HomeMy WebLinkAbout2019-05-23 Housing & Human Services PACKET
Ashland Housing and Human
Services Commission
Regular Meeting Agenda
May 23, 2019: 4:30 – 6:30pm
Siskiyou Room of the Community Development Building
51 Winburn Way
1. (4:30) Approval of Minutes (5 min)
April 25, 2019
2. (4:35) Public Forum (5 min)
3.(4:40)New Commissioners Welcome and Introductions (15 min)
4. (4:55) CDBG Action Plan Review and Approval(20 min)
5.(5:15)SB 608 Forum Planning(30 min)
6. (5:45) SS Grant Process Debrief and Strategic Plan Update Next Steps (30 min)
7.(6:15)Liaison Reports discussion (10 min)
Liaison Reports
Council(Dennis Slattery)
SOU Liaison (vacant)
Staff(Linda Reid)
General Announcements
8.(6:25)May 23, 2019 MeetingAgenda Items
Quorum Check – Commissioners not available to attend upcoming regular meetings
should declare their expected absence.
9.(6:30)Upcoming Events and Meetings
Next Housing Commission Regular Meeting
4:30-6:30 PM; June 27, 2019 in the Siskiyou Room of the Community Development
Building
10. (6:30) Adjournment
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the
Community Development office at 541-488-5305 (TTY phone is 1-800-735-2900). Notification 48 hours prior to the meeting will
enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1).
.
Ashland Housing and Human Services Commission
Minutes
April 25, 2019
CALL TO ORDER: Commission Chair Rohdecalled the meeting to order at 4:30 pm in the Siskiyou Room at the
Community Development and Engineering Offices located at 51 Winburn Way, Ashland, Oregon, 97520.
Commissioners Present:Council Liaison
Rich RohdeDennis Slattery / not in attendance
Tom Gunderson
HeidiParker SOU Liaison
Erin CrowleyNone appointed at this time
Linda Reppond
Staff Present:
Sue Crader
Jackie BachmanLinda Reid, Housing Program Specialist
Gina DuQuenneLiz Hamilton, Permit Technician
Vacant
Vacant
Commissioners Not In Attendance:
Approval of Minutes
Commissioners Linda Reppond /Jackie Bachmanm/s to approve the minutes of March 28, 2019 and April 4, 2019.
Voice Vote: All Ayes. Motion passed
Public Forum
Stephanie Reid & Justin McCoy presentedinfo that a unit in their HOA which is regulated by the City of Ashland
Affordable Housing Program has been rented at market price. This is inviolation of theplanning approvalwith the
City of Ashland. Linda Reid & Rich Rohdediscussedwhat directionis being taken with legalDept of Ashland.Linda
Reid to update commission with decision the legal department makes.
Social Service Grant Applicant Presentations
Discussion about perceivedconflict of interest and statements by commission members:
Jackie Bachman on the Board of OHRA and I believe I can make objective decisionsregarding all grant
applications.
Heidi Parker I volunteer with Winter shelters and have worked with most of the applicantorganizations and believe
I can makeobjective decisions regarding all grant applications.
Gina DuQuenne on the board of ARC and former Board member of ChildrenAdvocacy and I believe I can
make objective decisions regarding all grant applications.
Linda Reid on the Board for LaClinica and I have no voting status on this commissionregarding the Social
.
Rich Rohdeaskedif there wereany objections with perceived conflict of interestsand voting? Therewerenone.
Applicants were given5 minutes to present, applicants presentedin Alphabetical order
Addictions Recovery Center: Diana Drew / Communication & Development director, gave apresentation
regarding mobile units.
Questions from Commissioners
Have you done this before?We have been doing this in alimited capacity for 18 months.
How many people are in the vehicle?Usually 2.
What detox/sobering center will you transfer to?The only sobering/detoxcenter from Ashland to Eugene is
located in Medford.
Are there other services that you would be duplicating?On Track does something similar, but they do not
currently have a detox center, clinics or housing.
Domost of the referrals come from police?Nothey also come from ER rooms or anywhere.
CASA of Jackson County:Wenonoa Spivak / Deputy Director, gave apresentation in regards to capacity
building.
Questions from Commissioners
Arethe 19childrenidentified inthe applicationnew childrenin Ashlandon the waiting list? Yes, that is the
number on the wait list for a CASA volunteer.
Reminder of the scope of your budget and how much you are asking for?Asking for $7,500 each of 2 years
and our budget is just over a million dollars.
Do you partner withany other agencies in Ashland?Yes, any agency that touches Ashland we try to work with,
our main community partners are Community Works, La Clinica, and CAC.
Center for Non Profit Legal Services: Debra Lee / Executive Director, gaveapresentation forlegal aidto
promote affordable and fair housing in Ashland.
Questions from Commissioners
The application state that 9of 45 Ashland residents where housingcases last year?Yes
What were the other cases in Ashland? Collections, Expungements,Health Care, Child Custody,
Immigration/Citizenship,DomesticViolence, Family Unity, Reinstate License, Guardianship, and Social
Security/Disability.
Is your organization going to be able to handle the New Rental Law?Yes, we have already had some cases.
Chil Advocacy Center of Jackson County: not represented.
Community Works: Barbara Johnson/ ExecutiveDirector gave apresentation in regard to
-Dunn house:to help with housing for survivors of Domestic Violence, Sexual Assault, and or Stalking.
15% served last year were from Ashland.
No Questions from Commissioners
- Help Line:tohelp with fundingacoordinator.518people from Ashland helpedlast year.
Questions from Commissioners
Wonder about Cultural Competency in relation to the volunteers?We have 5 staff members that are bilingual
and bicultural. Also have a language line that is bonded to help us with language issues.
Staff trained in LGBTQ? We ask if they feel comfortable giving that information, but it is not required and out staff is
trained to know that all information is privileged. The Dept of Justice does not want us to even ask callers.But yes,
the staff is trained to deal with gender issues.
Question about volume?Served far more Medford residents than Ashland, how do you explain Medford
giving less money than Ashland?I cannot answer for what Medford does, I do know we ask for more from them
thanfromthe City of Ashland.
Do you receive funds from JC?Yes, as well asfrom individual donors and the State of Oregon.
-Sexual Assault Services:To help provide emotional supportin cases of sexual assault. This is the
areawiththefastest growth of resourceand advocacy needs inthe last 4 years. The grant also helps providecare
bags for rape victims.15 calls from ACH for sex kitslast year.
37people from Ashland identified as sexual assault survivors.
Questions from Commissioners
What othercollaborationdo you participate in? We are members of the Sexual Assault Task Force of theState of
Oregon. In Southern Oregon we collaborate with our sister units in other counties and communities.
What is in the care bags? New clothing, hygieneitems, shoes, material about healing, blanket or teddy bear.
Community Volunteer network:KristinMilligan, Executive Director,presented informationfor:
-Call-a-ride:to help reimburse volunteers for their mileage and gas fortheir vehicles to providemedical
transportation for seniors 60+ in ageor people with disabilities.Volunteersuse their own cars. 20% of clientsare
from Ashland, 25% of volunteersare from Ashland
Questions from Commissioners
What is your Accident rate? Low
Do you have a cost breakdown per ride? Does not have that information
How do you think Uber will impact?Not sure that it will, most clients cannot afford to pay the fee for a ride.
-Foster Grandparent:to supplement volunteers that are 55+in age that are tutoring and or mentoring
youth in the community
Questions from Commissioners
How many volunteers in Ashland? 3
What are you doing to increasethe numbers of volunteers in Ashland?Putting together an outreach agenda
andoutlook plan. Want to partner with more churches to find low income seniors.
On your statement of functional expenses, there is a line item for legal fees?Unexpected legaldeductible from
insurance for incident with a volunteer.
You mentioned they are mentoring at the YMCA, is this in a group setting or one on one? always supervised
setting by teacher or site supervisor.
Food Angels:Pamela Joy / Founder & Director,gave apresentationregardinga request forfunds to help cover
costs of operating. Regular recipients include Ashland Food Bank, Peace Meal, Head Start, Jackson county food
committee, and various children programs.
Questions from Commissioners
It looks like the total materials and services are 20K and program expenses are 8kper yearis that correct? Is
your fund raising and food contributions a portion of that?We have old equipment that is needing repairs and
the utilities to keep the cold storage keep going up.
So last year was 8k and you are anticipating 20k this year then?Yes
Jackson County SART Susan Moen / Executive Director,gaveapresentationregarding the requestto help
fund Sexual Violence PreventionProgramstargetedto students.1/3 -½of total students served are in Ashland.
Questions from Commissioners
Are the ethnicity numbers in the application for Ashlandor for all of Jackson County?All the numbers listed
for this grant are strictly for Ashland.
You listed fees for services? Who pays that?For the whole organization budget? Our organization is a fiscal
part of our
local budget.
In addition to prevention,youalsodo forensic exams?Yes, throughoutthe county.
La Clinica:Bob Bowen / Team Leadfor Mobile Health Center unit, gave apresentationregarding the request to
fund a community health worker for the mobile unit. Approx.185people are seen once a week at the Methodist
churchin a half day. More than just medical treatment, also help with OHP,drug treatment, mental health,and
dental health.
Questions from Commissioners
Will there be changes in the locationof themobile clinicservices in Ashland in the future?No,not aware of
any changes but La Clinica is always open to additional sites.
Do you need this amount in full to show community support, or coulda portion help?Yes,we do need this
money to show community support butwe need the full amount to fund the health care worker asthe Mobile Unit is
totally supported by donations.
Maslow Project:Karen Phillips / DevelopmentDirector,gave apresentationregarding a requestto help fund
efforts to assisthomeless childrenfind housingand other resources to support the goal of graduation from High
School.
Questions from Commissioners
Your yearendProfit & Lossstatement fromlast year show a veryhealthy income, are those funds reserved
for something?We try to keep 10-12 months in reserve should welosefunding from donations of any kind.
OHRA:Ken Grudger, Board Chair/ MichelleArellano, New Executive Directorpresented on the programs that
they provide in Ashland.Provided a handout (see attachment A)
No Questions from Commissioners.
Peace House:Elizabeth Hallett, Executive Director,presented info onthe request for funding to supportthehot
meal on Tuesday atAshlandMethodist church. 90-150 mealsserved every Tuesday.
Questions from Commissioners
Is it correct you are paying rent of $750 a month for kitchenat the church?Yes
Is it possible to lowerthatrent?They did not charge rent for 15 years, but now the building is needing repairs and
the churchdoes a lot of extra things to facilitate the Meal night and we would not feel comfortable asking for lower
rent.
RVCOG / Food & Friends:Evelyn Kinsella,Program Manager,presented info the request for support fo the
Meals on wheels
Questions from Commissioners
I know we funded Ashland Fire and Rescue some CDBG funding to support ahome safetyprogramlast year, did they
coordinated with you?Yes,and we also coordinate with the Police dept.
RV Mentoring Rose Center:Sara Kreisman, Executive Director,gave apresentationregarding support for a
youth mentoring program,and fortrain andsupport to teach adults to mentor youth. RV Mentoring is looking to fund a
Lead Mentor.
Questions from Commissioners
Looking at Program costs, they include traveland advertisingcosts, can you tell us what that is about?
Working to boost volunteer base, which is a primary challenge.
SO Jobs w/Justice: Vanessa & Jason Houkgave apresentation on thewhich provides
a free meal 5-days a week in Ashland.
Questions from Commissioners
With regard to theCulinary training program, with the addition of appliances will you still be able to facilitate
this training atyour Herseylocation?That is our ultimate goal, yes
I know your program is newish and growing, do you have a strategic plan formoregrowth?It is a goal,
although we also operate on a day to day need as well
St Vincent De Paul:Paul Adalian, President of the SVDP Ashland Conference,which serves both Ashland and
Talent &Vickie Weiss, Grant writer, gaveapresentation of services provided in Ashland. ASSG is the program for
Ashland that SVDPmatchesevery dollar givenwith funding raised by SVDP through othergrants.
Questions from Commissioners
Strategic planning:are we staticin that, or are we
thinking down the way?When we work with our partners, its mostly funding and working together to solve a
problem and we all work together anyway, but maybe a strategic plan between organization would be good.
Your Dioceseisdecreasing funds?The thrift Store program has had a reduction and yes, some overall funding has
been cut.
?No, because we prioritize and the matching programs come first.
Housing and Human Services Commission Social Service Grant Award Discussion and Recommendation
The Commissioner went around the room and each commissioner stated what they kept in mind with their preliminary
allocation recommendations.
Heidi Parkerstrategy to concentrate on goals for Ashland housing.
Rich Rohde-focus on commission goals.
Tom Gundersonhighest priority foruse of money, and what is more represented in Ashland.
Gina DuquenneI agree with small amounts to preventative services.
SueCraderprioritized home grown Ashland programs.
Erin Crowleylookedat itfrom housing and human services perspective.
The Commissionersdiscussed how they might allocate monies for better return on services. At 7:15 P.M.Crowley
stated that she had to leavedue to a conflicting meeting schedule, but stated that she trustedthe rest of the
commission to continue with the making a final determination on the remaining allocations.Thefinal Social Service
Grant allocationrecommendations were as follows:
Round table Roll call to accept allocation recommendations of the of the Social Service Grant awards:
Rich RohdeYes
Tom Gunderson Yes
Sue CraderYes
Jackie BachmanYes
Linda ReppondYes
Gina DuQuenneYes
Heidi ParkerYes
Erin CrowleyAbsent but stated she trusted the commission to make allocations
Upcoming Events and Meetings
City Council Meeting-Social Service Grant Award
7:00-10:00 PM; May 21, 2019 -Council Chambers 1175 E. Main Street, Ashland, OR
Next Housing Commission Regular Meeting
4:30-6:30 PM; May23, 2019 in the Siskiyou Room of the Community Development Building
ADJOURNMENT
The meeting was adjourned at 7:50p.m.
Respectfully submitted by Liz Hamilton
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 meeting (28 CFR 35.102-35.104 ADA Title 1).
Memo
DATE: 04/25/2019
TO: Housing and Human Services Commission
FROM: Linda Reid, Housing Program Specialist
RE: CDBG Action Plan Review and Approval Discussion
The City of Ashland is an Entitlement Community for Community Development Block Grant Funds.
The city anticipates an annual allocation of $178,562 in Community Development Block Grant funds for
Program Year 2019 (July 1, 2019-June 30, 2020) by the Department of Housing and Urban
Development (HUD).
This document, the CDBG Action Plan for Program Year 2019, describes the project(s) that the City
will undertake and the manner in which the project(s) are consistent with the priorities of the Five-Year
Consolidated Plan. Within this document is a table summarizing the projects to be funded by CDBG
dollars in Program Year 2019 (page 3).
The City Council has identified that a total of $44,784 in grant funds in the 2019 grant year is to be
awarded to 3 projects (and for administration of the program): $15,834 to St. Vincent de Paul-Home
Visitation Program for emergency rent and security deposit assistance, $10,950 to Maslow Project for
outreach and case management for homeless youth enrolled in the Ashland School District, and $18,000
to Ashland Food Angels to make repairs and energy efficiency upgrades to their food storage facility.
The City was unable to award the entire allocation of CDBG funding in 2019 due to a lack of
applicants. The remaining balance of funding will be allocated through the next RFP process beginning
in January 2020 or potentially sooner.
This document, the CDBG Action Plan for Program Year 2019, describes the project(s) that the City
will undertake and the manner in which the project(s) are consistent with the priorities of the Five-Year
Consolidated Plan.
Public Comment on the 2019 CDBG Action Plan can be submitted any time prior to May 21, 2019 or be
presented to the Ashland Housing and Human Services Commission at a public hearing on the plan.
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
Mission Statement:
Plan.
Housing
The City has a responsibility to ensure that proper amounts of land are set aside to accommodate the
various housing needs in the City, and that its land development ordinances are broad enough to allow
for variation in housing type and density.
Economy
The City seeks to provide opportunities for a variety of economic activities in the City, while continuing to
reaffirm the economic goals of Ashland citizens. Economic development in Ashland should serve the
purpose of maintaining and improving the local quality of life.
Social and Human Services
To ensure that all people in Ashland live in a safe, strong, and caring community, the City seeks to
enhance the quality of life and promote self-reliance, growth and development of people. To these ends,
the City will strive to provide resources and services to meet basic human needs.
2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location. It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis or the strategic plan.
The City of Ashland is an Entitlement Community for Community Development Block Grant Funds. The
city anticipates an annual allocation of $178,562 in Community Development Block Grant funds for
Program Year 2019 (July 1, 2019-June 30, 2020) by the Department of Housing and Urban Development
(HUD).
This document, the CDBG Action Plan for Program Year 2019, describes the project(s) that the City will
undertake and the manner in which the project(s) are consistent with the priorities of the Five-Year
Annual Action Plan 1
2019
OMB Control No: 2506-0117 (exp. 06/30/2018)
Consolidated Plan. Within this document is a table summarizing the projects to be funded by CDBG
dollars in Program Year 2019 (page 3).
The City Council has identified that a total of $44,784 in grant funds in the 2019 grant year is to be
awarded to 3 projects (and for administration of the program): $15,834 to St. Vincent de Paul-Home
Visitation Program for emergency rent and security deposit assistance, $10,950 to Maslow Project for
outreach and case management for homeless youth enrolled in the Ashland School District, and $18,000
to Ashland Food Angels to make repairs and energy efficiency upgrades to their food storage
facility. The City was unable to award the entire allocation of CDBG funding in 2019 due to a lack of
applicants. The remaining balance of funding will be allocated through the next RFP process beginning
in January 2020 or potentially sooner.
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or
projects.
The City of Ashland's Five-Year Consolidated Plan for 2015-
community. These goals demonstrate that the highest priority need is the provision of affordable
housing. Issues of homelessness and the provision of social services to low and extremely low income
aside for such activities. Administration of the program utilizes 20% of the annual allocation. Outside of
the CDBG Program the City allocates over $100,000 per year of general funds to address social
services. Ashland is a small city with limited resources, and receives a small number of applications; it is
unlikely that each of the six identified goals can be addressed in any single program year, due in part to
the small amount of funding, but also due to the limited capacity of service providers within the
community. Furthermore, while Ashland experiences a broad range of needs similar to larger
communities, the resources and services available to assist low- to moderate-income people in the
Rogue Valley is limited and comparable to other rural areas. The City offers innovative incentives to
promote protect and support affordable housing including System Development Charge deferrals for
new units affordable to low-moderate income households thereby reducing development costs for
affordable housing projects. The City of Ashland is currently the only city in Jackson County to offer this
kind of incentive. The City also has a bonus density program that promotes the development of
affordable units in market rate developments and a Condominium Conversion ordinance that works to
slow the conversion of rental units to ownership units.
Another priority need which the City has had difficulties addressing is assisting individuals in the
transition from homelessness to permanent housing situations. The Ashland City Council adopted an
extreme weather and continues to work with faith based groups, community volunteers, and non-profit
agencies to coordinate regular weekly shelters operating four nights each week from November to
April. Most recently the City has worked with the faith based community, Options for Helping Residents
Annual Action Plan 2
2019
OMB Control No: 2506-0117 (exp. 06/30/2018)
of Ashland, and community volunteers to create a single temporary shelter site that can be used for a
seven night a week shelter for five months of the year. The City also directed general fund and social
service grant money in support of a resource center to assist homeless and transitioning families and
individuals with needed resources including housing and employment resources. The City would
entertain using CDBG funds in supporting an organization that offered emergency and transitional
housing.
to meeting many of the outcomes proposed in the 2015-2019 Consolidated plan.
The City of Ashland ranked the Priority Needs of the Five-Year Consolidated Plan for 2015-2019 to help
address identified needs with the limited resources available for social services and capital improvement
in the Rogue Valley. Specifically, this ranking directs the majority of available CDBG funds to the highest
priority need, the provision of affordable housing and services to vulnerable populations.
A detailed breakdown of program outcomes will be provided in the 2018 CAPER.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
A Public hearing was held on March 28, 2019 to consider comments on the potential uses of the 2019
CDBG allocation. Additionally, at that meeting the Ashland Housing and Human Services Commission
reviewed the applications submitted for CDBG grant awards. After opening a hearing to solicit
comments about how the City should apply the CDBG funds (no public testimony was provided), the
Housing and Human Services Commission forwarded an award recommendation to the City
Council. The City Council held a public hearing on April 16, 2019, at which time the CDBG applicants
testified during the public hearing and the Council selected award recipients. No public testimony was
provided at the City Council public hearing.
The Housing and Human Services Commission held a public hearing on May 23, 2019 to elicit comments
on the Action Plan. The public comment period on the 2019 one-year Action Plan began on April 22,
2019 and ran through May 22, 2019.
All meetings are noticed in the Ashland Daily Tidings, and posted on the City of Ashland website. The
availability of the draft plan was also posted on the City of Ashland web page on April 22, 2019 and an
Adobe Portable document (PDF) of the Action Plan was available for download throughout the public
comment period.
A legal notice notifying the public of the availability of the draft Action Plan and the comment period
was published on April 22, 2019 in The Ashland Daily Tidings.
5. Summary of public comments
Annual Action Plan 3
2019
OMB Control No: 2506-0117 (exp. 06/30/2018)
This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
A public comment period for the 2019 Action plan began on April 22, 2019 and will run through May 22,
2019. The amendment was published in a legal notice in the Ashland Daily Tidings on April
22nd. Information about the proposed amendment was posted on the City's website on April 22,
2019. As of May 17th no comments have been received.
6. Summary of comments or views not accepted and the reasons for not accepting them
Not Applicable
7. Summary
Not Applicable
Annual Action Plan 4
2019
OMB Control No: 2506-0117 (exp. 06/30/2018)
5
Department/Agency
Community Development/Housing Division
Name
2019
Responsible Agencies
1
Annual Action Plan
Table
91.200(b)
Agency Role
0117 (exp. 06/30/2018)
-
agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant
Agency/entity responsible for preparing/administering the Consolidated Plan
05 Lead & Responsible Agencies
-
CDBG Administrator
PR 1.Describe the program and funding source. Narrative (optional) Consolidated Plan Public Contact Information OMB Control No: 2506
AP-10 Consultation 91.100, 91.200(b), 91.215(l)
1. Introduction
continue to provide institutional structure as well
as examine and implement expanded opportunities for intergovernmental cooperation. Currently the
and in some cases to implement strategies identified through the regional housing plans to increase the
development of needed housing types in a comprehensive and coordinated manner throughout the
region. City of Ashland Staff will continue to; work with providers of public, private and assisted housing
in an effort to promote the development of affordable ownership and rental housing; with social service
agencies to maintain, expand, or bring needed services to homeless, at-risk, low-income and special
needs populations, and with other municipalities and government entities to coordinate services,
maximize resources, avoid duplication and serve the identified needs of low-income populations
throughout the region. City staff will provide technical assistance about City programs, regulatory
requirements and incentives as well as the CDBG program to area non-profits and social service
providers. The staff will also continue to work closely with and offer support to the City of Ashland
Housing and Human Services Commission.
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(l))
The City of Ashland established a Housing and Human Services Commission in October 2013. The
Housing and Human Services Commission was established to address issues relating to housing
accessibility and affordability and the resource needs of vulnerable citizens within the City. Serving in an
advisory capacity to the City Council on housing and human services related issues, the Housing and
Human Services Commission is charged with the review and recommendation on all CDBG related
activities undertaken by the City. The Housing Program Specialist is the staff liaison to the Housing and
Human Services Commission and works closely with that body in disseminating information regarding
fair housing and the needs of the community with regard to housing and services. Similarly, staff and
the Commissioners act as a conduit between the residents and the city government allowing for public
input and participation on issues of affordable housing and the CDBG program. Housing Program staff
serves as a member of the Jackson County Homeless Task Force which facilitates coordination across
agencies promoting communication and regional planning. The Homeless Task Force has representation
from several sectors including; private entities, non-profit agencies, government agencies, providers of
mental health and addiction services, as well as providers of homeless services.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
Annual Action Plan 6
2019
OMB Control No: 2506-0117 (exp. 06/30/2018)
In the last
year the governing structure of the Counties Continuum of Care in Jackson County has undergone a
complete transformation. A new charter was created, a new board was established and a Continuum of
Care Coordinator was hired. The CoC board is undertaking several activities to address the needs of
homeless persons throughout Jackson County. The City is working in partnership with the CoC board to
address the identified needs. Similarly, Housing Program Specialist continues to be active with the
Jackson County Homeless Task Force, which coordinates the efforts of city and county governments,
social service agencies, federal agencies, and non-profit organizations to address affordable housing and
homeless issues on a regional level.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
The Mayor of the City of Ashland is a member of the Jackson County Continuum of Care Board (CoC)
which is the entity that oversees the continuum of care grant process. The CoC works with
representatives of agencies and jurisdictions to develop performance standards and to evaluate the
outcome of the projects assisted. Similarly, the CoC Board will work with the Access, the lead agency, to
establish and update the policies and procedures for the operation and administration of the HMIS
database. City of Ashland general funds help to support coordination activities undertaken by the
Housing Program Specialist and are also utilized to contribute toward CDBG program administration as
well as staff support of non-profit organizations and intergovernmental cooperation.
2. Describe Agencies, groups, organizations and others who participated in the process
entities
Annual Action Plan 7
2019
OMB Control No: 2506-0117 (exp. 06/30/2018)
VeteransUnaccompanied
8
--
s
Domestic Violence
Chronically homelessFamilies with children
--
Housing
ChildrenElderly PersonsPersons with DisabilitiesPersons with HIV/AIDSVictims of homeless
-
------
HOUSING AUTHORITY OF JACKSON COUNTYHousingPHAServices ServicesServicesServicesServicesServicesServicesRegional organizationHousing Need AssessmentPublic Housing NeedsHomeless Needs Homeless
Needs Homelessness NeedHomelessness Needs youthHomelessness StrategyMarket AnalysisConsulted through the CoC process as well as constant communication.
2019
Annual Action Plan
0117 (exp. 06/30/2018)
-
Agencies, groups, organizations who participated
2
Agency/Group/OrganizationAgency/Group/Organization TypeWhat section of the Plan was addressed by Consultation?Briefly describe how the Agency/Group/Organization was consulted. What are
the anticipated outcomes of the consultation or areas for improved coordination?
1
Table Identify any Agency Types not consulted and provide rationale for not consulting Not Applicable OMB Control No: 2506
9
2019 Consolidated Plan are consistent with the
-
County 10 year plan to end homelessness.
2019
Annual Action Plan
How do the goals of your Strategic Plan overlap with the goals of each plan?
Other local / regional / federal planning efforts
The City's priorities identified in the 2015strategies identified in the Jackson
3
Table
Lead Organization
0117 (exp. 06/30/2018)
-
ame of Plan
N
Continuum of Care
Other local/regional/state/federal planning efforts considered when preparing the Plan Narrative (optional) OMB Control No: 2506
n
The
d Huma
e for download
After opening a
l 22, 2019 in
10
Additionally, at that
The availability of the draft plan was also
The City Council held a public hearing on April 16, 2019, at
setting
-
2019
to broaden citizen participation
Annual Action Plan
and posted on the City of Ashland website.
held a public hearing on May 23, 2019 to elicit comments on the Action Plan. The public comment
Daily Tidings,
Ashland
91.105, 91.200(c)
year Action Plan began on April 22rd and ran through May 22nd.
-
.
0117 (exp. 06/30/2018)
-
he public comment period.
he Ashland Housing and Human Services Commission reviewed the applications submitted for CDBG grant awards.
sing and Human Services Commission
Summary of citizen participation process/Efforts made
12 Participation
-
AP 1.Summarize citizen participation process and how it impacted goal A Public hearing was held on March 28, 2019 to consider comments on the potential uses of the 2019 CDBG allocation.meeting
thearing to solicit comments about how the City should apply the CDBG funds (no public testimony was provided), the Housing anServices Commission forwarded an award recommendation to
the City Council.which time the CDBG applicants testified during the public hearing and the Council selected award recipients.The Houperiod on the 2019 oneAll meetings are noticed in
the posted on the City of Ashland web page on April 22, 2019 and an Adobe Portable document (PDF) of the Action Plan was availablthroughout tA legal notice notifying the public of the
availability of the draft Action Plan and the comment period was published on Apri Ashland Daily TidingsAs of May 17, 2019 No comments have been received. OMB Control No: 2506
(If
URL
applicable)
11
comments
of
reasons
and
not accepted
Summary
of
received
Summary
comments
of
2019
Annual Action Plan
Citizen Participation Outreach
Summary
4
response/attendance
Table
Outreach
of
Target
Outreach
of
0117 (exp. 06/30/2018)
-
Mode
icipation Outreach
Order
Sort
Citizen Part OMB Control No: 2506
Narrative Description
12
0
$
Amount
Expected
Available
of ConPlan
Remainder
$
funds), including a description of how
Total:
296,132
$
115,883
Prior Year
Resources:
Priority Table
1,687
Program
Income: $
2019
Expected Amount Available Year 1
$
Annual Action Plan
Expected Resources
178,562
Annual
Expected Resources
Allocation:
-
5
Table
Funds
Uses of
91.220(c)(1,2)
AcquisitionAdmin and PlanningEconomic DevelopmentHousingPublic ImprovementsPublic Services
-
Funds
Source of
public federal
0117 (exp. 06/30/2018)
-
Program
15 Expected Resources
-
CDBG
AP Introduction Anticipated Resources Explain how federal funds will leverage those additional resources (private, state and local matching requirements will be satisfied OMB Control
No: 2506
If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
In 2010 the City purchased a ten-acre property in conjunction with the Housing Authority of Jackson
County. At that time the ten-acre parcel was divided into two parcels a four-acre parcel was purchased
by the Housing Authority and six of the acres remained with the City. The City then sold off five of the
acres to Parks Department retaining a .92-acre parcel for future development. The City then split off a
14,000 square foot section of that parcel to protect a 75-year-old Cottonwood tree and is sold the
remainder of that property to the Housing Authority to develop additional affordable housing. No plan
has been submitted at this time so details are unavailable.
Discussion
The City established an Affordable Housing Trust Fund (AHTF) in 2008 and over the years has dedicated
a variety of revenue sources to the fund. In 2017, the City Council dedicated $100,000 of revenues
raised from the Marijuana tax to the fund. In January 2018 the City made Affordable Housing Trust
Funds available through a Request for Proposals process. The AHTF RFP and the CDBG RFP were run
concurrently as the AHTF was designed to complement the CDBG program and support those aspects of
affordable housing development projects which could not be supported with CDBG funding. The City
offered a total of $366,000 in AHTF, one affordable housing project, a 25-unit affordable housing
development proposed by Columbia Care, was awarded funding, the project is currently underway.
Annual Action Plan 13
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Goal Outcome Indicator
14
Public Facility or Infrastructure Activities for Low/Moderate Income Housing Benefit: 15 Households AssistedPublic Facility or Infrastructure Activities other than Low/Moderate Income
Housing Benefit: 99 Persons AssistedPublic Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit: 1000 Persons Assisted
CDBG: CDBG: CDBG:
$15,834$10,950$18,000
Funding
Issues
Housing
-
Needs Addressed
Addressing Issues of HomelessnessPublic ServicesAddressing of HomelessnessPublic ServicesEconomic DevelopmentAddressing Issues of HomelessnessNonCommunity DevelopmentEconomic Development
Area
2019
Goals Summary
Geographic
6
Annual Action Plan
Table
--
Category
omeless
HomelessHomelessNonHomeless Special NeedsNonHSpecial Needs
Annual Goals and Objectives
End
Year
201520192019
es
Year
Start
201420152014
Goal Name
0117 (exp. 06/30/2018)
-
Support Services for Homelessness outreach, prevenSupport Economic Development activities that assisSupport housing and services for peoples with spec
Sort
20 Annual Goals and Objectiv
Order
-
123
AP Goals Summary Information Goal Descriptions OMB Control No: 2506
15
2019
Annual Action Plan
Ashland School District Case Manager
-
Support Services for Homelessness outreach, prevenSt. Vincent De Paul Home Visitation PrgramSupport Economic Development activities that assisMaslow Project Support housing and services
for peoples with specAshland Food Angels Facility remodel
0117 (exp. 06/30/2018)
-
Description
Goal NameGoal DescriptionGoal NameGoal Goal NameGoal Description
123
OMB Control No: 2506
Projects
AP-35 Projects 91.220(d)
Introduction
The City recieved three applications for projects serving low and moderate income populations in
2019. Two of the projects are targetted to serving homeless households and households at risk of
homelessness and one is serving very low income households by providing perishable food products to
the local food bank and the head start program.
Projects
# Project Name
1 St. Vincent De Paul Home Visitation Program
2 Maslow Project
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The City has allocated funding to these projects primarily because they were eligible activities that serve
an identified need within the community. The biggest obstacle to addressing underserved needs within
the community are capacity of providers and the limitations on CDBG funding.
Annual Action Plan 16
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OMB Control No: 2506-0117 (exp. 06/30/2018)
1
Project Name St. Vincent De Paul Home Visitation Program
Target Area
Goals Supported
Needs Addressed Provision of Affordable Housing
Addressing Issues of Homelessness
Public Services
Funding CDBG: $15,834
Description Emergency rent and security deposit assistance. St. Vincent De
Paul-Home Visitation Program was awarded $16,655 in public
service funding to assist qualified low-income households and
homeless families and individuals to maintain and/or secure
affordable stable housing.
Target Date 6/30/2020
Estimate the number and 15 homeless or at risk households
type of families that will
benefit from the proposed
activities
Location Description N/A
Planned Activities Security deposit, rent assistance, and utility assistance to obtain and
maintain housing.
2
Project Name Maslow Project
Target Area
Goals Supported
Needs Addressed Addressing Issues of Homelessness
Funding CDBG: $10,950
Description Case management for homeless and at risk youth enrolled in the
Ashland School District
Target Date 6/30/2020
Estimate the number and Approximately 99 low income and homeless individuals
type of families that will
benefit from the proposed
activities
Location Description N/A
Annual Action Plan 18
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Planned Activities Case management for homeless and at-risk school aged children
and families.
Annual Action Plan 19
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AP-50 Geographic Distribution 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
According to the 2010 Census there were no block groups where 20% or more of the population is
comprised of racial or ethnic minorities. Consequently, the City does not intend to direct any 2019
CDBG funds to any one block group for this purpose. The City does however intend to direct resources
toward furthering fair housing and implementing the recommendations identified in the 2008 Analysis
of Impediments to Fair Housing Choice.
Geographic Distribution
Target Area Percentage of Funds
None
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Not Applicable
Discussion
Not Applicable
Annual Action Plan 20
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Affordable Housing
AP-55 Affordable Housing 91.220(g)
Introduction
The City supported two activities that primarily serve homeless households and those at risk of
homelessness, and one activity that serves households suffering from food insecturity. the total
expected to be served from all three activities is 1114 which includes both households and
individuals. The St. Vincent De Paul activity generally serves a greater number of people both because
their CDBG outcomes are counted as households, and because St. Vincent De Paul leverages nearly ten
times the CDBG funding recieved in other grants and donations throught the thrift store in Medford.
One Year Goals for the Number of Households to be Supported
Homeless 609
Non-Homeless 505
Special-Needs 0
Total 1,114
Table 9 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 15
The Production of New Units 0
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 15
Table 10 - One Year Goals for Affordable Housing by Support Type
Discussion
Annual Action Plan 21
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OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-60 Public Housing 91.220(h)
Introduction
There are no Public Housing Units within the City of Ashland
Actions planned during the next year to address the needs to public housing
Not Applicable
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
Not Applicable
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Not Applicable
Discussion
Not Applicable
Annual Action Plan 22
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OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-65 Homeless and Other Special Needs Activities 91.220(i)
Introduction
Oregon Housing and Community Services receives federal and state resources to be used to support
services benefitting homeless populations. These funds include: Emergency Housing Account,
Emergency Shelter grants, State Homeless Assistance Program, Shelter plus Care, and Supplemental
Assistance for Facilities to Assist Homeless populations. Additionally, under the Federal Continuum of
Care program administered by HUD, local governments and agencies can apply for federal funding for
programs and services to prevent and combat homelessness. The Jackson County Continuum of Care is
an annual recipient of McKinney Vento funds. The City of Ashland does not directly receive any funds to
assist homeless persons or persons at risk of becoming homeless. In CDBG program year 2012 the City
of Ashland awarded $100,000 in General Funds to support the operation of a local day center to assist
residents with resources and assistance, including services to homeless and at risk populations. Two
entities; ACCESS and a new non-profit established for this very purpose called Options for Homeless
Residents of Ashland (OHRA), partnered to administer the funds and establish and run the day
center. The day center offers a number of resources including computer access, resource referrals,
shower and bathroom access, a small self-service kitchen and a space for service providers who do not
currently have locations within the City to meet with clients locally. More recently the City has
provided funding to the center to add an employment support component. In its first year of operation
the day center served over 600 homeless and at risk individuals. City of Ashland residents can also still
access available services, programs and funds through ACCESS, Inc. the regional CAP agency that serves
Jackson and Josephine Counties at the day center. Similarly, many non-profit agencies that provide
housing or support services for homeless populations are eligible to apply for funds through Oregon
Housing and Community Services or through the Jackson County Continuum of Care.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
For Program Year 2019, the City has awarded public service funds to the St. Vincent De Paul, Home
Visitation program in an effort to prevent homelessness. The city has also awarded funding to Maslow
Project to provide wrap around services, case management and resources to homeless youth enrolled in
the Ashland School District.
Addressing the emergency shelter and transitional housing needs of homeless persons
The city continues to support regional ser
service grant program. The City provides funding to organizations serving a variety of populations:
funded organizations provide services to; homeless, at-risk, and special needs populations; as well as
Annual Action Plan 23
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minority populations, and victims of domestic violence. As mentioned previously, community
volunteers and local faith based organizations organize and staff emergency shelters in churches and
public buildings on a weekly basis and in times of extreme weather conditions. In the 2012 program
year, the City Council authorized the use of a public building to be utilized as an overnight winter shelter
on a weekly basis. In 2013, 2016 and 2017 the City authorized that same building to be utilized for an
additional shelter night for homeless individuals throughout the winter months (from November-
April). This brings the number of shelter nights to five each week; providing overnight shelter in Ashland
on Monday, Tuesday, Wednesday, Thursday, Friday, and Sunday nights. Each shelter night organized
and staffed by community volunteers, and a community volunteer was in charge of managing the shelter
volunteer list and scheduling volunteers. In January of 2017 the City entered into an agreement with
OHRA to provide funding to manage the emergency shelters and coordinate the shelter volunteers.
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
Similarly, populations needing assistance not offered locally have the ability to access a variety of safety
net services through Access, the regional provider of Community Action Programs, and a partner agency
in the Ashland Community Resource Center (ACRC). The ACRC also assists in providing referrals to and
meeting space for other social service providers located outside of the City. The city continues to
partner with other governmental jurisdictions, agencies and organizations, in an effort to address
homelessness and other special needs populations. The city continues to be an active member in the
Homeless Task Force, a sub-group of the Jackson County Community Services Consortium, and Jackson
scale, and make referrals to the appropriate agencies when necessary.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
Each year the Jackson County Homeless Task Force conducts a one-night homeless survey, through a
coordinated effort of Task Force members, emergency shelters, social service agencies, and
organizations that provide support services to homeless and special needs populations. This annual
survey allows jurisdictions and agencies to track the progress, in addressing the issues of homelessness
Annual Action Plan 24
2019
OMB Control No: 2506-0117 (exp. 06/30/2018)
in the region as well as to recognize changing needs of the populations and gaps in services. The city
expects to attain the goals as outlined in the goal summary of the 2015-2019 Consolidated Plan for
through the use of City of Ashland general funds in the form of Social Service grants to area
organizations offering services to at-risk, homeless, and special needs populations, through support of
Community Connect event, a one day event to provide outreach, services, and resources to homeless
and at-risk populations.
The City does not specifically prioritize activities that focus on serving the needs of chronically homeless
populations. -Year Plan to end homelessness, a document created and
carried out by the Jackson County Homeless Task Force, of which the City of Ashland is an active
member, does prioritize several strategies to address the needs of the chronically homeless throughout
the region. The six strategies identified by the Ten Year plan provided action steps to end chronic
homelessness. These action steps include; promoting the housing first model, providing coordinated
and consistent case management, increase financial assistance/incomes for those who are the most
vulnerable, provide life skill training, and coordinate discharge planning. Lastly, the Ten-Year plan
prioritizes the development and increase of emergency and transitional shelters, and permanent
supportive housing options open to those with the lowest incomes.
Discussion
Annual Action Plan 25
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OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-75 Barriers to affordable housing 91.220(j)
Introduction:
Over the years the City has spent considerable resources identifying and working to remove or mitigate
barriers to the development of affordable housing. As with the housing market, barriers to affordable
housing development are an ever changing target and consequently require ongoing work to identify
and remediate. The City of Ashland struggles with several barriers to addressing the need for affordable
housing; some of which are related to public policies, and some of which are related to market
conditions. The most prevalent issues are:
A lack of affordable rental and ownership housing units.
A small inventory of multifamily housing/multifamily zoned land.
Lack of investment in older housing stock.
Land and housing costs that drive low-income housing developers out of the market.
Limited capacity of local affordable housing developers.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
Over the years the city has explored many strategies and taken several steps to reduce the barriers
identified above. Some of these actions include allowing Accessory Residential Units without a land use
process, removing barriers to the placement and inclusion of Manufactured Housing within Single
Family zones, and evaluating further land use incentives to promote the development of affordable
single family and multi-family development. These actions are further detailed in the 2015-2019
Consolidated Plan.
Some of the barriers to affordable housing identified above, also serve as barriers to addressing
impediments to fair housing choice. Primarily the lack of multi-family inventory which tends to
concentrate low-income and/or minority populations in the areas of town which contain the largest
supply of multi-family and rental housing, which also happens to be the census block groups near the
university. In the next five years the City will be undertaking an update of the Analysis of Impediments
to fair housing choice to identify issues, assess needs, and identify actions steps. The City has also
contracted with the Fair Housing Council of Oregon to provide ongoing fair housing education, outreach,
and training to citizens, elected and appointed officials and other populations as identified. Lastly, the
City will be undertaking an assessment of housing policy that impacts all populations, including minority
Annual Action Plan 26
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OMB Control No: 2506-0117 (exp. 06/30/2018)
and low-income populations. Specifically looking at the location and amount of the City's multi-family
zoned land and how and if that zone can be expanded and distributed more evenly throughout the City,
Education and Outreach is a significant role of the Housing and Human Services Commission and such
activities often have the benefit of not just disseminating information, but collecting information as
well. Such a dialogue within the City facilitates an awareness of the barriers to affordable housing and
highlights mechanisms available to address such barriers. In the 2019 CDBG program year the Housing
and Human Services Commission is undertaking several activities, which could to address some aspects
of this goal, including an affordable housing bus tour to educate the public about the affordable
housing, affordable housing development process, and combat nimbyism. Outcomes from these
activities will be further expounded upon in the 2019 CAPER.
Discussion:
Annual Action Plan 27
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OMB Control No: 2506-0117 (exp. 06/30/2018)
AP-85 Other Actions 91.220(k)
Introduction:
The City has no actions planned directed specifically toward meeting underserved needs that are not
identified elsewhere in this document.
Actions planned to address obstacles to meeting underserved needs
The City continues to prioritize the provision of affordable housing development, rehabilitation, and
preservation as the highest priority use of CDBG funding. However, the City's allocation of funding is
extremely limited; land prices and development costs far outweigh the amount of funding that the City
has available (including incentives) to direct toward the development or preservation of new or existing
affordable housing, consequently, very few applicants apply to utilize City of Ashland CDBG funds to
further the provision of affordable housing.
Actions planned to foster and maintain affordable housing
The City continues to prioritize the provision of affordable housing development, rehabilitation, and
preservation as the highest priority use of CDBG funding. However, the City's allocation of funding is
extremely limited; land prices and development costs far outweigh the amount of funding that the City
has available (including incentives) to direct toward the development or preservation of new or existing
affordable housing, consequently, very few applicants apply to utilize City of Ashland CDBG funds to
further the provision of affordable housing.
Actions planned to reduce lead-based paint hazards
The City of Ashland is acutely aware of the dangers posed by lead based paint poisoning. The five-year
Consolidated Plan identifies actions for assuring that CDBG funded activities would be in compliance
with all state and federal laws regarding Lead Based Paint safe work practices in federally assisted
projects. In an effort to reduce the number of housing units containing Lead Based Paint Hazards and
thereby reduce the number of children affected by lead based paint poisoning, the city provides
information regarding lead based paint hazards in the home, and information regarding lead based paint
safe work practices as requested. Lastly, The Housing Authority of Jackson County hosts periodic Lead
Based Paint Safe work practices training and certification which benefits local contractors and the
general public. The City of
work practices. The City sponsored housing rehabilitation program utilizing program income and the
newly funded Habitat for Humanity Rogue Valley Project both have the potential to involve issues of
lead based paint. The City has, in the past, and will continue to ensure that lead testing and clearance is
Annual Action Plan 28
2019
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completed on any federally funded project involving a structure built prior to 1979.
Actions planned to reduce the number of poverty-level families
The Housing and Community Development Act of 1992 requires communities to include in their
Consolidated Plan a description of an anti-poverty strategy. This strategy takes into consideration
factors over which the City has control. The City of Ashland has limited resources for addressing the
issues involved in reducing poverty and improving the self-sufficiency of low-income
residents. Affordable housing is one of the factors directly related to poverty that the City of Ashland
does have some ability to influence. In addition, the City supports housing, social service, and economic
development programs targeted at the continuum of care needs of the homeless.
The five-year consolidated plan identifies several goals aimed at reducing the number of people living in
poverty. To this end the City adopted a Living Wage Ordinance in 2001 that stipulated that all
employees, contractors, or recipients of city grants or funds must meet minimum living wage
requirements adjusted annually to the Consumer Price Index. The Living wage ordinance continues to
provide the benefits of a higher wage scale for all people working to provide the City with services, or
working on City funded projects.
General Fund provide support for non-profit organizations that create living wage employment
opportunities and fund programs that provide job training for low-income, at-risk and special needs
populations as well as supporting humanities and the arts. The City of Ashland completed an Economic
Development study to increase the number of living wage jobs located within the city by promoting the
expansion, retention and relocation of local and national businesses.
The City of Ashland provides funding to agencies that address the needs of low income and homeless
residents through a Social Service Grant program. The goal of this program is to improve living
conditions and self-sufficiency for residents by meeting such basic needs as food, shelter, clothing,
counseling and basic health care. The goal is carried out by providing funds in excess of $130,000 every
year to various area agencies whose focus meets one or more of these targeted needs. Similarly, the
-Income Energy Assistance Program
(ALEAP) provides reduced cost energy bills and bill payment assistance to qualifying low-income, elderly,
and disabled residents in an effort to reduce cost burden. Both of these programs are paid out of the
An Affordable Housing Committee was formed in 1990 and reconvened in 1994 to search for ways to
provide economical housing in Ashland. In 1995 a formal Housing Commission was formed. In 2013 the
Housing Commission was disbanded and many of its duties were assigned to a new commission, the
Housing and Human services commission, to address both housing and human services needs within
Annual Action Plan 29
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OMB Control No: 2506-0117 (exp. 06/30/2018)
Ashland, in recognition that both housing and services are needed to address issues of poverty.
Actions planned to develop institutional structure
The City has no actions planned toward further developing institutional structure during program year
2018.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City Continues to work toward enhancing coordination with community partners that provide
housing and services. The City has limited resources, consequently the City must rely on coordination of
services to meet the housing and resource needs of the citizenry. City staff continues to be an active
participant in several regional groups that work to coordinate services in the face of shrinking state and
federal support for low-income and special needs populations.
Discussion:
Annual Action Plan 30
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Program Specific Requirements
AP-90 Program Specific Requirements 91.220(l)(1,2,4)
Introduction:
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income.Overall Benefit - A consecutive period
of one, two or three years may be used to determine that a minimum overall
benefit of 70% of CDBG funds is used to benefit persons of low and moderate
income. Specify the years covered that include this Annual Action Plan. 0.00%
Annual Action Plan 31
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Memo
DATE: 05/25/2019
TO: Housing and Human Services Commission
FROM: Linda Reid, Housing Program Specialist
RE: SB608 Education Event
Things to do:
What is the educational outcome desired?
Identify Partners
Format for the event?
Identify Speakers/Panelist
Brainstorm potential locations
Potential dates: July or August
Form Work group?
Who to invite/Who is the intended Audience:
Media
Realtors
Landlords
Tenants
Citizens
Council ...
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
Memo
DATE: 5/16/2019
TO: Housing and Human Services Commission
FROM: Linda Reid, Housing Program Specialist
RE: Social Service Grant Debrief and Strategic Plan Update Next Steps
Discussion on the 2019-2021 Social Service Grant process and recommended changes for next Cycle.
Subcommittee’s ideas for next steps and changes to the Strategic Plan. (Attachments: SS Grant
Contract, SS Grant Application, SS Grant scoring sheet, SS Grant Strategic Plan).
Updates to goals and strategies in the Strategic Plan
Updates to grant scoring sheet
Clarifying reporting data in the contract and application
DEPT. OF COMMUNITY DEVELOPMENT Tel: 541-488-5305
20 E. Main Street Fax: 541-488-6006
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
CITY OF ASHLAND
FINANCIAL ASSISTANCE AWARD CONTRACT
CITY: CITY OF ASHLAND GRANTEE: Options for Homeless Residents of Ashland
20 E Main StreetAddress: PO Box 1133
Ashland OR 97520 Ashland,OR97520
(541) 488-5300
FAX: (541) 552-2059Telephone: (541) 531-3472
Term of this agreement:
Amount of grant: $ 25,000which will be disbursed twice:
in July of each grant year (2017 and 2018)
Housing and Human Services Commission: Social ServiceGrant
Contract made the date specified above between the City of Ashland and Grantee named above.Contract made the date specified above between the City of Ashland and Grantee named above.Contract
made the date specified above between the City of Ashland and Grantee named above.
RECITALS: City has reviewed Grantee's application for a grant and has determined that the request merits RECITALS: City has reviewed Grantee's application for a grant and has determined
that the request merits RECITALS: City has reviewed Grantee's application for a grant and has determined that the request merits
funding and the purpose for which the grant is awarded serves a public purpose. This Grant agreement (ORS awarded serves a public purpose. This Grant agreement (ORS awarded serves a
public purpose. This Grant agreement (ORS
279A.010 (i) (A) (ii)) is not a public contract for purposes of ORS 279 A279A.010 (i) (A) (ii)) is not a public contract for purposes of ORS 279 A279A.010 (i) (A) (ii)) is not a public
contract for purposes of ORS 279 A--C. ORS 279A.010 (x).C. ORS 279A.010 (x).C. ORS 279A.010 (x).
EE
City and Grantee agree:
1. Amount of Grant. Subject to the terms and conditions of this contract an. Subject to the terms and conditions of this contract an. Subject to the terms and conditions of this contract
and in reliance upon Grantee's
approved application, the City agrees to provide funds in the amount specified above. Grant funds shall be approved application, the City agrees to provide funds in the amount specified
above. Grant funds shall be approved application, the City agrees to provide funds in the amount specified above. Grant funds shall be
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utilized or contractually committed in the fiscal year for what they are awarded.utilized or contractually committed in the fiscal year for what they are awarded.utilized or contractually
committed in the fiscal year for what they are awarded.
2. Qualified Work. Grantee has represented, and by entering into this contract now represents, that any sented, and by entering into this contract now represents, that any sented, and
by entering into this contract now represents, that any
personnel assigned to the work required under this contract are fully qualified to perform the work to which they personnel assigned to the work required under this contract are fully
qualified to perform the work to which they personnel assigned to the work required under this contract are fully qualified to perform the work to which they
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will be assigned in a skilled and workerwill be assigned in a skilled and workerwill be assigned in a skilled and worker---like manner and, if required to blike manner and, if required
to blike manner and, if required to be registered, licensed or bonded by the
State of Oregon, are so registered, licensed and bonded. Grantee must also maintain a current City business State of Oregon, are so registered, licensed and bonded. Grantee must also
maintain a current City business State of Oregon, are so registered, licensed and bonded. Grantee must also maintain a current City business
license.
3. Use of Grant Funds. The use of grant funds are. The use of grant funds are. The use of grant funds areexpressly limited to the activities in the grant application
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with modifications, if any, made by the with modifications, if any, made by the with modifications, if any, made by the commission commission commission designated above.
Grantee shall acknowledge this program is funded in part, or total, by Ashland taxpayers in printed and Grantee shall acknowledge this program is funded in part, or total, by Ashland
taxpayers in printed and Grantee shall acknowledge this program is funded in part, or total, by Ashland taxpayers in printed and
electronic announcemelectronic announcemelectronic announcem
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Grantee will report in writing on the use and effect of granted monies compared to the original request (Grantee will report in writing on the use and effect of granted monies compared
to the original request (Grantee will report in writing on the use and effect of granted monies compared to the original request (as
modified) per the following:modified) per the following:modified) per the following:
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a.Within 90 days of the mid-cycle completion March 31, 2018 (reporting period: July 1-March 31)
a.As part of a subsequent application for grant funds from the City,
b. Within 90 days of the completion of the final year of the twoyear grant Cycle (June 30, 2019)
Grant applicants awarded less than $2,500 are encouraged to maintain documentation to this effect but are not
required to submit a report unless requested by the City except under 2 b. above.
4. Unexpended Funds. Any grant funds held by the Grantee remaining after the purpose for which the grant
is awarded or this contract is terminated shall be returned to the City within 30 days of completion or termination.
5. Financial Records and Inspection. Grantee shall maintain a complete set of books and records relating to
the purpose for which the grant was awarded in accordance with generally accepted accounting principles.
Grantee gives the City and any authorized representative of the City access to and the right to examine all
books, records, papers or documents relating to the use of grant funds.
6. Living Wage Requirements. If the amount of this contract is $18,890 or more, and if the Grantee has ten
or more employees, then Grantee is required to pay a living wage, asdefined in Ashland Municipal Code
Chapter 3.12, to all employees and subcontractors who spend 50% or more of their time within a month
performing work under this contract. Grantees required to pay a living wage are also required to post the
attached notice predominantly in areas where it will be seen by all employees.
7. Termination.
a.Mutual Consent. This contract may be terminated at any time by mutual consent of both parties.
b.City's Convenience. This contract may be terminated at any time by Cit
writing and delivered by certified mail or in person.
c.For Cause. City may terminate or modify this contract, in whole or in part, effective upon delivery For Cause. City may terminate or modify this contract, in whole or in part, effective
upon delivery For Cause. City may terminate or modify this contract, in whole or in part, effective upon delivery
of written notice to Grantee, or at such later date as may be establishof written notice to Grantee, or at such later date as may be establishof written notice to Grantee, or at such
later date as may be established by City under any of the ed by City under any of the ed by City under any of the
following conditions:
i.If City funding from federal, state, county or other sources is not obtained and continued If City funding from federal, state, county or other sources is not obtained and continued
If City funding from federal, state, county or other sources is not obtained and continued
at levels sufficient to allow for the grant;
ii.If federal or state regulations or guidelines are modified, chIf federal or state regulations or guidelines are modified, changed, or interpreted in such a anged, or interpreted in
such a anged, or interpreted in such a
way that the grant purposes are no longer allowable or appropriate for award under this way that the grant purposes are no longer allowable or appropriate for award under this way that
the grant purposes are no longer allowable or appropriate for award under this
contract or are no longer eligible for the funding proposed for payments authorized by this contract or are no longer eligible for the funding proposed for payments authorized by this
contract or are no longer eligible for the funding proposed for payments authorized by this
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contract; or
iii.If any license or certificate required by law or regulation to be held by Grantee to provide ate required by law or regulation to be held by Grantee to provide ate required by law
or regulation to be held by Grantee to provide
the services required by this contract is for any reason denied, revoked, suspended, or the services required by this contract is for any reason denied, revoked, suspended, or the services
required by this contract is for any reason denied, revoked, suspended, or
not renewed.
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8. Default. If Grantee fails to perform or observe any of the covenants or agreements. If Grantee fails to perform or observe any of the covenants or agreements. If Grantee fails
to perform or observe any of the covenants or agreementscontained in this contract
or fails to expend the grant funds or enter into binding legal agreements to expend the grant funds within twelve or fails to expend the grant funds or enter into binding legal agreements
to expend the grant funds within twelve or fails to expend the grant funds or enter into binding legal agreements to expend the grant funds within twelve
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months of the date of this contract, the City, by written notice of default to the Grantee, may terminate the wholmonths of the date of this contract, the City, by written notice of
default to the Grantee, may terminate the wholmonths of the date of this contract, the City, by written notice of default to the Grantee, may terminate the whole
or any part of this contract and may pursue any remedies available at law or in equity. Such remedies may or any part of this contract and may pursue any remedies available at law or
in equity. Such remedies may or any part of this contract and may pursue any remedies available at law or in equity. Such remedies may
include, but are not limited to, termination of the contract, stop payment on or return of the grant funds, payment include, but are not limited to, termination of the contract, stop
payment on or return of the grant funds, payment include, but are not limited to, termination of the contract, stop payment on or return of the grant funds, payment
of interest earned on grant funof interest earned on grant funof interest earned on grant funds or declaration of ineligibility for the receipt of future grant awards.ds or declaration
of ineligibility for the receipt of future grant awards.ds or declaration of ineligibility for the receipt of future grant awards.
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Grantee and Grantee shall immediately return all unexpended and unencumbereGrantee and Grantee shall immediately return all unexpended and unencumbereGrantee and Grantee shall immediately
return all unexpended and unencumbered grant funds. In addition, City
shall be entitled to recover any administrative costs, including attorney fees or collection costs if encumbered shall be entitled to recover any administrative costs, including attorney
fees or collection costs if encumbered shall be entitled to recover any administrative costs, including attorney fees or collection costs if encumbered
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or it is found that Grant funds were misappropriated, Grantee shall be ineligible and disbarred from receipt of or it is found that Grant funds were misappropriated, Grantee shall be
ineligible and disbarred from receipt of or it is found that Grant funds were misappropriated, Grantee shall be ineligible and disbarred from receipt of
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future grant funds until such matters are finally adjudicated and settled. The rights and remedies of this section future grant funds until such matters are finally adjudicated and settled.
The rights and remedies of this section future grant funds until such matters are finally adjudicated and settled. The rights and remedies of this section
are not exclusive and are not exclusive and are in addition to any other rights and remedies available to the City under the law.are in addition to any other rights and remedies available
to the City under the law.are in addition to any other rights and remedies available to the City under the law.
9. Amendments. The terms of this contract will not be waived, altered, modified, supplemented, or amended . The terms of this contract will not be waived, altered, modified, supplemented,
or amended . The terms of this contract will not be waived, altered, modified, supplemented, or amended
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in any manner except by written instrument signed by the partiin any manner except by written instrument signed by the parties. Such written modification will be made a part
of this contract and subject to all other contract provisions.
10. Indemnity. Grantee agrees to defend, indemnify and save City, its officers, employees and agents harmless
from any and all losses,
from injury to any person (including injury resulting in death,) or damage (including loss or destruction) to
property, of whatsoever nature arising out of or incident to the performance of this agreement by Grantee
(including but not limited to, Grantee's employees, agents, and others designated by Grantee to perform work
or services attendant to this agreement). Grantee shall not be held responsible for damages caused by the
negligence of City.
11. Insurance.Grantee shall, at its own expense, at all times for twelve months from the date of this
agreement, maintain in force a comprehensive general liability policy including coverage for contractual
liability for obligations assumed under this Contract, blanket contractual liability, products and completed
operations, and owner's and contractor's protective insurance.The liability under each policy shall be a
minimum of $1,000,000 per occurrence (combined single limitfor bodily injury and property damage
claims) or $1,000,000 per occurrence for bodily injury and $1,000,000 occurrence for property
damage.Liability coverage shall be provided on an "occurrence" not "claims" basis.The City of Ashland,
its officers, emCertificates of insurance
acceptable to the City shall be filed with the City's Risk Manager or Finance Director prior to the
expenditure of any grant funds. Grantee shall at its own expense provide the following insurance:
12. Assignment and Subcontracts. Grantee shall not assign this contract or subcontract any portion of
the work without the written consent of City. Any attempted assignment or subcontract without written
consent of City shall be void. Grantee shall be fully responsible for the acts or consent of City shall be void. Grantee shall be fully responsible for the acts or consent of City
shall be void. Grantee shall be fully responsible for the acts or omissions of any assigns omissions of any assigns omissions of any assigns
or subcontractors and of all persons employed by them, and the approval by City of any assignment or or subcontractors and of all persons employed by them, and the approval by City of
any assignment or or subcontractors and of all persons employed by them, and the approval by City of any assignment or
subcontract shall not create any contractual relation between the assignee or subcontractor and City.subcontract shall not create any contractual relation between the assignee or subcontractor
and City.subcontract shall not create any contractual relation between the assignee or subcontractor and City.
13. Merger. This contract constitutes the entire agreement between the parties. There are no understandings, constitutes the entire agreement between the parties. There are no understandings,
constitutes the entire agreement between the parties. There are no understandings,
agreements or representations, oral or written, not specified in this contract regarding this contract. Grantee, agreements or representations, oral or written, not specified in this
contract regarding this contract. Grantee, agreements or representations, oral or written, not specified in this contract regarding this contract. Grantee,
by the signature below of its authorized representative, acknowledges that it has read this contract, understands cknowledges that it has read this contract, understands cknowledges
that it has read this contract, understands
it, and agrees to be bound by its terms and conditions.
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14. Governing Law; Jurisdiction; Venue.This contract shall be governed and construed in accordance This contract shall be governed and construed in accordance This contract shall be
governed and construed in accordance
with the laws of the State of Oregon witho
Any claim, action, suit or proceeding (collectively, "the claim") between the City (and/or any other or Any claim, action, suit or proceeding (collectively, "the claim") between the
City (and/or any other or Any claim, action, suit or proceeding (collectively, "the claim") between the City (and/or any other or
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department of the State of Oregon) and the Grantee that arises from or relates todepartment of the State of Oregon) and the Grantee that arises from or relates todepartment of the State
of Oregon) and the Grantee that arises from or relates tothis contract shall be
brought and conducted solely and exclusively within the Circuit Court of Jackson County for the State of brought and conducted solely and exclusively within the Circuit Court of Jackson
County for the State of brought and conducted solely and exclusively within the Circuit Court of Jackson County for the State of
Oregon. If, however, the claim must be brought in a federal forum, then it shall be brought and conducted Oregon. If, however, the claim must be brought in a federal forum, then it
shall be brought and conducted Oregon. If, however, the claim must be brought in a federal forum, then it shall be brought and conducted
solely and exclusively within the United States District Court for the District of Oregon filed in Jackson ly within the United States District Court for the District of Oregon filed
in Jackson ly within the United States District Court for the District of Oregon filed in Jackson
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County, Oregon. Contractor, by the signature herein of its authorized representative, hereby consents to County, Oregon. Contractor, by the signature herein of its authorized representative,
hereby consents to County, Oregon. Contractor, by the signature herein of its authorized representative, hereby consents to
the in personam jurisdiction of said courts. In no event shallthe in personam jurisdiction of said courts. In no event shallthe in personam jurisdiction of said courts. In no event
shallthis section be construed as a waiver by City
of any form of defense or immunity, based on the Eleventh Amendment to the United States Constitution, of any form of defense or immunity, based on the Eleventh Amendment to the United
States Constitution, of any form of defense or immunity, based on the Eleventh Amendment to the United States Constitution,
or otherwise, from any claim or from the jurisdiction. or otherwise, from any claim or from the jurisdiction. or otherwise, from any claim or from the jurisdiction.
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15. Nonappropriations Clause.15. Nonappropriations Clause.15. Nonappropriations Clause.Funds Available anFunds Available anFunds Available and Authorized: City has sufficient funds currently
available
utable to work performed after
the last day of the current fiscal year is contingent on City appropriations, or other expenditure authority the last day of the current fiscal year is contingent on City appropriations,
or other expenditure authority the last day of the current fiscal year is contingent on City appropriations, or other expenditure authority
sufficient to allow City in the exercise of its reasonable administrative discretion, to continue to make payments sufficient to allow City in the exercise of its reasonable administrative
discretion, to continue to make payments sufficient to allow City in the exercise of its reasonable administrative discretion, to continue to make payments
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under this contract. In the event City has insufficient appropriations, limitations or other expenditure authority, nder this contract. In the event City has insufficient appropriations,
limitations or other expenditure authority, nder this contract. In the event City has insufficient appropriations, limitations or other expenditure authority,
City may terminate this contract without penalty or liability to City, effective upon the delivery of written notice City may terminate this contract without penalty or liability to
City, effective upon the delivery of written notice City may terminate this contract without penalty or liability to City, effective upon the delivery of written notice
to Grantee, with no furto Grantee, with no furto Grantee, with no further liability to Grantee.ther liability to Grantee.ther liability to Grantee.
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16. Non-Discrimination.Grantee shall comply with all applicable federal, state and local laws, rules, and
regulations on nondiscrimination because of race, color, ancestry, national origin, religion, sex, marital status,
sexual orientation, age, medical condition, or disability.
GRANTEE CITY OF ASHLAND
By ___________________________ By____________________________________
Community Development Director
Title __________________________
Date _________________________________
Date__________________________
Agency Application and Forms
2019 - 2021
(Revised November 2018)
Application to: __City of Medford __City of Ashland __United Way
(Choose one only )
ORGANIZATION LEGAL NAME ________________________________________DATE:_______
OTHER NAMES ORGANIZATION KNOWN BY(DBA) _____________________________________
ADDRESS _____________________________________________________________________________
Street City State Zip
FEDERAL EMPLOYER ID NUMBER (FEIN)_________________________
PROGRAM/PROJECT TITLE ___________________________________________________________
See MEMO for important information on goals and priorities for Ashland, Medford and United Way.
Ashland on which strategic priority does your program focus? _____________________________
Medford which essential safety net service is provided?_____________________________
United Way on which impact area does your program focus? __________________________TfmfduJnqbduBsfb
AMOUNT REQUESTED from this funder for this program/project 2019-2020$ ________________
2020-2021$________________
GRANT CONTACT (If other than Executive Director listed below)
Name _________________________________________________________________________________
Telephone ________________________________________________________
E-mail ___________________________________________________________
EXECUTIVE DIRECTOR INFORMATION
Name _________________________________________________________________________________
Telephone ________________________________________________________
E-mail ___________________________________________________________
CERTIFICATION
The information contained in this application is true and correct to the best of my knowledge.
_________________________________________ _______________________________________
Signature of Board President Signature of Executive Director/CEO
_________________________________________ _______________________________________
Type Name Type Name
1
SUMMARY INFORMATION
RECIPIENT AGENCY __________________________________________________________
PROGRAM/PROJECT TITLE ____________________________________________________
1. Program/project is: new__ established/continuing __ pilot __
If pilot, expected duration ___________
2. Primary geographic location and population program funding will serve. (If funding awarded, City
of Medford and City of Ashland, will require tracking the number of city residents served for
reporting purposes. United Way requires tracking for Jackson County.)
3. What will this funding enable?
4. Number of volunteers this program/project will engage: __________
Number of paid program employees this program/project will engage: __________
5. Total number volunteers agency utilizes: __________
Total number of paid agency employees: __________
6. Outline key strategies of the project/program with timeline and staff structure.
7. Use this space for comments, explanations, and exceptions to questions on this application that
within the question format. You may also leave it blank.
2
AGENCY AND PROGRAM/PROJECT NARRATIVE
RECIPIENT AGENCY ___________________________________________________________
PROGRAM/PROJECT TITLE _____________________________________________________
Answer all threenarrativequestions.Useonly the spaceprovidedplacethequestion number and letter
preceding each answer;the amount of space youallot for each response is your choice. Usefont11
point.
1.Description of organization (include inception date) and
a.mission statement, purpose(s) and how this program/project fits with your mission.
b.unique qualifications to accomplish your program outcomes?
c.what approach is your agency taking to serve clients and train staff on trauma
informed care?
2.What:
a.issues(s) is the project/program intended to impact,
b.strategy for change your program will be based on,
c.evidence do you have that the project/program will be successful in the proposed
setting, and
d.what tool(s) will you use to measure outcomes?
3.How would the community as a whole benefit if your program receives funding? (Include a
description of collaborations and integration and the role program/project plays in the
sector.)
3
GENERAL FINANCIAL INFORMATION
RECIPIENT AGENCY __________________________________________________________
PROGRAM/PROJECT TITLE ____________________________________________________
1.For most recently completed990:
a.FISCAL YEAR (mm/yyyy mm/yyyy): ____________________
b.Administration & Fundraisingexpense:$ _____________ ________%
Administration &Fundraising (expressed as percent of total budget -also known as
management andgeneral, that portion of your expenses not dedicated solely to program or
services), calculated directly from your IRS form 990. Part IX: Add Line 25 C (administrative
cost total) and Line 25 D (fundraising cost total) and divide by Part IX, Line 25, Column A
(total expenses).
c.Program expense$ _____________
1
d.Total expenses:$ _____________
e.Sources of revenue:
Memberships/ individual contributions $______________ ________%
Raised through fundraising activities $______________ ________%
Government $______________ ________%
Foundations $______________ ________%
United Way $______________ ________%
Fees for Service $______________ ________%
Other (reimbursements, payments, $______________ ________%
bequests, etc.)
1
f.Total revenue:$ _____________
TfmfduMfwfm
What is the highest level of financial reporting required by yourfunders?
Brieflydescribeyour sustainability outlook for the project/program in the future.
a. Total organizational annual budget current ongoingfiscal year: __________
___________
5
ORGANIZATION BUDGET 2019-20
PROJECT PERIOD July 1, 2019 to June 30, 2020
RECIPIENT AGENCY __________________________________________________________
Pending
REVENUE Secured Commitments
Commitments
City of Medford Funds$$
City of Ashland Funds$$
Jackson County Funds$$
CDBG ()
$$
Other State or Federal Funds
$$
United Way Funds
$$
Other Funds (identify)$$
SUB TOTALS$$
1
1
1
TOTAL REVENUE (Pending & Secured) $
EXPENDITURES
A.PERSONNEL SERVICES
Total Salaries$
Total Benefits$
$
1
TOTAL PERSONNEL SERVICES
B.MATERIALS & SERVICES: (please detail other major budget categories)
$
$
$
$
$
$
TOTAL MATERIALS & SERVICES $
1
C.CAPITAL OUTLAY (must constitute part or all of funded public service activity to be eligible expense)
Equipment$
Furnishings$
Other capital expenses /Identify:$
TOTAL CAPITAL OUTLAY $
1
1
TOTAL EXPENDITURES (Sum of A, B & C) $
6
BUDGET 2019-20
PROJECT PERIOD July 1,2019 toJune 30, 2020
RECIPIENTAGENCY __________________________________________________________
Pending
REVENUE Secured Commitments
Commitments
City of Medford Funds$$
City of Ashland Funds$$
Jackson County Funds$$
CDBG (identify)
$$
Other State or Federal Funds
$$
United Way Funds
$$
Other Funds (identify)$$
SUB TOTALS$1$
1
1
TOTAL REVENUE (Pending & Secured) $
EXPENDITURES
A.PERSONNEL SERVICES
Total Salaries$
Total Benefits$
$
1
TOTAL PERSONNEL SERVICES
B.MATERIALS & SERVICES: (please detail other major budget categories)
$
$
$
$
$
$
TOTAL MATERIALS & SERVICES $
1
C.CAPITAL OUTLAY (must constitute part or all of funded public service activity to be eligible expense)
Equipment$
Furnishings$
Other capital expenses /Identify:$
TOTAL CAPITAL OUTLAY $
1
1
TOTAL EXPENDITURES (Sum of A, B & C) $
BUDGET 20-2
PROJECTPERIODJuly1,20 to June 30, 202
RECIPIENTAGENCY ________________
__________________________________________
Pending
REVENUE Secured Commitments
Commitments
City of Medford Funds$$
City of Ashland Funds$$
Jackson County Funds$$
CDBG (identify)
$$
Other State or Federal Funds
$$
United Way Funds
$$
Other Funds (identify)$$
SUB TOTALS$1$
1
1
TOTAL REVENUE (Pending & Secured) $
EXPENDITURES
A.PERSONNEL SERVICES
Total Salaries$
Total Benefits$
$
1
TOTAL PERSONNEL SERVICES
B.MATERIALS & SERVICES: (please detail other major budget categories)
$
$
$
$
$
$
TOTAL MATERIALS & SERVICES $
1
C.CAPITAL OUTLAY (must constitute part or all of funded public service activity to be eligible expense)
Equipment$
Furnishings$
Other capital expenses /Identify:$
TOTAL CAPITAL OUTLAY $
1
1
TOTAL EXPENDITURES (Sum of A, B & C) $
CURRENT MEMBER/CLIENT DEMOGRAPHIC PROFILE
(Use absolute numbers only no percentages.)
RECIPIENT AGENCY ________________________________________________________
PROGRAM/PROJECT TITLE _________________________________________________
City of Medford and City of Ashland applicants fill out right column only. United Way applicants fill out left column only.
#Whole Program #Medford
III.Residence* For Whole Program
or Ashland
I.Gender
FOR UNITED WAY APPLICANTS ONLY
Female ______ ______
Male ______ ______
Other ______ ______
Ashland__________
11
Totals ______ ______
Central Point__________
II.Age*
Eagle Point__________
Gold Hill and
0 to 5 ______ ______
Rogue River__________
6to 12 ______ ______
Jacksonville, Ruch,
13 to 17 ______ ______
& Applegate__________
18to 30 ______ ______
Medford__________
51 to 61 ______ ______
Phoenix/Talent__________
62 + ______ ______
Shady Cove, Butte
Unknown ______ ______
Falls, Trail, Prospect
11
Total ______ ______
& other Upper Rogue __________
White City __________
Other__________
*at point of entry for service
Unknown__________
1
Total__________
IV.Race/Ethnicity
City of Medford and City of Ashland applicants fill out ethnicity and Medford/Ashland columns. United Way
applicants fill out Whole Program and Ethnicity portions.
#Whole Program Ethnicity #Medford or
Hispanic/Latino* Ashland
White __________ __________ __________
Black/African American __________ __________ __________
American Indian/Alaskan Native __________ __________ __________
Native Hawaiian/other Pacific Islander __________ __________ __________
American Indian/Alaskan Native and White __________ __________ __________
Black/African American and White __________ __________ __________
American Indian/Alaskan Native and
Black/African American __________ __________ __________
Other Multi Racial __________ __________ __________
Other __________ __________ __________
111
Totals __________ __________ __________
*Fill out this column as it relates to Whole Program or Medford/Ashland columns according to the entity you are applying to.
Ethnicity is a portion of each Race category listed and will likely not match the total demographic served it would only match if
100% of your clients identify as Hispanic/Latino.
9
Agency Board Profile
RECIPIENT AGENCY _______________________________________________________________
PROGRAM/PROJECT TITLE ________________________________________________________
(For City of Medford and City of Ashland, Board must have residents of respective city.)
1. Number of board members required in bylaws? Minimum ____ Maximum _____
2. Number of board members currently active? # Voting ____ Vacancies _____
Averagepercentageboardmeetingattendance(over last completedyear): _____
Percentofboardin attendance requiredfor a quorum: _____
List various board, advisory and ad hoc committees andthe number of people oneach.
Committee Number of Members
____________________________________ ________________
____________________________________ ________________
____________________________________ ________________
____________________________________ ________________
____________________________________ ________________
6.Characteristics of Board of Directors at time of application:
Race/Ethnicity
Number Ethnicity
IdentifyingHispanic/Latino*
White __________ __________
Black/African American __________ __________
American Indian/Alaskan Native __________ __________
Native Hawaiian/other Pacific Islander __________ __________
American Indian/Alaskan Native and White __________ __________
Black/African American and White __________ __________
American Indian/Alaskan Native and
Black/African American __________ __________
Other Multi Racial __________ __________
Other __________ __________
1
Totals __________ __________
1
*Fill out this column pertaining to board Ethnicity is a portion of each Race category listed. It will very
likely not match the total board category it would only match if 100% of your board identifies as
Hispanic/Latino.
Residence Male Female Other
Ashland _____ _____ _____
Central Point _____ _____ _____
Eagle Point _____ _____ _____
Gold Hill/Rogue River _____ _____ _____
Jacksonville, Ruch, Applegate _____ _____ _____
Medford _____ _____ _____
Phoenix/Talent _____ _____ _____
Shady Cove, Butte Falls, Trail, Prospect,
Other Upper Rogue _____ _____ _____
White City _____ _____ _____
Other _____ _____ _____
111
Total _____ _____ _____
10
0
Rating
0
applicable
applicable to Most
1 2 3 4 51 2 3 4 51 2 3 4 51 2 3 4 51 2 3 4
51 2 3 4 51 2 3 4 51 2 3 4 5
Rate on a Scale from Least
2019-21 Social Service Grants Scoring Sheet
Grant Applicant Name: St. Vincent De PaulCommittee Member Scoring the Application: GRANT APPLICATION EVALUATION CRITERIAStrategic PriorityDoes this activity meet a Strategic Priority
identified in the Strategic Plan?Does this activity allocate resources to activities which address an identified strategic priority?Is this proposal innovative?Does this proposal leverage
community collaborations or enhanse an existing local or regional partnership?Does this organization have the proven capacity to carry out their stated goal/meet proposed numerical
outcomes?Is this proposal ready to proceed?If applicant has received funding in the past has applicant met anticipated outcomes in the past?Was the grant application proposal clear,
concise, and complete?TOTAL NUMBER OF POINTS FOR APPLICATION
City of Ashland
Social Service Grant Program
Strategic Plan
Adopted December 16, 2014
Introduction-Purpose of the Plan
The City of Ashland is committed to supporting the agencies and organizations that work to improve the
lives of its most vulnerable citizens.
The Strategic Plan for the use of Social Service Grant funds is intended to provide guidance for applicants
and assistance to elected and appointed officials by providing a framework for allocating resources and for
tracking progress on identified goals and community priorities.
The Strategic Plan will be updated at four year intervals (every two grant cycles) to be responsive to the
changing demographics of the community and to the social and human service needs of the citizenry. The
updates may include shifting goals and measurable objectives to more efficiently and effectively address
community wide issues.
History/Background
The City of Ashland established the Social Service Grant Program in 1986 due to a reduction in Federal
Revenue Sharing funds which had, in prior years, provided funding to the City to support the activities of non-
profit and social service agencies that provided services to vulnerable Ashland Citizens. Resolution 86-35 was
adopted in recognition that: “the funding of health care and social service needs is an important City function
which contributes to the health and well-being of the citizens of Ashland.” The Council at that time opted to
maintain funding for social services with an emphasis on health care in recognition of the City’s tourism based
service sector economy, and felt that it was “appropriate for the City to address the problems created by this
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type of economy”. Since that time the City of Ashland has committed a portion of the general fund in support
of activities that address the health and social service needs of the Ashland community.
Today’s Community Snapshot
The ability of working class individuals and families to afford housing and secure employment that offers
compensation that is commensurate with the local cost of living, has far reaching impacts on the community.
Reduced discretionary spending negatively impacts the local economy, the physical and mental wellbeing of
families, and inhibits access to good nutrition and basic health care. Community diversity, vibrancy, and
resilience are all impacted by an individual’s or families’ ability to work and reside in their community. This
has been and continues to be a challenge for the Ashland community.
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Population: The City of Ashland has a population of just over 20,295 people.
Age: The population of Ashland has seen an increase in older individuals and a decrease in younger
families with children. These findings are evident in the most recent census data; which shows that
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approximately 83% of the population is 18 years old or older. The largest age group is 45-54 year olds
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at 13.9%, and is echoed in the findings of various demographic reports and community assessments.
1
Philip Arnold, Former City Councilor.
2
2013 PSU Population Research Center estimate certified estimate.
3
2008-2012 ACS 5 year estimates.
4
Ibid.
1
Income and Poverty:The median income for a household in the city was $43,305, and the median
income for a family was $58,616. About 18% of the population and 11.4% of families had incomes
below the poverty level, with female headed households with children under 18 and those households
with children under 5 experiencing the highest rates of poverty, at 42.2% and 43.4% respectively. 4.7%
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of individuals 65 years old and older are below the poverty level.
Housing: The City of Ashland has over 10,000 housing units. 53% of occupied housing units are owner
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occupied, and 46.1% are renter occupied. In the 2012 National Citizen’s Survey completed for the City
of Ashland, the City met or exceeded most national benchmarks for citizen satisfaction for all but two
categories; availability of affordable quality housing and employment opportunities. Availability of
affordable quality housing and variety of housing options are comparatively lower than both national
7
benchmarks and to other University communities with populations from 10,000 to 40,000 comparisons.
Similarly, Census data shows that 43% of homeowners with a mortgage and 54.5% of renters pay more
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than 35.0% of their income toward housing cost.
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Employment:2013 Ashland annual average unemployment rate was 6.7%.Ashland School District
reports that over half of the employees within Ashland live outside of the district and commute to
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work.
Transportation: When workers must live elsewhere and commute into or out of the community, this
has a significant impact on other aspects of the community. Community diversity, vibrancy, and
resilience are all impacted by an individual’s or family’s ability to work and reside in their community.
Similarly, household transportation costs increase and traffic and air quality are impacted. This has been
and continues to be a challenge for the Ashland community.
Health: The social service grant program was originally established in part to address access to
affordable health care, and while access to affordable health care continues to be a priority especially as
the population ages, community feedback and demographic data has identified more pressing healthcare
service needs. The 2013 Community Health Assessment identified oral/dental health and mental health,
especially as it relates to depression and suicide as the most urgent unmet health care needs within the
community. Further, community feedback identifies mental health disorders with co-occurring
drug/alcohol addiction to be a need that is currently not adequately addressed in the Ashland
community.
5
Ibid.
6
2008-2012 ACS 5 year estimates
7
2012 National Citizen’s Survey. https://ashland.or.us/Page.asp?NavID=15166
8
Ibid
9
Guy Tauer, Regional Economist, State of Oregon Employment Department.
10
ASD 2012 Demographer’s report. http://www.ashland.k12.or.us/Files/ASD%20Demographer%27s%20Report%202012.pdf
2
Community Strengths and Challenges
Community
Strengths
Ashland residents are civic minded, and work together to solve
community issues through a strong commitment to community
service.
While access to affordable health care continues to be an issue for many in the community, since the
inception of the Social Service Grant Program many resources to address these concerns have been
implemented.
Ashland’s community groups, faith-based groups, civic groups, non-profit organizations, social
service agencies, governmental agencies, and business groups have a history of successful
collaboration.
Ashland’s faith-based communities communicate and collaborate to problem solve and implement
strategies to address community concerns.
•
Community
Challenges
High need individuals and those with challenging behaviors, such as
those with dual diagnosis, (mental health and/or alcohol/drug
addiction), physical, mental, or developmental disabilities, need more
effective service options than the community currently provides.
There is a deficit of supportive services for vulnerable populations such as; peoples with
developmental disabilities, people with mental health issues/frail/elderly populations, veterans, at-risk
youth and homeless populations.
3
Working families and citizens earning below the median income for the Medford/Ashland area have a
difficult time finding rental or ownership housing options in Ashland which are commensurate with
their incomes.
There is a lack of transitional housing options for families and individuals who are working toward
self-sufficiency.
Social Services Grant Program Mission Statement
To fund support services that improve the lives of Ashland residents, assist individuals and families in the
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community and promote personal and community safety, health, and wellbeing.
Strategic Priorities: (These strategic priorities were identified through a process which included community
outreach, grantee/stakeholder feedback, and key informant interviews. These priorities are not in any priority
order.)
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Assistance to obtain and/or maintain housing
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Supports to increase accessibility and availability of transportation options/services
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Services for people with mental health issues
Services for people with drug and alcohol addiction
Services for at-risk youth
Implementation Strategies (which may include, but is not limited to the following)
Allocate resources to activities which address an identified strategic priority
Support innovative proposals
Support proposals that leverage community collaborations or enhance community or existing regional
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partnerships
Support proposals which have a proven capacity to carry out their stated goals/meet proposed numerical
outcomes
Support proposals which are ready to proceed
20% of the overall grant allocation will be made available to support small grants; small grants include
any request of up to $5000, should the City not receive enough applications to allocate the balance of
funds. The City will have the discretion to allocate any remaining balances to small grants.
Outcome Measurement
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Consistent with Council priority strategic plan goal 5: “Seek opportunities to enable all citizens to meet basic needs.”
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Consistent with Council priority strategic plan goal 5.2: Support and promote, through policy, programs that make the City
affordable to live in.
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Consistent with Council priority strategic plan goal 3.4: Support RVTD in fulfilling and expanding its mission.
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Consistent with Council priority strategic plan goal 5.1: Examine means and methods by which to improve access to mental health
services in Ashland for Ashland citizens who need them.
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Consistent with Council priority strategic plan goal 5.3: Leverage partnerships with non-profit and private entities to build social
equity programming.
4
Request the grant recipients to list their anticipated measurable activity/program outcomes
Review and compare applicants’ identified anticipated outcomes annually and at the completion of the
grant year using a standardized evaluation matrix. (Example:Number of Ashland Residents who;
received housing support, participated in life skill training, received job search assistance, etc.)
The Commission will host stakeholder/applicant/community forum every four years to elicit feedback
on grant making process and reporting requirements
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