HomeMy WebLinkAbout2020-02-27 Housing & Human Services PACKET
Ashland Housing and Human
Services Commission
Regular Meeting Agenda
February27,2020:4:00–6:00pm
Siskiyou Room of the Community Development Building
51 Winburn Way
1.(4:00)Approval of Minutes (5 min)
January 23, 2020
2.(4:05)Public Forum (5 min)
3.(4:10)New Member Welcome and Introductions(10min)
4.(4:20)Boise Decision Discussion(5min)
5.(4:25)Utility Bill Workgroup Discussion(20min)
Rich Rohde
6.(4:45)H&HSC Grant MeetingSchedule(15min)
7.(5:00)Medford Implementation PlanReview and Discussion(10min)
8.(5:10)Consolidated Plan Overview(15 min)
9.(5:25)Liaison Reports discussion (15min)
Liaison Reports
Council(Dennis Slattery)
SOU Liaison (vacant)
Staff (Linda Reid)
General Announcements
10.(5:40)MarchAgenda Items (5min)
Quorum Check–Commissioners not available to attend upcoming regular meetings
should declare their expected absence.
11.(5:45)Upcoming Eventsand Meetings
Next Housing Commission Regular Meeting
March 26,2020
12.(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 Developmentoffice at 541-488-5305 (TTY phone is 1-800-735-2900). Notification 48
hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the
Ashland Housing and Human Services Commission
DraftMinutes
January 23, 2020
Call to Order
Commission Chair Rohdecalled the meeting to order at 4:02pm in the Siskiyou Room at the Community
Development and Engineering Offices located at 51 Winburn Way, Ashland, Oregon, 97520.
Commissioners Present:Council Liaison
Rich RohdeDennis Slattery
Linda Reppond
Erin CrowleySOU Liaison
Tom GundersonNone appointed at this time
Heidi Parker
Jackie BachmanStaff Present:
Linda Reid,Housing Program Specialist
Commissioners Not In Attendance:Liz Hamilton, Permit Technician
Gina Duquenne
Sarah Spansail
Approval of Minutes
CommissionersJackie Bachman/Heidi Parker m/s to approve the minutes ofNovember 21, 2019, with
revisions.Voice Vote: All Ayes. Motion passed.
Public Forum-None
H&HSC Calendar Overview
Commission discussedand agreed on how to schedule meetingsand extraworkgroup timefor CDBG,Housing
Trust Fund, and Social Servicegrants.
St. Vincent Utility Bill Assistance Program Discussion
John Englehardtpresented informationand handout(see attachment A)showingarise in the need for Utility Bill
Assistance for Ashlandresidentsbetween 2018 and 2019.Rich Rhode callsfor volunteers to form work group to
meet with OHRA and Senior Center to discuss possible solutions to bring forth toCity Council. Work Group will
be Rich Rhode, Jackie Bachman, Erin Crowley and Dennis Slattery.
City of MedfordHomeless Action Plan Presentation
Angela Durant, Principal Plannerpresented PowerPoint presentation(see attachment B)on City of Medford’s
Homeless Action Plan. She advisedthat an ImplementationPlan has been adopted at this point as Medford is still
working out theActionPlan. Commission requested permission tohave a copy oftheImplementationPlan for
future review of thisCommission.
Regional Mental Health Resource Overview
Darin Dale, LCSW,Jackson Care Connect presented information on current “Care”organizations in the Rogue
Valley.
Strategic Priority Review and Discussion
2020 Goals for Housing and Human Services Commission
Goal#1:Shelter: Sustainability of the Ashland Winter Shelter
Goal#2:Mental Health/Upstream Services
Goal#3:AffordableHousing: Workforce Housing/SRODevelopment
Goal#4:Food Resources/SNAP cutbacks
Goal#5:Utility Bill Issues/Education about the Round-up Program
Goal#6:Work with Energy Action Plan
Goal#7:Rent Caps (Renters with Property Management Companies)
CommissionersLinda Reppond/Tom Gundersonm/s to adoptthe 2020 Goals for the
Housing and Human Services Commission. Voice Vote: All Ayes. Motion passed.
Liaison Reports discussion
Council(Dennis Slattery)
The Ashland City Council is planning a single-issueStudy session in March regarding the Circuit Court
rulingagainstBoise ID,for the issue of criminalizing sleeping on publicland but not providing housing.
(Linda Reid)
Staff
Unit on Chestnut has been resolvedand will betransferredby saleto a Low-Incomeeligibleperson.
General Announcements
Heidi Parker was invited by Jackson County Homeless Task Force to talk about how Ashland encourages
volunteeringfor the Shelters.
Rich Rhode submitted an article on an Oregon Legislature proposal (see attachmentC)
Rich Rhode announces that Echo Fields hasbeen appointed to take position 2 on the Commission
FebruaryAgenda
Commission decides on Agenda items for February: Boise Court Case, Medford 14-page ImplementationPlan,
CDBG, March Council Study Session.
Next Housing Commission Regular MeetingFebruary27, 2020
Adjournment:Rich Rohdeadjourned the meeting at6:10p.m.
Respectfully submitted by Liz Hamilton
Commission
and Human Services
January 23, 2020
Housing
Angela Durant
-
Principal Planner
Action Plan
Homeless System
City of Ashland
driven findings
-
Provide a brief backgroundDiscuss dataReview recommendationsShare recent accomplishments
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FEBRUARY
YOU
THANK
Memo
DATE:February 27,2020
TO:Housingand Human ServicesCommission
FROM:Linda Reid, Housing Program Specialist
RE:Boise Decision Discussion
At the last regular Housing and Human Services Commission Meeting in January, a commissioner asked
this topic to be placed on the agendafor February’s 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:February 27,2020
TO:Housingand Human ServicesCommission
FROM:Linda Reid, Housing Program Specialist
RE:Utility Bill Work GroupDiscussion
At the last regular Housing and Human Services Commission Meeting in January, a commissioner asked
this topic to be placed on the agendafor February’s meeting.The workgroup has met and will provide
an update:
Update from utility shutoff work group February 2020
Group members: Ken Gudger,Rich Rohde, John Engelhardt,Dennis Slattery,Kelly Madding,Ken
Gudger,Erin Crowley
•Mutual goals:
Minimize City's loss of utility revenue
Minimize number of Ashland residents who are at risk of becoming homeless
•Why did City's annual shut-off statistics increase so drastically -from about 100/yr. to 300 in 2019
Avista and Pacific Power did not see similar increases
Was it the impact of City rate increases?
Was it the impact of the City's change to Robo calls for the first notice?
Was there some other reason?
•Another mutual goal:
Minimize number of City utility shut-offs (Is it possible to return to 100/yr.)
•Social Service organizations (OHRA, St Vincent’s) should suggest utility customer recommend a
home audit when usage appears high.Can also recommend meter accuracy verification.The process
has to begin with a customer recommendation to the City Utility Dept.
•Improve communications of the three utility bill support programs.
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
Dennis suggested possibly altering the robocall to have options for talking for someone about assistance
programs, etc. Also the possibility of inserting a first door hanger a short time after the robocall if there
is no response.
Energy audits by city conservation department could help, and possible push for some technology
solution options like using aNestdevice.Kelly will come back with a timeline calendar of how
delinquent accounts are handled, as well as thenumber of Callouts for 2019.
We should investigate alternative ways to get the word to customers who are eligible for these programs
but are unaware of them. Perhaps a colorful flyer put in the utility monthly mailing which details the
programs AND the financial thresholds for eligibility. Hopefully after we have raised those thresholds.
A few stats:
There are roughly 13,000 electrical utility accounts. ALIEAP served 325 accounts last year; Sr.
& Disabled totaled 195 accounts, and approximately 30 customers were helped by the
Emergency Assistance (last $100 paid) program.
Round Up program has 375 customers participating, or about 3%. That program raises about
$2,400 last year.
The total spent on assistance programs was about $125,000 out of a budget of $17,000,000.
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:February 27,2020
TO:Housingand Human ServicesCommission
FROM:Linda Reid, Housing Program Specialist
RE:Grant Meeting Schedule
At the last regular Housing and Human Services Commission Meeting in January, the Commission
expressed an interest in scheduling an additional meeting to discuss the meeting agenda and
process/questions for the grant review meeting in March.
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:February 27,2020
TO:Housingand Human ServicesCommission
FROM:Linda Reid, Housing Program Specialist
RE:Medford Implementation Plan Review and Discussion
At the last regular Housing and Human Services Commission Meeting in January, The Commission
requestedthis topic to be placed on the agendafor February’s meeting.Staff has not received a copy of
the plan at the time that the packet was compiled. Staff will email a copy of the document to the
Commissioners as soon as it isreceived. Staff will supply hard copies at the 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:February 27,2020
TO:Housingand Human ServicesCommission
FROM:Linda Reid, Housing Program Specialist
RE:CDBG Consolidated Plan Overview
Review and recommendation regarding the 2020-2024 CDBG Consolidated Plan is on the agenda for
the March Housing and Human Services Commission Meeting. The Consolidated Plan is a large
document which contains a lot of information. Staff wanted to provide the Commissioners with ample
opportunity to review the draft document prior to making a recommendation at their regular meeting in
March. The Community Outreach, and Goal and Priority sections are yet to be completed, as the
Community questionnaire is still open. Staff will provide an overview of the priorities established
through the questionnaire process thus far. The draft 2020-2024 Consolidated Plan is attached to this
memo.
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
Demo
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of Ashland 2020-2024 Consolidated Plan is a five-year strategic plan to provide an outline of
action for the community as it works toward meeting the housing and community development needs
of its low-and moderate-income and special needs households. The plan's development includes a
profile of the community and its economy, and assessment of housing and community development
needs, and the development of long-range strategies to meet those needs.
The City of Ashland is an entitlement jurisdiction, receiving an annual allocation of Community
Development Block grant (CDBG) funds from the U.S. Department of Housing and Urban Development
(HUD). As a recipient of CDBG funds, the City is required to prepare a five-year strategic plan that
identifies housing and community needs, prioritizes these needs, identifies resources to address needs,
and establishes annual goals and objectives to meet the identified needs. This five-year plan is known as
the Consolidated Plan. The Consolidated Plan serves the following functions:
A planning document for the jurisdiction, which builds on a participatory process among
citizens, organizations, businesses, and other stakeholders;
A submission for federal funds under HUD's formula grant programs for jurisdictions;
A strategy to be followed in carrying out HUD programs; and
A management tool for assessing performance and tracking results.
The purpose of the Consolidated Plan is to outline a strategy for the City to follow in using CDBG funding
to achieve the goal of the CDBG program; "to develop viable urban communities by providing decent
housing and a suitable living environment and expanding economic opportunities principally for low- and
moderate-income persons."
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
Summary of Objectives and Outcomes identified through the Citizen Participation Process
Summary of Objectives and Outcomes identified through the Agency Consultation Process
Summary of Objectives and Outcomes identified through the Community Needs Assessment/Market
Analysis Process
Consolidated PlanASHLAND 1
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3. Evaluation of past performance
The goals and priorities identified in the 2015-2019 Consolidated plan represent the most pressing
needs identified in the Ashland community, but more importantly they are representative of larger
systemic issues experienced across a spectrum of large urban and small rural communities throughout
the country.
For the past twenty years the City has identified the provision of affordable housing (both ownership
and rental) as the highest priority need and target for the use of CDBG funding. In that time the City has
met its housing goals more often
than not, which is quite
remarkable considering the
barriers that small CDBG
entitlement jurisdictions such as
Ashland face. While the CDBG
program did not add any new
affordable units within the
previous 5-year period, the City is
on track to see the development
of 90 units of affordable housing
in the next 5-year period. In 2012
the City of Ashland completed an
update of the City’s Housing
Needs Analysis (HNA). At that
time the HNA found that
according to the State Housing
and Community Services
Department, housing cost in 1990
was increasing at a rate of 9%
while household income
increased at an annual rate of 2%. Between 2000 and 2010 median mortgage costs for homeowners in
Ashland went up by 53%. Rental costs for Ashland residents increased 47% in that same period. While
1
median Household income increased by only 22.9%.This long term trend of housing and
transportation costs outstripping incomes has exacerbated the demand for affordable housing
throughout the state. The increasing need for affordable housing units has taxed the traditional
methods of funding affordable housing and cannot be sustained into the future should the trend
2
continue.
Strategies and Impact on Identified Needs
1
Ibid.
2
City of Ashland 2012 Housing Needs Analysis: http://www.ashland.or.us/Page.asp?NavID=14474
Consolidated PlanASHLAND 2
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Housing
Over the past 20 years the City has identified and prioritized the development, maintenance and
preservation of affordable housing as its preferred use of CDBG funding. In that time the City has made
great strides with regard to supporting the development of affordable ownership and rental units. Since
2004 CDBG funds have been used to support the acquisition, development, and/or rehabilitation of 96
ownership and rental units within the City of Ashland. In the next couple of years, the City anticipates
(and has supported with general fund money) the development of 90 units of affordable housing.
However, no CDBG funds will be used in the development of the 90 units. The developers of these units
cite Federal regulations, specifically National Environmental Protection Act (NEPA) requirements, and
Davis Bacon wage rates as significant barriers to utilizing CDBG for the development of housing units.
Similarly, affordable housing developers cite the use of CDBG funds as a deterrent for investors in
affordable housing projects. The City has not utilized CDBG funds to support affordable housing projects
other than rehabilitation of existing units since 2011. Given this recent trend, it seems increasingly
unlikely that affordable housing providers will be seeking CDBG funding to fund affordable housing
development in Ashland over the five-year period covered by this Consolidated Plan.
Homelessness
In the past ten years the City has prioritized the provision of services to serve homeless populations, at
that time the City had lost its only provider of homeless services in 2008. Though the homeless
populations have had access to countywide services, from 2008 to the present, homeless populations
and populations at risk of homelessness had very little local access to services without commuting to
Medford. In the past ten years CDBG funds have been used to support staff efforts at education,
outreach, and coordination with homeless and at-risk service providers in activities such as the Project
Homeless Connect event, now called the Project Community Connect event. The City has also awarded
funding to the Ashland conference of the St. Vincent De Paul Society to support the Home Visitation
Program which offers rent and security deposit assistance to help keep families and individuals at risk
from falling into homelessness as well as helping to get homeless families and individuals into stable,
safe, and affordable housing. Since first funding this activity in 2010, CDBG funds have directly assisted
over 200 households to obtain or maintain housing. Similarly, over the past seven years the City has
also provided CDBG funds to assist the Maslow Project in providing services to over one thousand
extremely low income homeless and at-risk youth. The City has also funded Options for Helping
Residents of Ashland (OHRA), a non-profit formed in 2012 to fill the void left by Interfaith Care
Community of Ashland (ICCA) through the general funds grants.
Looking forward to the next five-year period, city staff sees that in general the goals and strategies for
the development and retention of affordable housing and for alleviating the issues of homelessness that
have been outlined in previous Consolidated Plans will need to be continued. While the issues of
homelessness and a lack of housing units affordable to low- and moderate- income households still exist
in the Ashland community it is evident that their persistence is not due to a lack of successful
implementation of identified strategies, or to the efficacy of the strategies themselves, but rather to the
enormity and complex nature of these multi-facetted problems. Many of the factors that contribute to
Consolidated PlanASHLAND 3
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the problems are beyond the reach of jurisdictional policies and are certainly beyond the capacity of the
CDBG program to address on its own. With consideration for those factors over which City policies can
influence, and which CDBG funds have impact, the City feels that at this time the strategies that the City
has articulated in past Consolidated Plans have been addressing identified needs adequately and would
not propose any adjustments or improvements at this time.
4. Summary of citizen participation process and consultation process
The City of Ashland has established a Public Participation Plan to provide opportunities for citizen
involvement in the process of developing and implementing the Community Development Block Grant
(CDBG) Program and other programs administered the U.S. Department of Housing and Urban
Development-HUD) and the City of Ashland Consolidated Plan. This Public Participation Plan outlines
when, where, and how citizens can access information, review and comment on major community plans
and comment on the progress of funded activities. The Primary planning document is the Consolidated
Plan, which is developed every five years to serve as the guide for strategic actions and the Annual
Action Plan which describes the specific actions and project activities the City will conduct during the
year using the CDBG funds.
The City of Ashland encourages the participation of all of its citizens in the development of plans and in
reviewing progress in implementing the plan activities. The City is particularly interested in the
involvement of low and moderate income households, including those in low-income housing, as they
are the primary beneficiaries of the CDBG funds. Opportunities for involvement are offered prior to and
during the development of long range strategic plans and annual action plans as well as on an ongoing
basis during the implementation of activities described in those plans. These opportunities include:
Participation at public hearings to discuss needs, progress on project activities and the amount
of funds available for activities
Participation in meetings with committees, Neighborhood Councils and Commissions involved in
planning housing and community development activities
Review and comments on proposed plans such as:
Public Participation Plan
Consolidated Plan
Annual Plans
Amendments to Plans
Review and Comment on Annual Performance Reports describing progress on project activities.
The Public Participation Structure
The City has established the Ashland Housing and Human Services Commission as the primary citizen
body to advise the City Council on the housing and human service needs of the community and the use
of CDBG Funds. The Commission consists of 9 voting members and a City Council liaison, and is staffed
by the Housing Program Specialist. All members are appointed by the Mayor and confirmed by the City
Council. The Commission meets on a monthly basis serving as an informed link between the citizens and
the council. All Housing and Human Services Commission meetings are open to the public and allow
Consolidated PlanASHLAND 4
OMB Control No: 2506-0117 (exp. 06/30/2018)
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public comments on any item on the agenda or as general comments under the public forum portion of
the meetings.
CDBG Public Hearings are conducted at least four times a year. A Public Hearing will also be conducted
to consider any substantial amendments in planned activities or funding allocations of the approved
Consolidated Plan or Annual Action Plan. These hearings provide an opportunity for citizen input into
planning for the use of CDBG funds, commenting on the award of CDBG funds, and disseminating
information on the progress of on-going housing and community development activities.
Public Meetings and Hearings
During the development of the Consolidated Plan and Action Plans, City staff will meet with social
service agencies and affordable housing providers to provide information on the uses of the CDBG funds
and hear discussion on needs. In addition, the Ashland Housing and Human Services Commission will
meet to discuss the components of the plan including the needs assessment, the strategic plan and the
Annual Action Plans. The Commission also reviews and recommends action to the Council on the
Consolidated Plan, Annual Action Plan and any substantial amendments proposed to those plans. The
Housing and Human Services Commission shall also review the Consolidated Annual Performance
Evaluation Report each year to examine the performance of the projects funded in whole or in part with
CDBG funds. All oral and written comments will be considered in decisions on the CDBG Program and
planning documents.
Purpose of the Public Hearings
A minimum of four Public Hearings will be held during the year to obtain the comment of citizens and
representatives of public agencies, non-profit organizations and other interested parties. The Hearings
provide opportunities to obtain the views of citizens on housing and community development needs,
information on the amount of funds available and the purposes for which it can be used, discuss
proposed activities and review of program performance over the previous year.
Action Plan Development hearing: The Ashland Housing and Human Services Commission will hold a
public hearing to review proposed applications for use of CDBG funds and recommend award allocations
to the City Council. Testimony will be received regarding needs and how proposed projects best address
the priorities of the Consolidated Plan to inform the development of the annual action plan.
CDBG Award Hearing: The City Council shall review CDBG project proposals on an annual basis at a
public hearing, review the recommendations of the Housing and Human Services Commission, and
award CDBG funds to eligible projects that demonstrate the most effective use of CDBG funds to benefit
extremely low, or low-moderate income residents. The Council will make the final sub-recipient
selection and award allocation and will identify the use of CDBG funds thereby defining the goals
outlined in the annual Action Plan.
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Consolidated Annual Performance Evaluation Report (CAPER) Hearing: At the conclusion of each
program year the CAPER will be presented at a public hearing before the Ashland Housing and Human
Services Commission to allow a public response to the activities undertaken in the prior year.
Location of Hearings
The Hearings will be located and timed to ensure maximum opportunities for citizens to participate.
Hearings will be conducted in buildings that are accessible to persons with physical disabilities.
Expanding Opportunities for All to Participate at Hearings
The City encourages all citizens to participate. A special effort will be made to assure that low and
moderate income persons, households in areas targeted for CDBG assistance, minorities, people who do
not speak or understand English well and persons with disabilities are made aware of the Hearings and
are able to fully participate in all stages of the planning process. Upon 72-hour notice, the City will
provide public notices and summaries of information in other languages, will make reasonable efforts to
provide translators for non-English speaking persons at meetings and Hearings and will take steps to
accommodate persons with disabilities needing assistance. To arrange for assistance, requests must be
made to the City Administrator’s Office at least 5 days prior to the scheduled meeting or Hearing.
Notification of Hearing Dates
Notices of Public Hearings for the Consolidated Plan will be published in the City Source, a direct mailing
sent to all households within Ashland, and in the Ashland Daily Tidings at least 15 days prior to the
meetings. Notices for all other Public Hearings will be posted on the City website and will also be mailed
or emailed to the Housing Authority of Jackson County to post for tenants of assisted and public housing
residing in the City.
Opportunities to Comment on Draft Plans and Reports
There are a number of opportunities to comment on draft plans and reports related to the Consolidated
Plan. Prior to their submission to HUD, the City will consider fully all comments received on these plans
within the timeframes identified below.
The Public Participation Plan
This Public Participation Plan outlines the steps the City will take to provide citizens with opportunities
to provide input into the development of plans and to comment on performance of assisted activities.
The public will be advised of the availability of the Public Participation Plan and any amendments to the
Plan and is invited to provide comments. Comments may be sent in writing to the Housing Program
Specialist within the Department of Community Development. A notice will be placed in the Ashland
Daily Tidings and on the City Website (www.ashland.or.us) providing 30 days for the public to comment
on the Plan. A copy of the Public Participation Plan may be obtained at the Community Development
office at 51 Windburn Way, the City Administrator’s office at 20 East Main or by calling 541-488-5305.
TTY phone number 1-800-735-2900.
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The Consolidated Plan (and Amendments)
The City of Ashland Consolidated Plan is a long-range strategic plan that assesses community needs,
establishes priority objectives and outlines strategies the City will pursue over a 5-year period to
improve the City’s housing and community development assets principally benefiting low and moderate
income persons. The public will be advised of the availability of the Consolidated Plan and amendments
to the Plan and are invited to provide comments. Comments may be sent in writing to the Housing
Program Specialist within the Department of Community Development at 51 Winburn Way or by email
to linda.reid@ashland.or.us. A notice will be placed in the Ashland Daily Tidings providing 30 days for
the public to comment. A copy of the Consolidated Plan may be obtained at the Community
Development Office or by calling (541)-552-2043. Copies will also be available at the Ashland Public
Library (410 Siskiyou Blvd.) and can be accessed at the City’s website: www.ashland.or.us within the
“Document Center”, listed under “Affordable Housing Documents”.
Annual Action Plans (and Amendments)
Each year between February and May the City is required to prepare an Annual Action Plan for
submission to HUD. The plan outlines the programs and activities the City will undertake in the coming
year to implement the strategies of the Consolidated Plan. The Annual Plans also describe how the
CDBG funds will be used over the course of the year. The public will be advised of the availability of the
draft Annual Plan and amendments to the Plan and are invited to provide comments. Comments may
be sent in writing to the Housing Program Specialist within the Department of Community Development
at 51 Winburn Way or by email to linda.reid@ashland.or.us. A notice will be placed in the Ashland Daily
Tidings providing 30 days for the public to comment. A copy of the Annual Action Plan may be obtained
at the Community Development Office (51 Winburn Way), at the City’s website: www.ashland.or.us
within the “Document Center”, listed under CDBG Documents, or by calling (541)-552-2043.
Annual Performance Reports
Each year in July or August, the City prepares a description of how the CDBG funds were used over the
past program year and describes progress on other non-funded activities of the Consolidated Plan. The
public will be advised of the availability of the draft Consolidated Annual Evaluation Performance Report
(CAPER) and are invited to provide comments. A notice will be placed in the Ashland Daily Tidings
providing 15 days for the public to comment. A copy of the CAPER may be obtained at the Community
Development Office (51 Winburn Way), at the City’s website: www.ashland.or.us/CDBG within the
“Document Center”, listed under CDBG, or by calling (541)-552-2043.
Amendments
Amendments to the Consolidated Plan or Annual Action plans may be necessary as conditions change.
Amendments of a minor nature will be made as needed throughout the year. However, the public will
be given an opportunity to comment on all substantial amendments to the plans following the process
described above.
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A “substantial” amendment to the Consolidated/Annual Plan is defined as:
Projects with budgets of $25,000 or more-An increase or decrease of more than 25% of the
budgeted amount (unless the decrease is caused by a budget under run)
Projects with budgets of less than $25,000-An increase or decrease of more than 50% of the
budgeted amount (unless the decrease is caused by a budget under run)
A 25% reduction in the number of residential units to be provided.
A 25% increase in the number of units provided for projects of five or more units.
A change in the use of funds from one activity to another.
A change of location for a project with no other changes in scope, does not constitute a
substantial amendment.
A change between affordable rental housing and affordable ownership housing does not
constitute a substantial amendment.
Access to Information and Availability of Plan Documents
The City will provide reasonable and timely access to citizens, public agencies and other interested
parties of records and information on the Consolidated Plan (and previous Consolidated Plan
documents) and the City’s use of the funds under the programs covered by the Plan. In addition, the
City will provide information to the public during the planning process on proposed activities, the
amount of assistance available, the range of activities that may be undertaken and estimates of the
amount of funds that will benefit low- and moderate-income persons. Copies of the adopted
Consolidated Plan and the Consolidated Annual Performance Evaluation Report are available upon
request. Copies of the documents are available at Community Development Office (51 Winburn Way),
or can be downloaded from the City’s website: www.ashland.or.us/CDBG within the “Document
Center”, listed under CDBG, or by calling (541)-552-2043.
During the development of the Consolidated Plan, City staff elicited citizen participation through a
variety of activities. The primary outreach tool utilized was a questionnaire that was posted on the
City’s website. Advertisements for the questionnaire were sent out through the City’s Facebook and
twitter pages, as well as through a legal notice in the local newspaper. The City also conducted direct
email consultation with agencies and service providers. The City held two public hearings to provide
further opportunity for public participation and feedback on the development of the plan. The first
Public Hearing was held before the Housing and Human Services Commission at their regular meeting on
March 26, 2020. The second public hearing was held before the City Council at their regular meeting on
April 21, 2020.
5. Summary of public comments
TBA
6. Summary of comments or views not accepted and the reasons for not accepting them
Not Applicable
7. Summary
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TBA
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities 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
The Community Development Department/Housing Division is responsible for overseeing the City of
Ashland’s CDBG program and maintaining compliance with HUD regulations concerning that
program. Community Development Department staff annually issue the Request for Proposals for use
of the CDBG funds, and, with the City of Ashland’s Housing and Human Services Commission, review
applications and make funding recommendations to the City Council.
Community Development/Housing Division Staff and the Housing and Human Services Commission are
responsible for the preparation and development of the 2015-2019 Consolidated Plan. The City of
Ashland Housing Program Specialist, the Director of the Community Development Department, the City
Administrator, the Mayor, and the Ashland City Council have the responsibility of approving the
Consolidated Plan and for administration of the programs covered by the Consolidated Plan. Though
the City’s Housing Program Specialist is tasked with the primary administrative responsibility of the
CDBG program, only the City Administrator, the Mayor and the City Council have the authority to
authorize grant awards and execute HUD required documents and agreements.
Consolidated Plan Public Contact Information
City of Ashland contact for the Consolidated Plan and the CDBG Program,
Linda Reid, Housing Program Specialist
20 E. Main Street, Ashland, OR 97520
(541) 552-2043 (phone); (541) 552-2050 (fax)
reidl@ashland.or.us
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and
91.315(I)
1. Introduction
The City of Ashland undertakes several activities to enhance coordination between the City, housing
providers, health providers, and social service agencies.
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(I)).
City staff actively participates in several regional groups, including; the Jackson County Homeless Task
Force, and the Jackson County Continuum of Care, the coordinating body of the HUD Continuum of Care
grant. City staff also participates in intermittent groups, committees, and commissions as needed, for
example, City staff often serves on the Project Community Connect planning committee, and the Point
in Time planning subcommittee. Similarly, City Housing Program staff maintains good working
relationships and communication with all local providers of affordable and assisted housing and services
both inside the City and within the County.
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, for many years, been an active member of the Jackson County Homeless Task
Force, serving on several committees and subcommittees including the Core group, which was the
subcommittee that issues the request for proposals and coordinates the application and administration
of the Continue of Care grants for Jackson County. The City of Ashland’s Mayor is a member of the
Jackson County Continuum of Care Board. In the last two years the governing structure of the Counties
Continuum of Care in Jackson County has undergone a complete transformation. A new charter was
created, a new board was established and a Continuum of Care Coordinator was hired. The CoC board is
undertaking several activities to address the needs of homeless persons throughout Jackson
County. The City is working in partnership with the CoC board to address the identified needs. Similarly,
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.
City staff coordinates with the agencies and individual members of both the Jackson County Continuum
of Care (CoC) and the Jackson County Homeless Task Force, a working group of the CoC, to implement
the strategies of the Ten Year Plan to End Homelessness and to evaluate the County’s progress on those
strategies annually. City staff also coordinates with county partners to plan and implement the annual
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Project Community Connect event, a one-day event to connect area homeless and at-risk populations
with resources and community support. More recently, City staff has worked with the regional
partnership established around the Community Health Assessment and the Community Health
Improvement Plan undertaken to inform the Coordinated Care Organizations work in the Jackson and
Josephine County regions. City staff has worked to coordinate resources targeting community needs
identified through the needs assessment which identified lack of affordable housing as a major
determinate of health impacting the populations that the Coordinated Care Organizations are
serving. The recognition that an individual’s health outcomes are greatly impacted by their access it
safe, decent and affordable housing is something that housing advocates have long known, specifically,
the lack of access to affordable housing to homeless individuals and families and especially for
chronically homeless individuals.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
outcomes, and develop funding, policies and procedures for the administration of HMIS.
The City consults with the Jackson County Continuum of Care and the Jackson County Homeless Task
Force, hosting regional meetings locally on a quarterly basis to ensure that local providers and recipients
of services have the opportunity to provide input on funding needs, policy decisions and outcomes,
including regional allocation of services and resources. Furthermore, the City maintains a close working
relationship with Access, Jackson County’s Community Action Agency, and the lead HMIS administrating
agency for Jackson County. Access is also the administrating agency for County ESG funding. City Staff
along with Access staff and a working group of the Jackson County CoC which includes representation
from several other agencies’ work together to monitor progress on performance standards and evaluate
outcomes for ESG and CoC funded activities as well as the rate and number of the County’s population
who is homeless or at risk of becoming homeless. Furthermore, City staff serves on a subcommittee of
the CoC which evaluates, rates and makes recommendations regarding awards for HUD CoC funding.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies and other
entities
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Table 2 – Agencies, groups, organizations who participated
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 Organization How do the goals of your Strategic
Plan overlap with the goals of each
plan?
Continuum of Care: 10-Access Prioritization of housing and services
Year Plan to End that serve homeless populations
Homelessness
Housing Needs Analysis City of Ashland Develop a broad range of housing
types affordable to lower and
moderate income households
2009 Analysis of City of Ashland Encourage diversity
Impediments to Fair
Housing Choice
Chamber of Commerce City of Ashland Chamber of Not Applicable
Living and Doing Business Commerce
Guide
City of Ashland Economic City of AshlandPromote a diverse economy, support
Development Strategy job creation, micro-enterprise
Southern Oregon Regional SOREDI Promote education and training to
Economic Development, improve employment skills, Promote
Inc. (SOREDI) economic diversity, Communicate and
Comprehensive Economic coordinate with community partners,
Development Strategy Plan support microenterprise, Improve
infrastructure to promote economic
growth
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
Narrative (optional):
During the process of developing the Consolidated Plan Housing Program Staff conducted consultations
with citizen’s, beneficiaries, key stakeholders and HUD designated contacts from the social service,
housing, and health care communities, as well as elected and appointed officials and community
members regarding community resources, community needs, and barriers to meeting those needs. A
notice was run in the local publication for the Ashland area inviting citizens to participate in the citizen
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participation process and to voice their opinions and concerns at one of the three public
hearings. Similarly, a notice was run on the City of Ashland website. And lastly, the City completed
outreach efforts including direct email contacts and announcement at public meetings to complete the
online questionnaire.
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PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)
1.Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
During the development of the Consolidated Plan, City staff elicited citizen participation through a
variety of activities. The primary outreach tool utilized was a questionnaire that was posted on the
City’s website. Advertisements for the questionnaire were sent out through the City’s Facebook and
twitter pages, as well as through a legal notice in the local newspaper. The City also conducted direct
email consultation with agencies and service providers. The City held two public hearings to provide
further opportunity for public participation and feedback on the development of the plan. The first
Public Hearing was held before the Housing and Human Services Commission at their regular meeting on
March 26, 2020. The second public hearing was held before the City Council at their regular meeting on
April 21, 2020.
Citizens were encouraged to provide written comment either hand written or electronically on the draft
thth
plan from March 13 2020 through April 212020. No written comments were received.
Public Meetings and Hearings
A total of two public hearings were held during the 2020-2024 Consolidated Planning Process.
The first public hearing was held on March 26, 2020, before the City of Ashland Housing and Human
Services Commission. The purpose of the initial public hearing was to provide a summary of the draft
plan and to encourage public comments on the draft plan. A hearing was noticed in the legal section of
th
the Ashland Daily Tidings on March 132020.
The second public hearing was held on April 21, 2020 before the Ashland City Council. The purpose of
this meeting was to accept comments on the draft plan before final approval by the City Council. Please
see Appendix, for a copy of the April 21, 2020 meeting minutes.
The meetings were noticed in the legal section of the Ashland Daily Tidings 30 days prior to the
meetings to alert the public of the availability of the draft plan and to encourage public comments. The
hearings were also noticed on the City’s website. Lastly, the Housing Authority of Jackson County was
provided notice of the comment period and public hearing in order to encourage the participation of
City of Ashland residents receiving section 8/Housing Choice Voucher Program (rental assistance) and
those who reside in publicly funded housing units.
Comments
TBA
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Citizen Participation Outreach
Mode of Outreach Targetof Outreach Summary of Summary of Summary of comments
response/attendance comments received not accepted
and reasons
Public Hearing Beneficiaries None
Public Hearing Beneficiaries None
Questionnaire AgenciesE-mail cover letter Comments received None
and link to the are in aggregate
questionnaire sent to with agency data
list in Table 2. and citizen data
Questionnaire Non-Advertised through None
targeted/broad social media and
community Public notice in the
Newspaper and on
the City’s website
Table 4 – Citizen Participation Outreach
Citizen Participation Outreach
Sort OrMode of OutTarget of OutSummary of Summary of Summary of coURL (If
der reach reach response/attencomments recmments not applica
dance eived accepted ble)
and reasons
Table 5 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
Housing Needs
Affordable housing refers to a household’s ability to find housing within their financial means. The
standard measure of affordability as defined by the U.S. Department of Housing and Urban
Development (HUD) is when the cost of rent and utilities (gross rent) is less than 30% of household
income. When gross rent levels exceed 30% of income, particularly by a large percentage, it places a
significant burden on household finances. Householders who pay more than 30% of their income
toward housing costs are called “cost burdened”. Householders who pay more than 50% of their
income toward housing costs are called “severely cost burdened”. When households are housing “cost
burdened” their ability to pay for the other necessities of life are compromised.
As the data in the following tables demonstrate, the greatest housing need in Ashland is for housing
affordable to both renters and owners. Census and HUD Comprehensive Housing Affordability Strategy
(CHAS) data as well as data collected by Oregon Housing and Community Services demonstrate that
housing cost burden (paying more than 30% of income for housing costs) and severe housing cost
burden (paying more than 50%) are the City’s most frequent and significant housing
problems. Although households in all income ranges experience housing cost burden, the problem
becomes increasingly more severe when looking at households with very low and extremely low
incomes. Households with incomes at the lowest levels, less than 30% AMI, who are housing choice
voucher recipients have a difficult time finding rental housing in Ashland that rents for a price that is
within the limits of the program in relation to their income.
Data in the following tables also show that Ashland has relatively few housing units (less than 25%)
which would be considered substandard or having severe housing problems such as lack of plumbing
and kitchen facilities or who experiencing overcrowding. Similarly, relatively few housing units within
Ashland are considered unsafe or may have the potential to contain lead based paint (See table 34 on
pg. 56).
Public Housing
The Housing Authority of Jackson County (HAJC) is the public housing authority that serves Jackson
County. HAJC neither owns nor operates public housing units, so the Consolidated Plan narrative
requirements related to public housing are not applicable to the City of Ashland. HAJC does however
administer the Housing Choice Voucher program, which provides rental subsidies to qualifying low-
income families in Jackson County.
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Homeless Needs
According to data gathered by the Jackson County Continuum of Care during the annual point-in-time
homeless count there were a total of 732 homeless persons in Jackson County on January 22, 2018. Of
that total, 62 were counted in Ashland alone. For a detailed summary of homeless populations by
household type, and subpopulation see table 5 below. Issues identified by the point in time count,
citizens and providers of services to homeless populations include; a need for low-cost rental housing,
treatment for mental illness, and/or drug and alcohol addiction (dual diagnosis) as well as barrier
removal, life skills and employment skills training. These issues are especially prevalent in Ashland; as a
smaller rural community Ashland has many housing market constraints, (which are expounded upon
elsewhere in this document) that contributes to a lack of rental housing affordable to populations with
the lowest incomes, as well as a general lack of services, which tend to be located in Medford, a
neighboring City nineteen miles to the North of Ashland, with three and a half times the population of
Ashland.
2018 Point-in-Time Count Homeless Population
Subpopulations for Jackson County and Ashland
Jackson County Ashland
Total Homeless732 62
Sheltered 403 21
Unsheltered 239 41
Chronically Homeless219 40
Veterans 117 8
Unaccompanied Youth- -
Table 5-PIT count by type
Summary of Ashland PIT Count January 2018 and 2019
(Because of the large number of incomplete surveys, most answers do not total number of individuals surveyed).
QUESTION 2018 2019
Number of Surveys taken
62 77
Where did you sleep the night of Monday, January 22,
2018/January 21, 2019
Unsheltered 19
38
Vehicle 17
3
Shelter, Friend or No Answer 4
21
US Military Veteran
Yes 8 3
Age
Average Age45.940
QUESTION 2018 2019
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QUESTION 2018 2019
Median Age 42.1 38.5
Number over age over 60 10 5
Gender
Male45 28
Female 14 10
Transgender 1 1
History of being Unhoused
Continuously homeless this episode for 1 year or 44 25
more.
Had 4 or more episodes of homelessness in past 3 36 14
years that equal 12 months combined.
Have been on the street or in a shelter 4 or more 40 7
times in the past 3 years.
Disabilities
Has no disabling condition 21 23
Has one or more disabling conditions. 37 15
Has three or more disabling conditions. 12 6
Ethnicity
Hispanic 6 2
Race
White 44 27
American Indian or Native Alaskan 6 0
Black 1 1
Multiple Races20
Asian 0 4
Native Hawaiian or Pacific Islander 0 1
Refused to state or unknown 9 5
Residence
Do you consider Jackson County to be your home?
Yes33-
No 8 11
How long have you lived in Jackson County?
Less than 1 year 35 20
1-3 years 4 11
3-5 years 2 15
5 or more years1525
Did you come to Jackson County because of homeless
services available?
No 35 65
Yes 3 7
Monthly Income
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QUESTION 2018 2019
Less than $700 27 57
$700-$1,000 1 6
$1,000 or more 11 8
Other information
Do you have health insurance?
Yes 31 58
No10 5
Do you have access to health care?
Yes 28 54
No7 14
Are there any barriers to you staying in emergency
shelters?
Yes 28 15
Has homelessness prevented you from gaining
employment?
Yes 17 35
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Demographics Base Year: 2009 Most Recent Year: 2015 % Change
Population 20,078 20,555 2%
Households 9,650 9,445 -2%
Median Income$38,436.00 $45,704.00 19%
Table 6 - Housing Needs Assessment Demographics
Data Source:
2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year)
Census Block Groups and Tracts
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Number of Households Table
0-30% >30-50% >50-80% >80-100% >100%
HAMFI HAMFI HAMFI HAMFI HAMFI
Total Households 1,350 1,060 1,425 675 4,935
Small Family Households 315 265 500 145 1,850
Large Family Households 25 4 35 0 95
Household contains at least one
person 62-74 years of age 205 315 315 240 1,585
Household contains at least one
person age 75 or older 28 119 275 105 675
Households with one or more
children 6 years old or younger 174 95 125 53 330
Table 7 - Total Households Table
Data 2011-2015 CHAS
Source:
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Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs)
Renter Owner
0-30% >30->50->80-Total 0-30% >30->50->80-Total
AMI 50% 80% 100% AMI 50% 80% 100%
AMI AMI AMI AMI AMI AMI
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities 35 4 60 25 124 0 25 0 0 25
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 4 25 0 0 29 0 0 0 0 0
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems) 0 0 0 0 0 0 0 0 0 0
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 785 410 185 30 1,410 195 220 305 45 765
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Renter Owner
0-30% >30->50->80-Total 0-30% >30->50->80-Total
AMI 50% 80% 100% AMI 50% 80% 100%
AMI AMI AMI AMI AMI AMI
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 65 170 400 120 755 4 65 90 130 289
Zero/negative
Income (and
none of the
above
problems) 80 0 0 0 80 145 0 0 0 145
Table 8 – Housing Problems Table
Data
2011-2015 CHAS
Source:
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen
or complete plumbing, severe overcrowding, severe cost burden)
RenterOwner
0->30->50->80-Total 0->30->50->80-Total
30% 50% 80% 100% 30% 50% 80% 100%
AMI AMI AMI AMI AMI AMI AMI AMI
NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing problems 825 440 245 55 1,565 195 245 305 45 790
Having none of four
housing problems902555502801,17515115325300755
Household has
negative income, but
none of the other
housing problems 80 0 0 0 80 145 0 0 0 145
Table 9 – Housing Problems 2
Data
2011-2015 CHAS
Source:
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3. Cost Burden > 30%
Renter Owner
0-30% >30->50-Total 0-30% >30->50-Total
AMI 50% 80% AMI 50% 80%
AMI AMI AMI AMI
NUMBER OF HOUSEHOLDS
Small Related 215 170 260 645 15 45 120 180
Large Related 4 0 15 19 15 4 0 19
Elderly 80 175 129 384 84 189 234 507
Other 585 260 235 1,080 85 70 45 200
Total need by 884 605 639 2,128 199 308 399 906
income
Table 10 – Cost Burden > 30%
Data
2011-2015 CHAS
Source:
4. Cost Burden > 50%
Renter Owner
0-30% >30->50-Total 0-30% >30->50-Total
AMI 50% 80% AMI 50% 80%
AMI AMI AMI AMI
NUMBER OF HOUSEHOLDS
Small Related195110110415154580140
Large Related 4 0 15 19 15 0 0 15
Elderly 80 105 40 225 80 140 200 420
Other 535 200 40 775 85 60 25 170
Total need by 814 415 205 1,434 195 245 305 745
income
Table 11 – Cost Burden > 50%
Data
2011-2015 CHAS
Source:
5. Crowding (More than one person per room)
Renter Owner
0->30->50->80-Total 0->30->50->80-Total
30% 50% 80% 100% 30% 50% 80% 100%
AMI AMI AMI AMI AMI AMI AMI AMI
NUMBER OF HOUSEHOLDS
Single family
households 425 0 0 29 0 0 0 0 0
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Renter Owner
0->30->50->80-Total 0->30->50->80-Total
30% 50% 80% 100% 30% 50% 80% 100%
AMI AMI AMI AMI AMI AMI AMI AMI
Multiple,
unrelated family
households 00 0 0 0 0 0 0 0 0
Other, non-family
households0000000000
Total need by 4 25 0 0 29 0 0 0 0 0
income
Table 12 – Crowding Information – 1/2
Data
2011-2015 CHAS
Source:
Renter Owner
0->30->50-Total 0->30->50-Total
30% 50% 80% 30% 50% 80%
AMI AMI AMIAMI AMI AMI
Households with
Children Present 0 0 0 0 0 0 0 0
Table 13 – Crowding Information – 2/2
Data Source
Comments:
Describe the number and type of single person households in need of housing assistance.
According to CHAS Data there are 3,835 households below 80% of Area Median Income in
Ashland. CHAS data also identified that there are 2,228 renter households and 906 owner households
that experience cost burden. According to Census data, there are a total of 3,840 households, or 39.5%
of Ashland households are single person households. Neither CHAS data nor Census data provides a
breakdown of housing problems by type and number in household.
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
Census data estimates that there are 3,104 family households in Ashland. American Community Survey
Data estimates that there are 981 individuals who experience hearing difficulties, 434 individuals who
experience visual difficulties, and 795 individuals experience cognitive difficulties. Furthermore, 986
individuals experience ambulatory difficulty, 368 experience difficulty with self-care, and 900 report
difficulty with independent living. However, data that identifies both family type and disability are not
available.
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Community Works is the community’s sole provider of services to victims of domestic and dating
violence. The City provides Social Service grant funding to Community Works to help support the work
they do throughout the community. From 2017-2019 Community works provided shelter to 494
individuals experiencing domestic violence. 22 of those were identified as residents of Ashland. In that
same time period Community Works served 615 victims of sexual assault, 50 of those individuals
identified as Ashland residents.
What are the most common housing problems?
Oregon Housing and Community Services identified that 33.6% or 1,416 renter households in Ashland
experience severe cost burden. CHAS data identifies that 745 owner households earning 80% of the
Area Median Income also experience severe cost burden. Cost burden is the most prevalent and
pressing housing problem in the City of Ashland.
Are any populations/household types more affected than others by these problems?
The populations/household types which are most effected by housing cost burden and housing
problems are those households with the lowest incomes, which often includes peoples with fixed or
limited incomes such as seniors and peoples with disabilities and/or peoples experiencing mental illness,
and large families with children. Extremely Low-Income Households experience cost burden at greater
levels than other income groups. Renter households also experience greater cost burden than
ownership households.
These problems are not shared disproportionately with any racial or ethnic minority group, except
Native American/Alaska Natives who disproportionately experience housing cost burden. Similarly,
single family households and “other” households appear to be most affected by cost burden and
housing problems, with those households with the lowest incomes experiencing the most cost burden
and housing problems.
Describe the characteristics and needs of Low-income individuals and families with children
(especially extremely low-income) who are currently housed but are at imminent risk of
either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the
needs of formerly homeless families and individuals who are receiving rapid re-housing
assistance and are nearing the termination of that assistance
It is hard to infer from the little evidence on these populations that the City has been able to collect and
from census data the full extent of a household’s risk for becoming homeless or the characteristics of
those individuals and families. But from the reporting submitted by grantees that serve homeless and at
risk populations, and from data presented throughout this document from a variety of sources the City
can deduce the following; Households with the lowest incomes (30% of the AMI or less) are at the
greatest risk for losing housing. Households that are both low income and which have members who
experience either mental illness, physical illness and or/substance abuse are also at risk for housing
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instability. Further, households that are transitioning from chronic or long term homelessness are also
vulnerable to continued housing instability.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology used to
generate the estimates:
The City of Ashland does not receive or provide estimates of the number of households who are
considered at risk of homelessness. When that term is used throughout this document it is used to
mean households who are vulnerable to housing instability for a number of reasons including having an
income below 80% of AMI, belonging to a presumed benefit category such as being frail, elderly, or
disabled, having a diagnosis of mental illness, having been a victim of domestic violence, having or living
in a household that experiences drug and/or alcohol addiction or having had a history of chronic
homelessness. These circumstances alone or in any combination can lead to housing instability and
therefore are considered for the purposes of this plan to be circumstances which can contribute to a
household’s vulnerability to housing instability and potential homelessness.
Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
The housing characteristic that has been most linked with housing instability and increased risk for
homelessness is housing cost burden. A families’ or individual’s ability to maintain a stable living
situation is directly linked to their ability to afford that housing and while also maintaining other
necessities such as food, transportation, and medications, and/or emergency costs as they arise. As can
be seen in tables NA-15, NA-25, and NA-30 all housing issues including housing cost burden, and severe
housing problems are disproportionately impacting those households with the lowest incomes.
Discussion
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
0%-30% of Area Median Income
Housing Problems Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 1,090 29 225
White910 19 225
Black / African American 30 0 0
Asian0 0 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 75 0 0
Table 14 - Disproportionally Greater Need 0 - 30% AMI
Data 2011-2015 CHAS
Source:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost Burden greater than 30%
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Percent Non-White by Census Tract
30%-50% of Area Median Income
Housing Problems Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 920 140 0
White835 130 0
Black / African American 15 0 0
Asian20 0 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 25 10 0
Table 15 - Disproportionally Greater Need 30 - 50% AMI
Data
2011-2015 CHAS
Source:
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*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 1,040 380 0
White950 300 0
Black / African American 25 0 0
Asian30 0 0
American Indian, Alaska Native 10 0 0
Pacific Islander 0 0 0
Hispanic 30 75 0
Table 16 - Disproportionally Greater Need 50 - 80% AMI
Data 2011-2015 CHAS
Source:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost Burden greater than 30%
80%-100% of Area Median Income
Housing ProblemsHas one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 345 330 0
White305 315 0
Black / African American 0 0 0
Asian20 4 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 4 0 0
Table 17 - Disproportionally Greater Need 80 - 100% AMI
Data 2011-2015 CHAS
Source:
*The four housing problems are:
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1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4. Cost Burden greater than 30%
Discussion
According to CHAS data, only American Indian/Alaska Native households earning 50-80% of Area Median
Income are the only racial or ethnic group that has disproportionately greater need in comparison to the
needs of that category of need as a whole.
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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205
(b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
0%-30% of Area Median Income
Severe Housing Problems* Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 1,020 105 225
White855 80 225
Black / African American3000
Asian0 0 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 75 0 0
Table 18 – Severe Housing Problems 0 - 30% AMI
Data
2011-2015 CHAS
Source:
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems* Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 685 370 0
White650 310 0
Black / African American 0 15 0
Asian0 20 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 4 30 0
Table 19 – Severe Housing Problems 30 - 50% AMI
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Data
2011-2015 CHAS
Source:
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 550 875 0
White500 750 0
Black / African American 0 25 0
Asian25 4 0
American Indian, Alaska Native 10 4 0
Pacific Islander 0 0 0
Hispanic 20 85 0
Table 20 – Severe Housing Problems 50 - 80% AMI
Data 2011-2015 CHAS
Source:
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost Burden over 50%
80%-100% of Area Median Income
Severe Housing Problems* Has one or more Has none of the Household has
of four housing four housing no/negative
problems problems income, but none
of the other
housing problems
Jurisdiction as a whole 100 580 0
White90 530 0
Black / African American 0 0 0
Asian0 24 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 0 4 0
Table 21 – Severe Housing Problems 80 - 100% AMI
Data 2011-2015 CHAS
Source:
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*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4. Cost Burden over 50%
Discussion
Very few households experience severe housing problems within the City of Ashland and According to
CHAS data, however, African American households disproportionately experienced severe housing
problems at a greater rate than that of the jurisdiction as a whole.
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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction:
According to 24 CFR 91.205 (b)(2), disproportionately greater need exists when the percentage of
persons in a category of need who are members of a particular racial or ethnic group in a category of
need is at least 10 percentage points higher than the percentage of persons in the category as a whole.
Cost burden predominantly impacts those households with the lowest incomes. African American
households, and at some income levels, Asian households experience housing cost burden at a greater
rate than either Caucasian households or than the jurisdiction as a whole.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 5,195 1,680 2,345 235
White4,790 1,500 2,080 235
Black / African
American 100 40 30 0
Asian70 70 25 0
American Indian,
Alaska Native 4 4 10 0
Pacific Islander 0 0 0 0
Hispanic 135 40 100 0
Table 22 – Greater Need: Housing Cost Burdens AMI
Data
2011-2015 CHAS
Source:
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Median Income by Census Tract
Discussion:
African American households with low incomes disproportionately experience housing cost burden, with
those households with the lowest incomes, 30% of the Area Median Income or below, experiencing the
greatest levels of cost burden, nearly 15% greater than the jurisdiction as a whole. Asian households
earning between 30%-50% of the Area Median Income also experience disproportionate housing cost
burden, though just under the 10% threshold to be considered disproportionate, it is clear that Asian
households in this income category, experience much greater cost burden than any other group in that
income category except African American households.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
Yes, low income African American households experience disproportionately greater housing cost
burden than the general population and African American households earning between 50-80% of the
Area Median Income experience disproportionately greater housing problems. At some income levels
Asian households and American Indian and Native Alaskan households also experience
disproportionately greater housing cost burden and housing problems No, there are no racial or ethnic
groups that have a disproportionately greater need than the needs of that income category as a whole.
If they have needs not identified above, what are those needs?
There is so little racial and/or ethnic diversity within the City of Ashland that there are no
disproportionate needs among any racial or ethnic groups beyond those identified above.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
No, none of the racial or ethnic groups are located in specific areas in the community.
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants
on the waiting list for accessible units:
According to the Housing Authority of Jackson County’s Tenant Statistical Report for November 2019, of
the 157 households currently receiving section 8 assistance, 43% are elderly, 52% experience a
disability. There are no public housing units within the City of Ashland. The report from the Housing
Authority of Jackson County does not provide demographic information on tenants residing in project
based voucher units owned or managed by other housing providers. Those numbers will be reflected in
the tables above, however, those tables also include tenants covered by the Housing Authority’s
report.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
The Section 8 waitlist currently has 211 households on the waitlist. The households on the Section 8
waitlist share the need for safe, decent and affordable housing with much of the Ashland population, as
many Ashland households experience housing cost burden. This is the most immediate need for
Housing Choice voucher holders. In recent years rents along with sale prices, have risen
precipitously. Consequently, housing vouchers amounts and incomes have not kept pace with housing
costs. Many voucher holders are unable to find homes that rent for a rate which will meet the
requirements of the Housing Choice program. Some voucher holders are unable to secure housing in
the time allowed and are unable to accept the voucher.
How do these needs compare to the housing needs of the population at large
The percentage of Ashland households that experience housing cost burden are exemplified in Table 17
on page 29. That table shows that 46% of households earning 50% AMI or less experience housing cost
burden. Households at many income levels, up to and beyond 100% of Area Median Income, experience
housing cost burden. Ashland like much of the nation is experiencing a housing crisis.
Discussion
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
Chronically Homeless Populations
According to the 2019 Continuum of Care Point in Time Count the total number homeless individuals
surveyed totaled 712. This was a 2.7% decrease from the previous year. Of those counted 37% were
unsheltered, and nearly 28% of those surveyed qualified as chronically homeless. To be considered
chronically homeless an individual must have experienced four episodes of homelessness in three years
and also have a disabling condition or have been continuously homeless for 12 consecutive months and
also have a disabling condition. Disabling conditions include: a diagnosable substance use disorder, a
serious mental illness, a developmental disability, a chronic physical illness, including the co-occurrence
of two or more of these conditions.
Rapid Re-housing (Veteran’s and their families)
Rapid re-housing is a federally funded program that serves individuals and families experiencing
homelessness who need time-limited assistance in order to get and keep housing. It reduces the length
of time people experience homelessness, minimizes the impact of homelessness on their lives, and
facilitates their access to resources in the community.
Families
In 2019 the Point in Time homeless count found 110 homeless people in families, and 16 chronically
homeless people in families. Of the 110 homeless people in families 22% were sheltered and 77%
homeless people in families were unsheltered. Among the 110 homeless people in families, there were
60 children.
Unaccompanied Youth
In 2019 the Point in Time homeless count found homeless unaccompanied youth under the age of 18
and 40 homeless unaccompanied young adults between the ages of 18 and 24, and 12 homeless
parenting youth between the ages of 18 and 24. Of the total 33 unaccompanied youth and children
were sheltered and 28 that were unsheltered.
If data is not available for the categories "number of persons becoming and exiting
homelessness each year," and "number of days that persons experience homelessness,"
describe these categories for each homeless population type (including chronically homeless
individuals and families, families with children, veterans and their families, and
unaccompanied youth):
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Nature and Extent of Homelessness: (Optional)
Estimate the number and type of families in need of housing assistance for families with
children and the families of veterans.
An estimate of the number and type of families in need of housing assistance for homeless people in
families and for homeless veterans is provided based on Point In Time (PIT) counts conducted by the
regional Continuum of Care. The Jackson County Continuum of Care Coordinates the Point in Time
count in January each year. The Point in time count is conducted for the entire county, totals for
Ashland are separated out of the regional totals, however in recognition of the transient nature of the
county’s homeless population, data from the regional PIT counts will be included as well.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
The City does not have data that breaks out racial and ethnic data by homeless household type. There is
however, racial and ethnic data for Jackson county. The data show that the majority of those who are
homeless in Jackson County are white, with the second largest racial group experiencing homelessness
being American Indian/Alaska Native with 36 individuals.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
According to the 2019 Point in Time count data 63% of the County’s homeless population have some
sort of shelter, whether it is through and emergency shelter, transitional housing, or permanent
supportive housing. By far the largest population of unsheltered homeless identify as “homeless
individuals” at 24%, followed by homeless people in families at 12.3%.
Discussion:
The homeless population in both Ashland and Jackson County have many unmet needs. It is a strategic
priority of the City to target CDBG and other City funding to housing and services designed to alleviate
the issues facing homeless populations. Furthermore, the City is continuing its ongoing efforts to work
with regional and local planning groups and committees to coordinate resources and implement the
strategies outlined in the Jackson County Ten Year Plan to End Homelessness.
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
Introduction:
The City of Ashland has an aging population, and since the writing of the last Consolidated plan, the
percentage of the population aged 65 years old and older grew from 19% in 2010 to 22% in 2017\[1\]. It is
expected that this age cohort will continue to grow and that as the population grows so too will their
housing and service needs.
Describe the characteristics of special needs populations in your community:
Frail Elderly while the extent of persons who are over 65 with severely debilitated health is not known,
an indication of need is found in data on services received by the City’s Senior Program. For Fiscal Year
2018-19, the Ashland Senior Services Division provided over 13,000 services including information and
referral; consultations; health promotion; fitness, recreation, and educational classes; and
social/cultural events. In addition, RVCOG Food & Friends provided over 15,000 meals to Ashland
seniors from the Ashland Senior Center host site. Currently 2013-2017 American Community Survey
estimates show that the population of Ashland that is 65 years old and older is 4,572 persons, or 22.1%
of the population.
Persons with disabilities Census data reports that 4,468 people with disabilities resided in Ashland as of
the 2013-2017 ACS survey estimates.
Persons with Mental Illness Mental illness can be mild and short-term or can be incapacitating and long-
term. Mental illness can affect a person’s ability to work or perform daily activities
independently. According to Oregon’s State Health Assessment for 2018, the State of Oregon has the
“highest prevalence of mental illness among youth and adults of any state in the nation.” \[1\] There
were approximately 28,000 people with severe mental illness living in Jackson County (major mental
illnesses, such as schizophrenia, bi-polar disorders, and other organic brain disorders) in 2014. There
was not updated information regarding the number of people living with severe mental illness in
Jackson County.
Victims of Domestic Violence Domestic violence is a pattern of behavior where one partner in an
intimate relationship chooses to use coercion, controlling and abusive behaviors to establish and
maintain power and control over the other persons. Domestic Violence comes in many forms and can
include physical, psychological, economic and emotional abuse. Victims of Domestic Violence have
significant immediate needs for shelter and crisis services, and many benefit from long-term counseling
and support to break the cycle of violence. Community Works, the local agency specializes in services
for victim’s violence, reports that in the 24-month period between 2017 and 2019, Dunn House, the
emergency shelter for victims of domestic violence, served 393 women 99 men, and 284.
Substance Abuse Chemical dependency is a complex chronic illness whose impact can be devastating to
the lives of individuals and their families. A community health assessment for Jackson County compiled
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in 2013 found that Jackson County adults drink at a rate that is twice the national benchmark (7%), and
engage in binge drinking at a rate higher than the state average then that of neighboring counties. The
report also shows that Jackson County has the one of the highest rates of opioid deaths in the state of
Oregon. \[2\]
What are the housing and supportive service needs of these populations and how are these
needs determined?
Housing and supportive service needs of non-homeless special needs populations were determined
through a combination of public outreach and direct consultation with community partners and service
providers (as described elsewhere in the document), and state and local needs assessments and
reports.
Discuss the size and characteristics of the population with HIV/AIDS and their families within
the Eligible Metropolitan Statistical Area:
Very little data exists on the population with HIV/AIDS and their families within Ashland. The most
recent data obtained from the Oregon Public Health Division indicates that there were a total of 126
cases of non-AIDS HIV cases and 159 cases of AIDS cases, for a total of 285 cases of HIV/AIDS (up from
138 delineated in the 2015-2019 Consolidated Plan) in Jackson County as of April of 2019. Data further
indicates that cases are highest among age groups 50 and over. Demographically, White non-Hispanic
males are the populations experiencing the greatest incidents of infection in the Jackson County
area.
Discussion:
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NA-50 Non-Housing Community Development Needs – 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
For a city the size of Ashland, there are many public facilities available that often are not found in other
communities of Ashland’s size. The City has a full service health care facility, Ashland Community
Hospital, which has grown substantially over the years and which offers a wide variety of
services. However, Ashland also has a low-cost health clinic, Community Health Care Center, which
offers a variety of services on a sliding scale fee basis. Ashland also has a Planned Parenthood office and
access to a mobile health care clinic offered though La Clinica health services.
Ashland is widely known for its high quality Parks and Recreation facilities which maintains arguably the
largest and most popular park within Jackson County, Lithia park. The City has in the past dedicated
CDBG funds to improving access to all of the City owned facilities including parks buildings, to make
them more accessible and available for public use.
The City of Ashland runs its own Senior Center through the Ashland Parks and Recreation Department
which offers a variety of services including information and referral services, housing information and
social interactions through meals and activities. Similarly, the City has a variety of housing options for
senior and elderly populations that serve a continuum of housing and care needs.
Within the City of Ashland there are four providers of services to populations with special
needs. Ashland Supportive Housing offers housing, support services, and outreach to peoples with
developmental disabilities. Living Opportunities provides services to support independent living,
employment support, skills training and education and outreach for peoples with developmental
disabilities and their families. Options of Southern Oregon based in Grants Pass offers housing and
support services for peoples with severe mental illness. And lastly, Pathway Enterprises offers
employment support and placement within the community for peoples with developmental
disabilities. Many other services for special needs populations are offered through County wide service
providers, which do not have a location within the City of Ashland but which are available to serve
residents of Ashland.
In 2004 the City of Ashland funded a youth center to serve at-risk, low-income youth, however the
facility was unable to attain the numbers of participants anticipated and eventually the youth center
building was bought back by the City and remains available for community use.
The City of Ashland has dedicated a lot of resources, both City resources and CDBG resources to
improving public facilities. Consequently, Ashland has very few public facilities needs which are not
otherwise being met.
How were these needs determined?
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Public facilities needs were determined through a combination of public outreach and direct
consultation with community partners and service providers (as described elsewhere in the document),
and reports.
Describe the jurisdiction’s need for Public Improvements:
Public Facilities improvements are funded from dedicated resources such as systems development
charges, consequently the cost of funding these activities are generally not prioritized through the CDBG
planning process. The City of Ashland completes a capital improvement plan which delineates the
public facilities improvements the City has prioritized over a six-year period. Over the next five years the
Capital improvement plan identifies several activities including water treatment plant improvements,
and the dedication of funding on an annual basis to complete sidewalk and wheelchair ramp repairs and
improvements.
How were these needs determined?
Public Facilities improvements are funded from dedicated resources such as systems development
charges, consequently the cost of funding these activities are generally not prioritized through the CDBG
planning process. The City of Ashland completes a capital improvement plan which delineates the
public facilities improvements the City has prioritized over a six-year period. Over the next five years the
Capital improvement plan identifies several activities including water treatment plant improvements,
and the dedication of funding on an annual basis to complete sidewalk and wheelchair ramp repairs and
improvements.
Describe the jurisdiction’s need for Public Services:
The City identifies prioritized public facilities improvement projects through a long term master planning
process involving community input through a public/public hearing process. The City also identifies
project priorities based on federal and state regulatory requirements and available funding.
How were these needs determined?
Currently the most pressing public service needs identified through the community outreach, direct
consultation with service providers and through the public hearing process are:
Services for those with mental illness
Services to homeless populations
Drug and Alcohol treatment services
Life skills and job skills training
Improved transportation options
Emergency housing assistance such as rental assistance to prevent housing loss
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
This section provides information on the affordability and condition of the housing market in the City of
Ashland, which has unique existing housing conditions within the Rogue Valley housing market. Some of
the unique aspects of the market include:
Relatively slow growth. According to the City’s 2012 Housing Needs Assessment, the City of
Ashland has seen a shift in the last twenty years toward a more service- and retail-oriented
economy throughout the area, given the migration of middle- and upper-income “Baby
Boomers” and retirees to Southern Oregon.
Inflow and outflow of workers. Due to numerous factors including the high cost of housing in
Ashland, low vacancy rates as well as Ashland’s success as a tourist destination, many of the
people who work in Ashland live outside of the city. Given the small geographic size of the
Metropolitan Statistical Area, the regions encompassing Medford and Ashland often function as
one regional market for both housing and employment. Consequently, many Ashland residents
are employed outside of the City.
High cost of housing and lower homeownership rates. The area has a lower homeownership
rate than other areas of the Medford MSA (but which is comparable to other college towns).
The median home sales price in Ashland is not affordable to households with median incomes,
and especially for those who work in the area’s service sectors that have lower average wages.
Challenges for multifamily development. There are many challenges for multifamily
development in the Ashland region. The area has seen little construction activity for new multi-
family rental developments, existing rental units have been converted to condominiums, and
land zoned for multi-family development has been developed as for purchase housing.
Data was obtained from many sources, including the U.S. Department of Housing and Urban
Development (HUD), the American Community Survey (ACS), and information from local partners.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
All residential properties by number of units
Property Type Number %
1-unit detached structure 6,48563%
1-unit, attached structure 8859%
2-4 units1,01510%
5-19 units1,05510%
20 or more units 6156%
Mobile Home, boat, RV, van, etc3183%
Total 10,373100%
Table 27–Residential Properties by Unit Number
Data Source:
2011-2015 ACS
Unit Size by Tenure
Owners Renters
Number% Number%
No bedroom 15 0% 365 8%
1 bedroom 135 3% 1,095 25%
2 bedrooms 1,555 30% 1,450 34%
3 or more bedrooms 3,420 67% 1,400 32%
Total 5,125 100% 4,310 99%
Table 28 – Unit Size by Tenure
Data Source:
2011-2015 ACS
Property Name Property Type Number of Units Income Limit
Ashley GardenFamily 40 60%
Ashley Senior Senior 62 60%
Stratford Family 51 100%
Donald E. Lewis Senior 40 30%
Star Thistle Disabled 12 50%
ParkviewFamily 6 60%
Snowberry BrookFamily 60 50%
Hyde Park Family 6 50%
TOTAL365
Table 29 A– Affordable Housing Units
Property Name Property Type Number of UnitsNumber of Assisted Units
Ashland Garden Family40 20
Ashley Senior Senior and Disabled62 41
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Stratford Family51 50
Donald E. Lewis Senior and Disabled40 40
Star Thistle Disabled 12 12
Total205163
Table 32 -B- Properties with Project-based Subsidies
Describe the number and targeting (income level/type of family served) of units assisted with
federal, state, and local programs.
The City of Ashland has a limited number of units that have received some form of federal, state, and/or
local assistance requiring that the units be targeted to low-income or special needs populations. Table
32-A provides a list of units assisted with state or federal funding, the targeted income limit of the
households, and the types of households the developments serve. Locally, the City’s affordable housing
program has restricted the deeds for several units through a variety of mechanisms, including land-use
regulations, incentive programs, and investment of Community Development Block Grant (CDBG)
dollars. Though some of these units are rental units, the majority of the units are owner-occupied.
Provide an assessment of units expected to be lost from the affordable housing inventory for
any reason, such as expiration of Section 8 contracts.
Since 2008, 89 units receiving HUD project based subsidies have expired without the renewal of HUD-
funded Section 8 contracts (this number is not representative of other types of state or federally
financed units, just HUD project based subsidized units). This represents 41% of the City’s total
subsidized housing stock targeted to those with the lowest incomes and the greatest need for housing
assistance. These units represent 95% of the City’s Section 8 contracted properties. The 12-unit housing
development, Star Thistle, is the only remaining HUD-financed property within the City. The City does
not anticipate the further loss of affordable housing units due to expiring Section 8 contracts or for
other reasons. The remaining balance of units required to be affordable through state and federal
obligations are detailed in Table 32-A and Table 32-B above.
According to November 2019 Housing Authority of Jackson County data, there were 157 households
that held Section 8 vouchers and 211 households on the waitlist for Section 8 vouchers in the City of
Ashland. There were 163 subsidized project-based units within the City of Ashland. The Housing
Authority of Jackson County’s Public Housing Authority plan goals are consistent with the City of
Ashland’s Consolidated Plan goals.
Does the availability of housing units meet the needs of the population?
Currently, providers of affordable housing units within the City of Ashland report that they maintain
waiting lists of one to two years. The Housing Authority of Jackson County reports that the Section 8
waitlist for the City of Ashland comprises 211 households, while the approximate wait time to receive a
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Section 8 voucher within Jackson County is three years. While the need for housing affordable for
households earning 80% of the Area Median Income or less is well documented, the availability of
housing to meet the financial needs for households earning more is less available. The U.S. Census
reports 2013-17 ACS reports the rental vacancy rates for Ashland to be 3.3%. The rental housing market
in Ashland is anecdotally reported to have a lower vacancy rate than that of either the state or the
county. Therefore, the number of housing units is not meeting the needs of the population.
Describe the need for specific types of housing:
Affordable housing providers and a multitude of other sources cite the need for regulated affordable
housing units, housing units affordable to those with the lowest incomes, and housing units which are
accessible and allow for households to age in place.
Discussion
Both the 2007 Rental Needs Analysis and the 2012 Housing Needs Analysis identify a deficiency of studio
and one-bedroom units. Similarly, affordable housing units available to large families (three bedroom
units) have been identified as having unmet need. The City is expecting the development of 90 new
affordable housing units to be developed within the next couple of years. However, the City of Ashland
continues to face challenges to meet the demand for affordable housing.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
Introduction
There are a total of 10,373 residential housing units in the City of Ashland. Of the occupied housing
units, 643 are 1-unit detached, 9% are 1-unit attached, 10% are 2-4 units, 10% are 5-19 units, 6% are 20
or more units, and the remaining 3% are mobile homes, boats, RVs, vans, etc. The following tables
reflect the cost of both owner- and renter-occupied housing in the City of Ashland, according to the US
Census ACS data. Due to the nature of the last ten years in the housing market, there have been
changes in housing pricing and rent that are not fully shown here but will be discussed at the end of this
section.
Cost of Housing
% Change
Base Year: 2009Most Recent Year: 2015
Median Home Value 393,300 340,200 (14%)
Median Contract Rent 695 853 23%
Table 30 – Cost of Housing
Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year)
Rent PaidNumber %
Less than $500510 11.8%
$500-999 2,430 56.3%
$1,000-1,499975 22.6%
$1,500-1,999355 8.2%
$2,000 or more55 1.3%
Total 4,325 100.2%
Table 31 - Rent Paid
Data Source: 2011-2015 ACS
Housing Affordability
% Units affordable to Households Renter Owner
earning
30% HAMFI 105 No Data
50% HAMFI 335 215
80% HAMFI 1,835 268
100% HAMFI No Data 382
Total 2,275 865
Table 32 – Housing Affordability
Data Source:
2011-2015 CHAS
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Monthly Rent
Monthly Rent ($)Efficiency (no 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
bedroom)
Fair Market Rent 00 0 0 0
High HOME Rent00 0 0 0
Low HOME Rent 00 0 0 0
Table 33 – Monthly Rent
Data Source Comments:
Is there sufficient housing for households at all income levels?
Ashland lacks sufficient rental housing for households with the lowest incomes, and rental and
ownership housing for households earning between 30%-100% of Area Median Income (or between
$25,000 and $60,000 a year for a family of four). According to the 2013-2017 American Community
Survey estimates, the median home value in Ashland is $392,000. The median household income for
Ashland according to ACS estimates was $50,517. By contrast, the median home value in Medford, just
19 miles to the north of Ashland, was $229,200. These numbers make it easier to illustrate the reality of
housing market in the valley and its impact on the choices valley residents make in choosing where to
purchase housing.
How is affordability of housing likely to change considering changes to home values and/or
rents?
Both the cost of owner-occupied homes and rentals have become more expensive in the City of Ashland.
Since the drafting of the last Consolidated Plan. According to ACS data, the median owner-occupied
home value increased by 18%, from $321,200 (2011-2013 ACS) to $392,000 (2013-2017 ACS). The 2011-
2013 ACS reports median rent at $923, increasing to $1056 in the 2013-2017 ACS. Because of the
increase in both rent and home values affordability is decreasing for many Ashland residents and
housing cost burden for both homeowners and renters is increasing.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this
impact your strategy to produce or preserve affordable housing?
The Home and Home Fair Market rents in the City of Ashland are significantly less than the area median
rent reported in 2018 for all unit sizes. This shows that there is a significant need for more affordable
housing units at all income levels and bedroom sizes. As rents increase those on fixed incomes like the
will become increasingly cost burdened.
Discussion
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According to HUD, households who pay more than 30 percent of their income for housing are cost
burdened, possibly unable to afford other necessities such as food, clothing, transportation, and medical
care. These households may also have fewer resources to maintain their homes, so are at greater risk
for foreclosure and eviction.
The 2013-2017 ACS shows that the median household income in the City of Ashland is $50,517.
According to HUD definitions, 42.6% of owners with a mortgage are cost-burdened in the City of
Ashland, while 61% of renters are cost-burdened.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
Introduction
The 2011-2015 ACS estimates that out of all occupied housing units, (9,492 units) 82% were built before
2000, and these homes are more likely to require repairs in order to provide safe and decent affordable
housing. Specifically, 81% of owner-occupied units and 83% of renter-occupied units were built before
2000. In order to assess the quality of the housing inventory and easily determine the homes in which
the quality of living and housing is considered substandard, ACS reports “selected conditions.” According
to ACS, selected conditions for owner- and renter-occupied housing units are as follows: (1) lacking
complete plumbing facilities, (2) lacking complete kitchen facilities, (3) with 1.01 or more occupants per
room, (4) selected monthly owner costs as a percentage of household income greater than 30%, and (5)
gross rent as a percentage of household income greater than 30%. According to ACS, 31% of owner-
occupied and 54% of renter-occupied units have one selected condition. Additionally, 4% of renter-
occupied units have two selected conditions.
The majority of units built before 1980 are at risk for lead-based paint hazard. 2,835 owner-occupied
units (55%) were at risk of lead-based paint hazard, 404 (8%) of which have children present. 2,465
renter-occupied units (57%) were at risk of lead-based paint hazard, 55 (1%) of which have children
present.
Definitions
HUD has defined as substandard housing that: “is dilapidated; does not have operable indoor plumbing;
does not have a usable flush toilet inside the unit for the exclusive use of a family; does not have usable
bathtub or shower for exclusive use of a family; does not have electricity, or has inadequate or unsafe
electrical service; does not have a safe or adequate source of heat; should, but does not, have a kitchen;
or has been declared unfit for habitation by an agency or unit of government.”\[1\]Substandard condition
but suitable for rehabilitation can be defined as housing that similarly does not meet building, fire, and
safety codes but is financially and structurally feasible for rehabilitation. If rehabilitation costs exceed 30
to 50 percent of the assessed property value, it may be financially unfeasible.
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 1,610 31% 2,320 54%
With two selected Conditions 25 0% 170 4%
With three selected Conditions 0 0% 10 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 3,495 68% 1,815 42%
Total5,130 99% 4,315 100%
Table 34 - Condition of Units
Data Source: 2011-2015 ACS
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Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 94518% 715 17%
1980-1999 1,35026% 1,130 26%
1950-1979 1,71033% 1,435 33%
Before 1950 1,12522% 1,030 24%
Total5,13099% 4,310 100%
Table 35 – Year Unit Built
Data Source:
2011-2015 CHAS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied
Number% Number %
Total Number of Units Built Before 19802,83555%2,465 57%
Housing Units build before 1980 with children present 4048%55 1%
Table 36 – Risk of Lead-Based Paint
Data Source: 2011-2015 ACS (Total Units) 2011-2015 CHAS (Units with Children present)
Vacant Units
Suitable for Not Suitable for Total
Rehabilitation Rehabilitation
Vacant Units 0 0 0
Abandoned Vacant Units 0 0 0
REO Properties 0 0 0
Abandoned REO Properties 0 0 0
Table 37 - Vacant Units
Data Source:
2005-2009 CHAS
Need for Owner and Rental Rehabilitation
The majority of the City of Ashland’s renter-occupied units have at least one selected condition (58%),
while 31% of owner-occupied units have at least one selected condition defined by the ACS. So, there
are 1,635 owners and 3,410 renters total that have at least one selected condition. Age is also a
significant factor in housing conditions and rehabilitation necessity. As units age, maintenance becomes
more expensive. This will place more burden on homeowners and could pose more challenges to
tenants whose landlords are unable to make immediate repairs.
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Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP
Hazards
Lead-based paint exposure is a major environmental health hazard, and many homes built before 1978
were painted with lead-based paint. Thus, the majority of units built before 1980 are at risk for lead
based paint hazard. Although a hazard for all people, lead exposure is especially hazardous for children
and can result in behavioral and learning problems, lower IQ, slowed growth, hearing problems, and
anemia. Low- and moderate-income families are more likely to live in older and less-maintained housing
units, increasing their likelihood of lead exposure. 2,592 owner-occupied units (55%) were at risk of
lead-based paint hazard, and an additional 105 (2%) that have children present. 2,736 renter-occupied
units (59%) were at risk of lead-based paint hazard, and an additional 235 (5%) that have children
present.
Discussion
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*
1,270
Disabled
g in an
139
Family
Program
Unification
60
Special Purpose Voucher
773
Affairs
Housing
Veterans
Supportive
Vouchers
based
-
1,836
Tenant
24
based
-
Project
1,860
Total
year, and Nursing Home Transition
-
Program Type
ASHLAND
0
Total Number of Units by Program Type
Public
Housing
–
38
94
Table
Rehab
Year, Mainstream Five
91.210(b)
-
-
–
Mod
0
Certificate
Mainstream One
Consolidated Plan
Elderly Disabled,
0117 (exp. 06/30/2018)
-
-
PIC (PIH Information Center)
5 Public and Assisted Housing
2
-
# of units vouchers available# of accessible units*includes Non
Data Source:
MA Introduction The City of Ashland does not have any public housing developments.Totals Number of Units Describe the supply of public housing developments: Describe the number and
physical condition of public housing units in the jurisdiction, including those that are participatinapproved Public Housing Agency Plan:Not Applicable.
OMB Control No: 2506
Public Housing Condition
Public Housing Development Average Inspection Score
Table 39 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
Not Applicable.
Describe the public housing agency's strategy for improving the living environment of low-
and moderate-income families residing in public housing:
Not Applicable.
Discussion:
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Within the City of Ashland, there is now one seasonal winter shelter that operates seven nights a week
from November to April. This is the second year that the City has had seven nights a week continuous
shelter. In the winter of 2018-2019 community volunteers, the faith community and Options for Helping
Residents of Ashland (OHRA), a non-profit service provider, coordinated to offer shelter for seven nights
a week at different locations throughout Ashland. This was an improvement from prior years in which
there were five nights of shelter rotating between a City-owned facility which was used as a weekly
winter shelter two nights a week from November to April, and two church buildings. Previously, the
winter shelters were organized and staffed by community volunteers, church groups, OHRA and
Southern Oregon Jobs with Justice (SOJWJ), a non-profit group. In 2018 the City building that was being
used as a shelter two days a week was determined to have a structural defect that prohibited the
continued use of that building as an overnight shelter. Consequently, there was a coordinated effort to
find a single location to house the shelter for seven days a week during the winter months. That effort
led to OHRA securing a location in the County, with the help community volunteers, church groups and
the City, to be used as a temporary winter shelter for five months out of the year. The Ashland Winter
shelter is modeled after the Kelly Shelter in Medford. OHRA utilizes the Coordinated Entry list for
Jackson County, and completes vulnerability assessments for those needing housing to add people to
the Coordinated Entry list. The Ashland Winter shelter has 45 beds and offers shelter to individuals
continuously through the winter months starting in November and ending in April. It is not a first come
first serve shelter, but requires individuals to apply and complete the assessment to get added to the
Coordinated Entry list. The Shelter then pulls individuals from the list based on their vulnerability
score. The Winter Shelter hired a case manager to help shelter residents remove barriers and access
resources with the goal of becoming stably housed. The City, OHRA, and SOJWJ with funding from the
State of Oregon continue to coordinate when and emergency drop in shelter is needed in instances of
inclement weather. The number of shelter and housing units for homeless households provided in
Housing Inventory Chart (Table 44) with the exception of the Ashland Winter Shelter, are physically
located outside of the City of Ashland but within Jackson County and all programs/beds are available to
serve the homeless households within Ashland.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional Permanent Supportive
Housing Beds Housing Beds
Year Round Voucher / Current & Current & Under
Beds Seasonal / New New Development
(Current & Overflow
New) Beds
Households with
Adult(s) and Child(ren) 57 0 69 247 0
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Emergency Shelter Beds Transitional Permanent Supportive
Housing Beds Housing Beds
Year Round Voucher / Current & Current & Under
Beds Seasonal / New New Development
(Current & Overflow
New) Beds
Households with Only
Adults 32 84 143 190 0
Chronically Homeless
Households 0 0 0 68 0
Veterans 100 58 33 0
Unaccompanied Youth 150 2 0 0
Table 40 - Facilities and Housing Targeted to Homeless Households
Data Source
Comments:
Describe mainstream services, such as health, mental health, and employment services to the
extent those services are usedto complement services targeted to homeless persons
The City of Ashland has a local self-sufficiency office for the Oregon Department of Human Services
(DHS), Children, Adults and Families Division. DHS provides many services including food benefits, health
coverage assistance, cash assistance, and senior services. Additionally, the City of Ashland established
the Housing and Human Services Commission in 2013, which assesses and makes recommendations to
the City Council to address the continuum of housing and human services needs within the City using
general fund moneys. Ashland Community Hospital and Rogue Community Health offer a wide range of
healthcare services including mental health services.
List and describe services and facilities that meet the needs of homeless persons, particularly
chronically homeless individuals and families, families with children, veterans and their
families, and unaccompanied youth. If the services and facilities are listed on screen SP-40
Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services,
describe how these facilities and services specifically address the needs of these populations.
Physical and Mental Health Services for Homeless and At-risk populations
Assante-Ashland Community Hospital: Ashland Community Hospital offers a variety of physical
and mental health services.
La Clinica Del Valle: La Clinica Del Valle offers sliding scale services for physical, mental, and
dental health care for all populations. La Clinica also provides a mobile clinic service which
serves homeless and at-risk populations throughout Jackson County by providing free or low-
cost physical, mental, and dental services at a variety of locations. The La Clinica Mobile Health
Clinic has regular service hours in Ashland at the Tuesday family and community meal hosted by
the Methodist Church and Uncle Food’s Diner.
Rogue Community Health (formerly the Community Health Center): Rogue Community Health
Center is a federally-qualified health center offering sliding scale fees for physical, dental and
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mental health services. Rogue Community Health Center has satellite clinics in several
underserved rural and impoverished areas, including a clinic in Ashland.
Jackson County Mental Health: Jackson county mental health offers a variety of mental health
services including counseling and case management for homeless and at-risk populations.
Services for Homeless Veterans
Southern Oregon Rehabilitation Center and Clinics (SORCC): The SORCC offers a wide variety of
services for homeless veteran populations including housing, physical and mental health
services, and financial and housing assistance.
Columbia Care-Supportive Services for Veteran Families (SSVF): The SSVF program provides
supportive services for low-income veterans and their families residing in or transitioning to
permanent housing. The program is designed to increases housing stability and reduce the
incidence of homelessness among the veteran populations. The SSVF program provides case
management services, financial assistance for housing stabilization, housing placement services,
and assistance with obtaining other public benefits and services including those benefits and
services offered through the Department of Veterans Affairs. Columbia Care also offers the
Grant per Diem program, HUD-VASH program and provides rental assistance and case
management to veterans in addition to the SSVF program.
Easter Seals Homeless Veterans Reintegration Program (HVRP): The HVRP program provides
employment support services that assist homeless veterans in reintegrating into the community.
Rogue Valley Veteran and Community Outreach (RVVCO): RVVCO provides housing and case
management services for homeless and transitioning veterans.
Housing and services for Homeless and Chronically Homeless Populations
Rogue Retreat: Rogue Retreat offers permanent support and services including case management
for homeless and chronically homeless populations. Rogue Retreat also runs Hope Village in
Medford, the transitional housing tiny house village, and the Kelly Shelter, a year round 54-Bed
low-barrier (housing first) homeless shelter.
Home at Last: Home at Last is funded by the Jackson County Continuum of Care and administered
by Rogue Valley Council of Governments (RVCOG.) The program offers housing vouchers and
case management services to at-risk and chronically homeless households with disabilities.
Salvation Army Hope House: Hope House is a transitional housing program offering case
management services. Hope House serves homeless, at-risk, and chronically homeless
individuals and families and is supported through a variety of funding sources including
Continuum of Care grant funding and CDBG.
Housing and Services for Homeless and Unaccompanied Youth and At-Risk
Youth and their Families
Maslow: Maslow Project is funded partially from McKinney Vento funds to address issues of
homelessness in school-age children and their families. Maslow provides a number of services
including school-based and community outreach, case management, school supplies, and other
resources to meet basic needs including housing resources and stabilization. Maslow also offers
counseling and advocacy. Since 2012, the City of Ashland has awarded CDBG grant funds to the
Maslow project to support a part-time, school-based advocate.
Community Works –Transitional Living Program: The transitional living program (TLP) serves
youth between the ages of sixteen and twenty-two to work towards independent living in the
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community. The transitional living program offers case management, mental and physical health
services, educational and vocational services, and housing assistance funded in part by the
Continuum of Care grant program.
Hearts with a Mission: Hearts with a Mission (HWAM) is Jackson County’s only shelter serving
homeless and at-risk youth. HWAM offers emergency shelter for up to 72 hours for youth
between the ages of ten and seventeen and up to 120 days with parental or guardian consent.
HWAM offers case management, individual and family counseling, education, life skills and
vocational resources, and transition planning services.
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MA-35 Special Needs Facilities and Services – 91.210(d)
Introduction
There are several resources to assist the elderly, frail elderly, and persons with physical and
developmental disabilities within the City of Ashland. Those services are detailed in the appropriate
sections below. For other special needs populations, persons with alcohol and other drug addictions,
and persons with HIV/AIDS and their families, the facilities and services available are primarily located in
the City of Medford, nineteen miles to the north, but are available to all county residents.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental),
persons with alcohol or other drug addictions, persons with HIV/AIDS and their families,
public housing residents and any other categories the jurisdiction may specify, and describe
their supportive housing needs
Facilities and Services for the Elderly and the Frail and Elderly
City of Ashland Senior Center: The Ashland Senior Program strives to provide a support system
to the older residents of Ashland, helping to enable them to live more independently and to
continue as contributing members of the community. The Senior Center provides a venue for
social interaction through recreational and health-related activities and educational
opportunities.
Linda Vista Nursing and Rehabilitation Center: Linda Vista Nursing and Rehabilitation Center
provides intensive rehabilitation and recovery for those who no longer require hospitalization.
Skylark Assisted Living and Memory Care Center: Skylark Assisted Living and Memory Care
Center provides a full range of personal care services, as well as social activities and many
housing options. Skylark designs care around the individual, tailoring services to specific needs
of each resident. In the memory care community, Skylark focuses on improving residents’
quality of life through social interaction, specially designed living spaces, and creative therapies.
Skylark serves those with memory disorders, including Alzheimer’s disease, stroke, and
Parkinson’s related dementia.
Maple Ridge Senior Living Center: Brookdale provides many senior living solutions, including
independent living, assisted living, memory care, skilled nursing care, therapy, hospice, home
health, life care, and continuing care retirement communities.
Ashland at Home: Ashland At Home (AAH) is an organization that supports neighbors helping
neighbors live in their own homes and stay engaged in our community as long as
possible. AAH is based on the “village” model that is serving tens of thousands of adults across
the U.S. The model, developed by neighbors living in the Beacon Hill area of Boston, provides
services to support members to continue living in their homes as they age.
Ashland Emergency Food Bank: Ashland Emergency Food Bank is a private, independent
501(c)(3) non-profit organization that where local faith groups, in alliance with the community
at large, provide emergency food supplies, without charge, to individuals and families in the
Ashland/Talent area who would otherwise go hungry. The organization also endeavors to
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increase awareness about the problem of hunger in our communities. Ashland Emergency Food
Bank is now offering home delivery services for seniors.
Rogue Valley Council of Governments Senior and Disability Services: The Rogue Valley Council
of Governments (RVCOG) is a voluntary association of local jurisdictions in Jackson and
Josephine counties. Through its Senior & Disability Services, it assists seniors and adults with
disabilities. As the Area Agency on Aging for this district, the RVCOG has developed a network of
services to help seniors and adults with disabilities live with dignity and independence. Services
include: Food & Friends (Meals on Wheels), In-Home Care, Disaster Registry, Foster Home
Licensing, Powerful Tools for Care giving, Living Well with Chronic Conditions Lifelong Housing
Certification Project, Medical Supplies, Case Management, Protection from Abuse, Family
Caregiver Program.
Rebuilding Together Rogue Valley: Rebuilding Together Rogue Valley (RTRV) offers the “Safe-at-
Home program” which helps low-income seniors and persons with disabilities safely “age-in-
place” as long as possible in their current homes. RTRV programs aim to Prevent falls, improve
accessibility and provide improved indoor air quality.
Families and Services for Peoples with Mental, Physical and Developmental Disabilities
Ashland Supportive Housing (ASH): Provides clients with three group homes with five bedrooms
in each home, with the ability to support 15 individuals total. ASH also serves adults with I/DD
living independently through its Community Outreach program, providing the support needed
to remain as independent as possible.
Jackson County Mental Health: Provides Information, referral, and screening; immediate crisis
assessment and intervention for mental health crises; a comprehensive array of treatment
services to adults and children covered by the Oregon Health Plan who have a mental illness and
are in need of treatment; a range of services for individuals with serious mental illness who are
without insurance and are at-risk for state hospitalization or jail due to their mental illness.
Living Opportunities: Supports people with intellectual and developmental disabilities to live,
work, and play in the community. Living Opportunities believes that success happens the people
they serve can live independently, experience meaningful and rewarding careers, and in that
process, become truly self-sufficient.
Options/Starthistle: Options serves as the Community Mental Health Program for Josephine
County and provides additional services, such as an Integrated Primary Medical Care program
(Hillside Medical) for all members of the community. Options for Southern Oregon serves
people of all ages who have mental health needs. Its holistic approach addresses housing,
advocacy, community integration, crisis intervention, therapy, co-occurring issues, education,
work, and economic well-being.
Pathway Enterprises: Offers people with disabilities opportunities to live, work, and recreate in
their communities so they may experience personal growth, integration, and independence.
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OnTrack, Inc. Addiction Recover Programs and Services: On track provides many different
service offerings to meet the needs of almost anyone requiring treatment. This includes
evaluation and treatment services, youth services, and housing for special needs.
Addictions Recovery Center (ARC): ARC seeks to inspire hope and healthy choices through
education and supportive relations so individuals can recover from the disease of addiction.
Services include residential programs, day treatment, intensive out-patient, outpatient, pain
management certificate course, DUII flex program, veterans service, transition, drop-in sobering
program, community education, gambling awareness, pain management, and a domestic abuse
alternative program.
Kolpia Counseling Services: Kolpia Counseling Services offers a patient-centered integrative
approach to helping the community heal, learn, and grow through the difficulties of substance
abuse, addiction, and mental health afflictions. Services include mental health counseling,
addiction counseling, suboxone tapering, acupuncture, nutrition counseling, yoga therapy,
mindfulness meditation, and mobility training.
Columbia Care: Offers a wide variety of services to populations experiencing mental illness and
drug addiction. Their services include: residential treatment programs, supportive and
integrated housing, crisis services and programs, suicide prevention, veterans housing and
reintegration services, integrated outpatient services and other community-based care, rental
assistance programming, supported education and employment, and peer support services.
Bed/HH Bed/HH Bed/HH Vet Youth CH
W/ W/ O W/ Only bed/HH bed/HH bed/HH
Agency Project Name
Children ChildrenChildren W/W/O W/W/O W/W/O
Type
Children Children Children
ACCESS - LIHRF
ACCESS RR
RRH6/2 1
ACCESS - SSVF
Rapid Re-
RRH ACCESS Housing 3/1 18 1/18 3/0
ACCESS - SSVF
Rapid Re-
RRH ACCESS Housing 8 8
RRHACCESS ESG RR RA 3
Woodrow
PSH ACCESS Pines 4 0/4
Columbia
Valor Pass 10 10
ES Care
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Community
Works TLP Walker 10/4
TH
Community
Works Dunn House 26/8 5
ES
Community Transitional
TH Works Living Program 12/6 2 2 12/2
HWAM - ES -
Hearts with Medford
ES a Mission Shelter 12
Hearts with HWAM-RHY-
ES a Mission ES JC 1 3
Jackson OHRA Ashland
ES County Winter Shelter
Magdalene Magdalene
TH Home Home 5
Medford Medford
Gospel Gospel Mission
Mission - Men's 10
ES
Medford
Gospel Mission
Medford
Gospel - Upper Room-
TH Mission Men’s 23
Medford Medford
Gospel Gospel Mission
ES Mission - Women's 3/1 6
Medford
Gospel Mission
Medford
Gospel Women -
TH Mission Esther House 6/2 14
OnTrack - SKY
PSH OnTrack Inc VISTA 22/8 1
Rogue
TH Retreat Harold's Haven 5
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Heather's
Rogue Haven -
TH Retreat 8/4 14
Franquette
RR -11th St
Rogue Retreat-700
PSH Retreat Block 17/6
RR -11th St
Rogue Retreat-800
PSHRetreatBlock 16/5
Rogue RR -Crater
PSH Retreat Lake Retreat 12/4 12/0
Rogue RR -Grape St.
PSH Retreat Retreat 22/8 22/0
Rogue RR -Kelly
Retreat Shelter
ES
Rogue RR -Manzanita
PSH Retreat Retreat 8 0/8
Rogue RR -Riverside
PSH Retreat Retreat 11 0/11
VA Service
TH RVVCO Intensive TH 46 46
RVCOG - Home
PSH RVCOG At Last 2/1 9 2/9
Hope House -
Salvation Level 1 (Non-
TH Army 20/7 21
Vet)
Salvation Hope House -
TH Army Level 1 (Vet) 7 7
Hope House -
Salvation Level 2 (Non-
TH Army 13/4 1
Vet)
Salvation Hope House -
TH Army Level 2 (Vet) 5 5
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St. Vincent De
St. Vincent Paul - St.
ES de Paul 28/7
Anthony's
Veterans (VA-VASH):
Affairs & Vouchers with
PSH HAJC HAJC 156/156 157 156/157
Total
382/234 395 17 157/251 15/2 36/32
Table 44 – Housing Inventory Chart (HIC)-Jackson County Continuum of Care
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
The City of Ashland has a local self-sufficiency office for the Oregon Department of Human Services
(DHS), Children, Adults and Families Division. DHS provides many services including food benefits, health
coverage assistance, cash assistance, and senior services. Additionally, the City of Ashland established
the Housing and Human Services Commission in 2013, which assesses and makes recommendations to
the City Council to address the continuum of housing and human services needs within the City using
general fund moneys. Ashland Community Hospital and Rogue Community Health offer a wide range of
healthcare services including mental health services.
Specify the activities that the jurisdiction plans to undertake during the next year to address
the housing and supportive services needs identified in accordance with 91.215(e) with
respect to persons who are not homeless but have other special needs. Link to one-year
goals. 91.315(e)
The specific activities to be addressed are determined on an annual basis through a competitive
process. In prior years the City has funded several activities that address the housing and supportive
service needs of persons with special needs including: the remodel of an employment support facility for
peoples with developmental disabilities, and the installation of a covered bus shelter in front of a
housing complex for peoples with mental illness. Most recently the City provided Affordable Housing
Trust Fund money to Columbia Care to offset land acquisition costs in support of an affordable housing
project for households experiencing severe persistent mental illness.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to
undertake during the next year to address the housing and supportive services needs
identified in accordance with 91.215(e) with respect to persons who are not homeless but
have other special needs. Link to one-year goals. (91.220(2))
The specific activities to be addressed are determined on an annual basis through a competitive
process.
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
Over the years that 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.
Negative Effects of Public Policies on Affordable Housing and Residential Investment
1. Lack of affordable single-family housing types.
There are limited regulatory tools available to promote single family development in the State of
Oregon.
While the City has several incentives for the development of affordable single-family housing,
they are inadequate to counteract the strong market forces that currently exist in the Ashland
housing market.
2. Small inventory of multifamily housing.
Limited land zoned for multifamily housing.
Conversion of multifamily housing to condominiums.
Housing developed in commercial or employment zones are typically developed as market rate
or high end condominium units.
Multi-family zone lands are often developed as ownership housing rather than rental housing.
3. Lack of investment
Elderly low-income residents are physically and financially unable to afford making necessary
repairs or improvements to their homes and lack financial capacity to pay for a contractor to
complete repairs.
4. Low-income housing project developers must compete with market rate developers for land in the
City.
5. Federal Regulations/Funding Sources can add costs and expand timelines for affordable housing
developers that can jeopardize the viability of the project.
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MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
The City of Ashland features a strong performing arts cluster centered around the Oregon Shakespeare
Festival that has an international tourist draw. According to the City’s Economic Development Strategy,
in addition to the arts cluster and related commerce, the area has relied upon several key sectors over
the past 20 years, including Southern Oregon University, value-added specialty manufacturing, and
specialty food and beverage production.
Economic Development Market Analysis
Business Activity
Business by Sector Number of Number of Share of Share of Jobs less
Workers Jobs Workers Jobs workers
% %%
Agriculture, Mining, Oil & Gas Extraction1251002 1 -1
Arts, Entertainment, Accommodations1,5472,85426 37 11
Construction1611073 1 -2
Education and Health Care Services 1,1721,07320 14 -6
Finance, Insurance, and Real Estate 2972395 3 -2
Information1852493 3 0
Manufacturing 3145275 7 2
Other Services 3034115 5 0
Professional, Scientific, Management
Services 404 425 7 6 -1
Public Administration000 0 0
Retail Trade 1,0421,40018 18 0
Transportation and Warehousing 113512 1 -1
Wholesale Trade 1961973 3 0
Total5,8597,633-- -- --
Table 41 - Business Activity
Data
2011-2015 ACS (Workers), 2015 Longitudinal Employer-Household Dynamics (Jobs)
Source:
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Labor Force
Total Population in the Civilian Labor Force10,300
Civilian Employed Population 16 years and
over 9,385
Unemployment Rate 9.03
Unemployment Rate for Ages 16-24 18.95
Unemployment Rate for Ages 25-65 6.49
Table 42 - Labor Force
Data Source: 2011-2015 ACS
Occupations by Sector Number of People
Management, business and financial2,805
Farming, fisheries and forestry occupations 270
Service1,173
Sales and office 1,890
Construction, extraction, maintenance and
repair 540
Production, transportation and material
moving 155
Table 43 – Occupations by Sector
Data Source: 2011-2015 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes6,195 80%
30-59 Minutes 1,275 17%
60 or More Minutes250 3%
Total 7,720 100%
Table 44 - Travel Time
Data Source:
2011-2015 ACS
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian EmployedUnemployed Not in Labor
Force
Less than high school graduate 245080
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Educational Attainment In Labor Force
Civilian EmployedUnemployed Not in Labor
Force
High school graduate (includes
equivalency) 990 190 335
Some college or Associate's degree 1,745145905
Bachelor's degree or higher 4,1653251,130
Table 45 - Educational Attainment by Employment Status
Data Source: 2011-2015 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs65+ yrs
Less than 9th grade25 0 20 44 70
9th to 12th grade, no diploma 170 30 49 180 69
High school graduate, GED, or
alternative 400 650 160 700 400
Some college, no degree 1,655 550 480 1,195 745
Associate's degree 280 145 150 270 265
Bachelor's degree 155 760 835 1,720 975
Graduate or professional degree 30 135 545 1,625 1,665
Table 46 - Educational Attainment by Age
Data Source: 2011-2015 ACS
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 18,333
High school graduate (includes equivalency) 26,057
Some college or Associate's degree 20,756
Bachelor's degree 25,863
Graduate or professional degree 47,669
Table 47 – Median Earnings in the Past 12 Months
Data Source: 2011-2015 ACS
Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
The major employment sectors within the City of Ashland are (1) Arts, Entertainment, Accommodations;
(2) Education and Healthcare Services; and (3) Retail Trade. Error! Reference source not found. shows
employment and average annual pay by industry sector.
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Describe the workforce and infrastructure needs of the business community:
Some of Ashland’s largest industry sectors are in the arts, education, health, and retail sectors. As
housing costs in the city increase, it continues to be important to maintain housing affordability for
employees in these dominant sectors who traditionally earn less than those in other industry sectors.
Some professional employees like teachers, police and code enforcement officers, firefighters, EMTs,
and medical technicians, earn more than median income for the area but still don’t earn enough to
afford to purchase a market rate home in Ashland.
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect
job and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
According to the City of Ashland’s 2012 Housing Needs Assessment, Ashland will add more than 8,492
households between 2010 and 2040 and about 3,057 of these new households will be low-income. The
Housing Needs Model estimates that the City needs 1,163 units targeting those with those lowest
incomes, with rents below $195 a month, 1,166 units with rents between $195-422, and 243 units with
rents between $423-655. It is expected that the City will have a surplus of all units with rents at $656
and above. The Housing Needs Model shows that the majority of the rental units will need to be
targeted to those households earning 50% AMI and below. The evaluation of housing mix, density, and
affordability suggests that the City should plan for a larger share of multiple family housing, and for a
greater number of single family housing types on smaller lots.
National changes in future housing demand will likely affect the City of Ashland’s residential real estate
markets. The senior population is expected to account for about 20% of the U.S. population in 2030, up
from 12% in 2000. As the Baby Boomers age, many will seek to downsize to smaller single-family homes
or multifamily homes, rent, or live in retirement communities or assisted living homes. This will result in
a large sell-off of their detached single-family homes. However, younger generations are not expected
to buy all of the homes that the boomers want to sell, as they have limited available funds for down-
payments and prefer living in mixed-use areas closer to the city center. Additionally, increases in energy
prices will further decrease demand for large single-family homes. These national trends are expected to
have a disproportionately greater impact in the City of Ashland and Jackson County, as both places are
popular areas for retirement.
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
The City of Ashland has a concentration of employment in the arts, accommodation, and retail sectors.
In addition, the City has over 1,400 employees in the healthcare and social assistance fields. Many
people commute from Ashland to work in Medford and other locations. For example, there are more
residents employed in the Professional, Scientific, Management, Administrative Services, and Waste
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sectors than there are jobs within the City of Ashland.
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
WorkSource Rogue Valley, Jackson and Josephine Counties: WorkSource Rogue Valley's mission is to
provide individuals with comprehensive workforce development services that enable them to become
skilled, productive workers in Jackson and Josephine Counties. WorkSource Rogue Valley is an
integrated partnership of employment related organizations including the Oregon Employment
Department, WorkSource Oregon and the organization formerly known as The Job Council. WorkSource
Rogue Valley has offices located in Medford and Grants Pass that provide free job training and
employment services to the public. WorkSource Rogue Valley also provides local employers with new
employees, and works with private employers to plan for future labor force needs. WorkSource Rogue
Valley assists qualified youth, adults, welfare recipients, and laid-off workers in finding education,
training, and employment that will lead to long-term self-sufficiency. WorkSource Rogue Valley also
assists with school-to-work programs, including work experience, mentoring, and other programs that
encourage youth to complete school and prepare for the work world. In addition, WorkSource Rogue
Valley provides childcare referral services and childcare provider training to residents of the two
counties through the Child Care Resource Network (CCRN). Service components provided by
WorkSource Rogue Valley include the following: Assessment of Skills, Interests, Abilities; Support
Services; Basic Education Skill Training; Vocational Skill Training; Work Experience; Life Skills/Work
Ethics/ Work Maturity Training; Job Search Assistance; On-The-Job Training; On-site Computer Training;
Child Care Provider Data Base; and Provider/Parent Training.
Rogue Community College Workforce Training Program: RCC Workforce Training provides responsive,
career-focused training for southern Oregon’s citizens and businesses in order to develop a more
productive workforce to drive the region’s economic engine and improve the quality of life among
residents. Career-Focused Training includes customized training, commercial truck driving, landscape
technology, short-term skills training, and apprenticeships.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy
(CEDS)?
The City of Ashland completed a Comprehensive Plan with an economic chapter. The purpose of the
economic portion of the Comprehensive Plan was to assure that the comprehensive plan and updated
land-use code provide adequate opportunities for a variety of economic activities in the City of Ashland,
while continuing to reaffirm the goal of Ashland’s citizens as per the 1982 Comprehensive Plan:
economic development should serve the purpose of maintaining or improving the local quality of life
rather than become, of itself, the purpose of land-use planning.
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If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that
impact economic growth.
The City Council adopted an Economic Development Strategy in 2011 that includes the following
objectives:
Diversify the economic base of the community.
Support creation and growth of businesses and non-profit/public sector organizations that use and
provide local and regional products.
Increase the number of family-wage jobs in the community.
Leverage the strengths of Ashland’s tourism and repeat visitors.
The Economic Development Strategy’s Implementation Phase includes ten priority actions:
1.Improve the Land Use Development Process.
2.Formalize relationships and roles for Ashland specific strategy implementation among major
partners.
3.Create formal and routine communication with all regional economic development partners.
4.Create a coordinated economic development information and marketing plan to maximize
public communication tools
5.Pursue the expansion of a State E-Commerce Zone for Ashland.
6.Evaluate land availability for business expansion on lands or adjacent to existing businesses.
7.Assist local businesses in energy, water, waste, supply chain reductions, and efficiencies.
8.Develop, promote, and expand job training programs to meet skill needs identified by local
business.
9.Create/expand a local business resource and mentoring program.
10.Develop/expand programs to connect local education partners with business community for
experience and exposure to entrepreneurship, business development, and operations.
Discussion
The City of Ashland consolidated plan priorities address the economic development needs of the
community and the strategies and priorities identified in the City’s economic development plan through
priorities such as job creation, increasing the number of family wage jobs (poverty reduction) and
through the promotion of job and skills training. Similarly, the City prioritizes the use of CDBG funding
to provide housing that is commensurate with the wage scale generated from a tourism based economy
promoting both the strength of the tourism industry locally and reducing the transportation costs both
to families and the communities by expanding opportunities for workers to live in the community where
they work.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
All census tracts have a high proportion of cost-burdened renters and owners, but Tract 19 has the
largest proportion of homes built before 1980, cost-burdened renters, and cost-burdened owners.
Census tracts 18, 19, 21, and 22 all have a concentration of cost-burdened renters.
Tract 18 Tract 19 Tract 20 Tract 21Tract 22
Built Before 1980 42% 72% 78% 50% 70%
Cost-Burdened Renters 60% 72% 45% 54% 60%
Cost-Burdened Owners 32% 44% 40% 37% 36%
Total Housing Units3,943 1,152 1,194 1,773 2,356
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income
families are concentrated? (include a definition of "concentration")
The City does not have any areas of either low-income or minority concentrations, as defined by HUD:
Areas of low-income concentration - a Census Block Group that is below 50% of the Area
Median Income for the Metropolitan Statistical Area (MSA).
Areas of minority concentration -the percentage of households in a particular racial or ethnic
minority group is at least 20 percentage points higher than the percentage of that minority
group for the housing market area or MSA; or the neighborhood’s total percentage of minority
persons is at least 20 percentage points higher than the total percentage of all minorities for the
MSA as a or; in the case of a metropolitan area, the neighborhood’s total percentage of minority
persons exceeds 50% of its population.
Table 56 shows percentages of minority residents (none of which meet HUD’s definition of a minority
concentration) and low-income residents by Census Tract. Census Tract 19 has the lowest median
household income and the highest number of households below the poverty line and who receive food
stamps/SNAP benefits. Census Tract 20 has the second lowest incomes, second highest share of
households below the poverty line, and second highest number of households receiving benefits.
What are the characteristics of the market in these areas/neighborhoods?
The City of Ashland is a geographically small community, and while the City does have distinct
neighborhoods, they tend to be fairly racially homogeneous as the Ashland community as a whole is
relatively similar with regard to race and ethnicity. Census track 19 (shown in Map ?? below) which has
the largest concentration of low-income households, also contains a large concentration of multi-family
properties and is also near to the university.
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Are there any community assets in these areas/neighborhoods?
Not Applicable.
Are there other strategic opportunities in any of these areas?
Not Applicable.
Tract 18 Tract 19 Tract 20 Tract 21 Tract 22
Built Before 1980 42%72% 78%50% 70%
Cost-Burdened Renters 60%72% 45%54% 60%
Cost-Burdened Owners 32%44% 40%37% 36%
Total Housing Units 3,943 1,1521,194 1,773 2,356
Table 48 - Housing Needs by Census Tract
Medford Ashland Tract Tract Tract Tract Tract
MSA 18 19 20 21 22
Percent Minority15.6% 9.1% 11.6% 10.6% 2.1% 13.2% 7.1%
Percent Latino 11.1% 3.5% 4.2%6.5% 0.3% 5.2% 1.5%
Percent Below the 18.4% 17.4% 7.9%26.1% 11.1% 7.3% 11.9%
Poverty Line
Median Household $43,462$46,586 $47,922$25,262 $47,279 $47,279 $60,786
Income
Percent Recieving 22.5% 18.3% 14.5% 38.0% 19.4% 16.6% 10.4%
Food Stamps/SNAP
Table 49 - Demographics by Census Tract
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and
moderate-income households and neighborhoods.
Describe the need for increased competition by having more than one broadband Internet
service provider serve the jurisdiction.
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
The primary natural hazard risk associated with climate change is Ashland is the risk for wildfires in the
areas surrounding the city.
Describe the vulnerability to these risks of housing occupied by low-and moderate-income
households based on an analysisof data, findings, and methods.
All housing, including housing occupied by low and moderate income households is vulnerable to the
risk of wildfires. The City adopted a Climate Energy Action Plan in 2017. The plan outlines action steps
and policy changes to mitigate the effects of climate change, including reducing the risk of wildfire
hazards. The work of implementing the plan is ongoing.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan section that follows outlines the five year goals and strategies that the City of Ashland
plans to undertake with Community Development Block Grant Funds, City of Ashland general fund
resources when appropriate, and through staff participation and resource leveraging in coordination
with community partners and service providers.
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
Table 50 - Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA
for HOPWA)
As mentioned elsewhere in this document, the City of Ashland is geographically small in area relative to
other entitlement jurisdictions; consequently, the City does not prioritize funds to geographically
specific areas within the City.
Consolidated PlanASHLAND 84
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Table 51 – Priority Needs Summary
Narrative (Optional)
The strategies identified in the City’s Consolidated Plan are based on conclusions drawn from the Needs
Assessment and the Market Analysis sections of this Consolidated Plan and are informed by the
community outreach and agency questionnaire. Priority needs and outcomes in the strategic plan are
based on an analysis of the City’s attainment of goals and outcomes from the previous five years, the
percentage of affordable units built, converted, or saved in relation to the total housing units built in the
city overall, and on recent shifts in the economy, keeping in mind the shrinking availability of land
suitable for the development of affordable housing.
The analysis of priority needs also looked at the various populations and the number of unmet needs for
each, their ability to move toward self-sufficiency, and the availability of existing housing and resources
to meet the needs of each population. Lastly, the City prioritized the needs of the most vulnerable
populations, such as the elderly, frail elderly, and special needs populations due to a general lack of
housing to meet their needs, (often this population has the lowest incomes, or need special
accommodations in housing such as ADA accommodations or supported living assistance) and due to
this population presumed income restraints.
Consolidated PlanASHLAND 85
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable Housing Market Characteristics that will influence
Type the use of funds available for housing type
Tenant Based Rental
Assistance (TBRA)
TBRA for Non-
Homeless Special
Needs
New Unit This year the City will be adding 90+ new affordable housing units, the use of
Production CDBG funds will be minimal or non-existent in these developments due to the
added cost of meeting NEPA, Davis bacon, and public contracting
requirements.
Rehabilitation Rehabilitation continues to be a viable use of CDBG funding for owner
occupied, single family units as the City’s existing housing stock tends to be
older and more affordable/occupied by low- to moderate-income
households.
Acquisition, Acquisition and preservation activities tend to be minimal as all affordable
including multi-family housing stock is either already owned and managed by
preservation affordable housing providers, or is in high demand due to high rents in the
area.
Table 52 – Influence of Market Conditions
Consolidated PlanASHLAND 86
OMB Control No: 2506-0117 (exp. 06/30/2018)
Census Block Groups and Tracts
Consolidated PlanASHLAND 87
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
Introduction
The City of Ashland has a very small allocation of CDBG funding. The City's annual allocation often
includes a carried over balance from prior years unallocated funds.
Anticipated Resources
ProgramSource Uses of Funds Expected Amount Available Year 1 Expected Narrative
of Amount Description
Annual Program Prior Year Total:
FundsAvailable
Allocation: Income: Resources: $
Remainder
$$$
of ConPlan
$
CDBG public Acquisition
- Admin and
federal Planning
Economic
Development
Housing
Public
Improvements
Public
Services 178,562 0 214,420 392,982 714,248
Table 53 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
In general City of Ashland grantees provide the matching funds from a variety of sources including state
and private foundation grant funds, donations and fundraising activities. Grantees often cite CDBG as
“first in” funds that help to raise additional resources; however, the City would still require the applicant
to provide a 10% match to the amount of CDBG funds requested.
If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
Not applicable
Discussion
Consolidated PlanASHLAND 88
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non-profit organizations, and public institutions.
Responsible Entity Responsible Entity Role Geographic Area
Type Served
City of Ashland Government Economic Jurisdiction
Development
Homelessness
Non-homeless special
needs
neighborhood
improvements
public facilities
public services
JACKSON COUNTY Government Economic Region
Development
Non-homeless special
needs
Planning
neighborhood
improvements
public facilities
public services
Jackson County Continuum of care Homelessness Region
Continuum of Care Rental
HOUSING AUTHORITY PHA Homelessness Region
OF JACKSON COUNTY Public Housing
Rental
ACCESS Non-profit Homelessness Region
organizations Non-homeless special
needs
Ownership
Rental
neighborhood
improvements
public services
Consolidated PlanASHLAND 89
OMB Control No: 2506-0117 (exp. 06/30/2018)
Responsible Entity Responsible Entity Role Geographic Area
Type Served
United Way of Jackson Non-profit Homelessness Region
County organizations Non-homeless special
needs
neighborhood
improvements
public services
NeighborWorks CBDOEconomic Region
Umpqua Development
Homelessness
Non-homeless special
needs
Ownership
Public Housing
Rental
neighborhood
improvements
public services
Options for Helping Non-profit Economic Jurisdiction
Residents of Ashland organizations Development
Homelessness
Non-homeless special
needs
Rental
public services
Ashland School District Public institution Homelessness Jurisdiction
Non-homeless special
needs
public facilities
Community Works, Inc. Non-profit Homelessness Region
organizations Non-homeless special
needs
public services
Maslow Project Non-profit Homelessness Region
organizations
Ashland Emergency Non-profit Non-homeless special Region
Food Bankorganizations needs
public services
Consolidated PlanASHLAND 90
OMB Control No: 2506-0117 (exp. 06/30/2018)
Responsible Entity Responsible Entity Role Geographic Area
Type Served
Living Opportunities, Non-profit Non-homeless special Region
Inc. organizations needs
public services
COMMUNITY HEALTH Non-profit Non-homeless special Region
CENTER organizations needs
Ashland Supportive Non-profit Non-homeless special Region
Housing organizations needs
Rental
public services
THE SALVATION ARMY Community/Faith-Homelessness Region
based organization Rental
Pathway Enterprises, Non-profit Non-homeless special Region
Inc. organizations needs
Rogue Retreat Non-profit Economic Region
organizations Development
Homelessness
Non-homeless special
needs
Rental
neighborhood
improvements
public services
La Clinica Non-profit Non-homeless special Region
organizations needs
Table 54 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
Table 56 identifies the institutional structure and entities that are expected to be instrumental in
implementing the priorities identified in the City of Ashland Consolidated Plan. At this time the City is
unable to list all of the potential entities that may be involved in the delivery of funded projects, as
some organizations have yet to be selected for funding in the coming five-year period; rather the City
has identified the entities based on previous grantees and current organizations offering services within
the community who present as potential future applicants. Some of the identified entities may be
funded with City CDBG funding while others may receive funding through local, state or other federal
sources only, or most likely a combination of all of the sources identified above. While others may not
receive funding directly from the City but will coordinate or work collaboratively with the City to provide
services or other programs/resources to City residents.
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Consolidated PlanASHLAND 91
OMB Control No: 2506-0117 (exp. 06/30/2018)
Homelessness Prevention Available in the Targeted to Targeted to People
ServicesCommunity Homeless with HIV
Homelessness Prevention Services
Counseling/Advocacy X
Legal Assistance
Mortgage Assistance
Rental Assistance XX
Utilities AssistanceXX
Street Outreach Services
Law Enforcement X
Mobile Clinics XX
Other Street Outreach Services
Supportive Services
Alcohol & Drug Abuse
Child Care X
Education X
Employment and Employment
Training X X
HealthcareXX
HIV/AIDS X
Life Skills
Mental Health Counseling XX
Transportation XX
Other
Table 55 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed
above meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
The institutional delivery system identified to carry out the goals and strategies identified in the 2020-
2024 Consolidated plan have many strengths. First and foremost, among them is coordination and
partnership. The challenges faced by all communities in meeting the housing and service needs of low
and moderate income households and those with special needs are great, while funding for such
activities continues to dwindle. Consequently, working collaboratively and maximizing community
partnerships is often the only way that small communities can meet community needs. To this end the
City of Ashland is uniquely equipped to address housing issues being the only community in Jackson
County to offer incentives to affordable housing providers to build units within the City through the
System Development Charge deferral program and through the bonus density provision of the land use
code, and through land use policies which compel the inclusion of affordable housing units under certain
circumstances. Similarly, the City of Ashland and many of its local providers of services have a strong
and committed volunteer base which makes up for the lack of funding for staff.
Consolidated PlanASHLAND 92
OMB Control No: 2506-0117 (exp. 06/30/2018)
While the service delivery system has much strength it does have some gaps as well. The Capacity of
existing organizations is limited by staffing, volunteer capacity and funding and consequently is not able
to meet the existing service needs. The City lacks a local continuous year round shelter and/or any
transitional or permanent supportive housing resources to serve homeless populations and
transportation options for this population to get to another community that does offer year round
shelter or transitional or permanent supportive housing options are limited.
Describe the strengths and gaps of the service delivery system for special needs population
and persons experiencing homelessness, including, but not limited to, the services listed
above
As stated elsewhere in this document the greatest gap for the local service delivery system is for
homeless populations. While the City now has more services for homeless populations than it did at the
time the last Consolidated Plan was written there are still several gaps in services. Namely a lack of
emergency shelter, transitional housing, or permanent supportive housing to meet the needs of local
homeless populations. Similarly, many of Ashland, homeless are difficult to serve individuals either
experiencing mental illness or substance abuse or both. Within the City there are very limited resources
to address the needs of those populations. However, the strengths of the service delivery system
reiterated from the paragraph above is that the community has a strong dedicated volunteer base and
maintain good working relationships and partnerships with agencies and organizations that are able to
provide such services. Lastly, Ashland has several organizations that serve special needs populations.
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 (EHA),
Emergency Shelter Grants (ESG), State Homeless Assistance Program (SHAP), and the Housing
Stabilization Program (HSP). 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 from HUD through the Continuum of Care, however
organizations that serve homeless and at risk populations are eligible to receive Continuum of Care
grant funds.
Options for Homeless Residents of Ashland (OHRA), a relatively new (established in 2012) non-profit
established for the purpose of address the gap in services to homeless and at risk populations in
Ashland. The City of Ashland and OHRA have worked closely together and over the years the City has
provided financial support through direct funding, the award of Social Service grants and the award of
affordable housing trust funds. OHRA provides a wide variety of resources including essential services
such as computer access and vital document replacement, resource referrals, employment and housing
supports, a shower facility with laundry and bathroom access, and a space for service providers who do
not currently have locations within the City to meet with clients locally. More recently OHRA has added
management of the seven day a week Winter Shelter Program, a comprehensive program which
Consolidated PlanASHLAND 93
OMB Control No: 2506-0117 (exp. 06/30/2018)
includes case management. That program is providing continuous beds for 40 homeless individuals
every night through the winter months (November through April). City of Ashland residents can also
access available services, programs, and funds through ACCESS, Inc. the regional CAP agency that serves
Jackson and Josephine Counties. 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.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
To summarize the City’s primary strategy for overcoming the gaps in the institutional structure and
service delivery system for carrying out identifies strategies to address the priority needs of special
needs and homeless populations; the City prioritizes activities that address these identified deficiency,
such as the acquisition and/or development of housing targeted to low- and moderate-income
households, services to homeless populations, and services to those experiencing mental illness or drug
and alcohol addiction and or both (dual-diagnosis). Furthermore, the City is committed to continuing
involvement with regional planning groups such as the Jackson County Continuum of Care, the Jackson
County Homeless Task Force, and the City of Medford to better coordinate services and leverage
resources across the region.
Consolidated PlanASHLAND 94
OMB Control No: 2506-0117 (exp. 06/30/2018)
95
Goal Outcome Indicator
Rental units constructed:50 Household Housing Unit Homeowner Housing Rehabilitated:10 Household Housing Unit
Funding
Needs
Addressed
Area
Geographic
ASHLAND
Category
Affordable Housing
End
Year
2024
Year
Start
2020
91.215(a)(4)
–
Consolidated Plan
Goal Name
0117 (exp. 06/30/2018)
-
Housing Goals
Sort
Order
45 Goals Summary
-
1
SP Goals Summary Information
OMB Control No: 2506
Assisted
96
Goal Outcome Indicator
Public service activities other than Low/Moderate Income Housing Benefit:100 Persons Public service activities for Low/Moderate Income Housing Benefit:25 Households Assisted Homeless
Person Overnight Shelter:45 Persons Assisted Overnight/Emergency Shelter/Transitional Housing Beds added:45 Beds Homelessness Prevention:25 Persons Assisted Housing for Homeless added:5
Household Housing Unit
Funding
Needs
Addressed
Area
Geographic
ASHLAND
Category
Homeless
End
Year
2024
Year
Start
2020
Consolidated Plan
Goal Name
0117 (exp. 06/30/2018)
-
Homeless Goals
Sort
Order
2
OMB Control No: 2506
Assisted
Assisted
97
Goal Outcome Indicator
Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit:100 Persons Public Facility or Infrastructure Activities for Low/Moderate Income Housing
Benefit:5 Households Assisted Public service activities other than Low/Moderate Income Housing Benefit:25 Persons AssistedPublic Facility or Infrastructure Activities other than Low/Moderate
Income Housing Benefit:100 Persons Assisted Public Facility or Infrastructure Activities for Low/Moderate Income Housing Benefit:5 Households Public service activities other than Low/Moderate
Income Housing Benefit:5 Persons Assisted Jobs created/retained:5 Jobs
Funding
Needs
Addressed
Area
Geographic
ASHLAND
Category
Homeless Housing Homeless Housing
----
NonSpecial NeedsNonCommunity DevelopmentNonSpecial NeedsNonCommunity Development
End
Year
202420242024
Year
Start
202020202020
Consolidated Plan
Goal Name
0117 (exp. 06/30/2018)
-
Special Needs GoalPublic Infrastructure Goals:Economic Development Goals:
Sort
Order
345
OMB Control No: 2506
-
n
Consequently
The inclusion of
98
Consequently the City is
each program year, yet the issues
income and special needs households
-
The City, partner agencies, and community
, and moderate
-
2019 Consolidated Plan were met
-
Goals Summary
–
all ages and abilities.
ASHLAND
56
Table
t be continued and expanded in order to meet the continuing need.
Goals set in the 2015
rovide and/or incentivize remodeling and rehabilitation to new and existing owner and
Prioritizing the needs of special needs citizens will continue to be a priority for the use of CDBG
melessness continue to persist within the community.
ify the goal of developing and maintaining affordable housing as the highest priority use of CDBG
Furthermore, in recognition of the City’s aging population the City would has also included the priority of funding to
Housing GoalsAccess to Housing units that are affordable and suitable to lowcontinues to be the most pressing problem identified through the consolidated planning process.continuing
to identfunds.projects and activities which prental properties that promote ADA accessibility, architectural barrier removal and other modifications and improvements that increase the
supply of housing suitable for Homeless GoalsThe City continues to struggle with providing resources and services to assist those populations experiencing housing instability and homelessness.and
problems of hovolunteers have made huge strides in creating more resources and better access to existing resources for homeless and atrisk populations, but these efforts musthe City
is continuing the high priority designation of activities which provide resources or services to homeless populations.Special Needs GoalThe City has utilized CDBG funding to support
a variety of activities to support special needs populations.diversity of incomes, ethnicities and abilities makes the community stronger, and the City of Ashland wants to maintaithat
tradition of inclusion.funding over the next five year period.
Consolidated Plan
0117 (exp. 06/30/2018)
-
Goal NameGoal DescriptionGoal NameGoal DescriptionGoal NameGoal Description
123
Goal Descriptions
OMB Control No: 2506
enterprise
-
The City of Ashland
99
Over the years the City has targeted CDBG and general
income families to whom the jurisdiction will provide
-
d work readiness training and access to micro
ASHLAND
employment, housing stability and general wellbeing the City has identified the
income, and moderate
-
sportation options and continues to prioritize activities which improve safety and access of public
income, low
-
identified the need for increased ADA accessibility.
modal tran
-
Public Infrastructure Goals:Citizen Input fund resources to providing increased ADA access to City owned facilities and to public infrastructure.values multiinfrastructure for all Ashland
residents.Economic Development Goals:In recognition of the intrinsic link between priority of services that assist and/or promote increased access to economic opportunities through
job or work skills training, employment supports such as job search skills anfunding.
Consolidated Plan
0117 (exp. 06/30/2018)
-
Goal NameGoal DescriptionGoal NameGoal Description
45
Estimate the number of extremely lowaffordable housing as defined by HOME 91.315(b)(2)
OMB Control No: 2506
SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
The Housing Authority of Jackson County is the Public Housing Authority that serves all of Jackson
County. Currently HAJC does not own or operate any public housing units in Jackson
County. Consequently, no actions are needed to address that public housing.
Activities to Increase Resident Involvements
Not Applicable
Is the public housing agency designated as troubled under 24 CFR part 902?
No
Plan to remove the ‘troubled’ designation
Not Applicable
Consolidated PlanASHLAND 100
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Over the years that 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.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
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 land use incentives include; the cottage housing
ordinance, the transit triangle project, and currently the City is working on developing a vertical housing
tax credit zone.
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. In the next five years the City will be undertaking an update of the Analysis of Impediments
to fair housing choice to identify issues, assess needs, and identify actions steps. The City also regularly
contracts 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.
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 last few years the Housing and Human
Services Commission has undertaken several activities, which addressed some aspects of this
goal. These activities include a housing solutions forum, to identify strategies for address the ongoing
affordable housing crisis in the Rogue Valley, an affordable housing bus tour to educate the public about
the affordable housing, affordable housing development process, and combat nimbyism, and two
community forums addressing rent burden and state legislation. Outcomes from these activities are
detailed more fully in the City’s CDBG CAPERs.
The City of Ashland has been working to increase the City’s affordable housing stock for a number of
years. In that time many efforts have been made toward that end.
Housing and Human Services Commission
Consolidated PlanASHLAND 101
OMB Control No: 2506-0117 (exp. 06/30/2018)
In 1996, the City established a commission to focus specifically on issues of housing. The Ashland
Housing Commission was tasked with encouraging housing that is available and affordable to a wider
range of city residents, to enhancing cooperation between the public and private sectors, to
encouraging financial entities to support housing programs in the city, and to coordinating housing and
supportive services programs. In 2014 the Ashland City Council created a new commission, the Housing
and Human Services Commission, in recognition that housing issues and human service issues are often
intertwined. The Housing and Human Services Commission continues the mission and goals of the
Housing Commission, but also oversees the broader continuum of housing and service needs for
vulnerable and at-risk populations, such as homeless and special needs populations, and must consider
the service needs of such populations along with and in relation to their housing needs. These duties
and goals bring the Housing and Human Services Commission in better alignment with the CDBG
program.
Land Use Regulations
Several land use regulations have been amended or created to promote the development and retention
of affordable housing types. Examples of this are the Annexation and Zone change ordinances which
require a percentage of affordable housing be provided for developments which are seeking to become
annexed into the city or which are requesting a zone change to a higher density to facilitate the
development. Similarly, the Condominium conversion which was amended in 2007 requires that a
percentage of units in a multi-family property be designated as affordable if certain circumstances apply.
Potential approaches that have been identified (some of which have been enacted or are in the process
of being enacted) to help ameliorate barriers to affordable housing are listed below;
Increase the land supply
Consider restriction uses in certain zones to apartments
Encourage more affordable single-family housing types-like small housing on small lots
Make more land available for manufactured housing
Develop more government-assisted housing.
Reduce development fees for low-income projects.
Consider incentives to promote housing over commercial developments
Consolidated PlanASHLAND 102
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The Jackson County Continuum of Care (CoC) is the coordinating body for planning and coordinating
homeless activities throughout Jackson County. Access is the lead agency for the HMIS system and the
Continuum of Care grant application. In 2009 Jackson County’s board of Commissioners adopted the 10-
year plan to end homelessness, a strategic plan to comprehensively address homelessness on a regional
level that was developed by the HTF. Outreach activities such as the annual project community connect
event and the point in time homeless count are planned and coordinated by the Jackson County
Continuum of Care Board and Access staff.
Addressing the emergency and transitional housing needs of homeless persons
Strategies 5 and 6 of the 10-year plan to end homelessness address the ongoing need for the
development of emergency and transitional housing capacity throughout Jackson County.
Strategy 5: Develop and increase sustainable emergency and transitional shelter and permanent,
supportive housing options for youth and other vulnerable populations as they emerge.
Strategy 6: Develop an ongoing community campaign that highlights emerging issues in the continuum
of homelessness.
To this end the County had developed a shelter for homeless youth and has increased the availability of
permanent supportive housing. However, the county still lacks the capacity to meet the needs of the
homeless community. The Jackson County Continuum Board and the Cities of Ashland and Medford
along with partner agencies continue to explore various funding opportunities and strategies and work
to coordinate services to develop more resources. Similarly, within the City of Ashland efforts to
transitional housing for homeless and special needs populations are ongoing.
The City’s emergency shelter program was primarily made up of community volunteers and local faith
based organizations who organized and staffed emergency shelters in churches and public buildings on a
weekly basis and in times of extreme weather conditions. In the 2012 program year, the City Council
authorized the use of a public building to be utilized as an overnight winter shelter on a weekly basis. In
2013, 2016 and 2017 the City authorized that same building to be utilized for an additional shelter night
for homeless individuals throughout the winter months (from November-April). That brought the
number of shelter nights to five each week; providing overnight shelter in Ashland on Monday, Tuesday,
Wednesday, Thursday, Friday, and Sunday nights. Each shelter night was organized and staffed by
community volunteers, and a community volunteer was in charge of managing the shelter volunteer list
and scheduling volunteers. In January of 2017 the City entered into an agreement with OHRA to provide
funding to manage the emergency shelters and coordinate the shelter volunteers with help from a grant
through ACCESS from the State of Oregon. In the spring of 2018, the City was no longer able to offer a
Consolidated PlanASHLAND 103
OMB Control No: 2506-0117 (exp. 06/30/2018)
City owned building to be used as a shelter due to issues of structural integrity. As a result of the loss of
that building which provided shelter for three nights out of the week, a group of shelter volunteers in
partnership with the faith-based community and OHRA worked together to find a single location to offer
the shelter. The group worked on securing a location and gaining land use approval for its use as a
homeless shelter for most of the year. During that time, community volunteers, the faith community
and OHRA offered a seven night a week shelter rotating from church to church throughout the winter
months. In November 2019, OHRA opened the seven night a week shelter at 2082 E. Main Street. The
shelter offers 42 two beds to homeless individuals continuously through the winter months. This is the
first time that Ashland has had a continuous winter shelter seven nights a week in one location.
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.
The City has prioritized the use of CDBG funds to support activities which promote the transition from
homelessness to housing stability in a variety of ways including; providing more affordable housing to
alleviate housing cost burden which can lead to housing instability. The provision of services such as
employment supports and life skills training to promote employment opportunities and to help ease the
transition from homelessness to stably housed for chronically homeless populations or populations with
special needs and/or mental illness are also a priority for CDBG funding. Within the community, Ashland
provides funding through the general fund to OHRA, which offers employment supports through the Job
Match Program, as well as housing supports, partnering with both Maslow Project and St. Vincent De
Paul, who are both CDBG grantees, offering services to homeless and at risk populations. Lastly, the
Ashland Winter Shelter Program, which is managed by OHRA is a comprehensive approach to moving
homeless individuals to stable housing. Shelter guests are prioritized through a vulnerability assessment
to assure that those who are most vulnerable in the community receive a bed. Each shelter guest has
access to resources and case management to help move them toward stable housing.
Help low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families who are likely to become homeless after being
discharged from a publicly funded institution or system of care, or who are receiving
assistance from public and private agencies that address housing, health, social services,
employment, education or youth needs
The City coordinates with many community partners and service providers to ensure a smooth transition
from institutional settings to housing within the community. Likewise, it is a strategy of the ten-year
plan to provide case management and discharge planning for those transitioning back to the
community. To this end the Jackson County Continuum of Care board has representation for law
Consolidated PlanASHLAND 104
OMB Control No: 2506-0117 (exp. 06/30/2018)
enforcement, mental health institutions and the Department of Human Services. There is a discharge
planning subcommittee of that body that coordinates and plans for transitions. Similarly, the City has
allocated CDBG funding in prior years to activities which promote housing stability for low-income and
at risk populations to avoid homelessness. The City has identified a goal and an outcome for the
continued use of program funds to aid in efforts to avoid homelessness.
Consolidated PlanASHLAND 105
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
The primary actions the City uses to address LBP hazards in buildings built prior to 1979, and to increase
access to housing units that are free of LPB hazards will be the delivery of housing rehabilitation loans
and grants, including energy efficiency activities. These activities will be carried out in accordance with
state and federal regulations as they relate to LBP. When the opportunity arises the City will provide
education and outreach activities to inform program participants and the public in general about
potential health impacts of lead-based paint, and about how to best prevent them.
How are the actions listed above related to the extent of lead poisoning and hazards?
The age of the housing unit is a leading indicator of the presence of lead hazard, along with building
maintenance. Lead was banned from residential paint in 1978. Of the 10,319 total housing units in the
City of Ashland 68% (7,000) were built prior to 1980. The 1999 national survey found that 67% of
housing built before 1940 had significant LBP hazards. This declined to 51% of houses built between
1940 and 1959, 10% of houses built between 1960 and 1977 and just 1% after that. Based on those
estimates, over 3,300 homes pose potential lead-based paint hazards in Ashland. However, the Clickner
study also noted that there were regional differences in the probability of a hazard; the risk was more
prevalent on the east coast (43%) than on the west coast (19%).
How are the actions listed above integrated into housing policies and procedures?
The Housing Authority of Jackson County has several lead-based paint risk assessors and inspectors on
staff. The Housing Authority periodically hosts the “Working Safe with Lead” training that certifies
contractors in lead safe work practices by teaching them how to reduce the risk of hazards to the
workers and to occupants by mitigating contamination by lead dust and construction debris. The
Housing Authority and the U.S. Department of Agriculture’s Rural Development offer Housing
Rehabilitation and Repair programs to homeowners in the City of Ashland, both of these programs work
to mitigate or abate lead hazards when completing needed home repairs and offer the participants the
pamphlet “Lead hazards in your home”. All of these programs work to educate the community about
the health hazards that lead contamination pose to children and pregnant women.
The City of Ashland will review all projects funded with CDBG dollars to determine if the lead-based
paint regulations apply. Prior to the execution of a subrecipient agreement, City staff will inform
participants of projects covered by the regulation of their responsibilities and work with the
subrecipient to ensure compliance.
Date Built Total Units Potential Hazards
% Number
Before 1940 1,385 67 928
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1940-1959 1,528 51% 779
1960-1979 2,840 10% 284
1980-2000 3,318 1% 33
2000-2004 940 1% 9
After 2005406 1% 4
Total 2,037
Table 57 - Potential Lead-Based Paint (LBP) Hazards in Ashland
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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing 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 City has identified several goals in the five-year strategic plan to reduce the number of families and
individuals in poverty within the City of Ashland. The City has prioritized activities that; support
organizations that provide job training and access to employment, promote and support activities
within the community, that improve or provide access to economic opportunities for extremely low- and
low-income residents, and the development, maintenance, and retention of affordable housing units
targeted to the lowest incomes, as well as support services that integrates elements of life skills training,
employment training, and other benefits that promote self-sufficiency.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
The City works to support and coordinate with community partners toward poverty reduction. The City
supports a staff person within the planning department that offers resource referrals to assist residents
with a variety of housing and service needs. The City has an economic development department and an
economic development plan with the goals of increasing employment opportunities and wages within
Ashland. The goals of the 2020-2024 Consolidated work in concert with these goals in supporting
economic development.
Individual Development Account Programs
The City also supports programs that assist individuals living at or below the poverty level in building,
such as Individual Development Accounts (IDA’s) that promote homeownership, further education, and
promote micro-enterprise. The Housing Authority of Jackson County’s Family Self-Sufficiency Program
offers an IDA program to individuals and families who reside in public housing and/or receive Section
8/Housing Choice Voucher assistance. ACCESS, Neighborworks Umpqua, and Habitat for Humanity
Rogue Valley also offer IDA programs to promote the self-sufficiency of area clients through building
financial assets and fostering economic opportunity.
HAJC
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The City has prioritized support for activities undertaken by the Housing Authority of Jackson County
(HAJC). Activities undertaken by HAJC, often incorporate benefits that promote self-sufficiency, such as
the Family Self-sufficiency program listed above. Similarly, housing authority developments offer such
assistance benefits as computer classes, resource referrals, and in some instances free or reduced
memberships to the local YMCA.
City of Ashland Living Wage Ordinance
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. The
City of Ashland recently added the position of Economic Development coordinator to increase the
number of living wage jobs located within the city by promoting the expansion, retention and relocation
of local and national businesses.
Ashland Low-Income Energy Assistance Program (ALIEAP)
As the City of Ashland owns and operates the Electric Utility, the City is in the unique position to assist
very-low income households in meeting their energy needs, specifically during the winter months when
energy costs and use are highest. To this end the City targets assistance to Low-income Ashland utility
customers who need help to pay their heating bills over the course of each winter. Applicants must
have an active electric utility account with the City and the Applicant’s household income may not
exceed 125% of the Federal Poverty Guidelines. On average the City provides assistance to between 300
and 400 extremely low-, low- and moderate-income individuals annually, providing over $100,000 in
assistance out of the General funds. Similarly, the City provides utility discounts to seniors and the
disabled, assisting approximately 100 special needs residents annually with nearly $30,000 in savings.
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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
The Community Development Block Grant (CDBG) program requires that recipients of federal funds are
monitored to provide information about the program effectiveness, management efficiency, as well as
identifying instances of fraud, waste, and abuse. To this end the City shall conduct a Risk Analysis to
estimate the level of risk associated with each project. This analysis will allow the City to best allocate
limited staff time to regularly monitor subrecipients. Participants in the CDBG program will be rated and
a “risk profile” is to be established to summarize specific risks associated with a subrecipient or
particular project, as well as establishing the monitoring objectives.
The HUD Monitoring Desk Guide, Policies and Procedures for Program Oversight is a guide produced by
the Department of Housing and Urban Development provides the basis for the City’s monitoring
practices. This document, and the following outlined procedures, provides the methodology for
conducting on-site and desk reviews of activities to ensure they are carried out in compliance with CDBG
requirements.
The evaluation criteria to be applied in evaluating the potential of risk include the following;
Financial management: The extent to which program participants account for and manage
financial resources in accordance with approved financial management standards. Additionally,
this criterion relates to the amount of potential monetary exposure to the City, and the
Department of Housing and Urban Development. Analysis to include assessment of:
-Amount of current/total funding obligated and/or expended
-Audits and/or Investigations
-Staff experience with CDBG
-History of performance
Physical asset maintenance and operation: The extent to which HUD-funded physical assets are
maintained and operated. Analysis to include assessment of:
-History of Performance
-Condition of HUD funded physical assets
-Use of facilities or physical assets in conformance with CDBG regulations
Management: The extent which the program participant has the administrative capacity to
carry out CDBG requirements. Analysis to include assessment of:
-Experience level of Key staff particularly as it relates to CDBG funded activities
-Program History including performance indicators
-Reporting consistency
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Satisfaction: Extent to which client’s express satisfaction or dissatisfaction with the delivery of
the program services. Analysis to include assessment of:
-Types of program activities
-Complaints or compliments received
Services: Extent to which HUD program participants effectively and efficiently deliver services to
the intended beneficiaries/clientele. Analysis to include assessment of:
-Types of program activities
-Accomplishments
-Timeliness
-Project development including timing benchmarks
The City shall review each CDBG activity and rank the subrecipients risk factor by assigning
recommended points for each of the rating criteria on the form provided. The designated points on the
rating form are established to prove a means of quantifying a Risk Factor and are useful as tool in
determining the extent of monitoring for a given activity. Other factors, as deemed relevant by the City
of Ashland, can be used in establishing a higher or lower risk factor than the numerical rating system. In
the event City Staff changes a risk factor, a detailed explanation will be provided justifying the
modification.
A Risk Analysis shall be conducted yearly for each activity funded in whole, or in part, with CDBG funds.
Upon completion of the risk analysis an annual monitoring strategy will be developed. This strategy will
outline the number of program participants that will be monitored during the fiscal year, the monitoring
approach (comprehensive vs. focused and on-site vs. remote), and the timeframes within which
monitoring should be completed, and a determination of which programs or participants provide the
most significant risk.
The monitoring approach for each participant is dependent upon the nature of risk, the type of project,
and the relative ability to collect the pertinent information.
5 Year Strategic Monitoring Response: Each Community Development Block Grant (CDBG) Program Year
the City reviews each CDBG activity that was underway and ranks the sub-recipient’s risk factors by
assigning points for each of the rating criteria. The designated points on the rating form are established
to prove a means of quantifying a Risk Factor and are useful as tools in determining the extent of
monitoring for a given activity. Other factors, as deemed relevant by the City of Ashland, can be used in
establishing a higher or lower risk factor than the numerical rating system. A CDBG monitoring visit may
consist of an on-site monitoring or a desk monitoring. All CDBG grantees will be monitored once prior to
a contract being administratively closed. The areas monitored may include:
The CDBG staff objectives for monitoring are to determine if grantees are:
Carrying out their CDBG-funded activities as described in their contracts (as modified or
amended);
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Carrying out the program or project in a timely manner in accordance with the scheduled
included in the CDBG contract;
Charging costs to the program or project which are eligible under applicable regulations;
Complying with other applicable laws, regulations and terms of the CDBG contract;
Conducting the program in a manner which minimizes the opportunity for fraud, waste and
mismanagement; and
Have a continuing capacity to carry out the approved program or project.
Overall management system, record keeping and progress in activities.
When a grantee is found to be out of compliance, CDBG staff will identify a specific period of time in
which compliance should be achieved. Usually the grantee will have 30 days to correct deficiencies.
Copies of supporting documentation demonstrating that corrective action has been taken will be
required. Additional time for corrective action may be allowed on a case by case basis. Failure by the
grantee to correct deficiencies may result in funds being withheld and possible restrictions on future
grants.
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The City of Ashland has a very small allocation of CDBG funding. The City's annual allocation often
includes a carried over balance from prior years unallocated funds.
Anticipated Resources
ProgramSource Uses of Funds Expected Amount Available Year 1 Expected Narrative
of Amount Description
Annual Program Prior Year Total:
FundsAvailable
Allocation: Income: Resources: $
Remainder
$$$
of ConPlan
$
CDBG public Acquisition
- Admin and
federal Planning
Economic
Development
Housing
Public
Improvements
Public
Services 178,562 0 214,420 392,982 714,248
Table 58 - 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
In general City of Ashland grantees provide the matching funds from a variety of sources including state
and private foundation grant funds, donations and fundraising activities. Grantees often cite CDBG as
“first in” funds that help to raise additional resources; however, the City would still require the applicant
to provide a 10% match to the amount of CDBG funds requested.
If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
Not applicable
Discussion
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Goal Outcome Indicator
114
Funding
Needs
Addressed
Area
Goals Summary
Geographic
–
ASHLAND
59
Table
Category
Annual Goals and Objectives
End
Year
Year
Start
Goal Name
Consolidated Plan
0117 (exp. 06/30/2018)
-
Sort Order
20 Annual Goals and Objectives
-
AP Goals Summary Information Goal Descriptions
OMB Control No: 2506
Projects
AP-35 Projects – 91.220(d)
Introduction
Projects
# Project Name
Table 60 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
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116
ASHLAND
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-
38 Project Summary
-
AP Project Summary Information
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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
Geographic Distribution
Target AreaPercentage of Funds
Table 61 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Discussion
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
One Year Goals for the Number of Households to be Supported
Homeless
Non-Homeless
Special-Needs
Total
Table 62 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance
The Production of New Units
Rehab of Existing Units
Acquisition of Existing Units
Total
Table 63 - One Year Goals for Affordable Housing by Support Type
Discussion
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AP-60 Public Housing –91.220(h)
Introduction
Actions planned during the next year to address the needs to public housing
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Discussion
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
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
Addressing the emergency shelter and transitional housing needs of homeless persons
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
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
Discussion
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
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
Discussion:
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AP-85 Other Actions – 91.220(k)
Introduction:
Actions planned to address obstacles to meeting underserved needs
Actions planned to foster and maintain affordable housing
Actions planned to reduce lead-based paint hazards
Actions planned to reduce the number of poverty-level families
Actions planned to develop institutional structure
Actions planned to enhance coordination between public and private housing and social
service agencies
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 ofprogram income that will have been received before
the start of the next program year and that has not yet been reprogrammed
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
3. The amount of surplus funds from urban renewal settlements
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.
5. The amount of income from float-funded activities
Total Program Income
Other CDBG Requirements
1. The amount of urgent need activities
Appendixx - Alternate/Local Data Sources
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