HomeMy WebLinkAbout2024-08-05 Study Session MINASHLAND CITY COUNCIL
STUDY SESSION MINUTES
Monday August 5, 2024
Mayor Graham called the meeting to order at 5:30 p.m.
Mayor Graham and Councilors Hyatt, Dahle, Bloom, Hansen, DuQuenne, and Kaplan were
present.
1. Public Forum (Public input or comment on City business not included on the agenda)
None
2. Homeless Services Masterplan Report
Linda Reid, Housing Program Manager and Staff Liaison to the Homeless Services Masterplan
Subcommittee introduced Chair Echo Fields and committee member Jan Calvin, who
presented the report (included in the packet). Fields spoke of the assignment from Council to
set priorities and create an agenda for how to best manage homelessness in the City of
Ashland. The presentation and report consisted of five sections: Funding Streams, Services
Inventory, Data, Community Perspectives, and Regional Coordination.
Funding- Most of the funding comes from government sources going to the largest
organizations. Non-profit organizations depend on fundraising and some cities coordinate
donor contributions.
Services Inventory- There is a great need for additional supportive services. Street outreach
can provide triage for health and safety concerns as well as connections to resources. An
estimated 230-320 people are experiencing homelessness in Ashland with only 117 beds
available revealing a need for housing.
Data- Jackson County eviction cases result in evictions at a higher rate compared statewide.
Homelessness is growing at faster rate in Jackson County compared to the rest of Oregon,
and females represent a growing percentage of people experiencing homelessness in the
County. Ashland has a higher percent of homeless students than Oregon and a higher
percentage of homeless students living on their own than Jackson County. Kaplan clarified
with Calvin this refers to students in the K-12 system who added that the report of every
school district is on the State of Oregon Department of Education Website.
Community Perspectives -Calvin spoke about concerns and solutions voiced by businesses.
DuQuenne asked about the survey of South Ashland and Calvin clarified that 57.32 percent of
Page Iof4
respondents from South Ashland mentioned in the report were of the business community.
Bloom asked how the numbers relate between the Point in Time (PIT) count of 181 and the report
that states 230-320 people are experiencing homelessness. Calvin explained the PIT count
depends on the weather, how many volunteers are available, and how many people are
sequestering themselves. This results in how many people can be counted rather than a
picture of how many people are homeless. The standard from the National Alliance and the US
Inter -Agency Council on Homelessness is that a community has double of what can be
counted. Calvin spoke of the perceived need expressed by respondents as: basic needs, case
managers, outreach to navigate support systems, increased coordination, resources, and
training. Fields spoke about the survey of the 282 responses to questions generated by the
committee. Calvin spoke that the majority of respondents indicated the City should secure
grant funding, lead plans to end homelessness, collect data and monitor efforts, and
participate with the County.
Regional Coordination- Calvin spoke on the local Jackson County Continuum of Care (COC),
a Housing and Urban Development (HUD) designated entity. Calvin spoke that service
coordination is lacking, the Coordinated Entry System is not being well -utilized, a recent COC
reorganization is helping to address shortfalls in the system, and a needs assessment is
being completed intended for regional strategic planning.
Fields spoke that the Actions Summary of seven policy objectives run the gamut from
meeting immediate needs to long-term solutions. These are: Triage and Manage
Homelessness, Support Pathways from Homelessness to Housing, Create Long -Term Change,
Maximize Resources, Foster Public Engagement, Form Strategic Alliances, and Continue to
Learn & Educate. Hansen asked how to reconcile the data indicating 32 percent of
respondents said the City should be providing services while 63 percent feel the City should
lead the charge to end homelessness. Calvin responded that leading the charge does not
necessarily mean providing the service but rather leveraging resources and partnerships to
deliver those outcomes. Housing -focused homeless services and monitoring those
placements and retention outcomes is a priority. Expanding street outreach services is
needed for connections to resources as are educational/skill-building programs. Expanding
local access to countywide Rapid Rehousing programs and a housing -focused transitional
shelter with wrap -around services and case management are needed. Graham asked how
the transitional shelter recommended in this report is different from the shelters the City has
been working with such as Opportunities for Housing Resources, & Assistance (OHRA). Fields
responded there is simply need for more that kind of housing with case management and
skill building throughout the County. Fields spoke that other examples of similar work are St.
Vincent de Paul, Salvation Army, and Rogue Retreat in Medford. Graham clarified further with
Fields that the need was not for one large structure for housing, but rather units that afford
privacy as appropriate to the individual circumstances in conjunction with wrap -around
services. Bloom inquired if education or classes are required for participants to prevent the
Page 2 of 4
return of housed people to the street. Fields and Calvin responded that accountability for the
outcome is important and goes back to design and implementation of programming. Dahle
asked what metrics can be used to measure program effectiveness. Graham spoke that the
purpose of this report was to identify needs and offer a set of recommendations while the
next portion of the work will be for the Council to prioritize the needs. Hyatt inquired if Fields'
reference to appropriate housing identified a need to develop specific transitional housing
types such as for seniors, women, and k-12 students. Fields affirmed adding that veterans
comprise another group that has unique needs. Hyatt expressed this is an important
consideration for the planning of 2200 Ashland Street and asked about eviction prevention.
Calvin agreed eviction prevention it is an important part of homelessness prevention.
Calvin spoke of the governmental role in creating long-term change by approaching the
homelessness issue from a public health, mental health and social service perspective. Key
components include Infrastructure development, community -building strategies,
development of city and regional strategic plans and implementation of the Ashland Housing
Production Strategy.
Recommendations for maximizing resources included prospecting and advocating for
federal and state funding through grant writing and grant -writing assistance to homeless
service providers. Graham asked if there are any business models for these services that
connect with the work -force demand to reduce the cost of services. Calvin gave examples of
entrepreneurial carpentry and electrician apprenticeship programs with wrap -around
support for transportation and tools. Reid gave an example for a fee -for -service model for
recapturing funds through the Oregon Health Authority by receiving repayments from CCO's.
Calvin spoke of fostering public engagement through promoting volunteer opportunities,
community education, and establishing a 'community donations portal' for donor -directed
contributions. Fields spoke of the need to strengthen the City's participation in the Jackson
County Continuum of Care and participating in regional coordination of all current health
service providers to eliminate duplication of services or'reinventing the wheel' when best
practices may already be established. Increased communication, coordination and
collaboration were stressed as important to support these efforts across organizations.
DuQuenne and Bloom spoke to the need for data reporting from City grant -funded agencies
in order to measure effectiveness. Graham asked what it would mean to strengthen the City's
participation in the COC. Reid responded that communication throughout the levels of care
including the front-line workers is important.
Reid proposed that after the 2200 Ashland Street Ad Hoc committee completes their master
plan with recommendations for use of that site, City staff can review available resources,
budget, and potential grant funding to develop short and long-term recommended actions
based on both the Homeless Services and 2200 Ashland St. Master Plans. Kaplan asked about
the potential for a Homelessness Services Coordinator position within the City. Cotta spoke
that completion of both master plans will inform what that position would look like. Graham
Page 3 of 4
spoke that the timeline for completion of the 2200 Ashland Street master plan is scheduled
for the Fall. Graham suggested staff work on sorting the list of action items into what the City
is already doing verses what would could be initiated while the 2200 Ashland Street master
plan is finalizing. Dahle spoke of wanting this to come back to a study session rather than a
decision -based business meeting. Graham agreed that it would be best scheduled for a
meeting with a light agenda that could accommodate the in-depth discussion needed.
Graham added the need for the Council to formally accept the Homelessness Services
Masterplan Report from the committee. Graham thanked the subcommittee for their work.
Graham reflected that as presented it is an assessment with a set of recommendations to
begin with rather than a strategic plan and recommended changing the name of the report
to reflect that. Reid suggested changing the name to the Homelessness Services Assessment
Report. Bloom suggested that after Council decisions are made, they can be added as a final
chapter to the report when it would then become a Master Plan. DuQuenne asked where
eviction prevention would be incorporated. Reid spoke that eviction prevention as a program
offered every year through the COC with eviction prevention funds received by the state. Reid
spoke of a three-part strategy: homelessness prevention, emergency shelters with case
management, and re -housing with stabilization services. Calvin clarified the difference
between eviction prevention and homelessness prevention. Graham asked about the types
of housing being discussed in the housing production strategy. Fields spoke that the City's
planning department, the planning commission, land developers, and property management
companies should all be involved in the communication, coordination, and collaboration on
this issue, which Reid added is needed to garner the deep subsidy required to support
housing for lowest income households as the private market is not going to be able to
provide that.
3. Adjournment
The meeting was adjourned at 7:17PM
Respectfully submitted by:
City Recorder Alissa Kolodzinski
Attest:
Mayor Tonya Graham
Page 4 of 4
Subcommittee.-
• Jan Calvin* • Alexandra Reid
• Echo Fields*
• Rich Rhode
• Ro Henigson-Kann*
• Dennis Slattery
• Debra Neisewander
• Avram Sacks
• Deb Price
• Helena Turner
*Subcommittee Leadership Team • Lawrence VanEgdom
Liaisons and City Staff
Dylan Bloom, City Council Liaison
Bob Kaplan, City Council Liaison
Sgt. Robert Leonard, Ashland Police Department Liaison
Linda Reid, Community Development, Housing Program Manager
Veronica Allen, Community Development, Associate Planner
• Special Thanks to the OHSU School of Nursing / Street Nursing Team
Acknowledgements
The combined efforts of the 11 Subcommittee
members, two Council liaisons, and the OHSU
Street Nursing Team to gather information,
analyze the data, and create this report totaled
more than 1,230 volunteer hours, with an
estimated value of more than $41,200.
Hourly Volunteer Rate Source: Independent Sector
Preface
The City of Ashland does
not have a comprehensive
strategy for how it will
provide for the health and
safety needs of Ashland's
homeless population
• Nor does the City have a
comprehensive strategy to
address homelessness
• Cities can and do play
different roles
Introduction
The Charge: to develop a plan
that outlines the City's role in
providing and supporting
resources and services that
address the issues of
homelessness in the Ashland
community
The Approach: inventory local
services, gather data, outline
funding sources, conduct a
SWOT analysis, gather a
cross-section of community
perspectives, identify areas of
greatest concern and
potential opportunities
February:
• Understand the
Players
• Adopt Roadmap
• Assign Tasks
01
Homeless Master Plan Subcommittee Roadmap 2024
Five Months to Provide the Foundation for Informed Decision -Making
March: April: May:
• Understand Role of CoC • CoC SWOT Analysis June:
Y Service Inventory •Review Findings
• Inventory Programs & • Collect Conununity SWOT Analysis
Services Input • Compile & Analyze • Finalize Phase 1
• Gather Archival Data • Review Archival Data Community Input Report
02
03
0
05
June
Complete
Feb Mar
Start Information
MW
April
System Analysis /
May
Program Analysis /
Phase 1 Gathering
Community Input
Community Findings
Phase 1
• Funding Streams
• Services Inventory
• Data
• Community Perspectives
• Businesses
• People Experiencing
Homelessness
• Frontline Services Staff
• General Population
• Regional Coordination
Each with Take-Aways
5
6
Ta ke-Aways-Funding Streams
• The majority of funding comes
from government sources, and
most of that goes to the largest
organizations
• Non-profit organizations depend
on fundraising
• Some cities coordinate donor
contributions
Percent of Programs Receiving Each Type of Funding
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
°°e1��0c` Go
o �
�G m �
e
F
■ Receive this Type of Funding ■ Do Not Receive this Type of Funding
'Other includes fundraising events and store proceeds.
Ta ke-Aways- Services Inventory
• There is a great opportunity/ need
for additional supportive services
20
18
• Street outreach can provide
much -needed triage for health 16
and safety concerns, connections 14
to resources
12
10
• An estimated 230-320 people are
experiencing homelessness in
Ashland, and only 117 beds, 6
revealing a huge need along the 4
housing continuum
2
0
Distribution of Street Outreach and Housing -Related Services
Homeless Services In Ashland
Permanent
Tra
Ho
Emergency
Shelter (3)
Street
Outreach (2)
Supportive
Services,
including a
resource
center and
safe parking
(14)
Street Outreach Emergency Shelter Transitional Housing Rapid Rehousing Permanent Supportive
Housing
■ In Ashland ■ Outside of Ashland
8
Take-Aways-Data
Percent at Students Homeless
• A higher percent of Jackson County eviction cases
1.0"
result in eviction compared to cases statewide
6.0%
D.01.. 47r:
4.7%
• Females represent a growing percentage of the
401,
e.l'a
]6�
3.2%
people experiencing homelessness in the county
J01°
2.0%
• Homelessness is growing at a faster rate in
1.0%
Jackson Count than in Oregon overall
Y g
°°%
10,a
70197a 70713-71 701-72 7012 .,
Gender Distribution
80,Nonsnroents •Asnit,45tuaents
100 %
90%
,•,�,„r
Ashland has a higher
♦dMT.•M 19uny
BO% ris oiel •rent,, w.,r,-:;.;�,
•�^u•�>'6�
percent of homeless
70%
60%
students than Oregon and a
50%
I
409A
higher percentage of
30%
homeless students living on
20%
10%
°°°•°k°
xU a-..
their own than Jackson
o%
2019 2020 2021 2022 2023
County or Oregon
■ Female ■ Mate ■ Other
91
Take-Aways-Business Community Perspectives
• Businesspeople have a wide range of concerns - about their business,
the community, and the people experiencing homelessness.
Camp"ryg ray ulness-n,entat Theft&
Publk haMN 8 var,dahsm
public "treat or physical �Y
tokNtttB A
i
• Camping and public sleeping • Access to bathrooms
• General unrest and feeling unsafe • Public health and safety (for all)
• Trash and loitering • Thelt and vandalism
• Illness - mental and/or physical • Obstructing sidewalks
• Panhandling for money and/or food • Entering businesses to get out of the weather
Weed PUDIrC reeuooms Inerease0 patrol wnn eo•a a
abatement rS shower wee" andfa,esbypol,ce r--1,
•ap�•b•
wdtir A
n � -
r I A 6. .r
• Weed abatement
• More mental health services
• More shelter
• Increased police patrols and fines
• Fund services w/food & beverage tax
• PubGc restrooms & shower access
• More drug treatment services
• Affordable housing
• lob training & employment opportunities
10
Take-Aways-Staff & People Experiencing Homelessness
• People experiencing
homelessness need resources
to meet basic needs, as well as
case managers and street
outreach to navigate
What would make your work more successful?
6
S
t
0 . ■
t-lore System Mae Skill Bultomg Voxr [G-ao Ct,
Resources Integration/ Information Management
coordination
Take-Aways-General
Community Perspectives
What would be most valuable?
20
18
16
14
12
10
B
6
4
2
0
OF
4i
1`411
(ar�.°�'o
Qe
rots°
6`c� i\y8A 1�0r �@ems
`\oce
G090
G�ea a0�co
09 �0c`
M1ar
• Frontline staff called for more
coordination, resources, and training
How important is it to address the following aspects of homelessness in
Ashland?
60',
70%
68+:
59%
60%
529n
49%
50%
44?4
40%
90%
27
2
2
26
21?
III
,'
,'
all
COsllbtaapayers Impactonlocal
Impact on
Access to public Health and well- Public safety
businsesses
toursm
restrooms
being of people
experiencing
twmelessness
■Notimportant ■ Slightly Important
Mimporlaril
■Verylmportant
M
• Differing viewpoints on who to help and what, if
anything will be effective
• Want City involved in regional and local planning
and coordination
• Want City to secure grant funds
• Funding should come from Federal, State and
County resources more than City funding
• Concerned about Public Safety -for all
• Concerned about health & well-being for people
experiencing homelessness
• Need for additional services to help people
experiencing homelessness get out of
homelessness (help, not handouts)
• Call for accountability -effective services, data,
outcomes
12
46%
32 %
71% 71%
63%
86%
None of these
Deliver services vnth
Fund services
Secure grant funding
Convene or lead
Collect data/ monitor Participate in plans to
City staffand funding
provided by
plans to address/end
efforts to address/
address/end
nonprofits
homelessness in
end homelessness in
homelessness in
Ashland
Ashland
Jackson County
None
Deliver
Fund
Secure
Ashland
Data/
County
Services
Services
Grants
Plan
Monitoring
Plan
13
Ta ke-Aways-Regional Coordination
• Service coordination is lacking
• The Coordinated Entry System is not being well -utilized.
• HMIS is underutilized and data quality is not monitored or
maintained.
• Recent CoC reorganization is helping to address shortfalls in the
system.
• A needs Assessment/gaps analysis is being completed, which is
intended to be used in strategic planning.
CONTINUUM of CARE
JACKSON COUNTY
OREGON
Aill
�t
t r
( r'
Actions Summary
• Triage and Manage
Homelessness
• Support Pathways from
Homelessness to Housing
• Create Long -Term Change
• Maximize Resources
• Foster Public Engagement
• Form Strategic Alliances
• Continue to Learn & Educate
15
Triage and Manage Homelessness
Respond to community livability concerns, particularly in south Ashland; clean up unsightly areas, provide
more trash receptacles and weed abatement.
Strengthen partnerships between law enforcement, social service agencies, and volunteers to connect
people with help and support.
Provide multiple locations for electronics charging and Wi-Fi access.
y Increase the number of public restrooms and access to drinking water.
Expand access to showers and laundry facilities.
Develop a daytime lockable storage program where unhoused people can store their belongings while
navigating other resources, employment, etc.
Create a day center/respite from outdoors, with access to water, bathrooms, and resources.
Establish a winter shelter for seniors and other vulnerable populations that is open 24/7 from mid -November
through mid -April; explore healthcare partnerships to address chronic, acute, and emergent needs.
16
Support Pathways from Homelessness to Housing
➢ Develop priorities for funding effective housing -focused homeless services;
monitor housing placements and retention outcomes.
➢ Expand street outreach services; ensure seamless connections to resources.
➢ Provide educational/skill-building programs and meaningful employment
opportunities.
➢ Establish a housing -focused transitional shelter with case management and
access to health services, employment resources, ready -to -rent courses, and
other assistance.
➢ Expand local access to countywide Rapid Rehousing programs.
Create long-term Change
➢ Approach issues of homelessness from a public health, mental health, and
social service perspective. Advocate for quality, effective, and evaluated
services.
➢ Improve neighborhood livability through infrastructure development and
community -building strategies (both structural and social avenues).
➢ Participate in the development of a countywide strategic plan to address /
end homelessness. Ensure research -based strategies and promising
practices.
➢ Develop a strategic plan to address / end homelessness in Ashland; identify
community goals and metrics for success.
Implement the Ashland Housing Production Strategy.
,7
,s
Maximize Resources
➢ Develop federal and state Legislative Agendas related to issues of
homelessness, ranging from eviction prevention to homeless response to
affordable housing and development.
Educate and advocate for federal and state funding to address
homelessness in Ashland and the greater region/county.
➢ Increase financial resources through grant writing.
➢ Provide grant -writing assistance to homeless service providers.
Monitor the capacity and use of homeless service programs in an effort to
maximize use.
Foster Public Engagement
➢ Strengthen methods for community engagement and information sharing
about issues of homelessness in Ashland.
➢ Promote volunteer opportunities available with homeless services programs.
➢ Establish a "community donations portal" for donor -directed contributions to
a wide range of homeless services.
Host focus groups to gather feedback, explore new ideas, and identify hidden
resources.
19
20
Form Strategic Alliances
➢ Strengthen City of Ashland participation in the Jackson County Continuum of
Care.
Leverage existing relationships (intergovernmental, economic, social, etc.) to
increase communication, coordination, and collaboration around issues of
homelessness.
➢ Facilitate coordination of current health service providers (e.g. Max's Mission,
ACCESS, JCMH, La Clinica, HIV Alliance, Pathfinders/other peer support); host
mini summits.
➢ Convene an interdepartmental team to keep pace with and address issues of
homelessness in Ashland.
21
Continue to Learn & Educate
➢ Keep pace with federal and state priorities.
o Subscribe to news from the U.S. Interagency Council on Homelessness, National
Alliance to End Homelessness, HUD Exchange, and Oregon Housing and Community
Services (OHCS)
o Monitor the work of the Oregon Interagency Council on Homelessness, the Senate
Interim Committee on Housing and Development, the House Interim Committee on
Housing and Homelessness, and the OHCS Housing Stability Council
➢ Convene, sponsor, and otherwise expand access to professional development courses
for frontline staff, such as Motivational Interviewing techniques, trauma informed
practices, equity, and cultural responsiveness.
➢ Provide and collect relevant data, analyze trends, and monitor the performance of the
homeless services system, as well as individual programs.
➢ Continuously learn about what works and what doesn't -and seek to understand why.
22
Questions or Comments?
H H SAC
Recommendation:
The City Council Accept
and approve the Report
Potential Next Steps
Direct City staff to:
• Review the 2200 Ashland Street Ad Hoc Committee masterplan and
recommendations.
• Evaluate City budgetary and staff resources, as well as potential grant
funding.
• Come back to the council with a list of short- and long-term actions
for review and consideration.
Participation & Partnerships on All Levels
• Local Community
• Region / County
• State
• National
City of Ashland's Efforts
Examples:
• Allowances for car camping
• Space and funding for extreme weather shelter
• Federal and General Fund grants for social
services
• Affordable Housing Trust Fund
27
28
Supporting Direct Services
Emergency camping
and car camping Shelters �► Transitional housing
Perm0Rapid Rehousing p-'
anent Drop -in in Centers
• l•
Supportive Housing
Warming/Cooling
a Centers
29
Facility -Based Beds
Type
In Jackson
# in Ashland
% in Ashland
Facility
County
Emergency Shelter
426
72
16.9%
OHRA Center
5
TransitionaUSafe Haven
363
4.1%
Parker House
(al
Permanent Supportive
114
30
26.3%
Rogue Ridge
Housing
Year Around Facility-
903
117
12.9%
Based Beds
Severe Weather/Smoke
Severe Weather
78
28
o
35.9/o
Shelter Beds
Shelter
Total
981
145
14.8%
SHADY
COVERegulated
,n
Affordable Rental
Housing in Jackson County
BUTTE
FALLS
130
ROGUE GOLD
RIVER 146 HILL O
Z
WHITE EAGLE
CITY • POINT
• • 191
10fta me `
Wwribwot:Urtle:
Ashland
376
Butte Falls
0
Central Point
334
Eagle Point
130
Gold Hill
8
Jacksonville
48
Medford
1735
Phoenix
76
Rogue River
146
Shady Cove
24
Talent
234
White City
191
Total
3302
AMU atn . hem the Onycm Housing
and Cammumry Sen— Wetxae, 2W
1300
1200
1100
1000
900
800
700
600
500
400
300
200
100
0
CENTRAL
POINT & MEDFORD
JACKSONVILLE .,y.
• •,
i76
PHOENIX 274
TALENT
376
0 5 10 %.•
Miles ASHLAND
Point In Time Count - Jackson County
1251
773
712 727
424
348 364 364 363 349
2019 2020 2021
IMIIIIIII Sheltered � Unsheltered 1111�11 Total
638 613 587 556
2022 2023
-.. I • I. Linear (Total)
1143
a
32
2500
2000
1500
1000
500
0
How Many People Are Homeless in Jackson County?
712
621
11
2019
1100
727 E
773
1406
1251
1876
2020 2021 2022
■ PIT Count ■ HMIS Database
a tl
2one2
v 4r
Garr
.,.
AID '03 2ona T.
®te _ 22
1950
1143
2023
Zone Distribution
53 Additional people were In OKRA Center
1 person was at ASMand Hospital
Total Cant M
pe4
i
fto
a
F�
f
Zene S. '
io
The 121 Ashland students experiencing
homelessness during the 2022-23 school year
accounted for 4.7%ofthe student body, which
was higher than the State average of 3.9%.
AEL4IANO
tAST19cT
ENROLLMENT! N w
1) ,M dUp
tk.Wft •
Me UN
AWILAED
HO6T M
STIDEIR9
9E%t1Nr
A%%AND
STUOE%n
HOMELESS
ASNAID
%e#AN%AND
HOMELESS
STUDENTS
UW1tt AMEO
kbW
—
OATOON
HOMELESS
STUDENTS
L%e
MOON
STUDENTS
W6%E%
HOMED
SuKe%9
2167 76
M
1
14
In
4.7%
b
24.6%
2022-23
21,478
19%
_2,434 ' _
2552
112
124
21
23
_ 21
11
ESE
6.39
29
LUX2021-12
,. 16,3i8
_3,3%
3.2%
15A
—__.
E2%
22
13.8%
1D20-21
17,693
2,645
95
31
in
4-1%
26
20.7%
202"0
21,090
16%
2 6
18
8
33
1ES
4.7%
25
1&5%
202419
22.215
3.9%
Percent of Students Homeless
7.0%
6.2% 6.3%
6.0%
5.0% 4.7% 4.7%
3.9% 4.1% 3.9%
4.0% 3.6% 3.3%
3.2%
3.0%
2.0%
1.0%
0.0%
2018-19 2019-20 2020-21 2021-22 2022-23
■ Oregon Students ■ Ashland Students
The Coordinated Entry Assessments measure the level of vulnerability and service needs.
Scores indicate the need for different types of housing resources. The template below is
the type of information that can be generated. However, the CoC was not able to fulfill the
Subcommittee's data request.
Type of Service
Households Assessed
Description
#
%
Needed
Diversion
One-time intervention, such as rent
payment to prevent eviction
Transitional
Short-term intervention, typically 3-12
Housing
months, with varied levels of case
management
Rapid Rehousing
Short- or medium -term intervention, 6-
(RRH)
24 months, with moderate to intensive
case management Client lease, with the
option to continue renting after RRH.
Permanent
Medium- to long-term intervention with
Supportive
intensive support services for a minimum
Housing
of two years and typically much longer.
Total Assessments in 2023
35
36
How much do you agree with the following statements?
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Services are adequate Services should be reduced Services should be expanded
STRONGLY
DISAGREE
NEITHER AGREE
AGREE
STRONGLY
TOTAL
DISAGREE
OR DISAGREE
AGREE
Services to homeless people in Ashland
32.36%
28.73%
18.91%
8.73%
11.27%
are adequate to meet the need
89
79
52
24
31
275
Services to homeless people in Ashland
47.25%
14.65%
17.22%
8.79%
12.09%
should be reduced
129
40
47
24
33
273
Services to homeless people in Ashland
16.25%
11.19%
14.44%
21.66%
36.46%
should be expanded
45
31
40
60
101
277
37