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
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Attachment
PR 03
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CAPER 24
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CAPER 25
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PR 26
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CAPER 55
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CAPER 56
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PR-26 CDBG-CV
CAPER 57
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CAPER 58
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PR 06
CAPER 59
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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.