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HomeMy WebLinkAbout2020-03-26 Housing & Human Services PACKET Ashland Housing and Human Services Commission Regular Meeting Agenda March 26,2020:4:00–6:00pm Siskiyou Room of the Community Development Building 51 Winburn Way 1.(4:00)Approval of Minutes (5 min) February 27, 2020 2.(4:05)Public Forum (5 min) 3.(4:10)Utility Bill Committee Report(5min) 4.(4:15)Grant Application ReviewDiscussion(10min) 5. (4:25)CDBG Applicant Presentations(20 min) 6.(4:45)CDBG Application Review and Recommendation(30 min) 7.(5:00)Affordable Housing Trust Fund Applicant Presentations(15 min) 8.(5:10)Affordable Housing Trust Fund Review and Recommendation(15 min) 9.(5:25)Consolidated Plan Recommendation(10min) 10.(5:40)April Agenda Items(5min) Cancelled 11.(5:45)Upcoming Eventsand Meetings Next Housing Commission Regular Meeting TBD 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 Development office 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 Minutes Date 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/Abscent Echo Fields Gina DuquenneSOU Liaison Linda ReppondNone appointed at this time Erin Crowley Tom GundersonStaff Present: Heidi ParkerLinda Reid, Housing Program Specialist Jackie BachmanLiz Hamilton, Permit Technician Commissioners Not In Attendance: Sarah Spansail Approval of Minutes CommissionersJackie Bachman/Heidi Parkerm/s to approve the minutes ofJanuary 23, 2020. Voice Vote: All Ayes. Motion passed Public Forum None New Member Welcome and Introductions New commissioner echo Fields introduced herself to the other commission members. Boise Decision Discussion City council Study Session on Monday 3/2 with City AttorneyDave Loman.Jackie Bachman to give report to Commission regardingresults of Council Study Session. Utility Bill Workgroup Discussion Rich Rohdegave brief description of what the workgroup is studying for recommendations to come to HHSC. H&HSC GrantMeetingSchedule Commission discusses and agrees that they will have applicants for CDBG topresent at meeting in March. Possible sperate meeting for housing trust fund. MedfordImplementation PlanReview and Discussion Revisit this projectwith updatesin April Meeting. CommissionersEcho Fields/Linda Reppondm/s for the Housing and Human Service Commission to participate in a Homeless Plan modeled after the City of Medford’s plan and with City Council support would like to move forward in drafting a City of Ashland Homeless ImplicationPlan. Voice Vote: All Ayes. Motion passed Consolidated Plan Overview LindaReidpresented power point presentation of consolidated plan. Jackie Bachman suggests change in wordingfor final paragraph. LiaisonReports discussion *Echo Fieldshas suggestion for SOU Liaison Announcements Rich Rohde-CCO Group doing housing in community healthand improvementplan. Adjournment:Rich Rohdeadjourned the meeting at 5:55p.m. Respectfully submitted byLiz Hamilton Memo DATE:March 26, 2020 TO:Housingand Human ServicesCommission FROM:Linda Reid, Housing Program Specialist RE:Utility Assistance Workgroup Recommendations Utility Policy Recommendations to Ashland Housing and Human Services Commission, Utility Ad Hoc Group members: (SVdP-John Englehardt, OHRA-Jackie Bachman, H&HSCommission member-Rich Rohde, City Council liaison-Dennis Slattery, City Administrator-Kelly Madding) 1.Increase awareness of utility assistance programs to those in need a)Mailer included with utility bill and city source newsletter showing programs and income levels associated with each. Make it colorful and easy to read! b)When client calls Utility office for help in paying their bill, work with them to see if they are eligible for any assistance programs. c)When client calls Utility office for help and is not eligible for programs, refer them to sources of help: OHRA, SVdP, Access, Salvation Army, etc. d)Get ACCESS involved in signing people up for assistance here in town. 2.Expand awareness of ways citizens can contribute to Assistance Funding a)Expand Round Upprogram to allow for additional $ contributions b)Make donation process easy for ongoing contributions as well as one-time donations. c)Make it clear that the donations are dedicatedto Assistance programs d)Reach out to churches and other NGOs to spread the word about the assistance programs and donation process 3.Reorganize the utility shut-off door hanger a)Mention all 3 assistance programs on the door hanger b)Reorder the list of agenciesthat can provide help: OHRA, SVdP, Access, Salvation Army, AFS, JCFC 4.Track signups for assistance programs for historical data analysis and success of efforts going forward a) Provide periodic reports to Ashland’s Housing and Human ServiceCommission in collaboration with OHRA and SVdP on success of recommendations being implemented (ex: # clients on each assistance program, # accounts participating in Round Up and other donation options, etc.) 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 5.Analyze the Call-Out process for efficiency, success, andresponse in collaboration with OHRA & SVdP to include: st a)Comparison with pre-callout success rate (# responding after 1door hanger) b)Exploration of why the # of door notices and disconnects increased substantially in 2019, concomitant with implementation of Call-Out process c)Send analysis to city’s H&HS Commission 6.Increase awareness of conservation and energy audit programs a)Mention energy audit and conservation programs in City Source newsletter b)Suggest helping agencies inform clients to initiate contact with city regarding energy assistance/conservation programs c)Suggest a meter check if bill seems abnormally high. 7.Consider increasing the financial benchmarks for the 3 assistance programs. a)Use the financial thresholds from Access as a starting point, but allow for increase as allowed by city ordinance b)Consider a higher income threshold for single households, as they bare a disproportionate share of the fixed costs ($99.25 per bill) 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:March 26, 2020 TO:Housingand Human ServicesCommission FROM:Linda Reid, Housing Program Specialist RE:Grant Review Discussion At the last regular meeting Commissioners asked that staff add some time on the agenda to discuss the questions they had for the grant applicants. 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 Staff Evaluation To:Ashland Housingand Human ServicesCommission Title: Community Development Block Grant (CDBG) 2019RFP Date:March 26, 2020 Submitted by:Linda Reid, Housing Program Specialist The City offereda total of$357,270in Community Development Block Grant (CDBG) fundsfor award to eligible applicants. The total amount of CDBG funds available to award to capital improvement projects in Program year 2019is $357,270. $26,784, is available for award to Public Service activities (which is 15% of the anticipated 2020Program Year allocation). The City has received threeapplications totaling $60,305. One application for capital improvement totaling $10,305 and twoapplications for public service funding totaling $50,000. The anticipatedCDBG allocation to the City of Ashland forthe2020Program Year is$175,425 Of this amount 20% is reserved for program administration($35,085), leaving $140,340in funds available for award to eligible activities. The City also had $214,420in funds frompriorprogram years unspent fundingthat may also be awarded to eligible projects benefiting Ashland’s low-income population. The City of Ashland Housingand Human ServicesCommissionwill hold a public hearing on March 26, 2020toreview the grant requestsand make a recommendation to forward to the City Council for consideration.The Council will make the final award selections at a public hearing scheduled for April 21,2020.Staff’s eligibility assessment of each of the proposals received, and recommendations regarding the allocation of the 2020CDBG funds areprovided on the following pages. Proposals Received OrganizationProposed ProjectCDBG GoalConsolidated Council Goal Funds Plan Goal and RequestedRank* Maslow ProjectEncourage $25,000Provide access to Support services 3.3 Support non-profit stability, self-basic needs, for and cultural entities in sufficiency and information and Homelessness our community. school referral. Provide case outreach, 5.2Support and achievement for management to prevention and promote, through homeless youth.improve stability to Transition-Highpolicy, programs that *Public Serviceapproximately 85-90make the City identified homeless affordable to live in. youth ages 0-21.5.3Leverage partnerships with non- profit and private entities to build social equity programming. Options For Assist low income $25,000With CDBG funds Support 3.3Support non- Helping and at risk provide 200-230low services for profit and cultural Residents of Households with income individuals Homelessness entities in our Ashlandemergency with emergency rent,outreach, community funding to prevent security deposit prevention and 5.2Support and homelessness and assistance, and case Transition-Highpromote, through case management managementto avoid policy, programs that to remove barriers homelessness)make the City toobtain and affordable to live in. maintain housing.5.3Leverage *Public Servicepartnerships with non-profit and private entities to build social equity programming. Food AngelsRenovations to $10,305Renovations to food Support 3.3 Support non- food storage and storage facility to services for profit and cultural distribution center.prevent spoilage of Homelessness entities in our *Capital perishable food items.outreach, community. Improvementprevention and5.2Support and Transition-Highpromote, through policy, programs that make the City affordable to live in. 5.3Leverage partnerships with non-profit and private entities to build social equity programming. Funding Requested/Available A total of approximately $357,270in CDBG funds isexpected to beavailable to distribute to eligible recipients for projects meeting the CDBG national objectives, and which are consistent with the City of Ashland 5-yearConsolidated Plan. The maximum allocation allowable to be used to support public services is limited toapproximately $26,784. These funds will be available upon approval of the 2020Action Plan, and upon the completion of any regulatory requirements including but not limited to environmental review clearance.Upon completion of the Action Plan a public hearing for review and approval will be held before the Housing and Human Services Commission to ensure consistency with the awards designated by the City Council. TheU.S. Department of Housing and Urban Development (HUD) must review the annual Action Plan submitted by the City to ensure the activities funded are consistent with federal requirements, and with the local Consolidated Plan.The City will reserve the right to award more or less than this estimate dependent on the final entitlement amount authorized by Congress and the Department of Housing and Urban Development. AssessmentCriteria Staff has assessed theproposalsto determine whether theymeet theFederal CDBG regulations and address the priorities identified within the City of Ashland 5-yearConsolidated Plan. Three areas are evaluated for each proposal regarding compliance with federal regulations. Projects must meet theNational Objective of the Community Development Block Grant Program. All CDBG funded projects must be an “eligible” use under the Community Development Block Grant Program. If a project meets all federal requirements and is selected for award, then federal regulations must be met throughout the course of the project. Some examples of federal regulations which pertain to Community Development Block Grant funded projects are;allprojects funded in whole or in part, with CDBG dollars require an environmental review in accordance with the National Environmental Policy Act (NEPA).Certain construction projects must use federal Davis-Bacon wage rates. Housing involving structures built prior to 1978 must be tested for the presence of Lead Based Paint and if found steps to mitigate Lead Based Paint must be taken. Any project involving the displacement of residents or businesses as a result of the federally funded project are entitled to assistance under the Uniform Relocation Act. Most importantly the beneficiaries from the application of CDBG funds must qualify as eligible populations under the Federal requirementsfor the CDBG program. Areas of concern are described for each proposal received. The Housing and Human Services Commissionand the City Council can only award CDBG funds to projects that can meet all federal requirements and meets an objectiveas outlined in the City’s 5-yearConsolidated Plan. Priorities within the City of Ashland’s 5-yearConsolidated Plan are given a priority ranking of High, Medium, or Low. The rankings areintended to assist in directingCDBG funds to the greatest needs. In cases where there are competing projects for limited funds, the projects(s) that are ranked the highest will be funded. Public Service Proposal Evaluation Maslow Project-School Based Services for Ashland Homeless Youth Staff has reviewed the Maslow Project, School Based Services for Ashland Homeless Youth Proposal to determine whether it meets the Federal CDBG regulations, and if the proposal addresses the priorities within the City of Ashland 2015-2019 Consolidated Plan. Maslow Project requested $25,000in Public Service Grant funds to continue to support a case manager in the elementary, middle and high schools, providing outreach to high risk homeless youth and providing them with immediate needs, case management to keep youth engaged in school and promote stability and self-sufficiency for the homeless youth and their families. This project proposal qualifies under the Low-Moderate Income (LMI) benefit national objective; homeless populations are a presumed benefit population under the CDBG program. Services to homeless and at-risk populations are an eligible use of CDBG funds. Maslow’s proposal expects to provide services and housing to 90-100 identified homeless school children currently enrolled in the Ashland School District. MaslowProject has proven capacity to administer CDBG grant funds-this would be Maslow’s seventhyear of undertaking this activity in Ashland. Staff finds that Maslow Project’s proposal is consistent with goals identified in the City of Ashland’s 5-year Consolidated Plan. In evaluating the proposal, it is evident that the proposed project has a priority ranking of High. Staff sees that Maslow Project’s proposal is aneligible use of CDBG funds and is consistent with the City of AshlandStrategies as outlined in the 5-year Consolidated Plan.This activity assists in the prevention of homelessness for low-income households.Maslow has successfully administered this program within the Ashland School District for the past five years. Furthermore,this project meets and exceeds the 10% leverage requirement of the City of Ashland’s CDBG program and leveragingfunding from other sources. Options for Helping Residents of Ashland Housing MatchProgram Staff has reviewed the Options for Helping Residents of Ashland’s(OHRA)Housing Matchprogram proposal to determine whether it meets the Federal CDBG regulations, and if the proposal addresses the priorities within the City of Ashland5-yearConsolidated plan. OHRAhas requested $25,000to assist homeless and at-risk populations in obtaining and maintaining housing, and also provides case management and resources to remove barriers to employment and housing. This project proposal qualifies under the Low-Moderate Income (LMI) benefit national objective. Generally,income payments (payments to an individual or family, which are used to provide basic services such as food, shelter (including payment for rent, mortgage, and/or utilities) are ineligible public service activities when such payments are provided as a grant. However, such expenditures are eligible if; the income payments do not exceed three consecutive months; and the payments are made directly to the provider of services on behalf of an individual or family. This project meets those criteria. Case management is an eligible public service activity. OHRAexpects to assist 200-230individuals obtainor maintain housing. Staff finds that OHRA’s proposal would merit a priority of high on the priority ranking identified within the City of Ashland’s 5-yearConsolidated Plan. Staff sees that OHRA’sproposal is an eligible use of CDBG funds and is consistent with the City of AshlandStrategies as outlined in the 5-yearConsolidated Plan.This activity assists in the prevention of homelessness for low-income and special needs households. Further thisproject meets and exceeds the 10% leveragerequirement of the City of Ashland’s CDBG program providing 10 times the requested grant fundsleveraging additional fundingfrom other sources. The St. Vincent De Paul Home Visitation Program has successfully administered Community Development Block grant funds for the past seven years. Capital Improvement Proposals Ashland Food Angels Staff has reviewed the Ashland Food Angelsproposal to determine whether it meets the Federal CDBG regulations, and if the proposal addresses the priorities within the City of Ashland’s 2015-2019 Consolidated plan. Food Angelshaverequested $10,305in grant funds to complete needed upgrades to an existing building serving as a food gleaning,holding,and processing facility. This project proposal qualifies under the Low-Moderate Income (LMI) and Presumed benefit national objective. Rehabilitationand upgrades are eligible uses of CDBG Capital Improvement funds. Food Angels has previously administered CDBG fundingwithin the City of Ashland. Staff finds that the Food Angels proposal is consistent with priority goals identified in the City of Ashland’s 2015-2019 Consolidated Plan. Staff sees that Food Angel’sproposal listsmostly eligible usesof the CDBG funds and is consistent with the City of Ashland Strategies as outlined in the 5-year Consolidated Plan. This activity meets the 10% leverage requirement of the City of Ashland’s CDBG program.In order to award funds to improve the garage the City will need to confirm all proposed improvements meet building and zoning codes, the use of the site for this activity is consistent with Home Occupation Permit standards, and that the improvements meet all environmental review and lead based paint requirements. Any award of CDBG funding for this activity should be conditioned upon meeting these requirements. STAFF RECOMMENDATIONS Staff recommends award of the 2020CDBG funds as follows: $5,525to Ashland Food Angelsfor the repairs to their food storage and processing facility, conditioned upon meeting the above stated requirements. $13,392to Options for Helping Residents or Ashland Housing MatchProgram $13,392to Maslow Project School Based Services Staff’s recommendations are based on evaluation of CDBG eligibility, the City’s five-yearConsolidated Plan Goals, agency experience and capacity, and readiness to proceed. Public Service Projects:Only15% of the overall allocation is available for public service activities, as only $26,784in funding is available, so bothprojects cannot be fully funded with CDBG. Consequently,staff is proposing an equaldivision of funds.In examining the twoapplicationsfor public service funding stafffoundallto be needed activities within the Ashlandcommunity that would benefit CDBG eligible populations. Both the OHRA and the Maslow Project havesuccessful track recordsofproviding counseling services, resource referrals and,in the case of theOHRA partnering withSVDP Home Visitation programto providedirect financial assistance to the homeless and those at risk of homelessness. The Maslow project’s proposed activitywouldcontinueto benefithomeless populations as well butwith an emphasis onhomeless children enrolled in Ashland schools.In evaluating each proposal in relation to the others submitted it is clear that both Maslow and OHRAhave the experience and capacity to administer CDBG grant funds and both Maslow and OHRAhave exceeded the matching requirements of the grant. Capital Projects:The City received onecapital project proposal,Food Angels-Food Storage Facility upgrade.Theprojectqualifiesaseligible usesof CDBG funds, the projectis ready to proceedand would beable to expend the funds in a timely manner thereby allowing the City to expend some of the capitalfunds. Both the timeline for completion and the budget for the activity is well thought out and achievable. Matching funds have been identified and secured,andthe project serves an eligible population. Some of the activities proposed would not be eligible for CDBG funding, therefore staff has removed those line items from the final recommended funding amount. The issuesstated above would need to be resolved before the City could provide funding to this activity. AFA MP OHRA income people, at least - 50%=2, 50%+=3) - substantially improving their living people. The longer period of time the jobs e with special needs. carry out the project (10%=1, 20 income persons the higher the ranking the project - income households in - income persons, the higher the ranking the project shall be given. The - Ratings: High=3, Medium=2, Low=1 that meet basic needs shall only be funded if it can be demonstrated that clients receiving ven. time the units remain affordable, the higher ranking the project shall be given The Project provides benefit to a demographic group that has a need documented in the City of Ashland CDBG Consolidated PlanThe project assists low and moderateconditions. The proposed project must have or be part of a comprehensive approach that takes clients from the beginning to the end of the process that improves their living conditions. “Safety net” services or servicesthose benefits are part of a program that will eventually help them obtain self sufficiency. Exceptions to this requirement are projects targeted at helping peoplThe project is a proven effective strategy to improve conditions or solve an identified problem.If the project is related to affordable housing, the project retains the units as affordable. The longer the period of If the project is related to economic development for jobs for low and moderate51% of the jobs shall be held by low and moderate income are held by low and moderatelarger percentage of jobs held by low and moderateshall be giThe project maximizes partnerships in the communityThe project has at least 10% of the total project in matching funds. The larger the amount of matching funds the higher the ranking the project shall be givenThe project utilizes already existing resources in effective and innovative ways. The project shall not duplicate service provided by another organizationThe agency submitting the proposal has the capacity to The budget and time line are well thought out and realistic I J F E BC ADGH CDBG award notification The proposal demonstrates CDBG funds are the most appropriate funding source for the projectThe project is ready for implementation within a year of a The organization proposing the project has the experience and capacity to undertake the proposed activity. L K M ƭ CITY OF ASHLAND 2020 Program Year Community Development Block Grant (CDBG) Application These completed Sheets shall be included as the first pages on all submittals. I. APPLICANT INFORMATION Applicant Organization Name: __Maslow Project_________________________________________________ (s): __Mary Ferrell______________________________ Board Member Names (attach separate sheet) See attached sheet Applicant Mailing Address: PO BOX 999 Medford, OR 97501 Applicant Street Address: 500 Monroe Street Medford, OR 97501 IRS Classification: _501 (c)(3) public charity__________ Federal Tax ID#: _27-0734969 ___________________ Mission Statement: Mashomeless youth to thrive independently through supports that stabilize and engage in all aspects of life. We do this by providing resources for basic needs, removing barriers to education and employment, and fostering self-sufficiency in a collaborative and empowering environment. Total Employees: _____20_______ Total Volunteers: ______45_____ II. CONTACT PERSON (designate a contact person who is familiar with the project) Name: Mary Ferrell Title: Executive Director Phone Number: 541-608-6868 Fax Number: 541-608-6869 E-mail Address: mary@maslowproject.com III. PROJECT INFORMATION SUMMARY Project Name or Title: Homeless to Housed: and Families Expected Completion Date: June 30, 2021 Requested CDBG Funds: $25,000 Organizational Match: $ 7,325 Individual donations Funds from Other Sources: $40,000 from Oregon Community Foundation; $10,300 from Ashland school district; $5,000 from Access; $5,000 from GS Butler; Total Project Cost: $92,625 2) Maslow Project Program Summary Maslow Project provides wrap-around, multi-lane services to meet clients where they are to provide the necessary services for their specific challenges. We have over ten years of providing services to youth and families experiencing homelessness in Jackson County. Multi-lane, wrap-around services include: 1) Case Management and Resources for Basic Needs: Taking care of immediate, basic needs is essential in helping those in crisis. Drop- hygiene supplies & emergency items provided to unsheltered youth/families. 3) Advocacy: Family & Student advocates remove educational barriers & connect families with resources; keeping homeless students engaged with school & earning credit toward graduation. 4) Onsite Services: Mental health counseling (Options), DHS self- sufficiency worker, employment support (WorkSource Rogue Valley), dental services (Advantage Dental). 5) School Based Services: Provide school supplies, help with transportation, enrollment, and connect families to relevant resources 6) Temporary Warming Center: unsheltered transition-aged (18-24) Maslow clients. 7) New: Permanent Supportive Housing: Case management to provide housing navigation and support to ensure clients remain successfully housed. We work to stabilize youth and families by providing resources for basic needs and services. Once stabilized, we can begin to start working on a client driven goal plan for education, employment, and housing. These services are stabilizing, provide a safety- net, and form the foundation of our relationship with our youth and families. Case Managers are the anchor to all of the services and supports. We proactively connect those we serve to other community-based programs, our work is client centered and is collaborative in design to accomplish their goal plan. Case Managers work with clients on navigating barriers to tenancy, such as the myriad of housing options and the lengthy application process. We help resolve and mitigate housing screening barriers, submit payment on their behalf if there are monies owed. Often documentation is an obstacle, we help obtain the necessary documents in order to complete applications. Additionally, we advocate for clients by working with landlords on requirements and down payments for applications and we prepare the tenant for successful tenancy by reviewing lease provisions. Unequivocally, housing affordability continues to have a profound impact on our clients. Rental availability hovers around 1% in Jackson County. As there is little availability of rental properties, the average rents are high. The Robert Wood Foundation reports that 30% of Jackson County renters spend more than 50% of their income on rent. This is a severe financial burden for renters. Maslow Case Managers work with clients on readiness to rent and can help provide financial assistance when fees are the final obstacle. We work with local property managers and landlords to help our clients navigate an extremely competitive rental market and secure affordable housing. During the 18-19 program year we housed 182 individuals and during Fall 2019 we began our partnership with the Housing Authority of Jackson County. We are currently providing Permanent Supportive Housing in Section 8 Project-based vouchers in Medford with 12 units, 8 in Central Point in 2020, and 15 units in 2021 for Ashland homeless families. This new partnership helps our clients jump through a 3-4 year Section 8 HUD waiting list and will provide them with ongoing case management post housing to work toward skill and income building. We propose a continuation of our partnership with the City of Ashland to add on to our comprehensive services for our Homeless to Housed program. Our Case Manager and Advocate will work with students and families who are experiencing homelessness or at risk of homelessness to navigate the rental market, address existing barriers to attaining housing, the application process, and for those in our HAJC units, ongoing case management working toward self-sufficiency. There is complex trauma associated with homelessness. Maslow is helping mitigate the effects of adverse childhood experiences ) and preventing long-term impact of chronic homelessness, as a result, our program provides both a high return on investment and long-term positive impact on the community. ess to Housed Program addresses the high priority goals within support services for homeless outreach, prevention services and transition. We will provide rent/security deposit assistance to prevent or alleviate homelessness and provide outreach/ direct service to homelessness populations. Additionally, we collaborate with over 40 agencies and the Executive Director sits on the Board of the Continuum of Care which addresses the goals and priorities set forth by clients to community partners (e.g.: medical/dental/mental health, domestic violence, treatment/recovery programs, shelter) in a coordinated effort. Our school-based programs operate from a drop-in center inside Ashland High School, allowing us to get upstream and help stabilize youth and ensure educational attainment thus decreasing the number of youth who become chronically homeless adults. Further, our Street Outreach Team is a source of information and resources to homeless youth and families living on the street. They coordinate with other agencies for referrals and Project Objective: Provide stability to homeless youth and families experiencing or at risk of homelessness in the city of Ashland. 100% of those contacted will have increased access to basic needs, linkages to community-based services, and/or educational advocacy. Target: 100 homeless Ashland individuals (youth/family members). 15 families will receive housing navigation service to obtain housing (applications, documentation, communicating with rental agencies), barrier removal assistance, and work toward readiness to rent. 85% of families we assisted to obtain housing will remain in housing after the first six months youth of families housed will meet education attendance standards *** Anticipated for the following FY: Summer 2021 - 15 Ashland families will receive placement into Permanent Supportive Housing at Snowberry 2, supported by Maslow Case Management. Total project for wrap-around case management and safety-net services, housing deposit/move in assistance, and readiness to rent through our Permanent Supported Housing is estimated at $135,000. 3) Property and Project Information N/A 4) Services to be Provided Eligible Target Population: program consists of youth between the ages of 0-24 (and their families) residing in Ashland and meeting the McKinney-Vento definition of homelessness - defined by the McKinney- , or homeless with their entire family. Youth participating in this program are identified in several ways: at point of enrollment in school, by school staff throughout the school year, through self-referral, by Maslow Project outreach staff, and through referrals from partnering agencies. 100% of this population are presumed by HUD to be LMI. 100% of the homeless youth and families - Area Median Income. Services: In addition to the comprehensive services listed above: 1) Case Management and Basic Needs 2) Advocacy 3) Street Outreach 4) On Site Services 5) School Based Services 6) Temporary Transitional Warming Center; and 7) Permanent Supportive Housing Program (projected end of FY 20-21/beginning FY 21-22) we will be providing the following: Barrier Removal Assistance: Provide financial assistance for rental deposits, rent, rental diversion, & utility payments to help our clients become and remain stably housed. Housing Navigation & Stability: Case management offers a coordinated service coordinating resources in the community; 2) housing navigating and applications; 3) work with clients on budgets, credit repair and monitoring; 4) working with landlords on rent deposits and application fees; & 5) navigate housing obstacles/eviction diversion. Safety-Net Services: Clients are connected with essential safety-net services: food, clothing, hygiene, baby needs, laundry, etc. Resource & safety plans proactively connect clients to other community-based programs. These services are inherently preventative and stabilizing and lessen the effect homelessness has by reducing the prevalence of poor health conditions, adult homelessness, incarceration, system dependence, unemployment, & addiction. 5) Work Program & Timeline The program outlined in this application is ongoing, the activities will be conducted for the Housing Program funds from the Ashland CDBG during the time period of July 1, 2020 to June 30, 2021. Snowberry II may not be move-in ready in the 20-21 year, and we have no control over that, therefore we project serving those 15 families in the 2021- 22 year. Please see attached project schedule (Form A-2) for more details. 6) Financial Information Project Expenses: Payroll is based on compensation for a 1) 1.0 FTE Case Manager, $42,000; 2); 0.3 FTE Advocate, $10,400, 3) Payroll tax and benefits are estimated at 26% of total wages, $13,625. These costs are based on actual payroll reports. Payroll costs are based on agency salary schedules and in alignment with market rates. Barrier removal, safety-net needs, deposit/security assistance funds: $20,000. Indirect/admin rate of 10% of personnel costs estimated at $6,600 and covered entirely by other non- CDBG sources. Total cost of this project is $92,625. The amount requested from the Ashland Community Development Block Grant represents 27% of our Ashland program budget, and is an essential part of our program support. All other program costs are being leveraged with other funds, including administration and overhead. Please refer to Forms B-2 and C for more information. 7) Eligibility for Federal Funding Our proposed program delivers the following Federally-eligible activities: Client Services a. The proposed project is within the Ashland City Limits, and will take place at Ashland public schools Maslow Project Drop-in Center. b. Clients are classified as homeless under the McKinney-Vento Act. Homeless people are presumed by HUD to be principally persons of low and moderate incomes. As noted above, 100% of the individuals Maslow Project has worked with in Ashland since July 2012 fall into . c. - Maslow Project empowers youth to thrive independently through supports that stabilize and engage in all aspects of their life. We do this by providing resources for basic needs, removing barriers to education & employment, and fostering self-sufficiency in a collaborative & empowering environment. Our services include: 1) Basic Needs and Case Management; 2) Advocacy 3) Street Outreach 4) School Based Programs 5) Onsite Resources/Service Providers; 6) Temporary Transition Aged Winter Warming Shelter 7) Permanent Supportive Housing. Maslow Project has almost two decades of experience providing evidence-based programs: grounded in best practices and producing life changing, outcome-driven results. Our work has always been trauma-informed, inclusive, and focused on equity. -centered (a best practice). Other best practices we utilize include Trauma-Informed Care, Positive Youth Development - strength-based approaches that foster resiliency. These practices are woven throughout all our programs (low barrier, safe/calming spaces, client rights and responsibilities, milieu style rapport-building and gold-standard client-care), and are designed to address the specific challenges facing our youth and their families. We also actively utilize evidence-informed approaches, including: Wrap-Around (holistic & integrated), co-case management with other providers, warm referrals, Harm Reduction and meeting youth youth already congregate (school-based programs, street outreach, drop-in centers). We currently coordinate with over 40 community-based organizations to promote optimal outcomes and stability of our clients - both on-site at our Resource Center and throughout Jackson County. Executive Director Mary Ferrell founded Maslow Project in 2000 and oversees all initiatives and participates in federal efforts that inform and address trends and best- practices for homeless youth-serving agencies across the nation. 9) Self- Sufficiency Maslow P Families Program helps our clients (100% LMI) gain stability & move toward self- sufficiency and helps prevent adult homelessness. Our integrated, wrap-around services stabilize youth and families. Once stabilized clients can engage with case managers and begin the process of working on client driven goals to self-sufficiency related to education, employment, and housing. We coordinate with local agencies to ensure a comprehensive, unduplicated approach to providing services to our clients. Our services are preventive in nature and help to engage clients by using a strengths- based approach when working with individual client goal plans. We also leverage additional resources to support this program: our Client Assistance Fund provides essential and lifesaving needs, our Graduate Fund provides Maslow youth an opportunity to continue once they have graduated and provide an opportunity to attend college, trade school or job training; our Homeless to Housed Program will cover first/last & deposits; coordinating with local property managers & housing services. Collectively, this approach helps individuals progress from being in crisis to becoming self-sufficient. 10) Benefits to Extremely Low, Low, and Moderate Income Individuals The population served through this project consists of youth between the ages of 0-24 (and their families) who reside in Ashland and meet the Federal Education McKinney- Vento definition of homeless, and are eligible for school enrollment. As noted above, all youth in this population are presumed by HUD to be low or moderate income. In our experience, 100% of homeless youth and families we serve fall within the . Youth homelessness takes a heavy toll on those it impacts. According to the National Center on Family Homelessness, homeless youth go hungry at twice the rate of other youth, are sick four times more often and have three times the rate of emotional and behavioral problems. In addition, 47% of homeless children experience anxiety, depression and withdrawal, as compared to 18% of other school-aged children; and homeless youth are 87% more likely to drop out of school (USDE). 90-100 unduplicated individuals during the 2020-2021 year approximately 40 of whom will participate in intensive Case Management. These extremely low-income individuals will benefit from the following services: Basic Needs & Safety Net Services to ensure stability by providing resources for food, hygiene, diapers, etc. Advocacy to ensure youth are able to enroll in school, remain in their school of origin, have transportation to school, and have access to the supports they need Case Management that fosters self-sufficiency and helps youth progress toward their goals; help remove barriers to housing/housing navigation, ongoing support post-housing to ensure success Housing Navigation to explore the housing options available, assistance with application process, working with landlords Connection to relevant community resources & supports, enrichment opportunities, and educational supports. Our projected outcomes include: 100% of those contacted will have increased access to basic needs, linkages to community-based services, and/or educational advocacy. (Target: 100 homeless Ashland youth/family members). 15 families will receive housing navigation service to obtain housing (applications, documentation, communicating with rental agencies) 5 families will be served through on-going Permanent Supported Housing 85% of families we assisted to obtain housing will remained in housing after the first six months youth of families housed will meet education attendance standards 11) Benefit to Moderate-Income Individuals homeless under the McKinney-Vento definition of homelessness. Homeless people are presumed by HUD to be principally persons of low and moderate incomes. Enrolled extremely-low or low-income homeless youth qualifying for services always have priority in our program, and will be able to access services regardless of the number of qualifying moderate-income individuals. 12) Demolition of Low and Moderate Income Housing N/A 13) Project Feasibility N/A 14) Impact on Significant Properties N/A 15) Other Material 16) CDBG Application Checklist The CDBG Application Checklist and Forms A-2, B-2, C and D follow this narrative. CITY OF ASHLAND 2020 Program Year CDBG APPLICATION CHECKLIST In order to determine compliance with all applicable HUD regulations and to help to ensure that projects will be eligible for CDBG funding, the City of Ashland will need to address all HUD requirements. The purpose of this checklist is to point out areas where potential problems could arise. Obviously, this is a comprehensive list, which must evaluate a wide array of different kinds of proposals. Therefore, not every item will be applicable to every project. Please fill it out entirely indicating all items which are not applicable and include it as part of your proposal application. Yes No N/A 1. Is the applicant a legal non-profit organization or unit X of government? 2. Do the proposed clients or users of the project meet X HUD Income Guidelines (see page 10 for guidelines)? 3. Does applicant have the capability to maintain written X income documentation? 4. Has the applicant made a legal or financial X commitment to a proposed project? 5. Is the applicant primarily a religious organization? X 6. Has the applicant administered a CDBG project X previously? 7. Is your agency willing and able to provide all required X reports and accountability to the City as required by HUD? B. Project Location and Land Use Issues Yes No N/A 1. Has a location for the project been selected? X 2. Is the proposed project within the Ashland City X limits? 3. Does the proposed project meet local zoning and X land use laws? 4. Are any land use permits such as a Site Review, X partition, annexation or Conditional Use Permit required? 5. Have these approvals been obtained? X 6. Does the project comply with current building code X requirements? 7. Does the project meet handicapped accessibility X requirements? C. Environmental Issues Yes No N/A 1. Is the project located in the 100-year floodplain? X 2. Is a wetland located on the project site? X 3. Has any environmental contamination been identified X on the project site? 4. Has asbestos been identified on the project site? X 5. If project involves an existing structure, was it built X 1978 or earlier? If year built is known, please specify. 6. Is the proposed project located on a major arterial or X near the railroad? 7. Is the proposed project located adjacent to an above X ground flammable storage tank? 8. Does the proposed project involve a structure that is X 50 years or older? 9. Will the applicant complete a Phase I environmental X review upon receiving a CDBG award? D. Labor Requirements Yes No N/A 1. Does the project involve construction over $2,000 in X cost? 2. Will the project trigger Davis-Bacon wage X requirements? 3. Will the project trigger BOLI wage requirements? X 4. Does the project involve over $18,703 in City X awarded grants or contracts? E. Displacement and Relocation Yes No N/A 1. Will tenants be displaced by the project? X 2. Will a business be displaced by the project? X 3. Will housing units be demolished or converted? X F. Property Data Yes No N/A 1. Does the applicant own the property by fee simple X title? 2. Are taxes on the property current? X 3. Is insurance current? X 4. What is the current debt against the property? X 5. What is the current use of the property? X 6. Has an appraisal on the property been conducted? X If yes, what is the assessed value of the property? Form A-2 To be completed for Social Service Proposals Social Services Proposals Activity Start Completion Date Date Case Management and Advocacy: Identify homeless students, 7/1/20 6/30/21 provide services/referrals/ basic needs, track academic data, establish client goals. Case Manager and Advocate will work with homeless youth and families on client driven goal plans. Housing Navigation services will help clients identify the housing opportunities available to them and assistance with applying and obtaining correct documentation for completion. 100% of those contacted will have increased access to basic needs, linkages to community-based services, and/or educational advocacy. (Target: 100 homeless Ashland youth/family members). 15 families will receive housing navigation & assistance service to obtain housing (applications, documentation, communicating with rental agencies) 85% of families we assisted to obtain housing will remained in housing after the first six months Collect Outcome Data: Families are assessed at start of case 7/1/20 6/30/21 management with an intake appointment. Clients we assist with securing permanent housing will remain on a six-month exit plan after housing stabilization occurs; progress, interventions & support efforts documented through our client database systems. A six-month exit plan will help ensure housing stability and continue the process of working toward self-sufficiency (improved employment and/or education) through on-going advocacy & case management as well as eviction diversion efforts. We have extensive intake, tracking, and documentation procedures in place. ClientTrack is our database for documenting assessments, demographics, tracking client services and program enrollments, and monitoring client progress. Social service providers should list key benchmarks in the table above for their proposed projects (IE hire of personnel, application for further funding, initiation of direct client services, etc.) Form B-2 To be completed for Social Service Proposals Social Service Proposals Total Cost CDBG Request Other Source(s) Client Assistance / & Barrier $5,000 $0 $5,000 Removal Funds Wages and benefits (of personnel providing direct $66,025 $15,000 $51,025 client services) Case Manager & Advocate Materials/Supplies $0 $0 $0 Marketing/Outreach $0 $0 $0 Housing Assistance Funds $15,000 $10,000 $5,000 Program Administration CDBG Funds Includes overhead and general staffing are not necessary to administer the program (accounting, management, grant $6,600 available for $6,600 administration) but that does not provide program direct benefits to the client. administration Total Project Cost $92,625 $25,000 $67,625 Form C SOURCE(S) OF FUNDS FOR OPERATING EXPENSES WORKSHEET Completeness of this worksheet establishes the capacity of the organization to sustain the operations of the program(s). Sources Secured Tentative Conditional Commitment (awarded with Date conditions) Federal Grants $0 $0 $0 N/A State Grants $0 $0 $0 N/A Local Grants $5,000 SHAP $25,000 Secured 6/2/19 $5,000 $0 Ash. CDBG- Spring CDBG 2020 Non-OCF -Secured 11/2019 Governmental $40,000 $5,000 Grants Other Summer 2020 Donations/Gifts $0 $0 $7,325 FY 2020-21 Applicant $0 $0 $0 N/A Contribution Program Income $0 $0 $0 N/A Loans $0 $0 $0 N/A Other (specify) $6,000 Secured $6,000 Ashland 7/2019 $0 $4,300 School District $4,300 - 6/2020 Other (specify) $0 $0 $0 N/A TOTAL $51,000 $0 $41,625 $92,625 Please provide a description the timeline of loan and grant application dates as related to the proposed project. Specifically, for any tentative funding sources please provide application dates, award dates and funding availability dates. Funds listed above include: Ashland School District: $10,300 ($6,000 secured; $4,300 tentative)Tentative: Ashland CDBG: $25,000; GS Butler Fund: $5,000; OCF Community: $40,000; Individual Donations: $7,325; ACCESS Rapid Rehousing SHAP Funds: $5,000 (secured) Form D DISCLOSURE OF INTERESTS To assist the City of Ashland in determining whether there may be a potential conflict of interest related to the expenditure of Community Development Block Grant funds we request the following information be provided by applicants: ORGANIZATION NAME: Maslow Project Organization is: 1. Corporation ( ) 2. Non-Profit 501C3 (X) 3. Partnership ( ) 4. Sole Owner ( ) 5. Association ( ) 6. Other ( ) ____________________ DISCLOSURE QUESTIONS If additional space is necessary, please attach a separate sheet. 1. State the names of each "employee" of the City of Ashland having a financial or personal interest in the above mentioned "organization" or project proposed. Name, Job Title and City Department ____N/A________________________________________________________ 2. State the name(s) of any current or prior elected or appointed "official", of the City of Ashland having a potential "financial interest" in the organization or project. Name/Title ____N/A________________________ _______________________________ 3. Provide the names of each "board member" of the Organization seeking CDBG funding Name Board, Commission, or Committee (may be attached as a separate Sheet) 1 Jamie Hazlett, President - Executive/Program Committees 2 Royal Standley, Vice President Executive/Development Committee 3 Lisa Morris, Secretary Executive/Development Committees 4 Amy Zarosinski, Treasurer Executive/Finance Committees 5 Sharilyn Cano Program Committee 6 Eric Maxwell Development Committee 7 Michelle Johannes Development Committee 8_Paul Robinson - Program Committee_________ 9_______________________________ 10_______________________________ 11_______________________________ 12_______________________________ If the applicant has provided names in question 1 or 2, please provide details regarding any known potential conflicts of interest in an attached narrative. -!3131! SF;!Mfuufs!pg!Tvqqpsu!! Up!uif!Djuz!pg!!Dpnnjttjpo-! 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BDDFTT! ! Rogue Valley Council Our Lady of the Mountain Conference P.O. Box 215 Ashland, OR 97520 To: Ashland Housing and Human Services Commission From: John Engelhardt, President, St. Vincent de Paul OLM Conference Date: February 9, 2020 Re: CDBG Support Letter for Maslow Project Our SVdP volunteers have had very positive interactions with Maslow Project case workers who have been able to help some of our vulnerable family clients get the support services and case management they need to be successful and thrive. On several occasions they were able to provide same-day or next-day assistance and partner with us in achieving some stability to an otherwise unsafe situation. The primary reason that our Ashland/Talent St. Vincent de Paul Conference is not applying for CDBG funds this year is that we are not able to provide ongoing case management to the individuals we serve. We have found that to be a critical component in keeping people housed. Maslow Project can provide wrap-around services with ongoing case management, making them an excellent choice for working with vulnerable families in our community. We partner with both OHRA and Maslow Project to work with people in need. We see all three as complementary organizations, each with different strengths. This type of cooperation will likely make for a better approach to solving the myriad problems facing those at risk in our community. Maslow Project has a very successful track record with their programs helping youth at risk. We see them as an ideal candidate for CDBG funds to expand their work in our community. -!3,/7 02/*%#4 "® ±£ ®¥ $¨±¤¢³®±² ,¨²³ * ¬¨¤ ,ȁ ( ¹«¤³³Ǿ "® ±£ 0±¤²¨£¤­³ !¬¸ : ±®²¨­²ª¨Ǿ 4±¤ ²´±¤± !³³®±­¤¸  ³ , ¶ #0!Ǿ #&/ 2´¡¨¢®­ )­µ¤²³¬¤­³² ΘΐΏ %ȁ - ¨­ 3³±¤¤³ ΕΓΏ 3´¯¤±¨®± #³ȁ -¤£¥®±£Ǿ /2 ΘΖΔΏΓ -¤£¥®±£Ǿ /2 ΘΖΔΏΓȃΕΐΗΐ ȨΔΓΐȩ ΖΖΒȃΒΕΐΘ ¶®±ª ȨΔΓΐȩ ΖΖΒȃΕΕΒΒ ȨΔΓΐȩ ΒΑΕȃΐΏΘΖ ¢¤««  ¬¸͔±´¡¨¢®­ȃ¨­µ¤²³¬¤­³²ȁ¢®¬ © ¬¨¤§ ¹«¤³³¤²°͔¦¬ ¨«ȁ¢®¬ *®¨­¤£ ¨­ ΑΏΐΓ *®¨­¤£ ¨­ ΑΏΐΐ 3§ ±¨«¸­ # ­®Ǿ 0 ²³ President $¨±¤¢³®± ®¥ (´¬ ­ 2¤²®´±¢¤²Ǿ !££¨¢³¨®­² 2®¸ « 3³ ­£«¤¸Ǿ Vice President 2¤¢®µ¤±¸ #¤­³¤± &¨­ ­¢¨ « 0« ­­¤±Ǿ /±¤¦®­ 0 ¢¨¥¨¢ &¨­ ­¢¨ « ΑΏΗΏ - ±³¨­ $±ȁ !£µ¨²®±²Ǿ )­¢ -¤£¥®±£Ǿ /2 ΘΖΔΏΐ ΐΒΐ 2®¦´¤ - ­®± 0« ¢¤ ȨΔΓΐȩ ΘΔΐȃΏΔΒΏ ¢¤«« '± ­³² 0 ²²Ǿ /2 ΘΖΔΑΖ 3§ ±¨«¸­#͔!££¨¢³¨®­²2¤¢®µ¤±¸ȁ®±¦ ȨΔΓΐȩ ΖΖΑȃΐΐΐΕ ¶®±ª *®¨­¤£ ¨­ ΑΏΐΏ ȨΔΓΐȩ ΔΒΐȃΐΐΒΗ ¢¤«« ±²³ ­£«¤¸͔®¯¥ ȁ¢®¬ -¨¢§¤««¤ *®§ ­­¤² *®¨­¤£ ¨­ ΑΏΐΐ - ±ª¤³¨­¦ 3³± ³¤¦¨²³ ΑΏΘ #± ³¤± , ª¤ !µ¤ȁ 0 ´« Robinson -¤£¥®±£Ǿ /2 ΘΖΔΏΓ 2¤³¨±¤£ ­®­-¯±®¥¨³  ­£ ¯ ²³®± ȨΔΓΐȩ ΘΐΒȃΒΘΗΕ ΐΐ .®±³§ +¤¤­¤¶ ¸ $±¨µ¤ ¬¨¢§¤««¤͔¬©¢®¬¬´­¨¢ ³¨®­ȁ­¤³ -¤£¥®±£Ǿ /2 ΘΖΔΏΓ *®¨­¤£ ¨­ ΑΏΐΕ ȨΔΓΐȩ ΗΓΏȃΔΕΓΏ ¢¤«« ±®¡¨­²®­¯ ´«ΑΑΖΒ͔¸ §®®ȁ¢®¬ ,¨²  -®±±¨²Ǿ 3¤¢±¤³ ±¸ *®¨­¤£ ¨­ ΑΏΐΏ &.0Ǿ M®­ ±°´¤ (¤ «³§ lj 7¤««­¤²² ΐΓΗ %ȁ (¤±²¤¸ 3³ȁ !²§« ­£Ǿ /2 ΘΖΔΑΏ %±¨¢ - ·¶¤«« ȨΔΓΐȩ ΖΖΗȃΒΔΏΘ "´²¨­¤²² /¶­¤± «¨² ¬®±±¨²ΐ͔¦¬ ¨«ȁ¢®¬ ΐΘ 2®²² ­«¤¸ $±¨µ¤ *®¨­¤£ ¨­ ΑΏΐΖ -¤£¥®±£Ǿ /2 ΘΖΔΏΐ ȨΔΓΐȩ ΗΓΏȃΔΖΒΒ ¢¤«« 2¤µ¨²¤£Ȁ July 12Ǿ ΕΓΔΛ ¯±®­¬ ¨­͔¬²­ȁ¢®¬ *®¨­¤£ ¨­ ΑΏΐΒ ΔΏΏ -®­±®¤ 3³±¤¤³, -¤£¥®±£Ǿ /±¤¦®­ ΘΖΔΏΐ 541-608-6868 CITY OF ASHLAND 2020 Program Year C CDBG APPLICATION CHECKLIST In order to determine compliance with all applicable HUD regulations and to help to ensure that projects will be eligible for CDBG funding, the City of Ashland will need to address all HUD requirements. The purpose of this checklist is to point out areas where potential problems could arise. Obviously, this is a comprehensive list, which must evaluate a wide array of different kinds of proposals. Therefore, not every item will be applicable to every project. Please fill it out entirely indicating all items which are not applicable and include it as part of your proposal application. Yes No N/A 1. Is the applicant a legal non-profit organization or unit of government? X 2. Do the proposed clients or users of the project meet HUD Income Guidelines X (see page 10 for guidelines)? 3. Does applicant have the capability to maintain written income documentation? X 4. Has the applicant made a legal or financial commitment to a proposed project? X 5. Is the applicant primarily a religious organization? X 6. Has the applicant administered a CDBG project previously? X 7. Is your agency willing and able to provide all required reports and X accountability to the City as required by HUD? B. Project Location and Land Use Issues Yes No N/A 1. Has a location for the project been selected? X 2. Is the proposed project within the Ashland City limits? X 3. Does the proposed project meet local zoning and land use laws? X 4. Are any land use permits such as a Site Review, partition, annexation or X Conditional Use Permit required? 5. Have these approvals been obtained? X 6. Does the project comply with current building code requirements? X 7. Does the project meet handicapped accessibility requirements? X C. Environmental Issues Yes No N/A 1. Is the project located in the 100-year floodplain? X 2. Is a wetland located on the project site? X 3. Has any environmental contamination been identified on the project site? 4. X Has asbestos been identified on the project site? 5. If project involves an existing structure, was it built 1978 or earlier? If year X built is known, please specify. 6. Is the proposed project located on a major arterial or near the railroad? X 7. Is the proposed project located adjacent to an above ground flammable storage X tank? 8. Does the proposed project involve a structure that is 50 years or older? X 9. Will the applicant complete a Phase I environmental review upon receiving a X CDBG award? D. Labor Requirements Yes No N/A 1. Does the project involve construction over $2,000 in cost? X 2. Will the project trigger Davis-Bacon wage requirements? X 3. Will the project trigger BOLI wage requirements? X 4. Does the project involve over $18,703 in City awarded grants or contracts? X E. Displacement and Relocation Yes No N/A 1. Will tenants be displaced by the project? X 2. Will a business be displaced by the project? X 3. Will housing units be demolished or converted? X F. Property Data Yes No N/A 1. Does the applicant own the property by fee simple title? X 2. Are taxes on the property current? X 3. Is insurance current? X 4. What is the current debt against the property? X 5. What is the current use of the property? X 6. Has an appraisal on the property been conducted? If yes, what is the assessed X value of the property? Ashland CDBG Application February 14, 2020 Form A-2 Activity Completion Start Date Date Grant Seeking: Apply for funding from Carrico Foundation, Cow 5/1/2020 2/15/2020 Creek Umpqua Indian Foundation and Trinity Church Put in place recording/reporting systems for data required by City 5/15/2020 4/21/2020 Initiate guest (client) services 5/31/2021 or 6/1/2020 when funds are exhausted Seek additional matching funds from sources TBA Ongoing {ƚĭźğƌ ƭĻƩǝźĭĻ ƦƩƚǝźķĻƩƭ ƭŷƚǒƌķ ƌźƭƷ ƉĻǤ ĬĻƓĭŷƒğƩƉƭ źƓ ƷŷĻ ƷğĬƌĻ ğĬƚǝĻ ŅƚƩ ƷŷĻźƩ ƦƩƚƦƚƭĻķ ƦƩƚƆĻĭƷƭ Λź͵Ļ͵ ŷźƩĻ ƚŅ ƦĻƩƭƚƓƓĻƌͲ ğƦƦƌźĭğƷźƚƓ ŅƚƩ ŅǒƩƷŷĻƩ ŅǒƓķźƓŭͲ źƓźƷźğƷźƚƓ ƚŅ ķźƩĻĭƷ ĭƌźĻƓƷ ƭĻƩǝźĭĻƭͲ ĻƷĭ͵Μ Form B-2 To be completed for Social Service Proposals Total Cost CDBG Request Other Sources Emergency Grant Payments $35,502 $15,000 $20,000 Office Expense $5,068 $5,068 Volunteer Expense $1,867 $1,867 Taxes and Licenses $133 $133 Facilities $16,670 $16,670 Wages (direct client services) $91,392 $10,000 $81,392 Program Administration $58,558 $58,558 Total Project Cost $209,190 $25,000 $184,190 CITY OF ASHLAND 2020 Program Year C CDBG APPLICATION CHECKLIST In order to determine compliance with all applicable HUD regulations and to help to ensure that projects will be eligible for CDBG funding, the City of Ashland will need to address all HUD requirements. The purpose of this checklist is to point out areas where potential problems could arise. Obviously, this is a comprehensive list, which must evaluate a wide array of different kinds of proposals. Therefore, not every item will be applicable to every project. Please fill it out entirely indicating all items which are not applicable and include it as part of your proposal application. Yes No N/A 1. Is the applicant a legal non-profit organization or unit of government? X 2. Do the proposed clients or users of the project meet HUD Income Guidelines X (see page 10 for guidelines)? 3. Does applicant have the capability to maintain written income documentation? X 4. Has the applicant made a legal or financial commitment to a proposed project? X 5. Is the applicant primarily a religious organization? X 6. Has the applicant administered a CDBG project previously? X 7. Is your agency willing and able to provide all required reports and X accountability to the City as required by HUD? B. Project Location and Land Use Issues Yes No N/A 1. Has a location for the project been selected? X 2. Is the proposed project within the Ashland City limits? X 3. Does the proposed project meet local zoning and land use laws? X 4. Are any land use permits such as a Site Review, partition, annexation or X Conditional Use Permit required? 5. Have these approvals been obtained? X 6. Does the project comply with current building code requirements? X 7. Does the project meet handicapped accessibility requirements? X C. Environmental Issues Yes No N/A 1. Is the project located in the 100-year floodplain? X 2. Is a wetland located on the project site? X 3. Has any environmental contamination been identified on the project site? 4. X Has asbestos been identified on the project site? 5. If project involves an existing structure, was it built 1978 or earlier? If year X built is known, please specify. 6. Is the proposed project located on a major arterial or near the railroad? X 7. Is the proposed project located adjacent to an above ground flammable storage X tank? 8. Does the proposed project involve a structure that is 50 years or older? X 9. Will the applicant complete a Phase I environmental review upon receiving a X CDBG award? D. Labor Requirements Yes No N/A 1. Does the project involve construction over $2,000 in cost? X 2. Will the project trigger Davis-Bacon wage requirements? X 3. Will the project trigger BOLI wage requirements? X 4. Does the project involve over $18,703 in City awarded grants or contracts? X E. Displacement and Relocation Yes No N/A 1. Will tenants be displaced by the project? X 2. Will a business be displaced by the project? X 3. Will housing units be demolished or converted? X F. Property Data Yes No N/A 1. Does the applicant own the property by fee simple title? X 2. Are taxes on the property current? X 3. Is insurance current? X 4. What is the current debt against the property? X 5. What is the current use of the property? X 6. Has an appraisal on the property been conducted? If yes, what is the assessed X value of the property? Form D DISCLOSURE OF INTERESTS To assist the City of Ashland in determining whether there may be a potential conflict of interest related to the expenditure of Community Development Block Grant funds we request the following information be provided by applicants ORGANIZATION NAME: Options for Homeless Residents of Ashland dba Options for Helping Residents of Ashland Organization is: Non-Profit 501C3 DISCLOSURE QUESTIONS If additional space is necessary, please attach a separate sheet. 1. State the names of each "employee" of the City of Ashland having a financial or personal interest in the above mentioned "organization" or project proposed. NOT APPLICABLE 2. State the name(s) of any current or prior elected or appointed "official", of the City of Ashland having a potential "financial interest" in the organization or project. Jackie Bachman: Member City of Ashland Housing and Human Services Commission. This commission will review all applications prior to decision by the city council; 3. Provide the names of each "board member" of the Organization seeking CDBG funding Name Board, Commission, or Committee (may be attached as a separate Sheet) SEE ATTACHED . . . Њ Rotary. . Lithia Springs , Lithia Springs Rotary Club United Methodist Church First Ashland Emergency Food Bank, Ashland (s) nd faith community la Southern Oregon University, , Affiliation Global Energy Partners, Ashland First United Methodist Church Weyerhaeuser Corp, Ashland , rian Church, Ash e , Marin County (CA) Human Services. Phoenix, (OR) High School. Presbyt onsultant, business coach, attorney author, public speaker. OHRA Board Members 2020 Chamber Greeters, Ashland Senior Services Program, Ashland Housing and Human employed c - Self Ashland Retired school counselor, . : Gates Foundation Alumni Member.: Pastor, Ashland First : Retired Executive Director: Reed Hannah and Co. accounting firm: : : Psychotherapist in private practice.: Manager, Get in Gear outdoor equipment store in Ashland, member of Ashland business : Retired CEO and Chair of Board : Retired VP of Communications: : Real estate broker, Gateway Realty, Rogue Valley Unitarian Universalist Fellowship AffiliationAffiliationAffiliationAffiliationAffiliationServices Commission (Member).AffiliationAffiliationAffiliationcommunityAffiliationAffiliationAffiliationFood Project.Affiliation Treasurer Secretary Gudger Dan Fowler, Vice PresidentRon Mogel, Sarah Walcher, Jackie Bachman Julie BenezetAkiva DeJackMatt Endress Ken Montye MaleSteve RussoJohn Wieczorek 1.2.3.4.5.6.7.8.9.10.11.12. Form D DISCLOSURE OF INTERESTS To assist the City of Ashland in determining whether there may be a potential conflict of interest related to the expenditure of Community Development Block Grant funds we request the following information be provided by applicants ORGANIZATION NAME: Options for Homeless Residents of Ashland dba Options for Helping Residents of Ashland Organization is: Non-Profit 501C3 DISCLOSURE QUESTIONS If additional space is necessary, please attach a separate sheet. 1. State the names of each "employee" of the City of Ashland having a financial or personal interest in the above mentioned "organization" or project proposed. NOT APPLICABLE 2. State the name(s) of any current or prior elected or appointed "official", of the City of Ashland having a potential "financial interest" in the organization or project. Jackie Bachman: Member City of Ashland Housing and Human Services Commission. This commission will review all applications prior to decision by the city council; 3. Provide the names of each "board member" of the Organization seeking CDBG funding Name Board, Commission, or Committee (may be attached as a separate Sheet) SEE ATTACHED Staff EvaluationAHTF To:Ashland Housingand Human ServicesCommission Title: Affordable Housing Trust Fund(AHTF) 2018RFP Date:March 26, 2020 Submitted by:Linda Reid, Housing Program Specialist The City of Ashland has receivedthreeapplications for$216,986in competitively available Affordable Housing Trust Funds(AHTF).The City of Ashland Housingand Human ServicesCommissionwill hold a public hearing on March 26, 2020toreview the grant requestsand make a recommendation to forward tothe City Councilfor consideration.The Council will make the final award selections at a public hearing scheduled for April 17,2020.Staff’s assessment of each of the proposals received, and recommendations regarding the allocation of the 2020AHTFfunds areprovided on the following pages. Proposals Received OrganizationProposed AHTF Resolution 2008-Consolidated Council Goals ProjectFunds 34 PreferencesPlan Goal and RequestedRank* Darrell Develop 1 unit$50,0004.1a-New High-Provision 5.Seek opportunities to Cottage of Affordable affordable of Affordable enable all citizens to Housing Housing targeted housing unitsHousingmeet basic needs Proposalto ownership 4.1f-Green 5.2Support and households Buildingpromote, through policy, earning 120% programs that make the AMI or below. city affordable to live in. And one unit of 5.3Leverage market rate partnerships with non- housing.profit and private entities to build social equity programming. Neighborworks Short Term: A $43,5004.1c-Utilizing a High-Provision 5.Seek opportunities to Umpquaproposal to land trust modelof Affordable enable all citizens to build capacity Housingmeet basic needs 4.1h-Long-term and enhance, affordability5.3Leverage strengthenand 4.1i-Sponsored by partnerships with non- expand existing a non-profitprofit and private housing entities to build social programs.equity programming Long Term: Predevelopment costs for potential housing development. Options for Funding to $110,0004.1i-Sponsored by High-Addressing 5.Seek opportunities to Homeless continue a non-profitissues of enable all citizens to Residents of operating the homelessnessmeet basic needs Ashlandwinter shelter 5.2.aPursue affordable program and High-Services to housing opportunities, provide case Special Needs especially workforce management to Populationshousing. Identify remove barriers specific incentives for and assist in developers to build more obtaining affordable housing. permanent 5.3Leverage housingpartnerships with non- profit and private entities to build social equity programming 5.4Encourage the ongoing effectiveness of the resource center. Funding Requested/Available A total of approximately $216,986in AHTFisexpected to beavailable to distribute to applicantsfor projects meeting the priorities of the AHTF policies as defined by resolution 2008-34, and which are consistent with the City of Ashland 5-YearConsolidated Planpriorities. AssessmentCriteria Staff has assessed theproposalsto determine whether theymeet theguidelines established by resolution 2008-34.Threeareas are evaluated for each proposal. Applicants must meet the criteria outlined in Section 2; Eligible Applicants. Proposed activities must be eligible as detailed in Section 3; Eligible Uses and Activities. Is the activitya preferred activity as defined in Section4; Preferences. Preferences within resolution 2008-34 are not given a priority. There are ten preferences identified in Section 4. Projects that meet an identified preference are noted in the preference column. Resolution 2008-34 also states that proposed activities should meet a priority identifiedwithin the City of Ashland’s 5-YearConsolidated Plan. Consolidated Plan prioritiesare given a priority ranking of High, Medium, or Low. Those priorities are shown in the table above. Proposal Evaluation Cottage Housing: Staff has reviewed the Cottage Housing proposal to determine whether it meets the eligibility criteria for uses and for applicants and if the proposal addresses the preferences within section 4 of resolution 2008-34. The project is providing new housing units. The developer submitting the proposal has the capacity to carry out the project and has had demonstrated success completing projects of similar scope. The project is ready for implementation, has secured planning approval. The budget and timeline are thorough and realistic. The project addresses unmet housing needs as identified in the Housing Needs Analysis. The project retains a unit as affordable to a population with a documented need. OHRA: Staff has reviewed the OHRA Proposals to determine whether they meet the eligibility criteria for uses and for applicants and if the proposal addresses the preferences within section 4 of resolution 2008-34. The agency submitting the proposal has the capacity to carry out the project and has had demonstrated success completing projects of similar scope. The project maximizes partnerships in the community This project will not duplicate a service provided byanother organization. The proposal demonstrates that AHTF are the most appropriate funding source. NeighborWorks Umpqua: Staff has reviewed the Columbia Care proposal to determine whether it meets the eligibility criteria for uses and for applicants and if the proposal addresses the preferences within section 4 of resolution 2008-34. The project is providing new affordable housing. The agency submitting the proposal has the capacity to carry out the project and has had demonstrated success completingprojects of similar scope The project addresses unmet housing needs as identified in the Housing Needs Analysis and Consolidated Plan. The project retains the units as affordable. STAFF RECOMMENDATIONS Staff’s recommendations are based on evaluation of applicant and activity eligibility, program preferences and the City’s five-year Consolidated Plan Goals, agency experience and capacity, and readiness to proceed with the activity. Staff recommends award of the 2020AHTF funds as follows: $0to DarrellCottage Housing Proposal $43,500 to Neighborworks Umpqua $110,000 to OHRA Staff is recommending that all but the Cottage Housing Proposalproject receivefunding.The Cottage Housing Proposal is interesting, innovative and involves a public private partnership, which are all goals of the Affordable Housing Trust Fund program, however, it is unclear as to whether the unit will be deed restricted to sell at a rate that is affordable, (pg. 3 under project objective: “The final sell price of Unit #1 will be based on current market value, appraised value and final expenses”), furthermore, the additional profit from the sale of this unit will be used to build another unit which will not be deed restricted. The targeted income group, while having a documented need, is relatively high income, and the period of affordability is minimal. The amount of subsidy requested for this project is well above any project previously funded ($139.00 a square foot).The requested $50,000 grant to secure a 360sq.ft. unit targeted to a household earning up to $65,000 per year (120%AMI) for a limited 10-year period of affordability, does not function to secure the long-term affordability, or income target beneficiaries,which are typically realized with that amount of subsidy. Staff is recommending funding the Neighborworks Umpqua proposalto increase that organization’s capacity in to serve existing residentsand to help them more effectively administer the land trusted properties located in Ashland. Lastly, staff is recommending funding Neighborworks to provide new affordable housing through a land trust model, which is a preference identified in Section 4 of the AHTF resolution. Staff is also recommending funding to Options for Helping Residents of Ashland. The activities proposed meets anidentified community need and is a specific Council Goal as well as a Housing and Human Services Commission Strategic Priority. Support for Homeless services has long been identified as a high priority community need. The City can carry aremaining balance of $63,486in Affordable Housing Trust funds over into the following grant cycle or to be made available under a NOFA process as outlined in resolution 2008-34. Affordable Housing Trust funds are a very flexible source of funding for affordable housing and related activities. Having a remaining fund balance allows the City and developers to be responsive to opportunities as they arise. Selection Criteria Maximum Actual Score Score The project provides new affordable housing, or new 20 affordability, through retention or rehabilitation of existing housing, within the City. The greater the number of units provided, the higher the ranking the project shall be given. The agency submitting the proposal has the capacity to carry 20 out the project and has had demonstrated successes completing projects of similar scope. The project is ready for implementation(If the project 15 includes the acquisition of property, the identified property is currently available for acquisition and the applicant has secured either a purchase option or letter of interest from the seller. If the applicant is also applying for federal funding (Community Development Block Grants or HOME) they should carefully review procurement requirements and limitations before obtaining a purchase option. The budget and time line are thorough and realistic. 10 The project addresses the unmet housing needs as identified 10 in the Ashland Housing Needs analysis or Consolidated Plan. The project retains the affordable housing units as 10 affordable. The longer period of time the units remain affordable, the higher ranking the project shall be given. Affordable Housing Trust funds shall be limited to the 5 minimum amount necessary to complete the project. The lower the percentage of AHTF funds requested, relative to the full project costs, the higher ranking the project shall be given. The project addresses energy conservation through the 5 integration of green building technologies in new construction, or achieves greater energy efficiency through rehabilitation of existing housing. The project maximizes partnerships in the community 5 (volunteers, in-kind contributions, cash contributions, multiple organizations involved, etc.). The project utilizes already existing resources in effective 5 and innovative ways. The project shall not duplicate service provided by another organization. That relocation of existing residents will be minimized, and 5 when necessary the applicant has included accurate relocation assistance costs as part of the project pro forma. The proposal demonstrates that Ashland Housing Trust 5 Funds are the most appropriate funding source, and necessary, for the project. Additional selection: Does this project meet a Consolidated Plan Priority that is considered High (5), Medium (3), or none (1) 2015-2019 CDBG Consolidated Plan Priorities Priority Needs Priority Activity Type AreaLevel Provision of High Rental Assistance Affordable Housing Production of new units Rehabilitation of existing units Acquisition of existing units Accessible/affordable housing(rehab for accessibility/aging in place Addressing issues of High Outreach homelessness Emergency Shelter and transitional housing Rapid Re-housing Prevention Non-housing Medium Public Facilities Community Public Improvements and Infrastructure Development Sidewalk improvements/ADA improvements Transportation for eligible populations Public Services High Services to: mentally ill, D&A addiction, peoples with disabilities, Homeless and at-risk and homeless youth, frail and elderly Economic Medium Micro-enterprise/job creation Development Skills training and education Coastal Housing Center Main Office 93781 Newport Ln. 605 SE Kane St. Coos Bay, OR 97420 Roseburg, OR 97470 Phone: 541-756-1000 Phone: 541-673-4909 1. Introduction Umpqua Community Development Corporation dba NeighborWorks Umpqua (NWU) is a non-profit community development corporation that serves Southern Oregon, with an emphasis on Coos, Curry, Douglas, Jackson, and Josephine Countries. NWU was founded in 1991 and is a rural-focused housing and community development corporation committed to promoting opportunity for all. We do this by providing quality housing, community development, property management, financial services, education, and advocacy in order to attain economic, social and environmental sustainability, and equity. We are members of the NeighborWorks America and Rural LISC networks, allowing us access to industry expertise, peer sharing, and national funding sources. NWU is a certified Community Housing Development Organization (CHDO) for the State of Oregon’s HOME program demonstrating our dedication to our mission, our board oversight, and economic justice for all. As a regional community development organization, NWU is unique in Southern Oregon. Using housing that is affordable as a platform, we engage in comprehensive community development. We work to build assets and financial opportunity for individuals, facilitate community based economic development, and expand housing options, for both rental and for ownership. The way our programs are designed and delivered shifts across the five-county service district, as we strive to meet the diverse needs of each community. NWU engages with individuals and communities in the region to improve the quality of life for residents and ensure that Southern Oregon has opportunities for everyone to thrive. In 2016, NWU adopted a new Strategic Plan to guide our efforts into the 2020s. The plan emphasized growth and expansion and taking on a deeper and more meaningful role in the region. In addition to unit production goals, NWU is focused on developing new partnerships and methodologies to have a more meaningful impact. This application to the City of Ashland Affordable Housing Trust Fund (AHTF) is a result of those efforts. We propose to use AHTF support to strengthen the organization’s capacity to manage and support Community Land Trust (CLT) style homes and expand the CLT in Ashland to allow more people to have access to homeownership that is permanently affordable. Equal Housing Opportunity and Equal Housing www.nwumpqua.org| CCB# 15199 | NMLS# 255912 Coastal Housing Center Main Office 93781 Newport Ln. 605 SE Kane St. Coos Bay, OR 97420 Roseburg, OR 97470 Phone: 541-756-1000 Phone: 541-673-4909 2. Project Description CLT ownership has become an increasingly common way for communities to address the shortage of affordable housing. CLT units are permanently affordable; while the homeowner owns the unit, and land underneath is held and stewarded by a mission- oriented entity. This entity stewards the land and ensure ongoing affordability and program management. Given the high costs of homes in Ashland, the CLT model is well suited for the community. NWU proposes a three-part project to strengthening our capacity to steward CLT units in Ashland, modernize existing CLT stewardship systems, and expand the CLT model to provide additional affordable housing. This project will help improve the long-term viability of 36 existing CLT units in Ashland, providing housing to 36 low-moderate income families, and plan for the development of up to an additional 30 CLT units starting in 2021. These new units would be targeted for families earning less than 120% of Area Median Income (AMI), with at least half of those targeted at families making less than 80% of the AMI. 66 permanently affordable CLT units in Ashland will be supported via this effort. NWU currently stewards 30 CLT units in Ashland at the Rice Park, Siskiyou, and Terrace communities. These communities provide affordable homeownership options for low-moderate income people who are looking to live in Ashland but are priced out of the market. NWU became the steward of these units in 2013 when Rogue Valley CDC decided to cease operations. Since their initial creation and transfer, the CLT sector has continually improved and refined the organizational structure and systems needed to sustainably steward CLT communities. Via our membership in the Grounded Solutions Network and Northwest Community Land Trust Coalition, we have a better understanding of current best practices, and seek to employ that knowledge for the CLTs in Ashland. The first part of our project is the modernization of these existing CLT communities’ organizational structure. In the community meetings we held with each community in late 2019 and early 2020, we heard clearly that residents are willing to have additional rules and governance in order to better organize themselves and manage their communities. While each community is different, in general this modernization would consist of a conversion to transfer of the current land leases to the Grounded Solutions Model Land Lease, and an assessment and plan to create a formal resident lead group at each community, like a Homeowners Association. NWU seeks AHTF backing to support our efforts working with the communities to plan and implement Equal Housing Opportunity and Equal Housing www.nwumpqua.org| CCB# 15199 | NMLS# 255912 Coastal Housing Center Main Office 93781 Newport Ln. 605 SE Kane St. Coos Bay, OR 97420 Roseburg, OR 97470 Phone: 541-756-1000 Phone: 541-673-4909 these transitions. We would seek out professional technical assistance to help NWU with the technical and planning elements to ensure strength and success; AHTF monies would allow NWU to access high quality technical assistance or consulting services. Transitioning to a new lease and establishing an HOA will require some attorney fees as well, to ensure the transfer adhere to all applicable laws. The second part of the project in late 2019, NWU was approached by ACCESS to see if NWU would be interested is becoming the steward of the 6 CLT homes they have in Ashland, which they inherited from the Ashland Community Land Trust. NWU and ACCESS agreed in principle that CLT stewardship is a better fit with NWU, and given our existing presence in Ashland, it made sense to pursue. The barrier to moving forward has been lack of resources for due diligence or other transfer expenses. Like the CLT units NWU currently stewards, we would transfer these units to a new land lease; as the 6 ACCESS units are scattered site, it is not anticipated that a HOA will be formed. Expanding the NWU CLT portfolio would improve our ability to sustainably steward CLT units in Ashland. The third part of the project includes the planning and pre-development activities to develop a new CLT project in Ashland. This project would be up to 30 CLT units. NWU’s goal will be to develop a project that will be ready for the Oregon Housing and Community Services Local Innovation Fast Track (LIFT) Homeownership application cycle in early 2021. NWU has identified several parcels that may be viable options. This project may be single site, scattered sites, or a mix, depending on available land. The AHFT would support NWU dedicating staff time to this project. NWU would fund the direct pre-development expenses from our revolving loan fund from Oregon Community Foundation’s Oregon Impact Fund. Assuming a LIFT award in 2021, construction could begin by late 2021. These units would largely be targeted to families making 80% or less of the AMI. This project will help meet a need called for in the Ashland Housing Needs Analysis for homeownership units for families making below $75,000 per year. These units would be priced in the $240,000-$280,000 range. NWU emphasizes efficient land use and density, preservation of natural environments and energy efficient design and construction in all our developments. This project would begin in July of 2020, or once the AHTF award is made. Parts One and Two can begin immediately after an award and would be complete by the end of 2020. These parts will be led by NWU’s Asset Manager, Lynn Williams. Part 3 will likewise begin in July 2020 and will culminate in early 2021 with an application to the LIFT for Homeownership Program. This part will be led by NWU’s Director or Acquisitions and Development, Brian Shelton-Kelley. NWU is a host organization for the California Coalition for Rural Housing’s Internship Program, a program that seeks Equal Housing Opportunity and Equal Housing www.nwumpqua.org| CCB# 15199 | NMLS# 255912 Coastal Housing Center Main Office 93781 Newport Ln. 605 SE Kane St. Coos Bay, OR 97420 Roseburg, OR 97470 Phone: 541-756-1000 Phone: 541-673-4909 to place recent college graduates with diverse backgrounds into affordable housing and community development with rural housing organizations to increase the diversity in rural community development. Our 2020 intern via this program will assist on all the project parts. This project will serve several existing locations in Ashland. Rice Park: 15 homes at the intersection of Almeda Drive and Perozzi Street. Siskiyou: 9 homes located at the intersection of Siskiyou Boulevard and Faith Avenue Terrace: 6 homes located on Siskiyou Boulevard off of Park Street. ACCESS Portfolio: 3 townhomes located at 114, 120, and 126 Crocker Street. 1 single family home located at 311 Hersey Street. 1 duplex with two units located at 37 and 39 Garfield Street. The new project location is to be determined. NWU has looked at site on Nevada Street and Clay Street. The goal will be to have a site or site under site control, typically with an option to purchase, by the end of 2020. 3. Project Experience NWU has nearly 30 years of experience with affordable housing development, production, and management. We have developed or acquired over 600 units of rental housing, built or rehabbed more than 100 single family homes, and have assisted thousands of existing or prospective homeowners to buy and or retain their home through counseling, education, lending, foreclosure prevention, and home repair services. NWU senior staff have 90 years combined experience in affordable housing issues. Our equity work is a strong driver towards creating new and innovative ways of developing new housing design systems. NWU has a staff of approximately 60 full time employees, and an annual operating budget of $5 million. Our diverse Board of Directors provides leadership, strategic rd oversight, and governance. As a CHDO, 1/3 of our Board members represent low- income communities. We have Board members representing the many geographies and communities of our service area, including Jackson County. NWU is well linked to the CLT community of practice. We are members in the Grounded Solutions Network and Northwest Community Land Trust Coalition. We will be hosting the NWCLTC annual gathering in Ashland in May of 2020. We have solid Equal Housing Opportunity and Equal Housing www.nwumpqua.org| CCB# 15199 | NMLS# 255912 Coastal Housing Center Main Office 93781 Newport Ln. 605 SE Kane St. Coos Bay, OR 97420 Roseburg, OR 97470 Phone: 541-756-1000 Phone: 541-673-4909 relationships with CLT leaders like Proud Ground in Portland and Champlain Housing Trust in Vermont. NWU currently has over 200 units in active development, and more in the development pipeline. Highlights include, Deer Creek Village, a 68-unit affordable rental project under construction in Roseburg ($17.5 million total development cost), a 5-unit Mutual Self Help build in Myrtle Creek, and a 20 home Mutual Self Help build planned for Winston. In 2019, NWU was awarded a multiyear capacity building grant from Meyer Memorial Trust to support our efforts to jumpstart housing development on the South Coast. Expanding our housing development activities to Ashland using the CLT model is a natural progression for NWU, and we can use our organizational experience to ensure a successful project. In additional to NWU, the other partners involved in the project will be ACCESS, Inc. and the residents of the CLTs. Resident engagement and involvement will be critical for a successful outcome and NWU will devote the time needed to meaningfully engage with residents. 4. Funding Request The total project cost is $96,500. NWU is requesting $43,500 from the AHTF to support this project. This will be matched by $53,000 of applicant cash ($50,000) or in-kind ($3,000) services. The AHTF request is 48% of the project budget. A detailed budget in included. As existing CLTs have limited ability to pay back loans or other forms of investments with repayment terms, local grant sources like the AHTF are crucial resources to support this type of capacity building project. Supporting our pre- development work for a new project will help leverage millions of development capital for affordable housing production in Ashland via the new CLT project. Equal Housing Opportunity and Equal Housing www.nwumpqua.org| CCB# 15199 | NMLS# 255912 Match Source NWU In-kind (SalesForce Set up and Programming)NWU Oregon Impact Fund Revolving Loan Fund ------- 3,000.003,000.005,000.005,000.005,000.00 10,000.0015,000.0010,000.0050,000.0050,000.0053,000.00 Match $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 0 ------- 7,500.005,000.003,500.007,500.007,500.00 10,000.0043,500.00 10,000.0036,000.00 Ashland AHFT $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 7,500.005,000.003,500.003,000.007,500.005,000.005,000.005,000.00 96,500.00 10,000.0010,000.0039,000.0010,000.0015,000.0010,000.0050,000.0057,500.00 Proposed Budget $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Project Item CLT Management Strengthening Capacity Building/Project Management NWU Community Land Trust Modernization Technical Assistance / Consulting Legal/Professional Fees Access CLT Integration Due Diligence and Transfer Expenses Legal/Professional Fees Set Up and Integration Total CLT Management Capacity Building CLT Expansion and Development New CLT Pre Development Capacity Building / Project Management Pre Development Activities Site Control Expenses (Option/Earnest Money) Environmental Assessment Wetlands Assessment/Mapping Site Planning/Civil Engineering Land Use Approvals / Entitlements Legal Pre Development Activities Total Total CLT Expansion and Development Total Memo DATE:March 26,2020 TO:Housingand Human ServicesCommission FROM:Linda Reid, Housing Program Specialist RE:CDBG Consolidated Plan Final Revisions The Housing and Human Services Commission reviewed and recommended revisions to the th Consolidated Plan at their regular meeting on February 27. Staff has made the recommended revisions, as well as adding a provision for virtual meetings to the public participation plan section of the plan. Staff is also including a comment submitted by Connie Soldana regarding lifelong housing. Staff is looking to the Commissionto make arecommendationto the Councilregarding the 2020-2024 CDBG Consolidated Plan.The final plan with the revisionsand the comment regarding lifelong housingis included as an attachment 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 Menu of Potential Strategiesto PromoteLifelong (Accessible)Housing Via Legislation (01/03/2020) Options that could be implemented at statelevel Land Use/StatePlanning–The history of Land Use Planning in Oregon has largely been one of lengthy local input to establish statewide goals followed with local plans and development codes adopted by each City or County to work towards reaching those goals. The 2017 ADU bill (Senate Bill 1051) is an example mandating land use rules from the State down: 1.Create a requirement for accessibility similar to the ADU requirements in SB 1051. State Building Code 1.Possibility: a change to the Oregon State Building Code residential structures building code requiring some kind of accessibility standards or lifelong housing designs. Zoning/State 1.Fund a specific program to task DLCD with coming up with a Guidance on Implementing Accessibility Requirements for Residential Development which cities and counties could use to help optionally adopt accessibility standards, similar to the Guidance DLCD created to assist with ADU requirements https://www.oregon.gov/lcd/Publications/ADU_Guidance_updatedSept2019.pdf, but designed as optional not legislative. Options that could be implemented at local level Land Use/Local Planning possibilities(Examples of local jurisdiction mandates) 1.Better Housing By Design in Portland, which applies to multifamily homeshttps://www.portlandoregon.gov/bps/article/738549and provides a bonus incentive for accessibility 2.Residential InfillProject which mandates that to have 3 or 4 missing middle housing units one must be visitablehttps://www.portlandoregon.gov/bps/article/738842Alan did some analysis for the city that canbe found herehttps://www.portlandoregon.gov/bps/article/738848 3.Require Accessible Dwelling Units to be meet lifelong housing standards at nd some (or just 2and subsequent units as in Washington County) (has potential to provide more accessible housing to renters)Washington County’s new ADU ordinance (Ordinance No. 859)that was passed by the County Board earlier this year. The key accessibility component was allowing the construction of 120 additional square feet for an ADU when it meets new residential accessibility standards. The former rules allowing this specified ADA standards as the threshold; the new standards allow United States Access Board (USAB)- approved Uniform Federal Accessibility Standards (UFAS) for residential projects, the standard utilized by the U.S. Department of Housing and Urban Development. (Todd Borokowtiz, Washington County Planner) Local Building Codes(Requirements)Nearly all of the cities in Oregon have adopted the Oregon State Building Code (11 specialty codes ranging from commercial structures to plumbing). 1.Add accessibility requirements to residential structures building code” and then work on narrowing down what those requirements would be. Zoning Changes/Local 1.Lower SDCs (Central Point has such a “senior factor” in its SDC formula)Exempt internal and attached ADU/ARUs in the single-family zones from the planning application process (Ashland has language) (has potential to provide more accessible housing to renters). 2.Fast Tracking of permitting process. 3.Allow developer to pay SDCs in installments. https://ashland.municipal.codes/AMC/4.20.090) 4.Density Bonus in areas where there is high demand 5.Reduced parking (if on transportation route) (Ashland has language). Housing Department Possibilities . 1.Creative use of CBDG funding to assist with remodels 2.Architects Contest to come up with boxed, pre-vetted accessible (and environmental) plans that builders can use to skip plan review/approval process. (only have to meet site requirements) (American Society of Architects would run contest. City would own winning plans.) (Probably done by Housing Dept, not Planning Dept.) 3.Require that Housing Elements in Comprehensive and Consolidated Plans include goals to encourage projects promote Accessibility/lifelong livability. These plans guide the budgeting and spending by the jurisdictions and projects they fund through CDBG and other processes Examples of Incentivesalready in place 1.HCD Model Universal Design Local Ordinance (AB 2787) California Department of Housing and Urban Development http://www.hcd.ca.gov/building-standards/state-housing-law/universal- design.shtml This model ordinance requires that buyers be offered certain UD features, but doesn’t require them in all houses.(See Checklist/Menu that builders must review withprospective clients.) 2.Suffolk County, NY, Model Universal Design Incentive Local Ordinance https://www.suffolkcountyny.gov/portals/0/formsdocs/planning/Publications/scpcu nidesinc030310r.pdf This model ordinance, developed for communities in Suffolk County, establishes the requirements to receive certain incentives, including reduction in fees and processing times, and more flexible development standards. 3.Towns that certify homes that are visitable. a.Developers in Visalia, California receive a “Visit-Able” logo to place on new homes that comply with visitability requirements. b.Albuquerque, New Mexico has initiated a public awareness campaign providing annual awards to builders who incorporate visitability into new homes. c.Howard County, Maryland has attempted to raise visitability awareness by establishing a “Homes for Life” coalition to educate its residents about visitability. 4.States Encourage voluntary visitability construction. Voluntary initiatives target both publicly-and privately-funded homes and include reimbursements, tax incentives, visitability certification procedures, and public awareness campaigns. a.Illinois reimburses builders up to $5,000if they construct at least 10% of houses in a development with four visitability features, such as one zero-step entry 36 inches wide, 32-inch interior doors, reinforced bathroom walls, and accessible environmental controls. 5.In addition to Georgia's mandatory visitability requirements for new, publicly- funded homes, the state also offers a $500 tax credit to encourage voluntary visitability compliance in new, privately-funded homes. a.Virginia and Pennsylvania offer similar tax credits. Examples of laws already in place in otherstates and locales 1.The Accessible Community Bylaws Guide (British Columbia). https://lakecountry.civicweb.net/document/1112“Bylaw” is the equivalent to an ordinance in the United States. Check out the “Model ofAdaptable Design and Accessible Housing Bylaw” (pp. 86-92) and the “Model of Density Bonusing Bylaw” (pp. 94-95). Note that density bonuses are generally only effective in areas where there is high demand. Visitability Laws in place: Examples from other states** Publicly-Funded Homes Only Town Laws. 1.Atlanta, Georgia passed the first visitability ordinancein 1992. The ordinance applies only to private homes that receive local, state, or federal benefits such as city loans, land grants, and tax incentives. It requires one no-step entrance, doorways at least 32 inches wide, electric controls reachable by people in wheelchairs, and reinforced bathroom walls to allow for the installation of grab bars. 2.In 1998, Austin, Texas passed a visitability ordinancenearly identical to the one in Atlanta. It applies to newly-constructed single family homes, duplexes, and triplexes that receive financial assistance from the city. 3.A number of other towns have passed similar legislation(pre 2010), including: Urbana, Illinois (2000); San Antonio, Texas (2002); St. Petersburg, Florida (2004); Birmingham, Alabama (2007); and Pine Lake, Georgia (2007). 4.Bolingbrook, IL, Municipal Code https://www.bolingbrook.com/municipal_code§25-9This code requires visitability. State Laws. 1.Between 1998and 2010, eight states passed legislation mandating visitability for specific types of housing built using certain state funds. They are: Georgia, Kansas, Kentucky, Michigan, Minnesota, Ohio, Oregon, and Texas. 2.Minnesota, for example, requires visitability in all new single or multi-family homes financed in whole or in part by the Minnesota Housing Finance Authority. The law requires at least one no-step entrance, interior doors 32 inches wide, and at least one half-bath on the main living level. Publicly-and Privately-Funded Homes Town Laws. 1.In February 2002, Pima County, Arizona enacted the first mandatory visitability ordinance for all publicly-and privately-funded homes. It applies to all new homes and requires a no-step entry, doorways at least 30 inches wide, lever door handles, reinforced walls in ground-floor bathrooms for future installation of grab bars, and reachable electric controls for people in wheelchairs. Builders can obtain an exemption from the no-step requirement where the site makes it impractical. Another Arizona town, Tucson, adopted a similar ordinance in 2007. 2.In addition, three Illinois towns (Bolingbrook, Naperville, and Chicago) have passed legislation mirroring the Pima County ordinance. State Laws. 1.Vermont is the only state to require comprehensive visitability in certain new, single family homes built with and without public funds(20 V.S.A. § 2907). Vermont requires that all homes built without a known owner have: 1) one exterior door at least 36 inches wide, 2) first floor interior doors at least 34 inches wide, 3) first floor interior doorways at least 32 inches wide, 4) 36 inch wide hallways, 5) accessible electric controls, and 6) reinforced bathroom walls. Homes built by the owner or for the occupancy of a known owner are exempt from these requirements. 2.Florida has a less comprehensive visitability scheme, known as the Florida Bathroom Law, that requires builders to design and construct accessible bathrooms in publicly-and privately-funded homes (Fla. Stat. § 553.504(2)). **From FEDERAL, STATE, AND TOWN VISITABILITY LAWS AND INITIATIVES prepared for the Connecticut Legislature 3/2/2010 by Jeanne Hayes, Legislative Fellow Contributors to this compilation: Linda Reid, HousingProgram Specialist,City of Ashland Bandana Shrestha, Director of Community Engagement,AARPOregon Laura Buhl,Land Use and Transportation Planner,Oregon Department of Land Conservation and Development Ryan Nolan, Principal Planner, RogueValley Council of Governments (Compiler) Connie Saldana, Senior & Disability Services Planner, RVCOG 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 Objectives identified in citizen consultation include: Housing and Housing Related Activities that focus on the preservation of existing affordable units, new construction of affordable rental housing and rehab of existing units, development of rental housing for low income and small families and ownership Consolidated PlanASHLAND 1 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo assistance for low-income families. Citizen consultation also prioritized service activities, such as services for peoples experiencing mental health issues, crisis support services, and homeless support services. Consultation prioritized economic development activities such as job training and life skill training programs. Citizen’s also identified substance abuse services, and housing placement as prioritized community needs. With regard to public facilities respondents identified improved transit options. Summary of Objectives and Outcomes identified through the Agency Consultation Process Priorities identified through the agency consultation process were gathered through the same process as the Citizen input. Consequently, the priorities identified by agencies, were the same as those identified above. Summary of Objectives and Outcomes identified through the Community Needs Assessment/Market Analysis Process Based on research compiled from a variety of sources including data analysis, and input from citizen’s and beneficiary groups, City staff have identified six broad areas of priority need that the City will focus it CDBG resources toward over the next five years. To create and maintain affordable housing units/units occupied by low-, and moderate-income and smaller units for small families. Support services for homelessness outreach, prevention, and transition. Support services for people with mental illness. Support services for people in crisis. Improve transportation options for low-income and special needs populations Support Economic Development activities that assist in reducing poverty among low-, moderate- income and special needs populations. 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 Consolidated PlanASHLAND 2 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 median Household income 1 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 2 the trend continue. Strategies and Impact on Identified Needs 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. 1 Ibid. 2 City of Ashland 2012 Housing Needs Analysis: http://www.ashland.or.us/Page.asp?NavID=14474 Consolidated PlanASHLAND 3 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 the problems are beyond the reach of jurisdictional policies and are certainly beyond the capacity of the CDBG program to address on its own. Ashland is committed to exploring more funding opportunities and refining current strategies in order to coordinate and develop sustainable resources for addressing homelessness in our community. 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. Consolidated PlanASHLAND 4 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 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 Consolidated PlanASHLAND 5 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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. CDBG Action Plan Hearing: The Housing and Human Services Commission shall review and approve the CDBG Action Plan at a public hearing. The Action Plan will identify how the awards made by the Council will meet the goals outlined in the Consolidated Plan for the use of CDBG funds for a given program year. 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 Consolidated PlanASHLAND 6 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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. Virtual Public Hearing In the event of a pandemic or other community disaster that limits public interactions, the City will provide a platform for the public to provide comments, and have questions answered in real time. The City will provide notice of how and where interested parties can access the platform by which to provide comments on the City’s website and through a public notice. The City will document its efforts at accommodated public input. 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. 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 Consolidated PlanASHLAND 7 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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. 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. Consolidated PlanASHLAND 8 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 TBA Consolidated PlanASHLAND 9 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 10 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 11 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 The City conducted outreach activities to several housing and social service agencies through direct email contact, outreach at public meetings, as well as social media, and print media. Consolidated PlanASHLAND 12 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 13 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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. Consolidated PlanASHLAND 14 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 15 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 16 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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. Consolidated PlanASHLAND 17 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 18 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 19 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 20 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 21 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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: Consolidated PlanASHLAND 22 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 23 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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: Consolidated PlanASHLAND 24 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 25 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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. Consolidated PlanASHLAND 26 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 rapidre-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 Consolidated PlanASHLAND 27 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 28 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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% Consolidated PlanASHLAND 29 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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: Consolidated PlanASHLAND 30 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo *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 Asian3000 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 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 345 330 0 White305 315 0 Black / African American 0 0 0 Asian2040 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: Consolidated PlanASHLAND 31 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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. Consolidated PlanASHLAND 32 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 33 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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: Consolidated PlanASHLAND 34 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo *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. Consolidated PlanASHLAND 35 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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: Consolidated PlanASHLAND 36 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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. Consolidated PlanASHLAND 37 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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. Consolidated PlanASHLAND 38 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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 Consolidated PlanASHLAND 42 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo 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): Data is not available for the numbers of persons becoming and exiting homelessness each year, or the number of days that persons experienced homelessness. Consolidated PlanASHLAND 43 OMB Control No: 2506-0117 (exp. 06/30/2018) Demo Consolidated PlanASHLAND 44 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 45 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. 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 Consolidated PlanASHLAND 46 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 47 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 48 OMB Control No: 2506-0117 (exp. 06/30/2018) How were these needs determined? 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 Consolidated PlanASHLAND 49 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 50 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 51 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 52 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 than that of lower income households, the availability of housing to meet the financial needs for households earning area median income or above, is even more difficult to ascertain. The 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. Based on the number of households on the waitlist for section 8, and the length of the waitlists for regulated affordable housing units in Ashland, I think it would be safe to conclude that the number of housing units is not meeting the needs of the population that would identify as low-income. 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. 2019 Housing Strategy Implementation Plan In 2018, with a grant from the Department of Land Conservation, the City was able to hire a consultant, EcoNorthwest, to undertake an evaluation of the City’s land use code and incentive programs, and determine what measures, if any, could remove barriers or provide incentives to the development of multifamily rental housing. The Study was called the Ashland Housing Strategies Plan. The strategies considered within that document were identified through a larger process that resulted in a regional housing study: Increases to maximum allowed density (i.e., dwelling units per acre), height limits, and lot coverage allowances in the R-2 (Medium Density Residential) and R-3 (High Density Residential). Decreases to parking requirements for multifamily housing. A property tax abatement program for multifamily housing that meets locally established criteria. The study identified that the most limiting development code factor is the maximum density (dwelling units per acre) standard. Ultimately the Study surmised that there is little the City can do to overcome financing challenges for apartment development in small markets. However, the study Consolidated PlanASHLAND 53 OMB Control No: 2506-0117 (exp. 06/30/2018) identified that the City does have some ability to impact outcomes by removing zoning code obstacles to multifamily development to avoid being part of the problem. The study also identified additional actions the City can take such as offering incentives for development of multifamily rental housing at a range of price points to become a larger part of the solution. “Enabling more efficient development benefits both market-rate and affordable housing developers and helps supply keep pace with demand, preventing a greater affordability challenge later”. Consolidated PlanASHLAND 54 OMB Control No: 2506-0117 (exp. 06/30/2018) 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, 63% 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. (data is from table 27 on page 51). 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% $2,000 or more55 1.3% Total 4,325 100.2% Table 31 - Rent Paid Data Source: 2011-2015 ACS Housing Affordability % Units affordable to Households Renter Owner earning 30% HAMFI 105 No Data 50% HAMFI 335 215 80% HAMFI 1,835 268 100% HAMFI No Data 382 Total 2,275 865 Table 32 – Housing Affordability Data Source: 2011-2015 CHAS Consolidated PlanASHLAND 55 OMB Control No: 2506-0117 (exp. 06/30/2018) Monthly Rent Monthly Rent ($)Efficiency (no 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom bedroom) Fair Market Rent 692747 988 1429 1735 High HOME Rent692747 926 1061 1164 Low HOME Rent 567608 730 842 940 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 Consolidated PlanASHLAND 56 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 57 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 58 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 59 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 60 OMB Control No: 2506-0117 (exp. 06/30/2018) * 1,270 Disabled g in an 139 Family Program Unification 61 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: Not Applicable.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: Consolidated PlanASHLAND 62 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 63 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 64 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 65 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 66 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 67 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 68 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 69 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 70 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 71 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 72 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 73 OMB Control No: 2506-0117 (exp. 06/30/2018) 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: Consolidated PlanASHLAND 74 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 75 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. shows employment and average annual pay by industry sector. Consolidated PlanASHLAND 76 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 77 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 78 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 79 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 the % Non-White by Census Tract Map on page 30) 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. Consolidated PlanASHLAND 80 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Receiving22.5% 18.3% 14.5% 38.0% 19.4% 16.6% 10.4% Food Stamps/SNAP Table 49 - Demographics by Census Tract Consolidated PlanASHLAND 81 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Due to the number of providers within the City of Ashland, no households or neighborhoods experience a “digital divide”, which is defined as those who have ready access to computers and the internet and those who do not. The City’s internet service also offers discounted rates for those who qualify for the City’s reduced utility bill rate. Low income senior and disabled households qualify for a reduced utility bill rate. Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction. The City of Ashland offers its own broadband internet service, Ashland Fiber Network, in addition to several private market providers. Consequently, the City of Ashland has more service providers for broadband internet service than most Cities in the United States. Consolidated PlanASHLAND 82 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 83 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 84 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 85 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 86 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 87 OMB Control No: 2506-0117 (exp. 06/30/2018) Census Block Groups and Tracts Consolidated PlanASHLAND 88 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 howmatching 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 89 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 90 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 91 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 92 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 93 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 94 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 95 OMB Control No: 2506-0117 (exp. 06/30/2018) 96 Goal Outcome Indicator Household Housing Unit Household Housing Unit 5 Rental units constructed:15 Homeowner Housing Rehabilitated:1 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 Benefit: 97 Goal Outcome Indicator Households AssistedBeds Persons AssistedPersons Assisted Public service activities other than Low/Moderate Income Housing 100 Persons Assisted Public service activities for Low/Moderate Income Housing Benefit:50 Homeless Person Overnight Shelter:50 Overnight/Emergency Shelter/Transitional Housing Beds added:50 Homelessness Prevention:50 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 Housing 98 Goal Outcome Indicator Benefit: created/retained: Public Facility or Infrastructure Activities other than Low/Moderate Income Housing 100 Persons Assisted 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 Benefit:5 Households AssistedPublic service activities other than Low/Moderate Income Housing Benefit:5 Persons Assisted Jobs 5 Jobs Funding Needs Addressed Area Geographic ASHLAND Category Homeless Housing Homeless Housing ---- NonSpecial NeedsNonCommunity DevelopmentNonSpecial NeedsNonCommunity Development End Year 202420242024 Year Start 202020202020 ture Consolidated Plan Goal Name 0117 (exp. 06/30/2018) - Special Needs GoalPublic InfrastrucGoals:Economic Development Goals: Sort Order 345 OMB Control No: 2506 program year, The inclusion of 99 the City is continuing to The City, partner agencies, and and exceeded each met Consequently, income and special needs households - expanded in order to meet the continuing , and moderate - bilities. to persist within the community. 2019 Consolidated Plan were - Goals Summary – ASHLAND 56 incentivize remodeling and rehabilitation to new and existing owner and Table with providing resources and services to assist those populations experiencing housing Goals set in the 2015 Prioritizing the needs of special needs citizens will continue to be a priority for the use of CDBG identified through the consolidated planning process. sion. f developing and maintaining affordable housing as the highest priority use of CDBG risk populations, but these efforts must be continued and - a priority utilized CDBG funding to support a variety of activities to support special needs populations. been making headway Furthermore, in recognition of the City’s aging population the City would has also included the priority of funding to Consequently the City is continuing the high priority designation of activities which provide resources or services to Housing GoalsAccess to Housing units that are affordable and suitable to lowcontinues to be identify the goal ofunds.projects and activities which provide and/or rental properties that promote ADA accessibility, architectural barrier removal and other modifications and improvements that increase the supply of housing suitable for all ages and aHomeless GoalsThe City instability and homelessness.yet the issues and problems of homelessness continuecommunity volunteers have made huge strides in creating more resources and better access to existing resources for homeless and atneed.homeless populations.Special Needs GoalThe City has diversity of incomes, ethnicities and abilities makes the community stronger, and the City of Ashland wants to maintain that tradition of inclufunding 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 - 100 modal transportation - amilies to whom the jurisdiction will provide economic opportunities through job or work skills income f - The City of Ashland values multi . ASHLAND income, and moderate - transportation options income, low - Public Infrastructure Goals:Citizen Input identified the need for options and continues to prioritize activities which improve safety and access of public infrastructure for all Ashland residents.Economic Development Goals:In recognition of the intrinsic link between employment, housing stability and general wellbeing the City has identified the priority of services that assist and/or promote increased access to training, employment supports such as job search skills and work readiness training and access to microfunding. Consolidated Plan 0117 (exp. 06/30/2018) - Name Goal NameGoal DescriptionGoalGoal 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 101 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 102 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 In 2018, with a grant from the Department of Land Conservation, the City was able to hire a consultant, EcoNorthwest, to undertake an evaluation of the City’s land use code and incentive programs, and determine what measures, if any, could remove barriers or provide incentives to the development of multifamily rental housing. The Study was called the Ashland Housing Strategies Plan, identified that the most limiting development code factor is the maximum density (dwelling units per acre) standard. Ultimately the Study surmised that there is little the City can do to overcome financing challenges for apartment development in small markets. However, the study identified that the City does have some ability to impact outcomes by removing zoning code obstacles to multifamily development to avoid being part of the problem. The study also identified additional actions the City can Consolidated PlanASHLAND 103 OMB Control No: 2506-0117 (exp. 06/30/2018) take such as offering incentives for development of multifamily rental housing at a range of price points to become a larger part of the solution. “Enabling more efficient development benefits both market-rate and affordable housing developers and helps supply keep pace with demand, preventing a greater affordability challenge later”. Consolidated PlanASHLAND 104 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 105 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 106 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 107 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 10,373 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 Consolidated PlanASHLAND 108 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 109 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 110 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 111 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 112 OMB Control No: 2506-0117 (exp. 06/30/2018) 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); Consolidated PlanASHLAND 113 OMB Control No: 2506-0117 (exp. 06/30/2018) 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. Consolidated PlanASHLAND 114 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 115 OMB Control No: 2506-0117 (exp. 06/30/2018) Goal Outcome Indicator 116 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 Consolidated PlanASHLAND 117 OMB Control No: 2506-0117 (exp. 06/30/2018) 118 ASHLAND Consolidated Plan 0117 (exp. 06/30/2018) - 38 Project Summary - AP Project Summary Information OMB Control No: 2506 AP-50 Geographic Distribution – 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Geographic Distribution Target AreaPercentage of Funds Table 61 - Geographic Distribution Rationale for the priorities for allocating investments geographically Discussion Consolidated PlanASHLAND 119 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 120 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 121 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 122 OMB Control No: 2506-0117 (exp. 06/30/2018) 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: Consolidated PlanASHLAND 123 OMB Control No: 2506-0117 (exp. 06/30/2018) 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: Consolidated PlanASHLAND 124 OMB Control No: 2506-0117 (exp. 06/30/2018) 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 Consolidated PlanASHLAND 125 OMB Control No: 2506-0117 (exp. 06/30/2018)