solicit
comments about how the City should apply the CDBG funds (no public testimony was provided), the
Housing and Human Services Commission forwarded an award recommendation to the City
Council. The City Council held a public hearing on April 19, 2022, at which time the Council selected
award recipients. No public testimony was provided at the City Council public hearing.
The Housing and Human Services Commission held a public hearing on May 26, 2022 to elicit comments
on the Action Plan. The public comment period on the 2022 one-year Action Plan began on May 22,
2022 and will run through June 24, 2022.
All meetings are noticed in the Ashland Daily Tidings, and posted on the City of Ashland website. The
availability of the draft plan was also posted on the City of Ashland web page on May 22, 2022 and an
Adobe Portable document (PDF) of the Action Plan was available for download throughout the public
comment period.
A legal notice notifying the public of the availability of the draft Action Plan and the comment period
was published on May 22, 2022 in The Medford Mail Tribune.
5. Summary of public comments
Annual Action Plan 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
A public comment period for the 2022 Action plan began on May 22, 2022 and will run through June 24,
2022. The plan availability was published in a legal notice in the Medford Mail Tribune on May
22th. Information about the funding allocations was posted on the City's website on May 22, 2022. As
of May 26, 2022 no comments have been received.
6. Summary of comments or views not accepted and the reasons for not accepting them
Not Applicable
7. Summary
Not Applicable
Annual Action Plan 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
5
Department/Agency
Name
Responsible Agencies
–
1
Annual Action Plan
Table
91.200(b)
–
Agency Role
0117 (exp. 09/30/2021)
-
agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant
Agency/entity responsible for preparing/administering the Consolidated Plan
05 Lead & Responsible Agencies
-
PR 1.Describe the program and funding source. Narrative (optional) Consolidated Plan Public Contact Information OMB Control No: 2506
AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
The City of Ashland’s Housing Program Specialist will continue to provide institutional structure as well
as examine and implement expanded opportunities for intergovernmental cooperation. The City’s in
Jackson County who signed on to the Regional Problem Solving process have coordinated to explore and
in some cases to implement strategies identified through the regional housing plans to increase the
development of needed housing types in a comprehensive and coordinated manner throughout the
region. City of Ashland Staff will continue to; work with providers of public, private and assisted housing
in an effort to promote the development of affordable ownership and rental housing; with social service
agencies to maintain, expand, or bring needed services to homeless, at-risk, low-income and special
needs populations, and with other municipalities and government entities to coordinate services,
maximize resources, avoid duplication and serve the identified needs of low-income populations
throughout the region. City staff will provide technical assistance about City programs, regulatory
requirements and incentives as well as the CDBG program to area non-profits and social service
providers. The staff will also continue to work closely with and offer support to the City of Ashland
Housing and Human Services Commission.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(l))
The City of Ashland established a Housing and Human Services Commission in October 2013. The
Housing and Human Services Commission was established to address issues relating to housing
accessibility and affordability and the resource needs of vulnerable citizens within the City. Serving in an
advisory capacity to the City Council on housing and human services related issues, the Housing and
Human Services Commission is charged with the review and recommendation on all CDBG related
activities undertaken by the City. The Housing Program Specialist is the staff liaison to the Housing and
Human Services Commission and works closely with that body in disseminating information regarding
fair housing and the needs of the community with regard to housing and services. Similarly, staff and
the Commissioners act as a conduit between the residents and the city government allowing for public
input and participation on issues of affordable housing, social service needs and the CDBG
program. Housing Program staff serves as a member of the Jackson County Homeless Task Force which
facilitates coordination across agencies promoting communication and regional planning. The Homeless
Task Force has representation from several sectors including; private entities, non-profit agencies,
government agencies, providers of mental health and addiction services, as well as providers of
homeless services.
Annual Action Plan 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The City of Ashland has a representative that is a member of the Continuum of Care (CoC) Board. The
CoC board is undertaking several activities to address the needs of homeless persons throughout
Jackson County, including addressing the need for emergency shelter and other resources through
support for creating a Navigation Center in Medford, as well as creating resources for peoples
experiencing mental illness through the establishment of a Cahoots model for crisis mental health
intervention. The City is working in partnership with the CoC board to address identified
needs. Similarly, the City’s Housing Program Specialist continues to be active with the Jackson County
Homeless Task Force, which coordinates the efforts of city and county governments, social service
agencies, federal agencies, non-profit organizations, and individuals with lived experience, to address
affordable housing and homeless issues on a regional level. The City’s Housing Program Specialist also
regularly attends the quarterly Continuum of Care board meetings.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
The City of the City of Ashland has representation on the Jackson County Continuum of Care Board (CoC)
which is the entity that oversees the continuum of care grant process. The CoC works with
representatives of agencies and jurisdictions to develop performance standards and to evaluate the
outcome of the projects assisted. Similarly, the CoC Board works with the Access, the lead agency, to
establish and update the policies and procedures for the operation and administration of the HMIS
database. City of Ashland general funds help to support coordination activities undertaken by the
Housing Program Specialist and are also utilized to contribute toward CDBG program administration as
well as staff support of non-profit organizations and intergovernmental cooperation.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdiction’s consultations with housing, social service agencies and other
entities
Annual Action Plan 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
8
VeteransUnaccompanied youth
--
Chronically homelessFamilies with children
--
Assessment
AUTHORITY OF JACKSON COUNTY
HousingHousing
ChildrenElderly PersonsPersons with DisabilitiesPersons with HIV/AIDShomeless
--
-----
Homeless Special Needs
-
HOUSING HousingPHAServices Homelessness StrategyRequested feedback on potential uses of CDBG funding and consulted through the CoC Homeless Task ForceACCESSHousingServices ServicesServicesServicesSer
vicesServicesHousing Need Homeless Needs Homeless Needs Homelessness Needs Homelessness Needs Homelessness StrategyNon
Annual Action Plan
anticipated outcomes of
0117 (exp. 09/30/2021)
-
Agencies, groups, organizations who participated
–
2
Agency/Group/OrganizationAgency/Group/Organization TypeWhat section of the Plan was addressed by Consultation?Briefly describe how the Agency/Group/Organization was consulted. What are
the the consultation or areas for improved coordination?Agency/Group/OrganizationAgency/Group/Organization TypeWhat section of the Plan was addressed by Consultation?
12
Table OMB Control No: 2506
9
f Care. The City
Care
VeteransUnaccompanied youth
--
Chronically homelessFamilies with children
--
Housing
homeless
-
-
Access is the local community Action Agency for Jackson County and the and the lead agency for the Jackson County Continuum ocommunicates regularly with access regarding CDBG funding
as well as homeless issues. Requested feedback on the use of CDBG funds and consulted through the CoC Homeless Task Force.Jackson County Continuum ofHousingServices ServicesRegional
organizationPlanning organizationHousing Need AssessmentHomeless Needs Homeless Needs Homelessness Needs Homelessness Needs Homelessness StrategyRequested feedback on the use of CDBG
funds
Annual Action Plan
Agency/Group/Organization
0117 (exp. 09/30/2021)
-
consultation or areas for improved coordination?
Briefly describe how the was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination?Agency/Group/OrganizationAgency/Group/Organization TypeWhat
section of the Plan was addressed by Consultation?Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the
3
Identify any Agency Types not consulted and provide rationale for not consulting OMB Control No: 2506
10
the Plan
Annual Action Plan
How do the goals of your Strategic Plan overlap with the goals of each plan?
Other local / regional / federal planning efforts
–
3
homelessness. City staff and elected and appointed officials maintain constant communications
Table
The goals of the City's Consolidated Plan for the use of CDBG funds aligns with the 10 year plan to end with CoC staff to monitor changing needs and to work toward addressing those needs
through regional cooperation.
Lead Organization
Access
0117 (exp. 09/30/2021)
-
Name of Plan
Continuum of Care
Other local/regional/state/federal planning efforts considered when preparing Narrative (optional) OMB Control No: 2506
The
for download
After opening
email was
Additionally, at
11
The City Council held a
through June 24th.
availability of the draft plan was also
comments on the 2022 Annual Action
The
will run
applications submitted for CDBG grant awards.
setting
-
ed an award recommendation to the City Council.
Annual Action Plan
a public hearing on May 26, 2022 to solicit
and posted on the City of Ashland website.
year Action Plan began on May 22, 2022 and
-
will hold
and how it impacted goal
the availability of the draft Action Plan and the comment period was published on May 22, 2022
Medford Mail Tribune,
91.105, 91.200(c)
–
.
0117 (exp. 09/30/2021)
-
Summary of citizen participation process/Efforts made to broaden citizen participation
The public comment period on the 2022 one
12 Participation
-
AP 1.Summarize citizen participation process A virtual Public hearing was held on March 24, 2022 to consider comments on the potential uses of the 2022 CDBG allocation.that meeting
the Ashland Housing and Human Services Commission reviewed the a hearing to solicit comments about how the City should apply the CDBG funds (no public testimony and one public comment
via provided), the Housing and Human Services Commission forwardpublic hearing on April 19, 2022, at which time the Council selected award recipients.The Housing and Human Services
CommissionPlan. All meetings are noticed in the posted on the City of Ashland web page on May 22, 2022 and an Adobe Portable document (PDF) of the Action Plan was available throughout
the public comment period.A legal notice notifying the public of Medford Mail Tribune As of May 26, 2022, No comments have been received. OMB Control No: 2506
12
(If applicable)
URL
https://www.ashland.or.us/SIB/files/2022_03_24_HHSC_draft_Minutes(2).pdf
https://www.ashland.or.us/files/041922_CC_Agenda_FINAL.pdf
co
of
plicable
reasons
Aplicable
accepted
and
mments not
Summary
Not
Not ap
r
of
-
Annual Action Plan
Citizen Participation Outreach
–
eceived
4
comments
Summary
Nonespecific to the CDBG program
None
Table
of
endance
Summary
response/att
one person in three people in attendanceSeveral people in attendance, but not necessarily to speak on the CDBG program items.
O
of
--
utreach
Target
Nontargeted/broad communityNontargeted/broad community
Ou
of
0117 (exp. 09/30/2021)
-
treach
Mode
Public MeetingPublic Meeting
O
rder
Sort
12
Citizen Participation Outreach OMB Control No: 2506
Narrative Description
description of how
13
$
557,697
Amount
Expected
Available
of ConPlan
Remainder
$
Total:
185,899
0
$
Prior Year
Resources:
0
Priority Table
–
Program
Income: $
Expected Amount Available Year 1
$
Annual Action Plan
Expected Resources
185,899
Annual
Expected Resources
Allocation:
-
5
Table
Improvements
Uses of Funds
91.220(c)(1,2)
AcquisitionAdmin and PlanningEconomic DevelopmentHousingPublic Public Services
–
-
Funds
Source of
public federal
0117 (exp. 09/30/2021)
-
Program
15 Expected Resources
-
CDBG
AP Introduction Anticipated Resources Explain how federal funds will leverage those additional resources (private, state and local funds), including a matching requirements will be
satisfied OMB Control No: 2506
If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
In 2010 the City purchased a ten-acre property in conjunction with the Housing Authority of Jackson
County. At that time the ten-acre parcel was divided into two parcels a four-acre parcel was purchased
by the Housing Authority and six of the acres remained with the City. The City then sold off five of the
acres to Parks Department retaining a .92-acre parcel for future development. The City then split off a
14,000 square foot section of that parcel to protect a 75-year-old Cottonwood tree and is sold the
remainder of that property to the Housing Authority to develop additional affordable housing. The
Snowberry II development was completed in 2021.
Discussion
The City established an Affordable Housing Trust Fund (AHTF) in 2008 and over the years has dedicated
a variety of revenue sources to the fund. In 2017, the City Council dedicated $100,000 of revenues
raised from the Marijuana tax to the fund. In January 2018 the City made Affordable Housing Trust
Funds available through a Request for Proposals process. The AHTF RFP and the CDBG RFP were run
concurrently as the AHTF was designed to complement the CDBG program and support those aspects of
affordable housing development projects which could not be supported with CDBG funding. The City
offered a total of $366,000 in AHTF, one affordable housing project, a 30-unit affordable housing
development proposed by Columbia Care, was awarded funding, and the project is currently moving
forward and is expected to be completed in late 2022. In 2020 the City once again offered AHTF. Due to
issues related to the pandemic, the City granted Affordable Housing Trust Funds to several projects; the
majority of which addressed the need for non-congregate shelter for homeless populations and victims
of the wildfires. A breakdown of funded activities can be found in the table below.
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Indicator
Overnight Shelter: 100
15
Goal Outcome
Public service activities for Low/Moderate Income Housing Benefit: 95 Households AssistedHomeless Person Persons Assisted
CDBG:
$25,000
Funding
Needs
Addressed
Homeless GoalsHomeless Goals
Goals Summary
–
6
Area
Annual Action Plan
Geographic
Table
Annual Goals and Objectives
Category
HomelessAffordable Housing
End
Year
20242024
Year
Start
20202020
Homeless Goals Housing Goals
0117 (exp. 09/30/2021)
Goal Name
-
Homeless GoalsHousing Goals
Goal NameGoal DescriptionGoal NameGoal Description
20 Annual Goals and Objectives
-
Sort Order
12
12
AP Goals Summary Information Goal Descriptions OMB Control No: 2506
Projects
AP-35 Projects – 91.220(d)
Introduction
The City received two applications for projects serving low and moderate income populations in
2022. Two of the projects are targeted to serving homeless households and households at risk of
homelessness, as well as victims of the wildfires
Projects
# Project Name
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The City has allocated funding to these projects primarily because they were eligible activities that serve
an identified need within the community. The biggest obstacle to addressing underserved needs within
the community are capacity of providers and the limitations on CDBG funding.
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17
Annual Action Plan
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-
roject Summary
38 P
-
AP Project Summary Information OMB Control No: 2506
AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City received two applications for projects serving low and moderate income populations in
2022. Two of the projects are targeted to serving homeless households and households at risk of
homelessness, as well as victims of the wildfires
Geographic Distribution
Target AreaPercentage of Funds
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Not Applicable
Discussion
Not Applicable
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The City supported two activities that primarily serve homeless households and those at risk of
homelessness. The total expected to be served from both funded activities is 198 which includes both
households and individuals.
One Year Goals for the Number of Households to be Supported
Homeless198
Non-Homeless 0
Special-Needs0
Total198
Table 9 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total0
Table 10 - One Year Goals for Affordable Housing by Support Type
Discussion
Both activities are being undertaken by organizations whose primarily focus is working with homeless
populations, however both organizations offer assistance and resources to those households who are
precariously housed, or who may be at risk of losing their housing. The City also expects many more
people to benefit from the co-location of the new resource center with the emergency shelter at the
new OHRA Center, which will be supported with CDBG Capital funding. While many of those served
annually at the resource center may not be homeless, they will certainly qualify as a presumed benefit
population by seeking services at the resource center, for the purposes of this document, the estimated
number of homeless households supported is the total of those served at the resource center (based on
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prior years' numbers) and those who will also be utilizing the shelter at the OHRA center.
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AP-60 Public Housing – 91.220(h)
Introduction
There are no Public Housing Units within the City of Ashland
Actions planned during the next year to address the needs to public housing
There are no Public Housing Units within the City of Ashland
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
There are no Public Housing Units within the City of Ashland
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Not Applicable
Discussion
Not Applicable
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
Oregon Housing and Community Services receives federal and state resources to be used to support
services benefitting homeless populations. These funds include: Emergency Housing Account,
Emergency Shelter grants, State Homeless Assistance Program, Shelter plus Care, and Supplemental
Assistance for Facilities to Assist Homeless populations. Additionally, under the Federal Continuum of
Care program administered by HUD, local governments and agencies can apply for federal funding for
programs and services to prevent and combat homelessness. The Jackson County Continuum of Care is
an annual recipient of McKinney Vento funds. The City of Ashland does not directly receive any funds to
assist homeless persons or persons at risk of becoming homeless. However, due to the pandemic the
City has received several additional resources to address issues related to the pandemic, including issues
specific to homeless populations. The City received a grant to assist with the provision of non-
congregate shelter, and OHRA, a non-profit homeless service provider located in Ashland, received
funding to establish a year round emergency shelter. City of Ashland residents can also still access
available services, programs and funds through ACCESS, Inc. the regional CAP agency that serves Jackson
and Josephine Counties at the day center. Similarly, many non-profit agencies that provide housing or
support services for homeless populations are eligible to apply for funds through Oregon Housing and
Community Services or through the Jackson County Continuum of Care.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
For Program Year 2022, the City has awarded capital improvement funds to Options for Helping
Residents of Ashland, to assistance them to transition an existing hotel space into a year round
emergency shelter and resource center. This new facility is called the OHRA Center. The Ashland
Community Resource Center, which was relocated to the OHRA center in 2021, had been operating in
various leased locations in Ashland since 2013. The city has also awarded funding to Maslow Project to
provide wrap around services, case management and resources to homeless youth enrolled in the
Ashland School District. Maslow Project staff undertakes outreach activities to homeless youth
populations to better connect them with services.
Addressing the emergency shelter and transitional housing needs of homeless persons
The city continues to support regional service providers through the City of Ashland’s general fund
affordable Housing Trust Fund grant program and through participation in the Jackson County
Continuum of Care. The City provides funding to organizations serving a variety of populations: funded
organizations provide services to; homeless, at-risk, and special needs populations; as well as minority
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populations, and victims of domestic violence. As mentioned previously, community volunteers and
local faith based organizations organized and staff emergency shelters in churches and public buildings
on a weekly basis and in times of extreme weather conditions for several years.
For Program Year 2022, the City has awarded capital improvement funds to Options for Helping
Residents of Ashland, to assistance them to transition an existing hotel space into a year round
emergency shelter and resource center. The shelter will have the ability to house more people than any
seasonal shelter program yet offered with the City. Similarly, the resource center serves hundreds of
people each year through a variety of programs in an effort to prevent homelessness.
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
recently homeless from becoming homeless again
Populations needing assistance not offered locally have the ability to access a variety of safety net
services through Access, the regional provider of Community Action Programs including overseeing the
County’s allocation of rapid rehousing program funds. The Ashland Community Resource Center (ACRC)
also assists in providing referrals to and meeting space for other social service providers located outside
of the City. The city continues to partner with other governmental jurisdictions, agencies and
organizations, in an effort to address homelessness and other special needs populations. The city
continues to be an active member in the Homeless Task Force, a sub-group of the Jackson County
Community Services Consortium, and Jackson County’s Continuum of Care, to address the needs of the
homeless on a regional scale, and make referrals to the appropriate agencies when necessary.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: 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); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
Each year the Jackson County Continuum of Care conducts a one-night homeless survey, through a
coordinated effort of Task Force and Continuum members, emergency shelters, social service agencies,
and organizations that provide support services to homeless and special needs populations. This annual
survey allows jurisdictions and agencies to track the progress in addressing the issues of homelessness in
the region as well as to recognize changing needs of the populations and gaps in services. The city
expects to attain the goals as outlined in the goal summary of the 2021-2024 Consolidated Plan for
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homeless and special needs populations through support of Maslow and OHRA’s programs, through the
use of City of Ashland general funds in the form of Social Service grants to area organizations offering
services to at-risk, homeless, and special needs populations, through support of the Ashland Community
Resource Center and through staff’s work with the Homeless Task force and the Continuum of Care.
The City does not specifically prioritize activities that focus on serving the needs of chronically homeless
populations. However, Jackson County’s Ten-Year Plan to end homelessness, a document created and
carried out by the Jackson County Homeless Task Force, of which the City of Ashland is an active
member, does prioritize several strategies to address the needs of the chronically homeless throughout
the region. The six strategies identified by the Ten Year plan provided action steps to end chronic
homelessness. These action steps include; promoting the housing first model, providing coordinated
and consistent case management, increase financial assistance/incomes for those who are the most
vulnerable, provide life skill training, and coordinate discharge planning. Lastly, the Ten-Year plan
prioritizes the development and increase of emergency and transitional shelters, and permanent
supportive housing options open to those with the lowest incomes.
Discussion
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
Over the years the City has spent considerable resources identifying and working to remove or mitigate
barriers to the development of affordable housing. As with the housing market, barriers to affordable
housing development are an ever changing target and consequently require ongoing work to identify
and remediate. The City of Ashland struggles with several barriers to addressing the need for affordable
housing; some of which are related to public policies, and some of which are related to market
conditions. The most prevalent issues are:
A lack of affordable rental and ownership housing units.
A small inventory of multifamily housing.
Lack of investment in older housing stock.
Land and housing costs that drive low-income housing developers out of the market.
Limited capacity of local affordable housing developers.
Actions it planned 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
Over the years the city has explored many strategies and taken several steps to reduce the barriers
identified above. Some of these actions include allowing Accessory Residential Units without a land use
process, removing barriers to the placement and inclusion of Manufactured Housing within Single
Family zones, and evaluating further land use incentives to promote the development of affordable
single family and multi-family development. These actions are further detailed in the 2021-2024
Consolidated Plan.
Some of the barriers to affordable housing identified above, also serve as barriers to addressing
impediments to fair housing choice. Primarily the lack of multi-family inventory which tends to
concentrate low-income and/or minority populations in the areas of town which contain the largest
supply of multi-family and rental housing, which also happens to be the census block groups near the
university. Recently the City has completed an update of the Analysis of Impediments to fair housing
choice and has identified issues and actions steps. The City has also continued to work with the Fair
Housing Council of Oregon to provide ongoing fair housing education, outreach, and training to citizens,
elected and appointed officials and other populations as identified. The City recently completed the
process of updating the housing needs analysis document, which is now known as the Housing Capacity
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Analysis. The City also recently underwent a lengthy process with several opportunities for public and
stakeholder input to update the City’s affordable Housing program ordinance. The City is currently
engaged in the process of developing a Housing Production Strategy, which identifies and prioritizes
regulatory changes and other actions to incentivize the development of needed housing types identified
through the Housing Capacity Analysis.
Education and Outreach is a significant role of the Housing and Human Services Commission and such
activities often have the benefit of not just disseminating information, but collecting information as
well. Such a dialogue within the City facilitates an awareness of the barriers to affordable housing and
highlights mechanisms available to address such barriers. In the 2022 CDBG program year the Housing
and Human Services Commission is undertaking several activities which could help to address some
aspects of this goal, including participating in the Housing Production Strategy process and helping to
identify actions to encourage the development of needed housing types. Any outcomes from these
activities will be further expounded upon in the 2022 CAPER.
Discussion:
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AP-85 Other Actions – 91.220(k)
Introduction:
The City has no actions planned directed specifically toward meeting underserved needs that are not
identified elsewhere in this document.
Actions planned to address obstacles to meeting underserved needs
The City continues to prioritize the provision of affordable housing development, rehabilitation, and
preservation as the highest priority use of CDBG funding. However, the City's allocation of funding is
extremely limited; land prices and development costs far outweigh the amount of funding that the City
has available (including incentives) to direct toward the development or preservation of new or existing
affordable housing, consequently, very few applicants apply to utilize City of Ashland CDBG funds to
further the provision of affordable housing.
Actions planned to foster and maintain affordable housing
As mentioned elsewhere the City recently adopted an updated Housing Capacity Analysis and is actively
working to prioritize identified actions to encourage the development of needed housing types. These
actions will require further exploration and policy changes, and will be brought forward for adoption
over the next several years
Actions planned to reduce lead-based paint hazards
The City of Ashland is acutely aware of the dangers posed by lead based paint poisoning. The five-year
Consolidated Plan identifies actions for assuring that CDBG funded activities would be in compliance
with all state and federal laws regarding Lead Based Paint safe work practices in federally assisted
projects. In an effort to reduce the number of housing units containing Lead Based Paint Hazards and
thereby reduce the number of children affected by lead based paint poisoning, the city provides
information regarding lead based paint hazards in the home, and information regarding lead based paint
safe work practices as requested. The City of Ashland’s Housing Program Specialist is certified in lead
based paint safe work practices. Any City sponsored housing rehabilitation program utilizing program
income has the potential to involve issues of lead based paint. The City has, in the past, and will
continue to ensure that lead testing and remediation is completed on any federally funded project
involving a structure built prior to 1979.
Actions planned to reduce the number of poverty-level families
The Housing and Community Development Act of 1992 requires communities to include in their
Consolidated Plan a description of an anti-poverty strategy. This strategy takes into consideration
factors over which the City has control. The City of Ashland has limited resources for addressing the
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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. In addition, the City supports housing, social service, and economic
development programs targeted at the continuum of care needs of the homeless.
The five-year consolidated plan identifies several goals aimed at reducing the number of people living in
poverty. To this end the City adopted a Living Wage Ordinance in 2001 that stipulated that all
employees, contractors, or recipients of city grants or funds must meet minimum living wage
requirements adjusted annually to the Consumer Price Index. The Living wage ordinance continues to
provide the benefits of a higher wage scale for all people working to provide the City with services, or
working on City funded projects. Similarly, economic development grants funded through the City’s
General Fund provide support for non-profit organizations that create living wage employment
opportunities and fund programs that provide job training for low-income, at-risk and special needs
populations as well as supporting humanities and the arts. The City of Ashland completed an Economic
Development study to increase the number of living wage jobs located within the city by promoting the
expansion, retention and relocation of local and national businesses.
The City of Ashland for many years has provided funding to agencies that address the needs of low
income and homeless residents through a Social Service Grant program. The goal of the program was 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 was carried out by providing funds in excess of
$135,000 every year to various area agencies whose focus meets one or more of these targeted
needs. In 2021, due to a substantial budget shortfall, the City Council opted to fund the program for
only the first year of the biennium. It is not known at this time whether this program will be continued
in the next budget cycle. The City of Ashland’s utilities department through the Ashland Low-Income
Energy Assistance Program (ALEAP) provides reduced cost energy bills and bill payment assistance to
qualifying low-income, elderly, and disabled residents in an effort to reduce cost burden. Both of these
programs are paid out of the City’s General Fund.
An Affordable Housing Committee was formed in 1990 and reconvened in 1994 to search for ways to
provide economical housing in Ashland. In 1995 a formal Housing Commission was formed. In 2013 the
Housing Commission was disbanded and many of its duties were assigned to a new commission, the
Housing and Human services commission, to address both housing and human services needs within
Ashland, in recognition that both housing and services are needed to address issues of poverty.
Actions planned to develop institutional structure
The City has no actions planned toward further developing institutional structure during program year
2022.
Actions planned to enhance coordination between public and private housing and social
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service agencies
The City Continues to worktoward enhancing coordination with community partners that provide
housing and services. The City has limited resources, consequently the City must rely on coordination of
services to meet the housing and resource needs of the citizenry. City staff continues to be an active
participant in several regional groups that work to coordinate services in the face of shrinking state and
federal support for low-income and special needs populations.
Discussion:
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5. The amount of income from float-funded activities0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit - A consecutive
period of one, two or three years may be used to determine that a minimum
overall benefit of 70% of CDBG funds is used to benefit persons of low and
moderate income. Specify the years covered that include this Annual Action Plan. 100.00%
The City's has only funded projects in the 2022 program year which are serving either presumed benefit
or limited clientele populations.
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Housingand Human Services
Commission Memo
TITLE: Rent Burden Meeting Brainstorming Discussion
DEPT:Community Development
DATE: May 26, 2022
SUBMITTED BY: Linda Reid, Housing Program Specialist
HB 4006 was passed in 2018, and required Cities with a population over 10,000 whose residents that
experience severe rent burden at a rate greater than 25% annually hold a public meeting to discuss the
issue of rent burden, and opportunities for addressing and reducing rent burden. Oregon Housing and
Community Services annually evaluates and provides data on the percentage of residents within a City
that experience severe rent burden. The information provided by Oregon Housing and Community
Services is provided as an attachment to this memo. There has been some agreement that the annual
rent burden meeting could also be used as an opportunity to gain public engagement and input on
potential strategies to include in the Housing Production Strategy document. There has already been
discussion about holding the Annual Rent Burden Meeting at the regular Housing and Human Services
th
Commission time in July, which will be Thursday June 28. Do Commissioners have any thoughts or
ideas about the potential format for the rent burden meeting in July.
Severe rent burden is defined by the Department of Housing and Urban Development as those who pay
50% or more of their income toward rent costs.
Year # of Severely Renter # Severe Rent Total Renter Total Population
Burdened HHBurdened Households
2018 35% 1,472 4,178 21,002
2019 33.6%1,416 4,217 20,815
2020 31.7%1,475 4,256 20,960
2021 32.3%1,360 4,216 21,105