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HomeMy WebLinkAbout2020-11-19 Housing & Human Services PACKET Ashland Housing and Human Services Commission Regular Meeting Agenda November 19,2020:4:00–6:00pm Siskiyou Room of the Community Development Building 51 Winburn Way 1.(4:00)Approval of Minutes (5 min) October 22, 2020 2.(4:05)Public Forum (5 min) 3.(4:10)Pam Marsh-Manufactured Housing Discussion(30min) 4.(4:40)Council Update Debrief(10min) Linda Reid, Housing Program Specialist 5.(4:50)CAPER Review and Approval(20min) Linda Reid, Housing Program Specialist 6. (5:10)Pallet Shelter Pilot Project Overview(20min) Linda Reid, Housing Program Specialist 7.(5:30)December Retreat Meeting Agenda Discussion (15min) 8. (5:45)General Announcements and Updates (15min) 9.(6:00)Upcoming Eventsand Meetings Next Housing Commission Reglar Meeting TBD 10.(6:00)Adjournment Written testimony from the public will be accepted via email tolinda.reid@ashland.or.us for both general public forum items and agenda items. Written testimonies submitted by th the publicby 10:00 a.m. on Wednesday 18will be available to the Housing and Human Services Commission before the meeting and will be included in the meetings minutes. 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 DRAFTMinutes October 22, 2020 Audio Call to Order Commission Chair Rohdecalled the Zoom meeting to order at 4:00pm in Ashland, Oregon, 97520. Commissioners Present:Council Liaison Rich RohdeDennis Slattery-ABS Echo Fields Gina DuquenneSOU Liaison Linda ReppondNone appointed at this time Heidi Parker Chris MahanStaff Present: Jackie BachmanLinda Reid, Housing Program Specialist Commissioners Not In Attendance: Erin Crowley Tom Gunderson Approval of Minutes CommissionersHeidi Parker /Chris Mahanm/s to approve the minutes ofSeptember 24, 2020 with one spelling correction. Voice Vote: All Ayes. Motion passed Public Forum None Affordable Housing Trust Fund and CDBG Award Update Linda Reid, Housing Program Specialistgave update that City Council’s award was consistent with the Commission’s recommendation with the exception of addition of $30,000 in Affordable Housing Trust funds to Maslow Project.Lindalet commission know which funds all the money came from. Homeless Covid Response Update Linda Reid, Housing Program Specialistgave basic explanation of what funds money came from to help the homeless during COVID. Cohoots Program Progress Update andDiscussion Rich Rohde, Commission Chairgives update on multiple organizations working together to form a county wide or multi-city coalition program like Cohoots. The next step would be support from Ashland city council to invite experts to come and advise our community on how to move forward.Commission discussion about what the Rogue Valley would need to start this program effectively and keep this on the commission’s agendas. November and December Meeting Schedule Discussion Commission discusses how they want to schedule Holiday time meetings and feels with the housing crisis after the Almeda fire that they should NOT skip the November meeting. Discussion about Council’s Social Equity Resolution Jackie Backman read the Bullet points of the Resolution. Gina Duquennewants to see a diversified commission to spearhead this resolution. General Announcements and Updates Chris Mahan gave update on SOU students affected by fire, and COVID Linda Reid gave update on Homeless taskforce item called MAST which identifies shelter compacities list. Jackie Bachman said ORHA will give press release for Winter shelter. Rich Rohde asked for volunteer to take over Chair position on the Commission. Erin Crowley will be resigning soon as well. Upcoming Eventsand Meetings Next Housing Commission Regular Meeting November 19, 2020 4pm by Zoom Adjournment:Rich Rohdeadjourned the meeting at 5:30p.m. Respectfully submitted by Liz Hamilton Memo DATE:11/19/2020 TO:Housing and Human Services Commission FROM:Linda Reid, Housing Program Specialist RE:Manufactured Housing Discussion-Rep. Marsh ______________________________________________________________________________ nd At the regular H&HSC meeting on Oct. 22the Commissioners expressed an interest in having Representative Marsh speak to the Commission about the work she has been doing regarding manufactured housing in general and the manufactured home parks that were impacted by the Almeda fire specifically, and what, if anything the Commission could do to support those efforts. Memo DATE:11/19/2020 TO:Housing and Human Services Commission FROM:Linda Reid, Housing Program Specialist RE:Housing and Human Services Commission Annual Update to the City Council Post presentation debrief ______________________________________________________________________________ th The annual update to the council wasscheduled for November 17.Commission Chair Rohde gave the presentation. Housingand Human Services Commission Memo TITLE:2019CAPER Overview DEPT:Community Development DATE:November 19, 2020 SUBMITTED BY:Linda Reid, Housing Program Specialist The City of Ashlandis an entitlement city under the U.S. Department of Housing and Urban Development’s (HUD) CDBG Program. The City of Ashland receives approximately $175,000 each year from HUD to apply toward housing and community development projects that benefit low-and moderate-income persons in Ashland. The Consolidated Annual Performance Evaluation Report (CAPER) summarizes the individual project status (physical and financial) of those improvements funded with CDBG funds for the Program year 2019. The CAPER reports the accomplishments generated by the activities funded in Program Year 2019and how those activities allow theCity to make progress in meeting the outcomes and goals identified in the 2015-2019Consolidated plan. This report must be completed andsubmitted to HUD as a part of the requirements the City must meet to continue to receive CDBG funding. CAPER 2019 For the Program Year 2019The City of Ashland awarded 3projects with CDBG funds: Maslow Project -A social service grant for $10,850was awarded tothe Maslow Project to provide education, outreach, resources, referrals and case management to Homeless and at-risk youth and families in the Ashland school district. This activity helped the city continue to work toward reducing homelessness among youth in the Ashland School District. This activity served 117homeless youth St. Vincent De Paul-A social service grant for $15,463was awarded to the St. Vincent De Paul Home Visitation Program to provide rent and security deposit assistance. This activity assisted the City in working to prevent and reduce the incidence of homelessness. This activity assisted 26individuals attain or retain housingthus far. Ashland Food Angels-Food Storage and Sorting Facility Rehab. The City awarded Ashland Food Angelsan $18,000 grant to complete repairs and improvements on their food storage and sorting facility. This program provides food andother resources to organizations that serve over 1000 individuals each year. For full details on these activities and to review the goals and outcomes for all years of the 2015-2019 Consolidated Plan, please refer to theCity of Ashland Website: http://www.ashland.or.us/Page.asp?NavID=18081 CONSOLIDATED ANNUAL PERFORMANCE EVALUATION REPORT (CAPER) Program year 2019 (July 1, 2019–June 30, 2020) Date of Report September 1, 2020 Prepared for: The U.S. Department of Housing and Urban Development By: The City of Ashland Department of Community Development Planning Division Ashland, Oregon CAPER 1 OMB Control No: 2506-0117 (exp. 06/30/2018) CR-05 - Goals and Outcomes Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year. The City of Ashland is an entitlement jurisdiction, receiving an annual allocation of Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development (HUD). As a recipient of CDBG funds, the City is required to prepare a five-year strategic plan that identifies housing and community needs, prioritizes these needs, identifies resources to address the needs, and establishes annual goals and objectives to meet the identified needs. This five year plan is known as the Consolidated Plan. The purpose of the Consolidated Plan is to outline a strategy for the City to follow in using CDBG funding to achieve the goals 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.” This Consolidated Annual Performance and Evaluation Report (CAPER) Addresses the goals identified in the 2015-2019 Consolidated Plan which was approved in April of 2015. Each year the City is required to provide the public and HUD with an assessment of its accomplishments toward meeting the priority goals outlined in the Five Year Consolidated Plan. This annual assessment is known as the Consolidated Annual Performance and Evaluation Report (CAPER). This document provides a review and evaluation of the City of Ashland’s progress toward meeting the annual goals and outcomes as outlined in the Action Plan for the Program Year 2019-2020 as well as the larger five year goals of the 2015-2019 Consolidated Plan. The regular CDBG Program Year begins July 1st and ends on June 30th, this report will summarize the City’s accomplishments for that time period. On March 17th 2020, the City was awarded an additional allocation of CDBG funds to prepare, prevent and respond to issues related to the Corona Virus pandemic. This funding, called CDBG-CV funding, was allocated to several activities to address issues arising from the Corona Virus pandemic. Many of those activities are currently underway. Consequesntly, this document will also summarize the City’s accomplishments with regard to those activities funded with CDBG-CV funds which have been completed, or those activities that are currently underway to the date of the drafting of this document. Further reporting on the outcomes related to any current and future activities will thereafter be detailed in the 2020 CAPER. Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward CAPER 2 OMB Control No: 2506-0117 (exp. 06/30/2018) meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals. Goal Category Source Indicator Unit of Expected Actual – Percent / Measure – Strategic Complete Amount Strategic Plan Plan Create and Affordable Housing Maintain Household Homeless Rental units Affordable Housing 50 0 Non-Homeless constructed0.00% Housing Unit Special Needs Units/Units Create and Affordable Housing Maintain Household Homeless Homeowner Affordable Housing 00 Non-Homeless Housing Added Housing Unit Special Needs Units/Units Create and Affordable Housing Maintain Homeowner Household Homeless Affordable Housing Housing 15 9 Non-Homeless 60.00% Housing Rehabilitated Unit Special Needs Units/Units Create and Affordable Housing Maintain Homeless Affordable Other Other 15 0 Non-Homeless 0.00% Housing Special Needs Units/Units Public Facility or Infrastructure Improve safety Community Activities other and access in Development/Public Persons than 00 neighborhoods Facilities Assisted Low/Moderate and are Improvements Income Housing Benefit Improve safety Community and access in Development/Public Other Other 15 981 neighborhoods Facilities 6,540.00% and are Improvements CAPER 3 OMB Control No: 2506-0117 (exp. 06/30/2018) Public Facility or Improve Homeless Infrastructure Transportation Non-Homeless Activities other Persons Options for Special Needs than 25 0 Assisted 0.00% low-income Public Facilities Low/Moderate and Improvements Income Housing Benefit Public Facility or Support Infrastructure Economic Homeless Activities other CDBG: Persons Development Non-Homeless than 00 $10950 Assisted activities that Special Needs Low/Moderate assisIncome Housing Benefit Public service Support activities other Economic Homeless CDBG: than Persons Development Non-Homeless 061 $10950 Low/Moderate Assisted activities that Special Needs Income Housing assis Benefit Support Economic Homeless CDBG: Development Non-Homeless Other Other 20 0 $10950 0.00% activities that Special Needs assis Public Facility or Support Infrastructure housing and Activities other Non-Homeless CDBG: Persons services for than 00 Special Needs $18000 Assisted peoples with Low/Moderate spec Income Housing Benefit Public Facility or Support Infrastructure housing and Non-Homeless CDBG: Activities for Households services for 10 0 Special Needs $18000 Low/Moderate Assisted 0.00% peoples with Income Housing spec Benefit CAPER 4 OMB Control No: 2506-0117 (exp. 06/30/2018) Public service Support activities other housing and Non-Homeless CDBG: than Persons services for 25 0 Special Needs $18000 Low/Moderate Assisted 0.00% peoples with Income Housing spec Benefit Support housing and Household Non-Homeless CDBG: Rental units services for Housing 00 Special Needs $18000 rehabilitated peoples with Unit spec Support housing and Homeowner Household Non-Homeless CDBG: services for Housing Housing 05 Special Needs $18000 peoples with Rehabilitated Unit spec Public Facility or Support Infrastructure Services for CDBG: Activities for Households Homelessness Homeless00 $15834 Low/Moderate Assisted outreach, Income Housing preven Benefit Public service Support activities other Services for CDBG: than Persons Homelessness Homeless500 485 $15834 Low/Moderate Assisted 97.00% outreach, Income Housing preven Benefit Support Public service Services for activities for CDBG: Households Homelessness HomelessLow/Moderate 100 36 $15834 Assisted 36.00% outreach, Income Housing preven Benefit Support Homeless Services for CDBG: Person Persons Homelessness Homeless00 $15834 Overnight Assisted outreach, Shelter preven CAPER 5 OMB Control No: 2506-0117 (exp. 06/30/2018) Support Services for CDBG: Homelessness Persons Homelessness Homeless048 $15834 Prevention Assisted outreach, preven Table 1 - Accomplishments – Program Year & Strategic Plan to Date Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified. In April of 2015, the City of Ashland adopted the Five-Year Consolidated Plan (2015-2019). Eleven priorities (goals) are identified in the Five-Year Consolidated Plan. The priorities are not ranked in order of importance, however some have a higher priority than others. The assessment provided in this CAPER covers the 2019 Program year (July 1, 2019-June 30, 2020). For the 2019 Program year the City continued to support several activities which had been supported in previous years. These activities continue to provide supportive services to some of the most vulnerable populations in the City while also meeting several goals of the 2015-2019 Consolidated Plan. Affordable and Workforce Housing In the five year strategic plan the City identified several numerical goals for the creation, preservation, and maintenance of new and existing housing units to be occupied by low income households. Since the adoption of the Five Year Consolidated Plan the City has added 1 rental unit targeted to low-income populations and deed restricted for long term affordability. In Program Year 2019 the City did not add any new deed restricted affordable ownership units. The City did award funds to an affordable housing project, Columbia Care’s Rogue Ridge Apartment Complex in 2018 utilizing remaining 2017 funds. Unfortunately, the project was unable to utilize the CDBG funding as the stormwater mitigation required to meet NEPA standards increased the cost to the point of making the project unfeasible even with the addition of CDBG funds. Consequently the grantee declined the award. One new affordable ownership housing project was submitted for funding in program year 2018, however that project has not moved forward. However, both the Columbia Care project and a project proposed by the Housing Authority of Jackson County are currently under construction. Both projects are expected to increase the City’s affordable housing stock by 90 units in the next two years. Neigther of the projects utilized CDBG funding, however, they both received a waiver of System Development Charges from the City and CAPER 6 OMB Control No: 2506-0117 (exp. 06/30/2018) Columbia Care also utilized City Affordable Housing Trust funds to acquire the property. Please see tables 2A, 1C, 2C, and 3A for details. Homeless, At-Risk and Special Needs Populations: The five year strategic plan identifies four specific activities to assist homeless, special needs, and senior populations. In program year 2019 the City continued to make progress on these goals for homeless, at- risk and special needs populations. In 2019 the City funded two projects that serve homeless and populations at-risk of homeless; Maslow Project which served 117 homelessness and at-risk youth with a variety of services ranging from resource referrals to ongoing case-management, St. Vincent De Paul Home program was able to prevent homelessness for 26 individuals by assisting them to obtain or maintain housing. The City also awarded funds in the 2019 program year to Ashland Food Angels to complete repairs to a food sorting and storage facility. The City allocated the remaining balance of 2019 funding to support emergency temporary housing and meals for homeless and health impaired individuals during the Covid pandemic. These programs served over 1000 meals and provided 61 nights of housing to 57 households. All of these activities taken together have allowed the City to make exceed the identified numerical goals for the year. Economic and Community Development: During program year 2019, the City provided Options for Helping Residents of Ashland with a small grant to hire a micro-enterprise business to provide cleaning services to reopen the laundry shower trailer during the pandemic. CAPER 7 OMB Control No: 2506-0117 (exp. 06/30/2018) CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) CDBG White9,122 Black or African American1 Asian 0 American Indian or American Native 2 Native Hawaiian or Other Pacific Islander1 Total9,126 Hispanic14 Not Hispanic9,112 Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative While the racial make up of those assisted with CDBG funds in the 2019 Program Year is prodominantly white, the demographics of the populations assisted is reflective of the population as a whole. 2014 American Community Survey Data shows that 90% of the total population of Ashland identifies as white and 95.7% of the population identifies as not Hispanic or Latino. CAPER 8 OMB Control No: 2506-0117 (exp. 06/30/2018) CR-15 - Resources and Investments 91.520(a) Identify the resources made available Source of Funds SourceResources Made Amount Expended Available During Program Year CDBG public -federal 178,562 166,797 Otherpublic -federal 293,820 0 Table 3 - Resources Made Available Narrative The City of Ashland is a relatively small community both in population and incorporated area. Ashland is 4.4 miles long and 1.7 miles wide and comprises seven census tracks and 20 block groups. Of those 20 block groups 8 qualify as Low- to Moderate- Income area benefit block groups. There are no areas that fall under HUD’s definition of racial or minority concentrations within the City. The 2010 Census estimated that 90% of Ashland’s population was White alone, down from 92% in 2000. The City of Ashland does not have any designated Revitalization Neighborhoods nor does the City have any areas that quality as being affected by slum or blight conditions. Consequently, the city did not target any CDBG funds to a designated area. The City utilizes a declining amount of CDBG funding to work toward meeting the goals identified in the five year strategic plan. The City also utilizes some general fund money to address the needs identified in the five year strategic plan, however, the City does not require reporting from all agencies receiving funding on the use of those funds, consequently the City will not report on those outcomes within the numerical goals listed. Identify the geographic distribution and location of investments Target AreaPlanned Percentage of Actual Percentage of Narrative Description Allocation Allocation None None Table 4 – Identify the geographic distribution and location of investments Narrative CAPER 9 OMB Control No: 2506-0117 (exp. 06/30/2018) Leveraging Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan. Applicants who applied for CDBG fundingidentified over$234,926 in matching funds from federal, state, local, and private sources. For the 2019 program year the City awarded $28,113 in grant funding in the regular cycle and another $103,808 to address issues relating to the pandemic. While the City itself did not use CDBG funds to leverage other public and private resources, local non-profits have reported the CDBG funds to be essential in obtaining private donations and other public and private grants. CAPER 10 OMB Control No: 2506-0117 (exp. 06/30/2018) CR-20 - Affordable Housing 91.520(b) Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served. One-Year Goal Actual Number of Homeless households to be provided affordable housing units 25 117 Number of Non-Homeless households to be provided affordable housing units 0 0 Number of Special-Needs households to be provided affordable housing units 0 0 Total25 117 Table 5 – Number of Households One-Year Goal Actual Number of households supported through Rental Assistance 15 27 Number of households supported through The Production of New Units 0 0 Number of households supported through Rehab of Existing Units 0 0 Number of households supported through Acquisition of Existing Units 0 0 Total15 27 Table 6 – Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. The city has a difficult time meeting the housing related goals for a few different reasons. Chief among them is that the City’s allocation of CDBG funds is too limited to induce most housing providers to take on a housing project in Ashland. The high cost of land and properties in Ashland relative to other city’s in the Rogue Valley requires more incentive to level the playing field. Similarly, there is a relative scarcity of multi-family zoned, flat, readily developable land within the City which can make it more expensive and more difficult for affordable housing develpers to site projects in Ashland. Lastly, like CAPER 11 OMB Control No: 2506-0117 (exp. 06/30/2018) many communities, issues of NIMBY-ism can cause costly delays and potentially derail an affordable housing project in a small community such as Ashland. Recently the City participated in a regional planning process to look at strategies to meet housing demand across the valley. The plan identified several barriers to the development of multi-family rental housing within the Ashland market. These barriers are detailed below. Median Home prices and rents in Ashland are higher than surrounding areas New development must capture premium rents or sales prices to be financially viable given current construction costs and high land prices. Narrow niche markets such as medium-term (e.g. 3- to 6-month) rentals and housing aimed at university students are among the only segments that can currently sustain high enough rents to cover the costs of new development. Securing financing for apartment projects in small markets like Ashland is a challenge. Few local real estate investors have enough capital to buy an apartment building (vs. a single condominium or town home unit), and outside investors rarely show interest in small markets. Condominium conversions can displace tenants, but for an apartment property in financial distress, converting to condominiums allows the owner to sell some units andpotentially refinance the remainder. Discuss how these outcomes will impact future annual action plans. These issues cause significant problems in the City’s ability to meet the outcomes identified in the five year consolidated plan. These issues have in the past and will continue to hinder the City’s ability to meet the affordable housing goals that are the highest priority need in the future. Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity. Number of Households ServedCDBG Actual HOME Actual Extremely Low-income 135 0 Low-income 8 0 Moderate-income0 0 Total143 0 Table 7 – Number of Households Served Narrative Information CAPER 12 OMB Control No: 2506-0117 (exp. 06/30/2018) CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The City has done a very good job of meeting the specific objectives for reducing homelessness identified in the five year consolidated plan. The City is fortunate to have several providers in the region who partner effectively around the issues of homelessness. Similarly, the City continues its strong committement to involvement in the Jackson County Homeless Task Force the Jackson County Continuum of Care Board, of which the City's leadership is represented. Program year 2019 was the twelth year that the HTF organized a Project Community Connect Event. In the 2009 program year the City of Ashland in partnership with the many other individual members and organizations of the Homeless Task Force put on the first annual Project Homeless Connect Event in Jackson County. Since that time new partner organizations and private sector businesses have donated their time and services to the event. Over the past few years the coordination effort has become more efficient, organized, and inclusive. The purpose of the event is always to connect homeless populations and those at risk of homelessness to service providers, government agencies and community resources. The Project Community Connect event also serves as an opportunity for individual community members to welcome those experiencing homelessness or on the verge of homelessness back into the community through volunteerism and recognition. The event provided a hot meal and resources from partner agencies such as La Clinica, a community health center, the Housing Authority of Jackson County, and the Veteran’s Administration, just to name a few. The year the event was attended by approximately 485 participants. The Jackson County Ten Year Plan to end homelessness is available on the Jackson County Website at: http://www.co.jackson.or.us/files/10-Year_Plan_to_End_Homelessness.pdf The City of Ashland continues to contribute to a coordinated effort to serve the Homeless populations and those at risk of homelessness by working to carry out the six strategies identified in the plan. Addressing the emergency shelter and transitional housing needs of homeless persons There are currently no permanent overnight shelters or transitional housing options located within the City of Ashland. In Program year 2019 Options for Homeless Residents of Ashland (OHRA) in coordination with the Jackson County Continuum of Care, and with funding from Access, the community action agency of Jackson County, and the City of Ashland, opened the first a seven day a week shelter in one location to the most vulnerable citizens in a comprehensive and coordinated way. The shelter ran from November unit March (it had to close down early due to the pandemic) and provided 45 shelter beds. The City is continues working regionally to develop a regional year round emergency shelter. CAPER 13 OMB Control No: 2506-0117 (exp. 06/30/2018) CoC Awards FY 2019$248,461 Community Works TLP Renewal $12,685 Access-HMIS$9,000 Access-Planning Project $14,269 Access-Woodrow Pines Renewal $12,947 Community Works-DV Bonus$50,852 OHRA-Housing Match Program $45,394 RVCOG-Home At Last Renewal$54,260 Rogue Retreat-Transitional Housing Program $49,054 Table 8 - CoC Awards FY 2019 Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City directs over $100,000 in general fund dollars to safety net services each year. Awards to selected service providers are made on a two year cycle, with recipients receiving the full award amount on July 1st, of each year. Therefore the award indicated in table 2 below is an annual allocation and the recipient ultimately receives twice the amount listed. Several homeless service providers, low income health care, and essential continuum of care services are funded each year. In the 2019 program year the Social Service Grants awarded totaled $134,00. Given the relatively small size of the award requests, the use of the City’s General Fund grant awards enables these non-profits to direct the award to services with a minimal amount of grant administration costs. The City has not directed funds specifically toward addressing the needs of persons with special needs that may require supportive housing (such as persons with HIV/AIDs) preferring instead to target funding and staff time to serving the needs of all populations experiencing or at risk of homelessness. If an affordable housing provider applied for CDBG funds to support the development of permanent supportive or transitional housing for those experiencing homelessness, at risk of homelessness, or living with a disease that necessitated supportive housing that application would meet several of the City’s priority goals for CDBG. The Jackson County Continuum of Care received renewal awards totaling $246,953 for all of the programs funded in the prior program year as well as an additional bonus project. For complete CoC grant award details see table 1 above. The City has, for a number of years, supported two organizations that do extensive outreach to unsheltered persons. Both Maslow Project and St. Vincent De Paul’s home visitation program do extensive outreach to homeless and at risk residents. OHRA 26,500 SVDP 25,500 CNPLS 4,000 ARC 4,000 CAPER 14 OMB Control No: 2506-0117 (exp. 06/30/2018) AFA 12,000 RVCOG-Meals on Wheels 8,000 CVN-RSVP2,000 CW-Dunn House 6,500 CW-Helpline 4,500 CW-SAVS 1,000 RV Mentoring2,000 Maslow 8,500 La Clinica 5,000 JC-SART 4,500 SOJWJ 13,000 Table 9 - City of Ashland Social Service Grants 2019-2020 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 As mentioned previously in the document the City awarded funds to the St. Vincent De Paul Home visitation program and the Maslow project, both activities work with homeless and at-risk populations to stabilize and improve their situations. The St. Vincent De Paul program primarily assists homeless and those at risk of homelessness to obtain and maintain housing through security deposit and rental assistance and case management. Often the volunteers in this program are able to offer such support services as obtaining SSI and SSD, or assisting with job search and employment. Though these activities are not directly captured in reporting data, the service is part of the mission of the Home Visitation program and as such can contribute to a reduction of the number of people living in poverty. Similarly, Maslow Project provides resources, referrals, and case management for homeless and at-risk populations, along with other services which are also not captured in the CDBG reporting data. The City also awards funding (though not always CDBG funding) to Options for Helping Residents of Ashland which offers several resources to alleviate the issues of homelessness. The Jackson County Homeless Task Force and Continuum of Care members (which includes representation from Ashland) works with publicly funded institutions and systems of care to coordinate around discharge planning. Lastly, the Ashland Community Resource Center, which is supported in part by City of Ashland social service grant funds assists homeless and at risk populations in a variety of ways, including employment and housing and shelter supports, life skills and case management supports, laundry and shower services as well as general resource referral. CAPER 15 OMB Control No: 2506-0117 (exp. 06/30/2018) CR-30 - Public Housing 91.220(h); 91.320(j) Actions taken to address the needs of public housing The Housing Authority of Jackson County operates all Public Housing Units in Jackson County. In 2006 HAJC filed for disposition of all of their public housing units, three of which were in the City of Ashland. Consequently there are no Public Housing Units within the City of Ashland. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership N/A Actions taken to provide assistance to troubled PHAs N/A CAPER 16 OMB Control No: 2506-0117 (exp. 06/30/2018) CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City continues to consider the potential impacts to affordable housing that changes in the Ashland Land Use Ordinance (ALUO) may have, as well as to look at ways that the ALUO needed to be updated in order to promote affordable housing and housing types. Similarly, the City staff is working with EcoNothwest on a grant funded update the Housing Needs Analysis which is expected to identify action steps and policy recommendations that support the development of affordable and needed housing types. The Housing Element Update should dovetail with the Ashland Housing Strategies Plan that was developed in 2018 to identify barriers in the land use code and provide incentives to the development of multifamily rental housing. Similarly, the City worked on an update of the Ordinance which govern’s the Citys Affordable housing program. The primariy goals of the update were to make the program more administratively efficient and effective for City staff and for the parties that are impacted by it’s polcies and regulations. Mainly, homeowners, homebuyers, develpers, real estate professionals and appraisers. City staff also utilized the update as a way to address housecleaning on land use code related to the affordable housing program, as well as to remove barriers to achieving the mission of the program; the development of needed housing types. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) No specific actions were taken during 2019 that are not identified elsewhere in the Consolidated Annual Performance and Evaluation Report. The City’s continued involvement in the Jackson County Homeless Task Force and the Continuum of Care is instrumental in assessing the needs and resources of homeless populations. The City’s continued support for local providers of services to low income, at risk, disabled, homeless, and elderly populations through the Social Service grant program funded out of the City’s general fund helps to offset the lack of resources and helps to support local providers of services to those populations. See table 2 above for details. Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) No projects were funded in 2019 that had issues of lead based paint or that required any testing or remediation. Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The Housing and Community Development Act of 1992 requires communities to include in their CAPER 17 OMB Control No: 2506-0117 (exp. 06/30/2018) Consolidated Plan a description of an anti-poverty strategy. The City of Ashland has limited resources for addressing the issues involved in reducing poverty and improving the self-sufficiency of low-income residents. Affordable housing is one of the factors directly related to poverty that the City of Ashland does have some ability to influence, and the related goals are covered in the Housing Goals section. In addition, the City supports housing, social service, and economic development programs targeted at the continuum of care needs of the homeless. In another effort to address poverty within Ashland, during 2001-2002 the City of Ashland passed a Living Wage Ordinance. This ordinance requires that employees of the City, or employers receiving financial assistance or business from the City in excess of approximately $15,000 (adjusts annually) must pay a minimum of $14.19 per hour (adjusted annually) to employees engaged in work related to the City project or service contract. The City of Ashland operates a variety of funding and other assistance programs which, together, strategically address the goals of reducing poverty and improving the self- sufficiency of low-income residents. The activities undertaken in conjunction with this anti-poverty strategy can be separated into two primary areas of effort: human services programs targeted at the continuum of care needs; and affordable housing programs. The City of Ashland provides funding to agencies that address the needs of low income and homeless residents through a Social Service Grant program. The goal of this program is to improve living conditions and self sufficiency for residents by meeting such basic needs as food, shelter, clothing, counseling and basic health care. The goal is carried out by providing funds in excess of $100,000 every year to various area agencies whose focus meets one or more of these targeted needs. The Social Service Grant program is funded entirely with general fund dollars from the City of Ashland budget. The award process is coordinated with the City of Medford and the United Way of Jackson County. Local agencies and organizations providing continuum of care activities in the Rogue Valley coordinate their applications through a Community Services Consortium. The coordination of services and related funding requests through the consortium attempts to insure that the broad range of needs is met without overlap or duplication of service. The second element of the City’s anti-poverty strategy targets the development and retention of affordable housing. The City of Ashland has made a serious effort to address the issues of housing affordability including the dedication of funds to support the development of affordable housing and shelter through the Affordable Housing Trust Fund. Actions taken to develop institutional structure. 91.220(k); 91.320(j) City of Ashland Staff provides support to the City of Ashland Housing and Human Services Commission including a Housing Program Specialist, which helps provide institutional structure as well as to examine and implement opportunities for intergovernmental cooperation. City staff also contintues with regional partners to maintain and promote further regional coordination and partnership in housing and community development related activities. Ashland continues to work with the Jackson County Continuum of Care’s Homeless Task force to address the development of affordable housing and resources for homeless and at risk populations at a regional level. CAPER 18 OMB Control No: 2506-0117 (exp. 06/30/2018) Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) As mentioned previously in years past the City of Ashland worked with the Housing Authority of Jackson County to complete a sixty unit affordable rental housing development. The City also worked with ACCESS on a project to create six new affordable rental units targeted to low income households. More recently the City has worked with Columbia Care and the Housing Authority to help facilitate the predevelopment activities in support of 90 units of affordable housing between the two agencies. The City continues to look for opportunities to work with for profit and non-profit housing developers to increase the City’s supply of affordable rental and ownership housing. The City of Ashland Housing and Human Services Commission continue to explore opportunities to promote and protect the City’s affordable housing stock. In the last year the City dedicated an ongoing funding source for the City of Ashland Affordable Housing Trust Fund, as well as working toward finding new resources to serve the City’s homeless populations. Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) Since the Analysis of Impediments to fair house choice was drafted in 2009, the City has undertaken numerous activites to address the public sector and private sector impediments identified in that document. Some examples of activities that the City has undertaken include; trainings to targeted groups, fair housing testing, support of a local staff person to conduct trainings and promote fair housing throughout Jackson County, financial sponsorhip and staff support for education and outreach events and lastly, policy review and amendment to include expanded fair housing language. Most recently the City sponsored a fair housing training for landlords and property managers and provided fair housing training to City commissioners. the City also provides ongoing support for the Fair Housing Council of Oregon's fair housing hotline, and regulary engages with that organization around trainings and events. In 2020 the City of Ashland Adopted an update of the 2009 AI. The update includes action steps and a schedule for implementation over the 5 year Consolidated Plan period. The City will continue to look for ways to address identified impediments and detail those actions in subsequent reports. CAPER 19 OMB Control No: 2506-0117 (exp. 06/30/2018) CR-40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements Each Community Development Block Grant (CDBG) Program Year the City reviews each CDBG activity that was underway and ranks the sub-recipient’s risk factors by assigning 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 tools in determining the extent of monitoring for a given activity. Other factors, as deemed relevant by the City of Ashland, can be used in establishing a higher or lower risk factor than the numerical rating system. A CDBG monitoring visit may consist of an on-site monitoring or a desk monitoring. All CDBG grantees will be monitored once prior to a contract being administratively closed. The areas monitored may include: The CDBG staff objectives for monitoring are to determine if grantees are: Carrying out their CDBG-funded activities as described in their contracts (as modified or amended); Carrying out the program or project in a timely manner in accordance with the schedule included in the CDBG contract; Charging costs to the program or project which are eligible under applicable regulations; Complying with other applicable laws, regulations and terms of the CDBG contract; Conducting the program in a manner which minimizes the opportunity for fraud, waste and mismanagement; and Have a continuing capacity to carry out the approved program or project. Overall management system, record keeping and progress in activities. When a grantee is found to be out of compliance, CDBG staff will identify a specific period 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. Citizen Participation Plan 91.105(d); 91.115(d) CAPER 20 OMB Control No: 2506-0117 (exp. 06/30/2018) Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports. The availability of the Consolidated Annual Performance and Evaluation Report (CAPER) for the use of 2019 CDBG funds was advertised in the November 5, 2020 edition of the Ashland Daily Tidings and was posted on the City of Ashland web site from for public comment. Additionally the Housing and Human Services Commission reviewed the CAPER at their November 19, 2020 Regular meeting and held a public hearing to obtain comments. The 2019 CAPER document remains archived on the City website. CR-45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. N/A Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No \[BEDI grantees\] Describe accomplishments and program outcomes during the last year. CAPER 21 OMB Control No: 2506-0117 (exp. 06/30/2018) CR-45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. N/A Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No \[BEDI grantees\] Describe accomplishments and program outcomes during the last year. CAPER 22 OMB Control No: 2506-0117 (exp. 06/30/2018) Attachment PR 03 CAPER 23 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 24 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 25 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 26 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 27 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 28 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 29 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 30 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 31 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 32 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 33 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 34 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 35 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 36 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 37 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 38 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 39 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 40 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 41 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 42 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 43 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 44 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 45 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 46 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 47 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 48 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 49 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 50 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 51 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 52 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 53 OMB Control No: 2506-0117 (exp. 06/30/2018) PR 26 CAPER 54 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 55 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 56 OMB Control No: 2506-0117 (exp. 06/30/2018) PR-26 CDBG-CV CAPER 57 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 58 OMB Control No: 2506-0117 (exp. 06/30/2018) PR 06 CAPER 59 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER 60 OMB Control No: 2506-0117 (exp. 06/30/2018) Memo DATE:11/19/2020 TO:Housing and Human Services Commission FROM:Linda Reid, Housing Program Specialist RE:Pallet Shelter Pilot Project Proposal Overview ______________________________________________________________________________ City staff has been coordinating with local and regional providers of homeless services on the issue of Emergency Cold Weather Shelter solutions. Due to the restrictions placedon congregate sheltering, the City has been looking for options to provide shelter during inclement weather events that will be safe for both shelter participants and volunteers, while also alleviating the need to scramble to locate a space large enough to provide shelter while maintaining social distancing. One option, which many communities throughout the state are utilizing, is the purchase and use of pallet shelters.These shelters are relatively inexpensive, and include heat and electricity. They also have a locking door. The City is proposing the purchase of a few of these shelters to help provide additional capacity for shorter term shelter that is Covid safe. The City is proposing that these shelters could be placed in the parking lot of churches which are already participating in the overnight parking program, because they have already gone through a City approval process, they have porta-potties in place, and are have a registration process established throughOHRA. While the pallet shelters would not be the same as a low barrier inclement weather shelter, they should serve to alleviate the need among the homeless community. Memo DATE:11/19/2020 TO:Housing and Human Services Commission FROM:Linda Reid, Housing Program Specialist RE:Goal Setting Retreat Agenda and Planning ______________________________________________________________________________ th The annual Goal Setting Retreat is tentatively scheduled for December 10the time for the meeting is TBD.