HomeMy WebLinkAbout2021-05-27 Housing & Human Services PACKET
Ashland Housing and Human
Services Commission
Regular Meeting Agenda
May 27,2021:4:00–6:00pm
Please click the link below to join the webinar:
https://zoom.us/j/96195745757?pwd=ZDdhNUUzRFBhUXBiVjdtelNOanNuUT09
1.(4:00)Approval of Minutes (5 min)
April 22, 2021
2.(4:05)Public Forum (5 min)
3.(4:10)2021 Action Plan Public Hearing(25min)
Linda Reid, Housing Program Specialist
4.(4:35)Strategic Planning Workgroup Recommendations(25min)
Rich Rohde, Commission Co-Chair
5.(5:00)Alternative Shelter Update and Funding Report(25min)
Linda Reid, Housing Program Specialist
6.(5:25)Liaison Reports (15min)
Liaison Reports
Council(Gina Duquenne)Staff (Linda Reid)
SOU Liaison (Unfilled)General Announcements/Local Housing
SOU program report (Chris Mahon) Updates
7.(5:40)Upcoming Eventsand Meetings and Agenda Item Suggestions(10 min)
Next Housing Commission Regular Meeting
June 24, 2021
8.(5:50)Adjournment
Ashland Housing and Human Services Commission
DraftMinutes
April 22, 2021
Call to Order
Commission Chair Rohdecalled the meeting to order at 4:01pm.
Commissioners Present:Council Liaison
Gina Duquenne ABS
Rich Rohde
Echo Fields
SOU Liaison
Leda Shapiro
Linda ReppondNone appointed at this time
(Vacant)
Staff Present:
Tom Gunderson
Heidi ParkerLinda Reid, Housing Program Specialist
Chris MahanLiz Hamilton, Permit Technician
Jackie Bachman
Commissioners Not In Attendance:
Approval of Minutes
CommissionersJackie Bachman /Echo Fieldsm/s to approve the minutes ofMarch
with amendments. Voice Vote: All Ayes. Motion passed
Public Forum-None
Code Amendments for Duplexes and Accessory Residential Units
Maria Harris, Planning Managergives presentation for amendments in the Municipal Code and Land Use code.
PRESENTATIONA few questions from commissioners about parking and distinction betweenDuplex and ARU
(Accessory Residential Units)
Commissioners Jackie Bachman / Echo Fields m/s to support recommendations for
Duplex and ARU (Accessory Residential Units) code changes and options presented by
the Planning Department today.Voice Vote: AllAyes. Motion passed
New Commissioner Introduction Leda Shapiro
Round Robin with all commissioners to introduce Leda Shapiro at Commissioner #3 of the Housing and Human
Services Commission.
Racial Justice Discussion
Rich Rohde, Commission Co-Chair submitted: Racial and Equity resolution for Ashland Housing & Human
Services Commission “An equity lens is a process for analyzing or diagnosing the impact of the design and
implementation of policies on under-served and marginalized individuals and groups,and to identify and
potentially eliminate barriers. using a racial equity lens means paying disciplined attention to race and ethnicity
while analyzing problems, looking for solutions, and defining success. An equity lens is a process for analyzing or
diagnosing the impact of the design and implementation of policies on under-served and marginalized individuals
and groups, and to identify and potentially eliminate barriers.”
Commissioners Jackie Bachman / Echo Fields m/sthat the Ashland Housing & Human
Services Commission adopt the use of a racial equity lens as a process for analyzing or
diagnosing the impact of commission decisions by paying attention to race, ethnicity,
and underserved/ marginalized individuals and groups to identify and eliminate barriers.
A racial equity lens can be used with other lenses. A racial equity lens sheds light on
racial dynamics that shape social, economic, and political structures.Voice Vote: All
Ayes. Motion passed
Goal Refining Discussion
Commission discussed how they want to go about addressing the goals they have outlined below. Awork group
with Rich Rohde, Heidi Parker, Leda Shapiro and Chris Mahan was formed to gather more information around the
goals listed under Alternative Shelter and bring that information back to the commission.
2021 Goalsfor HousingandHumanServicesCommission
-Alternative Shelter solutions including RVparkingsupport, emergencyshelter, palletshelters and
campgrounds
-Mental Health including Cahoots Model and Implementation of Measure 110
-Work force Housing: Study expandingtheUrbanGrowthBoundary(pros/cons/political
ramifications), Explore collaborationswithPhoenixTalentto lookatregionalcoordinationaround
building/development, AskBrandonto educate theCommission on theUBG expansionprocess,Explore
workforce housing partnerships
-Food Resources: Focus on food distribution, rather than food resources. Quarterly report on food
support system that serves Ashland,
-WorkwithEnergyActionPlan: Focuson energyefficiencymeasuresandclimateimpactin
developmentproject. Focuson economicbenefitsto lowincome households
-Vocational Programs
-Fair Housing
Commission Position Appointments and Discussion
Commissioners Jackie Bachman / Heidi Parkerm/s to recommend Rich Rohde and
Linda Reppond to Co-Chair the Housing and Human Service Commission for the next
year.Voice Vote: All Ayes. Motion passed
Social Service Grant ProgramUpdate and HHSC Mission Discussion
Commission will await the results of the City budget process to review and make any recommendations onSocial
Service Grant Program and outcome of Ashland Housing Trust Fund.
UpcomingMeetingfor Housing Commission RegularMeetingMay 27, 2021
Adjournment:Rich Rohdeadjourned the meeting at6:10p.m.
Respectfully submitted by Liz Hamilton
Memo
DATE:05/27/2021
TO:Housingand Human ServicesCommission
FROM:Linda Reid, Housing Program Specialist
RE:Strategic Planning Workgroup Recommendations
The four-memberStrategic Planning Workgroup met twice to review and operationalize the goals as
well as to come up with recommendations for goal prioritization and action steps.
Alternative ShelterSolutions Recommended Actions: The Workgroup recommended that staff provide
an update regarding the progress that the City is making toward creating resources forRV parking,
emergency shelter,pallet shelters,andcampgrounds.It was also recommended that City Staff provide
an update on City funding for support of homeless programs as well as City resources still available to
support shelter programs.
Mental Health Recommended Action: Commission Co-Chair, Rich Rohde will provide an update on the
work being done by other groups within the community to address resources for mental health,
specifically the Cahoots Model,and Implementation of Measure 110.
Workforce HousingRecommended Actions: Review the recommendations contained in the Housing
Capacity Analysisfrom Eco Northwest.The Workgroup suggested scheduling a virtual Post Legislative
Session with Pam Marsh and Jeff Golden that would also be open to the public. This event would take
place outside of the Commission’s meeting schedule, and is tentatively scheduled for late July.
Food ResourcesRecommended Action: Request and update on the current status of food resources,
distribution and needs from Ashland Food Angels, Peace House and Southern Oregon Jobs with Justice.
Fair HousingRecommended Actions:Review fair housing action steps identified in the Analysis of
Impediments to Fair Housing Choice. Plan a fair housing training forshelter providers. Ask Meg
Tinnin, the Education & Outreach Specialistfor Southern Oregon from the Fair Housing Council of
Oregon, to provide fair housing education for the Commissioners. Explore and plan a landlord-tenant
fair housing training event.
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:05/27/2021
TO:Housingand Human ServicesCommission
FROM:Linda Reid, Housing Program Specialist
RE:CDBG Action Plan Review and Approval Discussion
The City of Ashland is an Entitlement Community for Community Development Block Grant Funds.
The city anticipates arevised allocation of $191,583in Community Development Block Grant funds for
Program Year 2021(July 1, 2021-June 30, 2022) by the Department of Housing and Urban
Development (HUD).
This document, the CDBG Action Plan for Program Year 2021, 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 fundedby CDBG
dollars in Program Year 2021.
The City Council has identified that a total of $295,170 in grant funds in the 2021 grant year is to be
awarded to two projects: $270,170 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
2021 program year. Public Comment on the 2021CDBGAction Plan can be submitted any time prior
to May 27, 2021or be presented to the Ashland Housing and Human Services Commission at thepublic
hearing on the plan.Upon closing the public hearing, the Housing and Human Services Commission
must review and approve the 2021 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.
The City of Ashland is an Entitlement Community for Community Development Block Grant Funds. The
city anticipates a revised annual allocation of $191,583 in Community Development Block Grant funds
Annual Action Plan 1
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
for Program Year 2021 (July 1, 2021-June 30, 2022) by the Department of Housing and Urban
Development (HUD).
This document, the CDBG Action Plan for Program Year 2021, 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 2021 (page 3).
The City Council has identified that a total of $295,170 in grant funds in the 2021 grant year is to be
awarded to two projects: $270,170 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.
Another priority need which the City has had difficulties addressing is assisting individuals in the
transition from homelessness to permanent housing situations. The Ashland City Council adopted an
Emergency Shelter Resolution in an attempt to provide a resource for the City’s homeless population in
extreme weather and continues to work with faith based groups, community volunteers, and non-profit
agencies to coordinate regular weekly shelters operating four nights each week from November to
Annual Action Plan 2
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
April. 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
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 campground, utilizing pallet shelter structures, 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 program year 2021 and
from prior year’s carried over funding to assist OHRA in completing work to transition the hotel into and
emergency shelter. In prior year the City also directed general fund and social service grant money in
support of a resource center to assist homeless and transitioning families and individuals with needed
resources including housing 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 25, 2021 to consider comments on the potential uses of the 2021
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 20, 2021, 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 28, 2021 to elicit comments
on the Action Plan. The public comment period on the 2021 one-year Action Plan began on April 21,
2021 and ran through May 27, 2021.
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 April 21, 2021 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 April 21, 2021 in The Ashland Daily Tidings.
Annual Action Plan 3
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
Due to the notice of revised funding allocation received by the City on May 18th, the 2021 Annual Action
Plan was amended and reposted on the City's website and will be discussed at a virtual public hearing
held before the Housing and Human Services Commission on May 27, 2021. The revision does not
constitute a substantial amendment, nor is the City allocating those additional funds at this time.
5. Summary of public comments
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 2021 Action plan began on April 21, 2021 and will run through May 27,
2021. The plan availability was published in a legal notice in the Ashland Daily Tidings on April
21th. Information about the funding allocations was posted on the City's website on April 23, 2021. As
of May 20th 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
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator Community Development/Housing
Division
Table 1 – Responsible Agencies
Narrative (optional)
Consolidated Plan Public Contact Information
Linda Reid, Housing Program Specialist, reidl@ashland.or.us, or 541-552-2043
20 E. Main Street, Ashland, OR 97520
Annual Action Plan 5
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
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 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.
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.
Annual Action Plan 6
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City of Ashland’s City Manager Pro Tem 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, and non-profit organizations to address affordable housing and homeless
issues on a regional level, as well as the Continuum of Care board.
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 Manager Pro Tem of the City of Ashland is a member of 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
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
Table 2 – Agencies, groups, organizations who participated
1 Agency/Group/Organization HOUSING AUTHORITY OF JACKSON COUNTY
Agency/Group/Organization Type Housing
PHA
Services - Housing
Regional organization
What section of the Plan was addressed by Public Housing Needs
Consultation? Homeless Needs - Families with children
Homelessness Needs - Veterans
Briefly describe how the Consulted through the CoC process.
Agency/Group/Organization was consulted.
What are the anticipated outcomes of the
consultation or areas for improved
coordination?
2 Agency/Group/Organization ACCESS
Agency/Group/Organization Type Housing
Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
Services-homeless
Regional organization
What section of the Plan was addressed by Housing Need Assessment
Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Access is the local community Action Agency for
Agency/Group/Organization was consulted. Jackson County and the and the lead agency for
What are the anticipated outcomes of the the Jackson County Continuum of Care. The City
consultation or areas for improved communicates regularly with access regarding
coordination? CDBG funding as well as homeless issues.
Annual Action Plan 8
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
3 Agency/Group/Organization Maslow Project
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-homeless
Services-Education
Regional organization
What section of the Plan was addressed by Homeless Needs - Chronically homeless
Consultation? Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Maslow Project's executive director is a Jackson
Agency/Group/Organization was consulted. County Continuum of Care board member and a
What are the anticipated outcomes of the City of Ashland CDBG grantee. The members of
consultation or areas for improved the Jackson County Continuum of care are
coordination? regularly consulted regarding the availability
and use of CDBG funds.
4 Agency/Group/Organization Options for Helping Residents of Ashland
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Employment
Regional organization
What section of the Plan was addressed by Homeless Needs - Chronically homeless
Consultation? Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Consulted through the CoC process as well as
Agency/Group/Organization was consulted. constant communication.
What are the anticipated outcomes of the
consultation or areas for improved
coordination?
Annual Action Plan 9
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
Identify any Agency Types not consulted and provide rationale for not consulting
Not Applicable
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead OrganizationHow do the goals of your Strategic Plan overlap with the
goals of each plan?
The City's priorities identified in the 2021-2024
Continuum of Consolidated Plan are consistent with the strategies
Access
Care identified in the Jackson County 10 year plan to end
homelessness.
Table 3 – Other local / regional / federal planning efforts
Narrative (optional)
Annual Action Plan 10
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
A virtual Public hearing was held on March 25, 2021 to consider comments on the potential uses of the
2021 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 and one public
comment via email 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 20, 2021, at which
time the Council selected award recipients.
The Housing and Human Services Commission held a public hearing on May 27, 2021 to elicit comments
on the Action Plan. The public comment period on the 2021 one-year Action Plan began on April 21st
and ran through May 27th.
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 April 21, 2021 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 April 21, 2021 in The Ashland Daily Tidings.
As of April 23, 2021 No comments have been received.
Citizen Participation Outreach
Sort OrMode ofOuTarget of OuSummary ofSummary of Summary of coURL(If
der treach treach response/attecomments remments not applica
ndance ceived accepted ble)
and reasons
Table 4 – Citizen Participation Outreach
Annual Action Plan 11
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Anticipated Resources
ProgramSource Uses of FundsExpected Amount Available Year 1Expected Narrative
of Amount Description
Annual Program Prior Year Total:
Funds Available
Allocation: Income: Resources: $
Remainder
$$ $
of ConPlan
$
CDBG public Acquisition These
- Admin and amounts
federal Planning do not
Economic include
Development CARES act
Housing funding.
Public
Improvements
Public
Services 191,583 0 151,342 342,925 766,332
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
The City expects to leverage more funding then was granted in the 2021 program year. Both Maslow
and OHRA bring more matching funds from other sources than they are requesting. All grantees are
required to provide a 10% match.
Annual Action Plan 12
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
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 is currently underway and expected to be 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. In 2021 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.
Annual Action Plan 13
2021
OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort Order Goal Start End Category Geographic Needs Funding Goal Outcome
NameYear Year Area Addressed Indicator
Table 6 – Goals Summary
Goal Descriptions
1 Goal Name Homeless Goals
Goal Case management and resources for homeless youth and families and families
Description at risk of homelessness.
2 Goal Name Housing Goals
Goal Capital improvement funding for an Emergency Shelter.
Description
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Projects
AP-35 Projects – 91.220(d)
Introduction
The City received two applications for projects serving low and moderate income populations in
2021. 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
1 OHRA-Project Turnkey Remodel
2 Maslow Project-School Based Services
3 Program Administration
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.
AP-38 Project Summary
Project Summary Information
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1
Project Name OHRA-Project Turnkey Remodel
Target Area City Wide
Goals Supported Homeless Goals
Needs Addressed Homeless Goals
Funding :$ 270,170
Description 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 in obtaining and maintaining
housing, and also will provide case management and resources to
remove barriers to employment and housing.
Target Date 6/30/ 2022
Estimate the number and 946 homeless and at risk households.
type of families that will
benefit from the
proposed activities
Location Description
Planned Activities
2
Project Name Maslow Project-School Based Services
Target Area City Wide
Goals Supported Homeless Goals
Needs Addressed Homeless Goals
Funding $25,000
Description Case management for homeless and at-risk school aged children and
families.
Target Date 6/30/2022
Estimate the number and Approximately 85-90 low income and homeless individuals.
type of families that will
benefit from the
proposed activities
Location Description N/A
Planned Activities Case management for homeless and at-risk school aged children and
families.
Project Name Program Administration
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3
Target Area n/A
Goals Supported Housing Goals
Homeless Goals
Needs Addressed Housing Goals
Homeless Goals
Special Needs
Public Infrastructure
Economic Development Goals
Funding :
Description General Program Administration
Target Date 6/30/2022
Estimate the number and N/A
type of families that will
benefit from the
proposed activities
Location Description City Wide
Planned Activities administration of program and grantees
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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
2021. 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 946 which includes both
households and individuals.
One Year Goals for the Number of Households to be Supported
Homeless 946
Non-Homeless 0
Special-Needs0
Total 946
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 Units0
Total 0
Table 10 - One Year Goals for Affordable Housing by Support Type
Discussion
The City 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, 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 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
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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 2021, 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 will be called the OHRA Center. The Ashland
Community Resource Center, which will be relocated to the OHRA center, has been operating in various
leased locations in Ashland since 2013. With the relocation of the Resource Center to the OHRA Center,
there will be additional office space for partner agencies to have a consistent presence in Ashland and
hold regular office hours which was not possible before in the limited space in the Resource. The
Resource Center being co-located with the shelter and serving as a one stop for services will provide
better access for homeless and at risk populations to access multiple services in one central
location. 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
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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 social
service 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 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 2021, 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,
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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
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/multifamily zoned land.
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 is also in 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
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 2021 CDBG program year the Housing
and Human Services Commission is undertaking several activities, which could to address some aspects
of this goal, including participating in the Housing Capacity Analysis update 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 2021 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 is in the process of updating the Housing Capacity Analysis and
includes identified actions to encourage the development of needed housing types. These actions will
require further exploration and policy changes, and will be developed over the next several
months. Similarly, the City adopted a housing strategy document as part of a regional housing
development review. The City is currently in the process of evaluating those recommendations as well.
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. Lastly, The Housing Authority of Jackson County hosts periodic Lead
Based Paint Safe work practices training and certification which benefits local contractors and the
general public. 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 have the
potential to involve issues of lead based paint. The City has, in the past, and will continue to ensure that
lead testing and clearance is completed on any federally funded project involving a structure built prior
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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
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 provides funding to agencies that address the needs of low income and homeless
residents through a Social Service Grant program. 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 funds in excess of $135,000 every
year to various area agencies whose focus meets one or more of these targeted needs. Similarly, 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
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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
2021.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City Continues to work toward 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 urbanrenewal 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 activities 0
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 2021 program year which are serving either presumed benefit
or limited clientele populations.
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Memo
DATE:05/27/2021
TO:Housingand Human ServicesCommission
FROM:Linda Reid, Housing Program Specialist
RE:Alternative Shelter Updateand Funding Report
As part of theStrategic Planning recommendations, commissioners requested an update from staff on
the progress that the City is making toward creating resources forRV parking,emergency shelter,pallet
shelters,andcampgrounds.Members also requestedan update on City funding for support of homeless
programs as well as City resourcesstill available to support shelter programs.
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520TTY: 800-735-2900
www.ashland.or.us