HomeMy WebLinkAbout2025-04-24 Housing & Human Services Committee PACKET
Housing And Human ServicesCommittee Agenda
Siskiyou Roomof the Community Development and Engineering Building
Note: Anyone wishing to speak at any Housing and Human Services Advisory Committeemeeting is encouraged to do so. If
you wish to speak, please rise and, after you have been recognized by the Chair, give your name and complete address for
the record. You will then be allowed to speak. Please note the public testimony may be limited by the Chair.
Zoom Link:
April 24, 2025
REGULARMEETING
AGENDA
I.CALL TO ORDER: 4:00 p.m.
II.APPROVAL OF THE AGENDA
III.CONSENT AGENDA
A.Approval of March27, 2025, Minutes
IV.PUBLIC FORUM (4:05-4:15 p.m.)
A.Public Forum.
V.NEW BUSINESS
A.New Committee Rules Presentation (Sabrina Cotta, City Manager)(4:15-4:35p.m.)
B.La Clinica Street Outreach Team Presentation(4:35-5:05p.m.)
C.Draft 2025 CDBG Action Plan Review and Recommendation (5:05-5:20)
VI.UNFINISHED BUSINESS
A.Nominations for Chair (5:20-5:45 p.m.)
VII.INFORMATIONAL ITEMS
A.Liaison Reports
B.General Announcements
VIII.AGENDA BUILDING – Future Meetings
IX.ADJOURNMENT:6:00 p.m.
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please
email linda.reid@ashland.or.us. Notification 72 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).
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Housing And Human ServicesCommittee
Minutes
March 27, 2025
REGULAR MEETING
Minutes
Commissioner’sPresent:CouncilLiaison:
Bob Kaplan
Echo Fields
Noah WerthaiserDylan Bloom
Vincent TuftsStaffPresent:
Montana HauserLinda Reid; Housing Program Specialist-Absent
Rich Rohde
Commissioner’sAbsent:SOULiaison:
Ashley LaubeTiana Gilliland–Absent
Jim Dykstra
I.CALL TO ORDER: 4:00 p.m.
II.APPROVAL OF THE AGENDA
III.CONSENT AGENDA
A.Approval of February 27, 2025, Minutes
Werthaiser/Rohde.M/S. Voice Vote: ALL AYES. The minutes from February 27, 2025, meeting
have been approved as presented.
IV.PUBLIC FORUM (4:05-4:15 p.m.)
A.Public Forum.
N/A
V.NEW BUSINESS
A.CDBG Applicant Presentations (4:15-4:35 p.m.) Chyenne Nichols provided a presentation
for the Maslow Project, and Lisa Smith provided a presentation for OHRA.
B.CDBG Application Review and Funding Recommendation (4:35-5:05p.m.)
Werthaiser/Rohde M/S-Move to fully fund Maslow Project at the requested amount
of $18,000 with the remaining balance to be awarded to OHRA to support the
expansion of the Laundry Shower program to the North end of town. -Motion
approved unanimously.
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Housing And Human ServicesCommittee
Minutes
C.CDBG Draft Consolidated Plan Review and Recommendation (5:05-5:35)
Tufts/Hauser M/S- Move to approve the 2025-2029 Consolidated Plan for the use of
CDBG funds with the suggested edits of changing the termworkforce housingto
middle housing, and some additional minor edits submitted between the HHSAC
meeting and the public hearing before the City Council on April 15, 2025.-Motion
approved unanimously.
VI.UNFINISHED BUSINESS
A.Community Resource Event Debrief (4:35-5:05p.m)
The Committee would like to hold the event earlier in the year when the weather is
better, looking at September.
The committee would like to create a summary of the event for marketing.
Add the question, how did you hear about this event,
Invite HRSN-Medicare/Medicaid homeless prevention funding program providers=
as this is a source of funding that can provide housing.
Invite someone from the employment department.
VII.INFORMATIONAL ITEMS
A.Liaison Reports
Councilor Bloompresented the Council report.
o The City is facing a budget shortfall, committee members were
encouraged to watch the upcoming Study Session for more information.
B.General Announcements
None
VIII.AGENDA BUILDING – Future Meetings
Check with Brandon and the Consultant on the appointment process for the
Manufactured Home park ordinance work group.
Rohde asked about the Committee getting a shelter report for the 2200 Ashland
Street Shelter.
Nominees and voting forthe Vice Chair position.
IX.ADJOURNMENT:6:15p.m.
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please
email linda.reid@ashland.or.us. Notification 72 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).
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Memo
DATE: April 27, 2025
TO: Housing and Human Services Advisory Committee
FROM: Linda Reid, Housing Program Manager
DEPT: Planning
RE: NewCommittee Rules Presentation
The City Manager Sabrina Cotta will be present at the upcoming Housing and Human
Services Advisory Committee meeting to discuss recent ordinance changes and
introduce the new Commission & Committee Handbook. This resource has been
developed to provide appointed officials with clear guidelines and expectations while
serving the City of Ashland. It outlines responsibilities, parliamentary procedures, and
ethical standards to ensure effective and compliant participation in City affairs. The
discussion will highlight how this handbook serves as a vital tool for navigating your role
and collaborating effectively with fellow commission and committee members.
Additionally, the session will include a brief overview of key workplace policies and the
City’s social media policy. These documents, attached for your reference, are applicable
to your role as an appointed public official and aim to clarify responsibilities while
interacting on behalf of the City. The social media policy emphasizes the importance of
separating personal views from official duties and adhering to established content
guidelines to maintain professionalism. These resources will support your ongoing efforts
to represent the City responsibly and transparently.
The Human Resources Department has requested that Committee members sign an
acknowledgment that you have received and reviewed the information contained in the
documents listed below and return that acknowledgment form to your staff liaison. These
forms are included as an attachment to this memo.
Committee & Commission Handbook
Electronic Media and Technology usage policy
Workplace Fairness Act Policy
Workplace Violence Prevention Policy
Social Media Policy
Planning Department
20 East Main StreetTel: 541.488.5300
Ashland, Oregon 97520Fax: 541.552.2059
ashland.or.usTTY: 800.735.2900
4
Commission & Committee Handbook
This handbook is subject to change as policies are amended or modified. The City does
not give legal advice. This handbook is not intended to be legal advice.Version 1
(1/23/2025)
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Welcome
Thank you for volunteering to serve the City of Ashland. Advisory
Commissions and Committees play a critical role in providing
recommendations and advice to City Council and City Management on
various matters of public interest and administrative functions. The City
hopes you find this handbook helpful in understanding your role on the
Commission or Committee as well as the role of the staff liaison. You will
also find information on conflicts of interest, laws that apply to public
bodies and parliamentary procedures. The time you spend on a
commission or committee is appreciated and the expertise you bring to
the Commission or Committee is valued. We are Better Together.
RESPONSIBILITIES AND ROLES
RESPONSIBILITIES OF COMMISSIONS AND COMMITTEES
All Commissions and Committees should regularly solicit public testimony under
guidelines established by the City Council and Ashland Municipal Code. Public
forums should be held for issues with major public impact. Though this
Handbook refers to Commission and Committees, the outlined policies and
procedures apply to:
Commissions and Committees- advisory bodies outlined in ORS and/or
AMC to provide recommendations to Council or APRC.
Ah Hoc Committees- temporary advisory group focused on a specific
topic with the express goal of providing a recommendation for action to
Council and/ or Ashland Parks and Recreation Commission (APRC).
Management Advisory Committees (MAC)- Committees developed by
the City Manager or City Staff on a specific topic to provide subject matter
expertise. MACs may be temporary or on-going.
Subcommittees- temporary group to a specified committee on a
particular area or topic. Limited to three-members, a subcommittee only
has the authority to gather information for the full committee. It may
determine when to meet and what procedures it will use to gather and
report information but may make no decisions. Subcommittees must
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make notes of their meetings available to staff liaisons to include in
agenda packets for the full committee when the full committee is
considering a report or recommendation coming from the subcommittee.
ROLE OF THE CHAIR
The Chair is the main facilitator (i.e. Presiding Officer) who runs the meetings,
maintains order, and keeps the group on topic. Their duties include:
Open the meeting on time and call the meeting to order
Announce in proper sequence the business on the agenda
Recognize members who are entitled to the floor and ensure all voices are
heard
State and put to a vote all legitimate questions that arise during the
meeting. If a motion is out of order, the Chair should rule it out of order
Protect the members from frivolous or delaying motions by refusing to
recognize them
Enforce the rules regarding debate and keep order
Expedite business in a way compatible with the rights of the members
Decide all questions of order
Respond to inquiries of members
Declare the meeting adjourned
ROLE OF THE BOARDS AND COMMISSION MEMBERS
Members of the committee, commission, or board (including the Chair) engage
in discussion, propose motions, and vote on decisions.
Members should make every effort to attend every meeting and be on
time.
Members will notify staff five (5) in advance of a meeting for known
absences.
Members may attend two (2) meetings a year using video conference
technology.
It is recommended that Commission members keep a separate email for
committee work due to public records request and retention purposes.
Effective members understand the rules of procedure as well as
parliamentary procedure and abide by them.
Members should address all remarks through the Chair.
Members should use their parliamentary knowledge in a constructive
manner, rather than hindering or obstructing the business of the meeting
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Members should be knowledgeable and familiar with the issues before
them so they can participate in the meeting by:
1. Introducing motions;
2. Seconding another member’s motion;
3. Debating the issue according to the rules or asking questions of
information regarding issues; and
4. Voting
a. A member may vote but cannot be forced to do so. A member
should not vote on questions of direct personal or pecuniary
interest not common to other members.
b. A member may change a vote before the chair announces the
result of the vote. After the result is announced, a majority of the
Board or Commission must vote to allow the change.
c. A member may request a rising vote by calling “Division” when a
voice vote or show of hands is in doubt.
All Commission and Committee members are responsible for ensuring they
conduct themselves in a manner that leaves no question as to when they are
representing themselves as a City Commission member and when they are
representing themselves as a private citizen. It is the responsibility of the
Commission or Committee member to be familiar with the City’s social media
policy. All Commission and Committee members are responsible for adhering to
the guidelines outlined in this handbook, the City’s Electronic Media and
Technology Usage Policy (if applicable), Workplace Fairness Act Policy,
Workplace Violence Prevention Policy and the City’s Social Media Policy. Any
violation of these guidelines and policies may result in immediate removal from
the Commission or Committee.
COMMITTEE MEMBER VS COMMUNITY MEMBER
When you are serving on an advisory body, it is important to realize that you
have a committee member hat and a community member hat. Both hats are on
when you are actively engaged in committee work. When you are not at a
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committee meeting, however, it is important to delineate which hat you are
wearing.
When you are speaking at a public meeting, make it clear if you are
speaking as a community member or as a representative of your
committee. Being a “representative of your committee” means that the
committee has given you permission to show-up and speak on behalf of
the group as a whole. If you haven’t received permission, speak only as a
community member.
When your committee has made a decision (i.e. voted on a motion), it is
your responsibility to support that decision, even if you disagree with it.
You can speak against it privately as a community member but, when
representing the committee, you need to positively represent the
decisions of the body as a whole.
RECOMMENDATION PROCESS
Defining Annual Focus Areas
The unique mission of advisory committees is typically defined by the group’s
enacting ordinance and/or by the City Council when they form an ad hoc group.
Typically, this mission is a general scope, and the advisory body determines
what specific topics they want to work on within that scope. There are two
pathways that an advisory body defines its focus:
A.Council Request. City Council may make a specific request of an advisory
body to weigh in on a specific topic.
B.Annual Work Plan. Advisory bodies create an annual work plan that is
reviewed and approved by City Council every December. The work plan
outlines the focus areas for the year and may include specific projects
(such as painting utility boxes) and policy areas (such as reducing the
use of natural gas in homes). The process of drafting, reviewing, and
approving an annual work plan ensures that the advisory body is working
on specific topics that City Council would like to see move forward.
C.Bringing Recommendations to Council
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When an advisory body is ready to make a recommendation to City Council, the
group should make a motion to “recommend \[adoption, implementation, etc.\]
to Council.” This signals that you feel the recommendation is ready for Council to
review and take action. Once this motion is made, it is the responsibility of the
Council Liaison to request that it is put on a future City Council agenda. When
they make that request, the City Manager will figure out what type of meeting is
best for the recommendation (study session or general meeting) and will
schedule it. The advisory body will be asked to attend the meeting to present
their recommendation and why they are recommending it.
Actions that Council Can Take
Once City Council receives a recommendation, they can take any of the
following actions:
1.Adopt the policy or action right then-and-there or give staff the direction
to prepare the item appropriately for adoption.
2.Direct staff to take additional actions (like refining it, making changes,
putting it in ordinance form, etc.) and then bring it back for consideration;
3.Send the recommendation back to the advisory body to do further work or
refinement;
4.Decline to move forward.
Once a recommendation goes to City Council and City Council takes an action
on that recommendation – it is no longer in the hands of the advisory body
(unless it has been referred back to you!).
INFORMATION REQUESTS
You’re going to need information to help with your discussions as an advisory
body. Your staff liaison and council liaison will be able to share a significant
amount of institutional knowledge, but questions may come up that they don’t
know the answer to. Below is the best process for making information requests,
when your staff or council liaison do not have the answer:
If you want information as an individual, you can submit a public records
request. This helps staff (a) get the request to the right person and
manage staff time, and (b) ensures that your request is fulfilled within a
reasonable time frame, typically two weeks.
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If the advisory body wants information that is beyond the
scope/knowledge of your liaisons, the advisory body can make a formal
request via motion. The staff liaison will then track down the info and
share at the next committee meeting. This helps ensure that we are using
staff time to gather information that is pertinent to the advisory body as a
whole.
COMMUNICATION
COMMUNICATIONS TO COUNCIL
The Council relies on various Commissions and Committees to increase the
variety of viewpoints and talents brought to bear on City problems. By
concentrating on specific areas, Commission and Committee members can
expand their level of expertise and can conduct detailed analyses that Council
itself may not have the time to pursue.
It is expected that Commission and Committees will adopt positions of
advocacy within their specific spheres of interest. However, the Council’s role is
to take into consideration the many varied, and sometimes conflicting public
needs, and render its judgment of what will best serve the public good. The
Council must weigh the effect of any given recommendation alongside other
City goals, programs, and competing interests.
GENERAL COMMUNICATION GUIDELINES
No serial meetings. Serial meetings are defined as a majority of members
of a public body having a series of smaller gatherings or communications
that result in a majority of the body collectively taking action even if a
majority is never part of any one communication. (email guidelines
provided by staff liaison)
o All emails to Commission and Committee members from the staff
liaison will be by blind copy to ensure no reply all (equals serial
meeting).
o It is encouraged that all Commission and committee members
retain a separate email for Commission and Committee work as
that work is subject to public records requests.
Treat everyone with respect.
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Agree to Disagree.
Resolve issues and move on, don’t re-live the same issues.
Share information freely.
Keep a balance of “air time” in meetings to avoid domination of ideas.
Deal directly and respectively if a conflict occurs.
Share responsibility for information or decisions that come from a
meeting.
Openly support decision, once it has been made.
Encourage and support team members at all levels.
Query participants frequently: ask for input and feedback on issues.
Be flexible and open for change.
Be aware of others discomfort/anxiety.
Take responsibility for your feelings, biases and attitudes and know how
they can impact your ability to treat others with respect or make the right
decision.
Have a sense of humor; be able to laugh at the funny moments.
STAFF LIAISONS
STAFF LIAISONS TO COMMISSION AND COMMITTEES
Each Commission and Committee has at least one staff person assigned to the
group as a Staff liaison. Staff liaisons assure their Commission or Committee is
aware of laws and administrative processes affecting proposed policy and
operational recommendations. The Staff Liaison is responsible for ensuring the
Commission or Committee is not doing anything to create liability issues for the
City. If the Staff Liaison feels that there may be an issue, they shall report it to the
City Manager.
The staff liaison’s main responsibility is assisting their Commission or Committee
in its roles and responsibilities as outlined by ordinance and completion of the
Council approved annual workplan.
Other responsibilities include the following:
Assist with professional and technical questions.
Properly notice meetings.
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Prepare and distribute Board and Commission letters, reports, agendas
and/or minutes.
Maintain public records created by the Board or Commission, including
minutes or action summaries, reports, recommendations and letters, as
required by State law.
Notify Board or Commission members of upcoming meetings.
Maintain current contact information for the Board or Commission
members.
Provide the communication framework that fosters collaboration while still
acting within the confines of public meeting law.
RELATIONSHIP BETWEEN STAFF AND COMMISSION OR COMMITTEE
If a Commission or Committee desires information or a report that will require
more than two hours of staff liaison time, the chairperson will make a request of
the City Manager or Department Director approval prior to pursuing the project.
The chairperson should inform the staff person with regard to the urgency of the
referral. Following this procedure will prevent staff from being diverted from
priority projects.
STAFF LIAISON TIME COMMITMENT
The assigned staff liaison is the sole point of contact for the assigned
Commission or Committee. Commission or Committee members may not reach
out to other staff members. The staff liaison on average will dedicate no more
than four hours a week to work on regular Commission or Committee directed
needs. Commission and Committees may not initiate grants or dictate City
funds be expended. A Commission or Committee may bring forth a
recommendation for grant pursual or fund expenditure through the staff liaison
to the City Manager for consideration.
The meeting of the Commission or Committee is at the discretion of staff and
can be moved as operationally necessary. Staff liaisons will make it a priority to
schedule Commission or Committee meetings at regular intervals at the same
time and location.
ETHICS AND CONFLICTS OF INTEREST
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GOVERNMENT ETHICS
By being a member of a commission or committee, you are a public official per
Oregon Law. Public office is a public trust. This concept is enforced through state
law in provisions that prohibit public officials from using their positions to enrich
themselves, their families or businesses with which they or their close relatives
are associated. An overview of the provision of the government ethics laws will
be covered in this section.
For more information, please refer to the Government Standards & Practices
Manual or contact the Oregon Government Ethics Commission
(www.oregon.gov/ogec).
ACTUAL AND POTENTIAL CONFLICTS OF INTEREST
Public officials may face situations in which their actions may, or will, result in
pecuniary benefit for themselves, their relatives, or businesses with which they or
their relatives are associated. In such cases, the state ethics law describes the
proper response. The response depends upon whether the conflict is an actual
conflict or a potential conflict. Keep in mind, however, that under no
circumstances may an official use their office for the purpose of benefiting the
official, a relative or an associated business.
ACTUAL CONFLICT OF INTEREST
An actual conflict of interest exists when a public official is faced with acting,
deciding or recommending an action, and the effect of that action certainly
would be to the private pecuniary benefit or detriment of the official, the official’s
relative, or any business with which the person or a relative of the person is
associated.
Example: A Councilmember owns one of two well-digging companies in the City.
The Council is voting upon whether to adopt a proposed ordinance that would
impose licensing fees on well-digging companies. His vote will certainly have the
effect of a financial detriment or benefit upon his company.
Example: A systems operation official approves an employment agreement with
a technical support company that employs her son. The approval would be to
the pecuniary benefit of a business with which her relative is associated.
ORS 244.040(6) also states “No person shall attempt to represent or represent a
client for a fee before the governing body of a public body of which the person is
a member”.
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Example: The member of the Planning Commission is prohibited from appearing
before that same Planning Commission to represent a client for a fee, but a
business partner of the Planning Commission member could represent the
same client for a fee.
POTENTIAL CONFLICT OF INTEREST
A potential conflict of interest exists when a public official is faced with acting,
deciding or recommending an action, and the effect of that action could be to
the private pecuniary benefit or detriment of the official, the official’s relative, or
any business with which the person or a relative of the person is associated.
Example: If the public official as an independent contractor performs services for
a business that comes before the public body upon which the official sits, a
potential conflict exists. The decisions of the public body could result in private
pecuniary benefit to the official.
CONFLICT OF INTEREST EXCEPTIONS
Actions affecting an entire class do not create a conflict of interest. In other
words, no conflict exists if the public official’s action would affect other members
of a large class of people in the same way it would affect the public official.
For example, if the City Council was voting to adopt a City-wide tax cut for retail
businesses, Councilmembers who owned retail businesses would not have a
conflict because of the exception.
However, if the Council was voting to adopt a tax cut for software companies,
and a Councilmember owned one of only three software companies in the City,
the Councilmember would have an actual conflict of interest for which the
“class” exemption would not apply. In this case, three software companies would
not be considered a large enough class to gain the exemption.
Other exceptions include the following:
1.Membership in a particular class required by law as a prerequisite to
holding office does not give rise to a conflict of interest. For example, a
commission which recommends fees for the use of certain chemicals
requires that one of its positions be filled by a representative of a
company which uses such substances. That person is not faced with
conflict when deliberating upon the amount of a fee.
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2.No conflict exists when the pecuniary benefit or detriment arises out of
unpaid membership in or membership on the board of directors of a
nonprofit corporation which is tax-exempt under section 501(c) of the
Internal Revenue Code.
METHODS OF HANDLING ACTUAL OR POTENTIAL CONFLICTS OF INTEREST
In every case in which a public official is met with an actual or potential conflict
of interest, the official must disclose the conflict. Elected or appointed officials
serving on a board or commission must publicly announce the nature of the
conflict. The conflict must be recorded in the official minutes of the public body.
A public official need only announce a conflict of interest once during the course
of the particular meeting, even though discussion or action may be interrupted.
When faced with an actual conflict of interest, a public official must, after
disclosing the conflict, refrain from participating as a public official in any
discussion or debate on the issue out of which the actual conflict arises or from
voting on the issue.
The public official should make certain that the minutes reflect that the public
official did not participate in the discussion or vote.
Rule of Necessity: If the official’s vote is necessary to meet a requirement of
minimum number of votes to take official action, then the official is eligible to
vote, but not to participate as a public official in any discussion or debate on the
issue out of which the actual conflict arises.
CAVEAT: If voting under the “rule of necessity” would violate the code of ethics
(for example, where a vote would constitute “using” the office to obtain financial
gain or avoid financial detriment), then the public official may not vote.
When faced with a potential conflict of interest, a public official must announce
publicly the nature of the potential conflict prior to taking any action thereon in
the capacity of a public official. Following the declaration of the conflict, the
official may discuss and vote on the matter.
CAVEAT: A public official may not take official action after declaring a potential
conflict of interest if such action would violate any provision of the code of ethics.
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MEETING AND RECORDS LAW
OREGON PUBLIC MEETINGS LAW
The Public Meetings Law, ORS 192.610-192.690, was enacted by the Oregon
Legislature in 1973 and establishes state policy the public is entitled to know how
public organizations operate. Almost all deliberations and decisions of public
bodies are open to attendance by interested persons.
The Public Meetings Law apply not only to the state, but also the cities and
counties despite any conflicts with their charters, ordinances or other rules. The
Public Meetings Law applies to meetings of the “governing body of a public
body.” A “public body” is the state or local government council, board,
commission, bureau, committee, subcommittee or advisory group.
PUBLIC MEETING
Public Meetings Law defines a meeting as the convening of any governing body
“for which a quorum is required in order to make a decision or to deliberate
toward a decision on any matter”.
QUORUM REQUIREMENTS
A quorum is reached by the presence of 51% of the number of members of the
governing body. A gathering of less than a quorum is not a meeting under the
meetings law. The law applies to committees, subcommittees and other
advisory groups that are charged by the Council with making
recommendations. The recommendations must be the result of formal votes
taken at meetings at which a quorum was present.
Before calling the meeting to order, it is the duty of the Chair to know whether a
quorum is present. If there is not a quorum, the meeting is called to order, the
absence of a quorum is announced, and the meeting either may be adjourned,
or may continue only for the purpose of discussing study session items.
Members who are present may use the time for discussion, but no action may
be taken. In the absence of a quorum, adjourning and rescheduling the meeting
is generally best practice, but there may be situations where proceeding forward
just on the study session items may be appropriate. Please confer with the staff
liaison for guidance before moving forward without a quorum.
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A VOTE FOR A DECISION MAY NOT BE TAKEN IN THE ABSENCE OF A QUORUM.
A recess may be called to provide time to call absent members in hope of
obtaining a quorum for an important meeting. A motion may be made to fix the
time to which to adjourn, which provides for a continuation of business
scheduled for the meeting. The requirement of a quorum serves to protect
against an unrepresented action taken by a small number of individuals on
behalf of the entire meeting body. Any actions taken without a quorum can be
declared null and void at the next meeting.
NOTICE OF MEETINGS
All Commission and Committee meetings will be noticed 72 hours in advance.
Staff liaisons are responsible for the noticing of meetings.
MEETING MINUTES
Minutes must be kept of all standing and ad-hoc commission and committees.
The staff liaison will either assign responsibility to a commission member or
committee member to take minutes or be responsible for the taking of the
minutes. Minutes shall include members present; motions, proposals, resolutions,
orders, ordinances and measures proposed and their disposition, results of all
votes and the vote of each member by name, the substance of any discussion
on any matter, and a reference to any document discussed at the meeting. The
City Recorder shall dictate the style of minutes the City produces.
OREGON PUBLIC RECORDS LAW
Oregon Public Records Law represents the public’s right to information. Under
these laws, the written record of public business is available to any person,
regardless of the person’s identity, motive, or need, with some important
exceptions. Thus, the basic assumption of Public Records Law is that every
document is subject to a public record request and will be disclosed. Only
records that fall under limited categories will be withheld from public disclosure.
The burden to prove the exception applies falls on the public body or public
official, not on the person asking for the record. Exceptions to Public Records Law
are known as “exemptions.” Despite the lengthy catalogue of exemptions
contained in Public Records Law, it must always be viewed in favor of disclosure,
unless the law expressly prohibits disclosure.
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Public Records Law (ORS 192.311 to 192.478) applies to all “public bodies,”
including governing bodies, officers, departments, commissions, etc. Based on
the above definition, all City Councils are subject to the Public Records Law and
the Law will by extension apply to all departments, committees and agencies of
the City.
RECORDS COVERED BY PUBLIC RECORDS LAW
Public Records Law applies to “...every state officer, agency, department, division,
bureau, board and commission; every county and City governing body, school
district, special district, municipal corporation, and any board, department,
commission, Council or agency thereof, and any other public agency of this
state.” A “public record” is “any writing that contains information relating to the
conduct of the public’s business...prepared, owned, used or retained by a
public body regardless of physical form or characteristics.” In ORS 192.311(5)(a),
“writing” is broadly defined to incorporate all formats, from handwriting to
electronic. Handwritten notes taken during Council meetings and all forms of
electronic communications including e-mails, so long as the record contains
information relating to the conduct of public business are considered public
records.
RECORDS RETENTION REQUIREMENTS
Oregon Public Records Law requires that public records must be retained as set
forth in the Secretary of State’s Record Retention Manual. This manual sets the
retention periods based on the information contained within the public record,
NOT based on the medium of the record. Nearly every record has a retention
period, ranging from one year to permanent. The City Recorder is the City’s
resource person for questions regarding retention of public records.
DISCLOSURE OBLIGATIONS AND PROCEDURES
Public Records Law requires a designated records officer and a public records
disclosure policy. The City Recorder is the City’s public records officer and has an
established policy for records requests. The records request form is available
online on the City’s website at https://ashlandoregon.gov/.
PUBLIC RECORDS EXEMPTIONS
ORS 192.345 and 192.355 outline the exemptions to Public Records Law. Section
192.501 outlines “conditional exemptions”, noting records may be withheld from
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19
disclosure “unless the public interest requires disclosure.” The City’s decision to
apply a conditional exemption must indicate that the need for confidentiality
outweighs the public interest in disclosure. Conditional exemptions include, but
are not limited to, records pertaining to litigation, trade secrets, criminal
investigations, personnel examinations, private business operations, real estate
appraisals (prior to acquisition or sale), employee relations or personnel
discipline actions.
ORS 192.355 lists additional conditional exemptions for records such as internal
advisory communications, information of a personal nature and confidential
submissions.
The exemptions are stated in absolute terms and do not require a balancing of
interest because the state legislature has already determined that the
confidentiality interests outweigh public disclosure interests as a matter of law.
PARLIAMENTARY PROCEDURE
Parliamentary Procedure is the basic method of conducting business. Business is
brought before an assembly by means of a motion. The Committee shall
replicate the motion format outlined in AMC Chapter 2.04.040(c), and the
general governance structure outlined by Roberts Rules of Order, Newly Revised.
BASIC PRINCIPLES
1. All members must receive a notice of the meeting no less than 72 hours prior to
the meeting through the City’s adopted noticing process
2. There must be quorum present at the meeting
If you can not attend a meeting the Commission or Committee member
will notify the staff liaison five days in advance of the meeting
Staff Liaisons will perform a quorum check three days prior to the meeting
o If there is no quorum the Chair, with the assistance of the Staff
Liaison will determine if the meeting will be cancelled or held for
discussion purposes (no decision shall be made without a quorum)
3. There can be only one main motion or resolution before the assembly at a
time
4. Motions have a definite and logical order of precedence
5. Every member has the right to express his/her opinion fully and freely without
interruption, and must be given the opportunity to do so
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6. A question must be decided by taking a vote, decided by the majority, and
that vote becomes the decision of the assembly; a subject, once decided, may
not be presented again in the same form
7. Action cannot be taken outside the scope of the organization's object or
purpose
QUORUM
Before calling the meeting to order, it is the duty of the Chair to know whether a
quorum is present. See the Oregon Public Meetings Law Section of this handbook
for additional information regarding quorum.
MOTIONS
A motion is the means by which business is brought before an assembly. A
motion is sometimes referred to as "the question". The following steps are
essential in handling a motion.
TO OBTAIN THE FLOOR
1. Address the Chair by proper title
2. Receive recognition from the Chair
3. State the motion by saying "I move that…”
4. Another member seconds the motion
5. Chair repeats the motion and then says
"It has been moved and seconded that (motion)…Is there any discussion?"
6. Members discuss the motion
7. When discussion ceases, Chair requests the roll call
8. Chair announces the result of the vote
A motion is a formal proposal and once made and seconded, the Chair places
the question before the meeting body by restating the motion. Exact wording is
of the utmost importance in recording motions and amendments. Motions
require a second before being opened for discussion or being put to a vote. If
there was no second to the motion, the motion dies.
TYPES OF MOTIONS
Main Motion: A main motion is a motion brought before the body for its
consideration on a particular subject. Only one main motion can be considered
at a time.
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Amendment: There are three basic processes of an amendment:
(1) Insert a word or add words
(2) Strike out words or a paragraph
(3) Combine both of these.
An amendment needs a second and is debatable. It needs a majority vote to
pass. To amend a pending motion is the most widely used form of a subsidiary
motion. An amendment must be germane or closely related to the subject of the
main motion.
Second Amendment: A secondary amendment must relate to the primary
amendment and cannot introduce a totally different subject. The second
amendment must be made by motion and seconded. After discussion, Chair
takes the vote on the second amendment first; announces the vote; and
proceeds to take the vote on the primary amendment; and then takes the vote
on the main motion as amended if the amendments pass.
Previous Question: Previous question is the motion used to bring the body to an
immediate vote on one or more pending questions. It closes debate and stops
further amendment. It is out of order when another has the floor. It must be
seconded and is not debatable and non-amendable. Previous question requires
a two-thirds vote (super majority). If a motion for the previous question fails to
gain the two-thirds vote, debate continues as if the motion had not been made.
Division of the Assembly: When a member doubts the correctness of a vote
taken by voice, he or she may call for division of the assembly by calling out
“Division”. No second is needed, and the Chair must immediately take the vote
again and ask the member to either raise their hands or to rise.
Reconsider: A motion to reconsider is in order during the meeting after a motion
has been acted upon, either at the same meeting or the next meeting. It must be
made by a member who voted on the prevailing side, i.e. if a motion fails to pass,
reconsideration must be moved by one who voted against the motion. It is
debatable and requires a majority vote.
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22
Point of Order: When a member believes the parliamentary rules are being
violated, he or she can make a “point of order” by calling upon the Chair to
request the parliamentarian for the rule which the Chair should enforce.
Division of the Question: If a question contains more than one part, each of
which could stand as a separate question, a motion may be made to divide the
question and vote on each part separately. The motion to divide requires a
second and may be amended but is not debatable.
Lay on the Table: The motion to “lay on the table” enables the Board or
Commission to lay the pending question aside temporarily in such a way that (1)
there is no set time for taking the matter up again; and (2) its consideration can
be resumed at the will of the majority. By adopting the motion to “lay on the
table”, a majority has the power to halt consideration of the question
immediately without debate.
This motion takes precedence over all subsidiary motions. It is out of order when
another has the floor. It must be seconded and is non-debatable and non-
amendable, but it is appropriate for the maker of the motion to explain the
reasons for the motion. It requires a majority vote.
Take from the Table: When a matter is taken from the table, everything is in the
same condition as it was when laid on the table. A motion that has been taken
from the table can be laid on the table again when an unforeseen matter
requires immediate attention. If a matter is laid on the table, it remains there
until taken from the table or until the close of the next regular meeting. If not
taken up by that time, the motion dies.
To consider another motion on the same subject, it is necessary first to take the
question from the table and then move the new proposal as a substitute or to
make whatever other motion is appropriate to the cases.
Adjourn: This means to close the meeting immediately. It requires a second and
it is non-debatable and non-amendable. It requires a majority vote. Members
should not leave their seats until this motion is made. If an hour has been set by
adoption of the Board or Commission, no motion to adjourn is necessary when
the hour arrives. The Chair declares the meeting adjourned. When it appears
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23
there is no further business, the Chair can ask if there is any further business to
be considered, instead of waiting for a motion. If there is no response, the Chair
can say, “Since there is no further business, the meeting is adjourned.”
Fix the Time to Which to Adjourn: The object of this motion is to set the time and
place for another meeting to continue business of the session with no effect on
when the present meeting will adjourn. It is appropriate to use this motion when
there are no existing provisions for another meeting. It must be seconded and is
debatable. It can be amended and a vote on it can be reconsidered.
AMENDING A MOTION
Changing the wording of a motion is amending it. Sometimes, starting over can
eliminate the need to amend a motion. However, if the matter becomes more
complex or significant time has been spent considering alternatives, following
the rules for amending a motion ensure a fair and orderly process for making
and deciding on a comprehensive motion. The main motion and some
secondary motions can be amended. Here are some rules to remember:
The motion to amend requires recognition and a second and must be
stated by the Chair. It is debatable and may be amended. The
amendment must be voted on; then another amendment is in order, each
acted on in order. The fact that the amendment has been acted on does
not mean that the main motion is also acted on. After all amendments
are acted on, the final vote is on the main motion as amended.
If the amendment has failed to carry, it cannot be made again.
An amendment improves the main motion. The purpose is to express
more clearly and definitely the intent of the motion; therefore an
amendment cannot change one form into another.
An amendment is debatable in all cases except where the motion to be
amended is un-debatable.
An amendment is out of order if it nullifies the proposition or if it makes it
dilatory.
An amendment is out of order if it strikes out words NOT consecutive or if it
strikes out and inserts in separate places.
No amendment is in order that increases the modification of the rule to be
amended.
The word "Substitute" is used correctly when referring to a paragraph not
to a word. A completely reworded motion is a substitute.
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24
WAYS TO AMEND A MOTION
By adding words at the end
By inserting a word or consecutive words
By striking out a word or consecutive words
By striking out a word or consecutive words and inserting a word or
consecutive words
By substitution (replacing the motion with a similar motion)
Correct way to state amendment:
"I move to amend the motion by (one of the ways listed above)..."
MOTIONS NOT SPECIFICALLY CLASSIFIED
There are some motions that are not specifically classified. The ones most
commonly used are:
To make a nomination: This is a motion not formally moved, but an
assumed motion "That...be elected." A member rises and, without
recognition, says, “I nominate..." No second is required but as an assumed
motion, it is debatable.
To fill a blank: This is closely related to the motion to amend. While there
can be only one primary and one secondary amendment pending at the
same time, there are times when a number of choices would have more
advantages, such as, selecting a date, time, place, amount, number of
persons, or names, or places.
A member may move that a blank be spent for books: or a blank may be
created by a motion to strike out a date, time, place, amount, number,
names, etc. and insert a blank. If the motion to strike out and insert a blank
has carried, then any number of members may suggest, without a
second, a different date, time, amount, etc. Each suggestion can be
debated if necessary. When all suggestions have been made, a vote is
taken on the suggestions until one suggestion receives a majority vote,
then that suggestion is placed in the blank and the remaining
suggestions are not voted upon. The motion with the blank filled is then
considered.
3. Call up the motion to reconsider: If the Chair neglects to announce the
reconsideration of a motion, any member may 'call up' the consideration
by rising and obtaining the floor and saying, "I call up the motion to
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25
reconsider the vote taken on the motion (state the motion)..." No second is
necessary. The Chair then proceeds to state the motion by saying, "The
motion to reconsider the vote on (state the motion)...is called up. Those in
favor of reconsidering the vote on the motion will please say Aye." pause
"Those opposed will please say no." If the Ayes have it, the motion is open
to debate (if it is a debatable motion). After debate, a vote is taken on the
motion that was reconsidered.
Commission or Committee Guiding Documents
City Council Charter, Ashland Municipal Code,
Comprehensive Plan, Land Use Code
Ashland Parks & Recreation Charter, Ashland Municipal Code,
Commission Comprehensive Plan, Land Use Code
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26
Ashland Senior Advisory Committee Charter, Ashland Municipal Code,
(ASAC) Comprehensive Plan, Land Use Code
Recreation Division Advisory Charter, Ashland Municipal Code,
Committee (RDAC) Comprehensive Plan, Land Use Code
Trails Advisory Committee (TAC) Charter, Ashland Municipal Code,
Comprehensive Plan, Land Use Code
Planning Commission Ashland Municipal Code,
Comprehensive Plan, Land Use Code
Climate & Environment Policy Advisory Ashland Municipal Code, Climate &
Committee (CEPAC) Energy Action Plan (CEAP)
Historic Preservation Advisory Ashland Municipal Code,
Committee (HPAC)
Housing & Human Services Advisory Ashland Municipal Code
Committee (HHSAC)
Public Arts Advisory Committee Ashland Municipal Code
(PACC)
Social Equity and Racial Justic Ashland Municipal Code
Advisory Committee (SERJAC)
Transportation Advisory Committee Ashland Municipal Code,
(TAC) Transportation Plan
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ADMINISTRATIVE POLICY LAST MODIFICATION: May 14,2012
Policy No.2006.10.19
ORIGINATING DEPARTMENT:Administration
SUBJECT: Electronic Media & Technology UsagePolicy
PURPOSE: The purpose of thispolicy is to establish policy
electronic processing and communication systems; to establish an understanding of acceptable uses;
to protect information generated by or stored on any computer or communication system; and to protect
STATEMENT OF POLICY: Technology is a business tool to be used in accordance with generally
accepted business practices, current laws, and consistent with other applicable City Policies. All
technology systems (computers and communication systems) furnished by the City are owned by the
City of Ashland.
Any user who is unclear about what is or is not permissible may contact the Information Technology
Director for clarification. If unsatisfied with an interpretation, the user may seek an opinion from the City
Attorney, City Administrator or Human Resource Director.
As technology advances, the City will increasingly rely upon electronic resources in conducting its
business. Employees have access to multiple forms of electronic media and technology systems
(computers, e-mail, telephones, radios, voice mail, fax machines, on-line services and the internet)to
assist in the performance of their official duties.
The City encourages the responsible use of electronic media because information technology makes
communication more efficient and effective. Information technology also serves as a source of valuable
information about government, vendors, customers, new products or services.With the rapidly
changing nature of electronic media, this policy cannot establish rules to cover every possible situation.
electronic media and services.
SCOPE:This policy applies to all users of Electronic media and/or communication systems including
but not limited to employees, elected officials, appointed officials, contractors, consultants, and other
non-employees that use this equipment. The CityElectronic media system includes all city owned or
city purchased computer terminals (whether network or individual), software and hardware (CPU's,
memory devices and storage devices), copiers, printers, fax machines, hand-held data or computing
devices, cellular phones and devices, office telephones, etc. For purposes of this policy an electronic
record or communication includes any data or information in any form processed or stored within the
City Electronic Information Processing System whether generated directly or indirectly.
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ADMINSTRATIVE POLICY Electronic Media & Technology Usage Policy
Further simplified, this policy applies to all electronic media and services which are:
Accessed on or from City premises
Accessed using City electronic media equipment, or via City-paid access methods and/or
Used in a manner which identifies the individual with the City.
This policy DOES NOTapply to data transmissions made by customers of the Ashland Fiber Network
who are acting in their private capacity and who, other than the use of City equipment installed solely
because they are a customer of Ashland Fiber Network, are not otherwise using City owned or City
purchased equipment.
GUIDELINES:
1.
City services and shall be professional and business-like in nature. Limited personal use is
allowed provided that it meets the guidelines set forth herein.Employees must
demonstrate personal responsibility to ensure that limited personal use does not impact their job
performance or the efficiency of City services. Abuse of this privilege will result in appropriate
disciplinary action. Computer and communication systems may not be used for any purpose or
reason that may violate City policy, local, state, or federal laws, public policy, or other
inappropriate purposes, including but not limited to:
a.-Harassment and Discrimination policies, including
but not limited to transmitting, retrieving, viewing or storing communications or images
that are discriminatory or harassing in nature, or which are derogatory to any individual
or group, or which are obscene or pornographic in nature, or which are defamatory or
which use coercion to obtain a response.
b.Conducting non-City related business which results in personal financial gain or
advantage.
c.Unauthorized soliciting or proselytizing others for commercial ventures, religiousor
political causes or other non-City business related matters.
d.Disrupting or threatening to disrupt the efficient operation of City network and/or
connected systems (for example, sabotage or introducing a computer virus);
e.Overloading the efficient operation of City network and/or connected systems (for
example, instant messenger, Internet radio, etc.);
f.
files or activities for the purpose of idle curiosity or obtaining data or information that has
no business-related purpose; and
g.Forging of any City computer or communication systems file, log, messages, or
recording.
ADMINISTRATION/PERSONNEL Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
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ADMINSTRATIVE POLICY Electronic Media & Technology Usage Policy
h.The email system shall not be used to plan for or coordinate work slowdowns or strikes,
or to incite employees or otherwise disrupt the work environment.
i.The email system shall not be used for campaigning for union issues or running for
office.
j.
2.Unauthorized installation, removal, or altering of any software/hardware may be a violation of
copyright law, City policy or procedure and as such is prohibited. Such actions could result in
criminal prosecution and/or disciplinary action in accordance with City rules and regulations.
3.No City-owned orauthorized hardware or software may be borrowed, copied, or transferred
without prior approval from the IT Director.
4. No privately owned devices may be connected to the City's system without the authorization of
the person's department head or the City Administrator.
GENERAL USE OF E-MAIL SYSTEM:
1.Whenever a City Official or Employee possesses "confidential" information, the Official or
Employee has an obligation to take all reasonable and necessary steps to protect the
confidentiality of the information, and minimize the likelihood of inadvertent transmission of the
confidential information to unintended recipients. If an Official or Employee has any question
regarding the implementation of this section, contact the City Attorney's office. Once it has
been determined that the transmission is confidential under Oregon public records law, the
subject line should contain the word
The body of the email should read:
The content of this email transmission (and attachments if appropriate) is confidential
under the provisions of Oregon Public Records law (list the specific ORS citation that
addresses confidentiality whenever possible). It is intended to help the recipient(s) in
their work on behalf of the City of Ashland. Recipients should not disclose or forward
this email unless authorized by the sender. If you have questions about the
confidentiality of this message, please contact meat (541) XXX-XXXX. Thank you."
The message will include the appropriate City or Departmental phone number.
2.No employee shall attempt to disguise the origin of any E-Mail, unless authorized by the Chief of
Police for a criminal investigation.
3.-Mail unless authorized
by
City Administrator.
4.State and federal law prohibit the electronic transmission of social security numbers over the
internet unless the connection is secure or the Social Security number is encrypted except
under certain limited exemptions. Social Security numbers should not be transmitted unless the
ADMINISTRATION/PERSONNEL Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
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ADMINSTRATIVE POLICY Electronic Media & Technology Usage Policy
5.Any Employee who discovers potential criminal activity involving the use of any E-Mail shall
immediately report the activity to the Employee's supervisor. The supervisor shall immediately
report the activity to their department head, who shall report the activity to the Human
Resources Department or City Attorney.
6. E--mail system are a representation of both the City and
the composer. As such, they will be composed in a professional manner and will not include
personalization such as non-app-art, etc.
All e-mails will include the following message at the end of the e-mail:
"This email transmission isofficial business of the City of Ashland, and it issubject to Oregon
Public Records law for disclosure and retention. If you have received this message in error,
please contact me at (541) XXX-XXXX. Thank you." The message will include the appropriate
City or Departmental phone number.
PERSONAL, PRIVILEGED AND CONFIDENTIAL INFORMATION:
All employees at one time or another may receive, or have reason to access personal, privileged and/or
confidential information. That information may concern other employees, City of Ashland operations,
other organizations and or patrons with whom we do business. This information may include
information such as employee phone number, social security number, salary, benefits, address, etc.
Everyone covered by this policy carries the obligation of ensuring that this information remains
confidential and is not disclosed, even to other City of Ashland employees. This is true regardless of
whether you are actively employed, on leave or employment with the City of Ashland terminates for any
reason. Employees who disclose such sensitive information will be disciplined accordingly.
If your employment with the City of Ashland terminates, for any reason, you must promptly return to the
City of Ashland all confidential documents and other materials in your possession. You are not
permitted to retain copies of any such documents or materials.
All work performedor created within the scope of your employment with the City of Ashland is the
intellectual property of the City. Any information obtained through the course of employment (business
information, trade secrets, etc.) may not be shared even upon termination of employment. Employees
who disclose such sensitive information will be disciplined in accordance with City Rules and
Regulations and/or criminal prosecution.
RESPONSIBILITIES:
1.The IT Department(with input from the City Attorney), shall:
a.Interpret licensing and copyright requirements for hardware and softwareused by the City of
Ashland;
b.Purchase, install, and uninstall all softwareand hardware;
c.Store all original software media.
ADMINISTRATION/PERSONNEL Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
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ADMINSTRATIVE POLICY Electronic Media & Technology Usage Policy
2.The IT Directorin collaboration with user departments shall:
a.Establish and maintain policies and procedures for computer and communication system
security, privacy and use;
b.Develop and maintain, in collaboration with departments, an information technology
strategic plan that will guide future investments in technology.
c. Approve all hardware and software for useon City-owned technology systems;
d.Ensure compliance of copyright and licensing requirements;
e.Make information available to users regarding computer and communication system
security, privacy, and use; and
f.Ensure that scheduled backups and purges of all essential data files are completed in
accordance with the Cityof Ashland
3.Department Headsshall:
a.Ensure that all employees under their direct supervision comply with allpolicies and
procedures regarding technology and communication systemuse;
b.When timing is appropriate, initiate account deletionafteran employee leaves:
c.Immediately notify IT when an employee changes job responsibilities so that their
computer software load can be reevaluated and changed if needed.
4.All City Employees or usersof City electronic media and/orcommunication systemsshall
comply with the provisions of this policy,and shall take all reasonable precautions to protect
from illegal copying, downloading, theft, or other abuses of City-owned hardware and software.
New employees shall be made aware of this policy as a part of their orientation and will be
asked to sign an acknowledgement form indicating they have read and understand the
information.
SECURITY:
1.
communication system shall be assigned a user name and password for security purposes.
While this cannot guarantee privacy, confidentiality or data security, it is an important
component of the City's overall system protection. Technology users are responsible for all
computer use under their user name and shall maintain the confidentiality of their password.
Passwords must not be shared. Passwords control access to files, register a permanent record
of the entries made, and are the means by which users are held accountable for their system
entries. If a user suspects his/her password has been compromised, they should call the IT Help
Desk for assistance
ADMINISTRATION/PERSONNEL Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
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ADMINSTRATIVE POLICY Electronic Media & Technology Usage Policy
2.Information Technology staff may require a user to temporarily change their password for
installation, diagnostic, repair, replacement, upgrade, or maintenance purposes. Once
completed, the user is to immediately change it back to a unique and secure password.
3.Computers willbe locked via the operating system, either manually, each time users leave their
desks for any period of time, or automatically, using a password protected screen saver.
Computers should be shut down at the end of each workday. This helps to protectthe security
of the system from unauthorized use.
4.Users will ensure that all computer assets (computers, monitors, laptop computers, printers, etc)
that are assigned to or regularly used by them are maintained and used in a manner consistent
with their function and such that the possibility of damage and/or loss is minimized.
5.Computer equipment will not be removed from City premises without the prior authorization of
the IT Director or Department Head except for portable equipments such as laptops or PDAs
assigned to the individual employee.
6.Whenever possible all portable computing equipment (laptop computersother handheld
computers etc.) will be maintained under the direct supervision of the user that they are issued
to. The equipment must never be left unattended in locations such as airports and hotel lobbies.
When equipment must be left unsupervised, it must be made as inconspicuous as possible (i.e.
do not leave the computer sitting on the seat of an unattended vehicle). Wherever practical, the
computer shall be secured with the supplied security device(s).
PRIVACY:
1.No employee has a personal right toprivacy to any information stored or created on the
,butnot limited to email.
2.The City reserves the right, with Department Head approval, to enter, search, monitor, copy, or
retrieve any information, including but not limited to, stored or deleted files, records, voice and
text messages, faxes, internet logs, and audio from any computer or communication system
without notice. Should such action be warranted, Human Resources shall be notified
immediately by the Department Head.
3.Information received or transmitted by any computer or communication system, whether deleted
or not, may be logged, recorded, or otherwise monitored and is subject to disclosurebased on
the provisions of Oregon Public RecordsLaw and/or approval of the City Administrator or City
Attorney.
RECORDS MANAGEMENT:
1.Routine e-mail messages are not intended to be retained as public records in the ordinary
course of City business. Preliminary drafts, notes, or interagency or intra-agency memoranda
that are not retained by the City in the ordinary course of business are exempt from disclosure
as public records, provided that the public interest in withholding those records outweighs the
public interest in disclosure.
ADMINISTRATION/PERSONNEL Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
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ADMINSTRATIVE POLICY Electronic Media & Technology Usage Policy
2.-mail messages that are more than
60 days old willbe electronically purged by IT from the e-mail server on a weekly basis, whether
deleted by the user or not. E-mail messages that are required to or intended to be retained for
long-term storage will either be e-le:
doej@laserfiche.ashland.or.us) or placed in the appropriate subject file in hard copy. Such e-mail
records unless exempt from disclosure under other applicable provisions of the Public Records
Act (e.g., personnel files, attorney-client communications, deliberative process etc.). Some
examples of documents that would constitute public records and be required to be retained
include, but are not limited to:
a.Complaints received from the public and responses thereto.
b.Any email which is evidence of any official action taken as part of assigned job duties
i.e. granting an extension of time to perform some required task, notifying someone of
deficiencies in an application or other filing, approving a change order or extra work;
giving notice of a meeting or event;
c. Comments received from a citizen regarding a matter that is scheduled before the
council for a public hearing where the person is unable to attend and has requested
those comments be retained as part of the record, or where council, or other board or
commission member, is required to disclose such ex-parte communication.
Any questions as to whether a document is required to be retained under Oregon Public Records
Law should be directed to the CityRecorder or the City Attorney.
By default, sent e-mail messages are electronically purged weekly from the e-mail server on the
60th day after they are sent.
By default, deleted e-mail messages are electronically purged weekly from the emailserver on the
th
7day after they are deleted. Employees may elect to set theircomputers to electronically delete
deleted emails when they log out of the system each day.
Voicemail messages are electronically deleted on the 30th day after receipt.
SUPPORT:
Information Technology and Computer Services support is available by calling (541) 552-2400.
VIOLATIONS:
1.Violation of any provision in this policy will be reviewed on a case-by-case basis and may result in
revocation of privileges, discipline in accordance with CityPolicies.
2.Failure on the part of any elected official, contractor, consultant, or non-employee to comply with
the provisions of this policy will constitute grounds for revocation of privileges, termination of their
contract.
ADMINISTRATION/PERSONNEL Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
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ADMINSTRATIVE POLICY Electronic Media & Technology Usage Policy
ADMINISTRATION/PERSONNEL Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
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ADMINISTRATIVE POLICY LAST MODIFICATION: May 14,2012
PolicyNo.2007.10.09
ORIGINATING DEPARTMENT: Administration
SUBJECT:Workplace Violence PreventionPolicy
PURPOSE: olicy as it relates to hazards of workplace violenceor
aggression,preventionand related retaliation in the workplace.
STATEMENT OF POLICY:
Each individual who works for the City of Ashlandhas the right to work in a professional atmosphere
that promotes equal opportunitieswithin a safe environmentandprohibitsworkplace violenceor
aggression. At the City of Ashland violenceor aggressionin the workplaceis unacceptable and will not
be tolerated.
Most important is the safety and security of our employees. Threats, threatening behavior, or acts of
violence against employees, visitors, guests, or other individuals by anyone on City of Ashlandproperty
will not be tolerated. Violations of this policy will lead to disciplinary action which may include dismissal.
Definitionof Workplace Violence
To ensure a safe workplace and to reduce the risk of violence, all employees of the City of Ashland
should review and understand all provisions of this workplace violence policy. For purposes of this
policy, workplace violenceis defined asviolent acts that result in substantial physical or emotional
harm:
(1)Any physical assault, threatening behavior or verbal abuse occurring in the workplace by
employees.
(2)Threats and threatening behavior are physical, verbal, or written acts that express or are
perceived as expressing, intent to cause physical or psychological harm, or both, against an
individual or individuals, or cause damage to property.
(3)Violence or violent behavior is the actual carrying out of threatening behavior.
Please note that even unwelcome conduct of such a nature that occurs off-duty can violate our policy, if
that conduct has the purpose or effect of creating a hostile or offensive work environment or
e. Also, unwelcome conduct by
employees, etc., violates our policy against harassment, if that conduct creates an offensive work
environment for you or unreasonablyinterferes with your work. Consequently, even this type of conduct
should be reported as described below.
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ADMINSTRATIVE POLICY Workplace Violence Prevention Policy
Examples of workplace violencemay include, but are not limited to:
Injuring another person physically
Engaging in behavior that creates a reasonable fear of injury to another person
Engaging in behavior that subjects another individual to extreme emotional distress
while on city premises or engaged in city business
Intentionally damaging property
Psychological trauma such as threats, threatening to injure an individual or to damage property
Committing injurious acts motivated by, or related to, domestic violence or sexual harassment,
obscene phone calls
Retaliating against any employee who, in good faith, reports a violation of this policy
Definition of other types of inappropriate behaviors in the workplace
Other types of inappropriate workplace violencethat are prohibited by this policy are definedto include
indicators that increase risk of violent behavior.
(1) Unwelcome name-calling, obscene language, and other abusive behavior;
(2)Physically touching another employeein an intimidating or threatening manner.
Examples of potentially violentbehavior include, but are not limited to:
Direct or veiled threats of harm;
Intimidating, belligerent, harassing, bullying, or other inappropriate and aggressive behavior;
Numerous conflicts with supervisors and other employees;
Bringing a weapon to the workplace, brandishing a weapon in the workplace, making
inappropriate references to guns, or fascination with weapons;
Statements showing fascination with incidents of workplace violence, statements indicating
approval of the use of violence to resolve a problem, or statements indicating identification with
perpetrators of workplace homicides;
Statements indicating desperation (over family, financial, and other personal problems) to the
point of contemplating suicide;
Drug/alcohol abuse; and
Extreme changes in behavior
ADMINISTRATION /HUMAN RESOURCES Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
44
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ADMINSTRATIVE POLICY Workplace Violence Prevention Policy
Determining Risk Factors for Workplace Violence
Type ICriminal Act:This type of violence involves verbal threats, threatening behavior or
physicalassaults by an assailant who has no legitimate relationship to the workplace.
Type IIRecipient of Service: The person causing the violence is either a recipient or object of
a service provided by via the workplace. He/she is a current or former client or
customer.
TypeIIIEmployment Relationship: The person has an employment-related involvement with
the workplace. This can either be someone who has a direct relationship, a current or
former employee, or someone who has a relationship to a current or former employee.
Dissemination of Policy
This policy will be disseminated to all employees, supervisors, and elected officials, and its existence
will be displayed prominently at the place of employment. All employees are responsible for knowing of
its existence andsubstance, and of their responsibility for compliance. Additionally, all supervisors and
managers are responsible not only for knowing of its existence and substance, but for compliance and
enforcement of the policy. The Human Resource Department will beavailable to answer all questions
about the policy, or its implementation.
Individuals Covered Under the Policy
The prohibitions outlined in this policy cover all individuals in the workplace (all employees, supervisors,
elected officials and contractors working on-site and/or interacting with employees). City of Ashland will
not tolerate, condone or allow harassment or discrimination, whether engaged in by fellow employees,
supervisors, customers, or other non-employees who conduct business with the City. The City
encourages reporting of all incidents of harassment which create an offensive work environment or
.
ADMINISTRATION /HUMAN RESOURCES Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
45
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ADMINSTRATIVE POLICY Workplace Violence Prevention Policy
Employee Responsibilities
Each employee is responsible for assisting in the prevention of workplace aggression and/or violence
through the following acts by refraining from participating in, or encouraging the following actions.
Employees will report acts of workplace violence to their supervisor or Human Resources:
Unwelcome name-calling, obscene language, and other abusive behavior.
Intimidation through direct or veiled verbal threats.
Throwing objects in the workplace regardless of the size or type of object being thrown or
whether a person is the target of the thrown object.
Physically touching another employee in an intimidating, malicious, or sexually harassing
manner which includes such acts as hitting, slapping, poking, kicking, pinching, grabbing,
pushing, etc.
and fist-shaking.
Manager andSupervisor Responsibilities
Each manager and supervisor will be responsible for preventing acts of prohibited workplace violence
and aggression, these responsibilities includes:
(1)Monitoring the work environment on a daily basis for signs that workplace violenceor
aggression may be occurring;
(2)Counseling all employees on the types of prohibited behavior, and the procedures for reporting
andresolving complaints of workplace violence or aggression;
(3)Stopping any observed acts that may be considered violenceoraggressionand taking
appropriate steps to intervene, whether or not the involved employees are within the line of
supervision;
(4)Taking immediate action to limit the work contact between the employees where there has been
a complaintof workplace violence or aggressionpending investigation;
(5)Enforcing non-retaliation prohibitions, including conducting follow-up contacts with employees
who report workplace violenceoraggressionto ensure that no retaliation has occurred and
transmitting documentation of such contacts to the Human Resources Manager;
(6)Promptly reporting anyincidents of potential workplace violence oraggressionto Human
Resources and complying with any directives or guidance issued by the Human Resources
Director, Department Head or the City Administrator with regard to investigatory roles and other
enforcement responsibilities; and
(7)Cooperating with workplace violence or aggression and retaliation investigations.
Each manager or supervisor shall assist any employee who comes to him or her with a complaintof
workplace violence or aggressionby documenting and promptly filing a complaint with the Human
Resources Department.
ADMINISTRATION /HUMAN RESOURCES Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
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ADMINSTRATIVE POLICY Workplace Violence Prevention Policy
Reporting a Complaint
Employees who feel they have been subject to workplace violence oraggressionare encouraged to
politely but firmly confront the offending employee and ask the person to stop the behavior. Ifthe
violence or aggressioncontinues, or if the employee believes some employment consequence may
result from the confrontation, or if the employee is not comfortable confronting the offender, the
employee should go to his or her supervisor, Department Head, Human Resources Department, or the
City Administrator. However, employees may file a complaint with staff as stated below. The employee
may also have a representative present. The following steps have beenestablished for filing and
handling complaints of any employeebased on alleged acts of workplace violence or aggression:
(1)Any employee may file a complaint by communicating directly with his/her supervisor,
Department Head, Human ResourceDirector,or the City Administrator. Multiple options for
presenting a complaint are made available with the intent of giving the employee the
opportunity to select a person with whom he or she feels comfortable.
An employee may file a complaint orally by meeting in person with the City Administrator, or by
acknowledged in writing within 15 days of receipt of the complaint.
(2) will proceed with an investigation. Investigations
may be conducted by the City Administrator, the Human Resources Manager or another
person, as designated by the City Administrator. Confidentiality will be maintained as far as the
City determines it is practicable.
If the employee who has been accused of violating the workplace violence policy wishes to
have a representative present at any discussion between the employee and the City
Administrator or person designated by the City Administrator to conductthe investigation, the
(3) On the basis of the facts developed, the City Administrator or person designated by the City
Administrator to conduct the investigation will render a decision in writing as soon as possible
after completion of the investigation. The decision shall state whether or not there is a finding of
eitherdiscrimination, harassment or retaliation, as appropriate based on the nature of the
complaint. The results of the investigation will be shared with the person complaining and the
person(s) accused, as determined appropriate by the City Administrator.
Investigating the Complaint
Confidentiality
Any allegations of workplace violence or aggression brought to the attention of the City will be promptly
investigated. Confidentiality will be maintained throughout the investigatory process to the extent
practical and appropriate under the circumstances.
ADMINISTRATION /HUMAN RESOURCES Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
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ADMINSTRATIVE POLICY Workplace Violence Prevention Policy
Investigation Process
In pursuing the investigation, the investigator will try to take the wishes of the complainant under
consideration, but will thoroughly investigate the matter, keeping the complainant informed as to the
general progress of the investigation.
All employees can be assured that such complaints will be taken seriously and will be investigated and
dealt with as discreetly as possible. All employees are required to fully cooperate with workplace
violence or aggression investigations. All employees are further required to provide truthful information
Failure to do so will subject an employee to disciplinary action, up to and including termination.
If the investigation determines that any employee was involved in workplace violence or aggressive
behavior toward another individual in the workplace, (including employees, elected officials, contractors
and managers) they will be subject to disciplinary action up to and including termination.
No retaliation
Retaliation is against the law and will not be permitted at the City of Ashland. This includes retaliation
against employees who file a workplace violence or aggression complaint, or assist in investigating
workplace violence or aggressioncharges, or who report violent behavior directed at persons other
than the employee. This policy also prohibits retaliation against employeeswho complain that they are
victims of employment related violence. Any employee found to have engaged in retaliatory action or
behavior will be subject to disciplinary action, up to and including termination.
ADMINISTRATION /HUMAN RESOURCES Tel: 541-552-2110
20 East Main Street Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or.us
48
ADMINISTRATION
City of Ashland Social Media Policy
Purpose:
The City of Ashland (the “City”) recognizes that social media is a valuable
communication tool. The City’s purpose in maintaining social media is to
provide an informal voice of the City - toprovide news alerts and
information, and to listen to residents and visitors about issues affecting
the City.
Definitions:
1.“Social Media”: refers to interactive platforms that combine
technology and social interaction for content sharing, often in
collaboratively; any form of online publication or presence that
allows interactive communication, including, but not limited to,
social networks,blogs, Internet websites, Internet forums, and wikis.
Examples of social media include, but are not limited to, Facebook,
Twitter, YouTube, Google+, and Flickr.
2.“Authorized User”:means any employee who has received
authorization from the City Manager or the City Manager’s designee
to post city business matters on a social media platform. To ensure
a clear delineation between policy goals and information pertaining
to City operations, no Board Members are permitted to be
authorized users.
3.“Board Member”: means an elected official, including council
members, commission members, member of a board, commission,
or committee established in the City of Ashland per either code or
resolution.
4.“Personal social media account”: means a social media account
that is used by an employee, elected official or appointed
commission or committee, or Board Member exclusively for
personal purposes and is unrelated to any business purpose of the
city and is not provided for or paid for by the city.
ADMINISTRATION
20 East Main StreetTel: 541.488.6002
Ashland, Oregon 97520Fax:541.488.5311
ashland.or.us
49
ADMINISTRATION
5.“Confidential Information”:includes, but is not limited to, anything
that is exempted from public disclosure under any applicable state
or federal law, and specifically those exempted public records
outlined in ORS Chapter 192 (Records; Public Reports and Meetings),
which includes information pertaining to litigation or matters where
litigation is reasonably likely to occur.
Content Guidelines, What Not to do:
Only Authorized Users may create and manage official social media
accounts. Authorized Users are managed by the city manager’s office,
which includes day-to-day oversight, managing content development
and scheduling, and social media campaigns and other duties. New
social media sites or engagements created on behalf of the City must be
approved by the office of City Management and are subject to periodic
monitoring to ensure compliance and professionalism. Employees
authorized to post content on Ashland’s social media channels should
read and apply this social media policy in conjunction with any social
media guidebooks, legal updates, and/or trainings.
The City reserves the right to monitor all posts made on City controlled
social media sites and to restrict or remove content that is in violation of
this social media policy or any applicable law.
1.Record retention: Authorized Users may not post original content to
social media unless that content is preserved and retained
according to Oregon Public Records Law (see ORS Chapter 192).
2.City Prohibited Content: The following content is not permitted on
City social media.
a.Confidential information
b.Copyrighted or intellectual property that the City does not
have permission to use.
c.Offensive language, including the use of profanity, obscenities
or vulgarities.
ADMINISTRATION
20 East Main StreetTel: 541.488.6002
Ashland, Oregon 97520Fax:541.488.5311
ashland.or.us
50
ADMINISTRATION
d.Sexual content or links to sexual content
e.Content that is offensive and that promotes, fosters, or
perpetuates discrimination toward race, gender, ethnicity,
nationality, religion, sexual orientation, disability, or other
protected characteristic.
f.Illegal conduct or the encouragement of illegal activity
g.Information that may tend to compromise the safety or
security of the public or public services,
h.Statements promoting or opposing election petitions,
candidates, political committees or ballot measures in
violation of restrictions on political campaigning by public
employees, which includes any links advocating an election
issue. Dissemination of neutral information is encouraged.
i.Any form of harassment, bullying, or intimidation, or threats of
violence.
j.Misinformation or misleading information
k.Posting irrelevant or repetitive messages or advertisements.
l.Personnel matters regarding the Authorized Useror others.
3.Moderation Policy:The City acknowledges and respects the right to
free speech. At the same time, if the City chooses to allow for a
comment section, there are limited situations where the City has a
legitimate interest in maintaining a reasonable level of decorum on
socialmedia channels. Whereas section 2 above outlines the
guidelines for what an Authorized User can post, this section is more
restricted as it limits what citizens can comment on. If a comment
violates this policy, the comment is subject todisablement and the
commentator might be subject to a temporary block if the behavior
repeats itself.
ADMINISTRATION
20 East Main StreetTel: 541.488.6002
Ashland, Oregon 97520Fax:541.488.5311
ashland.or.us
51
ADMINISTRATION
The Authorized User must consult with the City’s legal department in
the moderation of comments. The following comments are
prohibited:
a.Threats of imminent violence or call to act illegally
b.Defamation. A statement of opinion is not defamation.
Defamation is generally defined as a false assertion of fact
that damages a person’s reputation.
c.Content that is profane, obscene, or pornographic
d.Personal identifiable information not meant to be public, such
as someone’s home address, phone number, or social
security number.
e.Copyright violations. Content that infringes on copyright,
trademarks or the intellectual property of others (not
including links to).
f.Malware.
g.Solicitation content.
h.Disruptive, repetitive, or off-topic comments
i.Content that perpetuates discrimination on the basis of race,
religion, ethnicity, age, or gender.
Additionally, the City does not intend to create a public forum on
social media and reserves the right to disable comments for certain
posts where it is not seeking engagement or where the nature of
the posts might jeopardize public meeting laws.
Before deleting any comment, the City, through the Authorized User,
will take the following actions: (1) determine whether or not the
comment is protected speech, with consultation of the City
Attorneys office; (2) save a copy of the comment; (3) notify the
poster that their comment violates City policy; (4) provide the
poster with a copy of the City’s policy, a copy of their comment and
a brief explanation for why their comment was deleted.
ADMINISTRATION
20 East Main StreetTel: 541.488.6002
Ashland, Oregon 97520Fax:541.488.5311
ashland.or.us
52
ADMINISTRATION
The Authorized User should use the following disclaimer for social
media platforms where the comments are enabled: Comments
posted to this page will be monitored. The City reserves the right to
remove inappropriate comments, as defined in the City of Ashland
social media policy. Comments posted to this site by a user other
than the City represent the views of that useronly and do not
reflect the policies of the City. The City takes no responsibility and
assumes no liability for comments made by third parties on the
City’s social media sites. The City does not support or endorse
comments made by users other than the City.
Content Guidelines – What to do!
1.Ashland Branding:In order to properly identify the City to its citizenry
for the long-term goal of building community trust and spirit, all
accounts must use official City branding, font requirements, and
(when possible) include relevant City contact information.
2.Accuracy, Transparency, and Professionalism: Ensure all information
shared is accurate, timely, and relevant to the community. Strive to
ensure that content is void for any spelling, grammar, or citation
errors. If an error is mistakenly posted, the Authorized User should
quickly make any correction or clarification as needed.
Personal use of social media:
Only Authorized Users are allowed to use social media on behalf of
the City in management-approved sites. Board Members (as defined),
employees, elected officials and commission and committee members
should not use their personal social media accounts to speak on the
City’s behalf.
For those Board Members who want to comment on City business,
the best approach is to keep two accounts entirely separate – one private
and one public. For the public account, the Board Member should know
ADMINISTRATION
20 East Main StreetTel: 541.488.6002
Ashland, Oregon 97520Fax:541.488.5311
ashland.or.us
53
ADMINISTRATION
that the public account is subject to the First Amendment and should
either disable comments altogether or be extremely cautious in
moderating content (i.e. restricting comments/blocking people). If a
Board Members has a public page, posters are granted some degree of
First Amendment protections and moderating content on a public page
may open the Board Member to a First Amendment claim.
If an employee, Board Member, elected official, commission or
committee member mentions City goings-on on their personal social
media, that person should be clear their opinions are their own and that
they do not represent the City or City business. See Lindke v. Freed, 601 US
187 (2024).
Here are some ways to keep clear that a private account of a Board
Member does not represent the City:
Include a disclaimer that comments are personal only and do not
reflect the City.
Do not include official City contact information on a personal page
Do not make any City business announcements on a personal page
that would normally be presented in a public meeting.
If comments it is difficult to keep comments at a minimum on a
personal page, consider a public page.
Public Meetings:
Board Members are encouraged to not communicate with another Board
Member on social media regarding substantive board matters within the
jurisdiction of the board. Simultaneous postings, comments, or tweets by
a quorum of Board Members on the same subject within a certain time
frame may constitute a serial communication and violate Oregon’s public
meeting law.
ADMINISTRATION
20 East Main StreetTel: 541.488.6002
Ashland, Oregon 97520Fax:541.488.5311
ashland.or.us
54
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Memo
DATE: April27, 2025
TO: Housing and Human Services Advisory Committee
FROM: Linda Reid, Housing Program Manager
DEPT: Planning
RE: La Clinica Outreach Presentation
Staff from La Clinica will present on their outreach and other programs.
Planning Department
20 East Main StreetTel: 541.488.5300
Ashland, Oregon 97520Fax: 541.552.2059
ashland.or.usTTY: 800.735.2900
58
Memo
DATE: April 27, 2025
TO: Housing and Human Services Advisory Committee
FROM: Linda Reid, Housing Program Manager
DEPT: Planning
RE: ActionPlan Public Hearing Review and Approval
The City of Ashland is an Entitlement Community for Community Development Block
Grant Funds. The city anticipates a revised allocation of $162, 636in Community
Development Block Grant funds for Program Year 2025 (July 1, 2025-June 30, 2026) by
the Department of Housing and Urban Development (HUD).
This document, the CDBG Action Plan for Program Year 2025, 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 Programyea 2025.
The City Council has identified that a total of $130,111in grant funds in the 2025 grant year
to two projects: $105,716to put toward the City’s 2200 Ashland Street Shelter for
installation of sprinkler systems, and other fire life and safety renovations to allow that
building to utilized for overnight sheltering year round, and $24,395 to Maslow Project for
outreach and case management for homeless youth enrolled in the Ashland School
District. However, the City’s allocation may be lower than anticipated, consequently, the
allocations may be reduced accordingly from what was originally approved by the City
Council.
Public Comment on the 2025 CDBGAction Plan can be submitted any time prior to May
22, 2025, or be presented to the Ashland Housing and Human Services Advisory
Committee at the public hearing on the plan. Upon closing the public hearing, the
Housing and Human Services Advisory Committeewillreview and approveor revisethe
2025 Action Plan for the use of CDBG funds.
Planning Department
20 East Main StreetTel: 541.488.5300
Ashland, Oregon 97520Fax: 541.552.2059
ashland.or.usTTY: 800.735.2900
59
FINAL ACTION PLAN: ONE YEAR USE OF FUNDS
Program Year 2025
(July 1, 2025June30, 2026)
Prepared for:
The U.S. Department of Housing and Urban Development
By:
The City of Ashland
Department of Community Development
Planning Division
Ashland, Oregon
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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
The City of Ashland is an Entitlement Community for Community Development Block Grant Funds. The
city anticipates an annual allocation of $162,639 in Community Development Block Grant funds for
Program Year 2025 (July 1, 2025-June 30, 2026) by the Department of Housing and Urban Development
(HUD).
This document, the CDBG Action Plan for Program Year 2025, 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 2025 (page 16).
The City Council has identified that a total of $130,111 in grant funds in the 2025 grant year is to be
awarded to two projects: $105,716 to put toward the Citys 2200 Ashland Street Shelter for installation
of sprinkler systems, and other fire life and safety renovations to allow that building to utilized for
Annual Action Plan 2
2024
OMB Control No: 2506-0117 (exp. 09/30/2021)
61
overnight sheltering year round, and $24,395 to Maslow Project for outreach and case management for
homeless youth enrolled in the Ashland School District. may be lower
than anticipated, consequently, the allocations may be reduced accordingly from what was originally
approved by the City Council.
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 2020-
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
households were also identified as high priority needs and thus the City maintains a 15% set aside for
such activities. The administration of the program utilizes 20% of the annual allocation. Ashland is a
small city with limited resources and receives a small number of applications; it is unlikely that each of
the 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 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.
In recent years the City has been able to make headway on the goals that address the needs of homeless
populations due to additional resources made available as a consequence of the Pandemic, as well as
because of increased need due to the pandemic and the fires. The City continues to struggle to meet
housing related goals due to the high costs of land, housing, and development relative to the amount of
funding the City receives in CDBG funding.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
A Public hearing was held on March 27, 2025, to consider comments on the potential uses of the 2025
CDBG allocation. Additionally, at that meeting the Ashland Housing and Human Services Advisory
Committee 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 Advisory Committee forwarded an award recommendation to the City
Annual Action Plan 3
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62
Council. The City Council held a public hearing on April 15, 2025, at which time 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 April 24, 2025, to elicit
comments on the Action Plan. The public comment period on the 2025 one-year Action Plan began on
April 22, 2025, and will run through May 22, 2025.
All meetings are noticed in the Ashland News 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, 2025, 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, 2025, in The Ashland News.
5. Summary of public comments
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 2025 Action plan began on April 22, 2025, and will run through May 22,
2025. The plan availability was published in a legal notice in the Ashland Press on April 22,
2025. Information about the funding allocations was posted on the City's website on April 22, 2025. As
of ???? 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
2024
OMB Control No: 2506-0117 (exp. 09/30/2021)
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PR-05 Lead & Responsible Agencies 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator Linda Reid Community Development/Housing
Division
Table 1 Responsible Agencies
Narrative (optional)
City of Ashland Housing Program Staff administers the Community Development Block Grant
program for the City of Ashland. Administration of the CDBG program aligns well with the work
of administering the City of Ashland's Affordable Housing Program, as well as administration of
the City's Social Service Grant program, and the City's Affordable Housing Trust fund. The City's
Housing Program Manager is tasked with coordinating and leveraging the three funding sources
and the regulatory mechanisms and incentives offered through the City's Affordable Housing
Program to encourage the development of needed housing types and supportive services.
Consolidated Plan Public Contact Information
Linda Reid, Housing Program Manager, reidl@ashland.or.us, or 541-552-2043
20 E. Main Street, Ashland, OR 97520
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AP-10 Consultation 91.100, 91.200(b), 91.215(l)
1. Introduction
Manager will continue to provide institutional structure as well
as examine and implement expanded opportunities for intergovernmental cooperation. Similarly, the
City of Ashland has representation on the Jackson County Continuum of Care, which works to assess the
needs of homeless populations and work on regional coordination and planning to address the changing
needs as they arise. 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 Advisory Committee.
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. In 2022 the
and Human Services Commission changing it to an Advisory Committee. The Housing and Human
Services Advisory Committee previously and currently serves in an advisory capacity to the City Council
on housing and human services related issues. The Housing and Human Services Advisory Committee is
charged with review and recommendation on all CDBG related activities undertaken by the City. The
Housing Program Manager is the staff liaison to the Housing and Human Services Advisory Committee
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, social service needs and the CDBG program. Housing Program staff serves
as a member of the Jackson County Continuum of Care which facilitates coordination across agencies
promoting communication and regional planning. The Jackson County Continuum of Care 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.
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Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The City of Ashland has a representative that is a member of the Continuum of Care (CoC) Board. The
CoC board is undertaking several activities to address the needs of homeless persons throughout
Jackson County, including addressing strategic planning and coordination on the development of the
continuum of shelter needs and other resources. The City is working in partnership with the CoC board
to coordinate and plan for regional approaches to meeting identified needs.
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 City of Ashland has representation on the Jackson County Continuum of Care Board (CoC) which is
the entity that oversees the continuum of care grant process and strategic planning on homelessness in
the County. The CoC works with representatives of agencies and jurisdictions to develop performance
standards and to evaluate the outcomes of the projects assisted with CoC funding. Similarly, the CoC
Board works with Access, the CoC 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 Staff and are also utilized to contribute
toward CDBG program administration as well as staff support of non-profit organizations and
intergovernmental cooperation. The City does not receive ESG funding, and the City does not
participate in the HMIS system, as the City is not a direct service provider.
2. Describe Agencies, groups, organizations and others who participated in the process
entities
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Table 2 Agencies, groups, organizations who participated
1 Agency/Group/Organization HOUSING AUTHORITY OF JACKSON COUNTY
Agency/Group/Organization Type Housing
PHA
Services - Housing
Regional organization
What section of the Plan was addressed by Public Housing Needs
Consultation? Homeless Needs - Families with children
Homelessness Needs - Veterans
Briefly describe how the Consulted through the CoC process.
Agency/Group/Organization was consulted.
What are the anticipated outcomes of the
consultation or areas for improved
coordination?
2 Agency/Group/Organization ACCESS
Agency/Group/Organization Type Housing
Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
Services-homeless
Regional organization
What section of the Plan was addressed by Housing Need Assessment
Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Access is the local Community Action Agency for
Agency/Group/Organization was consulted. Jackson County and the and the lead agency for
What are the anticipated outcomes of the the Jackson County Continuum of Care. The City
consultation or areas for improved communicates regularly with access regarding
coordination? CDBG funding as well as homeless issues.
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3 Agency/Group/Organization Maslow Project
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-homeless
Services-Education
Regional organization
What section of the Plan was addressed by Homeless Needs - Chronically homeless
Consultation? Homeless Needs - Families with children
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Maslow Project's executive director is a Jackson
Agency/Group/Organization was consulted. County Continuum of Care board member and a
What are the anticipated outcomes of the City of Ashland CDBG grantee. The members of
consultation or areas for improved the Jackson County Continuum of care are
coordination? regularly consulted regarding the availability
and use of CDBG funds.
4 Agency/Group/Organization Options for Helping Residents of Ashland
Agency/Group/Organization Type Housing
Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Victims of Domestic Violence
Services-homeless
Services-Employment
Regional organization
What section of the Plan was addressed by Homeless Needs - Chronically homeless
Consultation? Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Consulted through the CoC process as well as
Agency/Group/Organization was consulted. constant communication.
What are the anticipated outcomes of the
consultation or areas for improved
coordination?
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Identify any Agency Types not consulted and provide rationale for not consulting.
Not Applicable
Other local/regional/state/federal planning efforts considered when preparing the Plan.
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the
goals of each plan?
The City's priorities identified in the 2020-2024
Continuum of Consolidated Plan are consistent with the strategies
Access
Care identified in the Jackson County 10-year plan to end
homelessness.
Table 3 Other local / regional / federal planning efforts
Narrative (optional)
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AP-12 Participation 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal setting.
A Public hearing was held on March 27, 2025, to consider comments on the potential uses of the 2025
CDBG allocation. Additionally, at that meeting the Ashland Housing and Human Services Advisory
Committee 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 Advisory Committee forwarded an award recommendation to the City
Council. The City Council held a public hearing on April 15, 2025, at which time the Council selected an
award recipient.
The Housing and Human Services Advisory Committee held a public hearing on April 24, 2025, to solicit
comments on the 2025 Annual Action Plan. The public comment period on the 2025 one-year Action
Plan began on April 22, 2025, and ran through May 22, 2025.
All meetings are noticed in the Ashland News 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, 2025, 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 25, 2025, the Ashland News.
As of April 18th, no comments have been received.
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Expected Resources
AP-15 Expected Resources 91.220(c)(1,2)
Introduction
Anticipated Resources
Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative
of Amount Description
Annual Program Prior Year Total:
Funds Available
Allocation: Income: Resources: $
Remainder
$ $ $
of ConPlan
$
CDBG public Acquisition
- Admin and
federal Planning
Economic
Development
Housing
Public
Improvements
Public
Services 162,636 0 112,112 274,748 0
Table 4 - Expected Resources Priority Table
Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied.
The City expects to leverage more funding than was granted in the 2025 program year. Both Maslow
and the City will be bringing more matching funds from other sources than they are utilizing. All
grantees are required to provide a 10% match.
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If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan.
In 2023, the City applied for and was granted funding from the State to assist in the acquisition of a
building to be used as a nightly low barrier shelter and an inclement weather shelter, and which is
ultimately anticipated to be a community resource hub for homeless and disaster resiliency services.
From November 2023 to March 31, 2024, the City contracted with Opportunities for Housing Resources
and Assistance, (OHRA) to offer nightly low-barrier shelter to house up to 30 individuals and families
each night. The City also contracted with OHRA to manage the inclement weather shelter which is
opened in times of inclement weather in accordance with City Resolution 2022-33 throughout the
winter months. The building, which is located at 2200 Ashland Street, had the capacity to house an
additional 28 people for severe weather shelter. Then in November 2024 through March 31, 2025, the
City contracted with Rogue Retreat to operate a nightly winter shelter and an inclement weather
shelter. Over the course of the winter the shelter served 53 individuals. The City is currently in the
process of selecting a design build contractor to complete the renovations at the shelter so that it has
the capability to be used as an overnight shelter as needed and for more than 90 days out of the year.
Discussion
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort Goal Name Start End Category Geographic Needs Funding Goal Outcome
Order Year Year Area Addressed Indicator
1 Homeless 2020 2024 Homeless City Wide Homeless CDBG: Public service
Goals Goals $24,395 activities for
Low/Moderate
Income
Housing
Benefit: 100
Households
Assisted
4 Public 2020 2024 Public City Wide Affordable CDBG: Public Facility
or
Infrastructure Infrastructure Housing $105,716
Infrastructure
Activities other
than
Low/Moderate
Income
Housing Benefit
Benefit:
100 households
Assisted
Table 5 Goals Summary
Goal Descriptions
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1 Goal Name Homeless Goals
Goal Case management and resources for homeless youth and families and families
Description at risk of homelessness.
4 Goal Name Public Infrastructure
Goal
Public Facility or Infrastructure Activities other than Low/Moderate Income
Description
Housing Benefit
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Projects
AP-35 Projects 91.220(d)
Introduction
The City received two applications for projects serving low- and moderate-income populations in
2025. Both projects were targeted to serving homeless households and households at risk of
homelessness. The city opted to reserve funding to address facility needs at the 2200 Ashland Street
property.
Projects
# Project Name
2023-1 Program Administration
2023-2 Maslow Project School Based Services
2023-3 2200 Ashland Street Project
Table 6 - 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. One of the biggest obstacles to addressing underserved needs
within the community is the capacity of providers and the limitations on CDBG funding.
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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.
The City received two applications for projects serving low- and moderate-income populations in
2025. Both projects were targeted at serving homeless households and households at risk of
homelessness, which is a citywide activity, and does not target specific geographic areas. The 2200
Ashland Street project is also targeted at serving homeless households and those at risk of
homelessness.
Geographic Distribution
Target Area Percentage of Funds
N/A
Table 7 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Not Applicable
Discussion
Not Applicable
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Affordable Housing
AP-55 Affordable Housing 91.220(g)
Introduction
The City did not offer capital funding during the 2025 program year. CDBG Capital funding is primarily
utilized for housing related activities. In recent years, it has become apparent that the Citys allocation
of CDBG funding is so limited that it is often not enough funding to induce developers to utilize this
funding source to undertake housing activities.
One Year Goals for the Number of Households to be Supported
Homeless 200
Non-Homeless 0
Special-Needs 0
Total 200
Table 8 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 0
Table 9 - One Year Goals for Affordable Housing by Support Type
Discussion
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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 of public housing.
There are no Public Housing Units within the City of Ashland
Actions to encourage public housing residents to become more involved in management and
participate in homeownership.
There are no Public Housing Units within the City of Ashland
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance.
Not Applicable
Discussion
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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 benefiting 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, and many others. The City of Ashland does not directly receive
any funds to assist homeless people or persons at risk of becoming homeless. However, due to the
homelessness crisis throughout the nation, the City received additional grant funds to assist with the
provision of non-congregate shelter. Similarly, the County has received additional funding from the
State to help alleviate the issues of homelessness.
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 2025, the City has awarded public service funding to Maslow Project. Maslow Project
has staff that does outreach and programming to target unsheltered individuals and households with
children. While the City did not fund OHRA with CDBG funding this year, OHRAs Laundry Shower Trailer
Program, which sees approximately 80 individuals each week, includes an outreach component, and
OHRA has a two person outreach team that is undertaking outreach activities at community meals and
the Night Lawn, overnight campground. Similarly, Access has an outreach team that also conducts
outreach activities in Ashland. Both OHRA and Maslow are very involved in community planning and
coordination, as well as having constant interactions with homeless populations and other providers of
services to homeless populations. Consequently, both organizations are well positioned to provide
input regarding community-wide and agency specific assessments of the needs of homeless populations.
Both organizations coordinate with other organizations to provide wrap around services based on the
individual needs of the homeless household.
Addressing the emergency shelter and transitional housing needs of homeless persons
The city continues to support regional service providers with direct funding and staff coordination as
well as through participation in the Jackson County Continuum of Care. Over the years the City has
provided funding to organizations serving a variety of populations: funded organizations provide
services to homeless, at-risk, and special needs populations; as well as minority populations, and victims
of domestic violence.
For Program Year 2025, the City committed financial and staff resources to continue operations of a
winter shelter program and an inclement weather shelter though contractual services with Rogue
Retreat. The City is also setting aside funding through CDBG and other grant funding to support
renovations at the 2200 Ashland Street shelter to make that facility available for overnight sheltering as
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needed and to expand services at that location.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
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 including overseeing the
Both Maslow and OHRA, two organizations
working in the City of Ashland, provide rental assistance, and offer some rapid rehousing funding to
avoid and limit instances of homelessness. Rapid rehousing funds place households into housing from
homelessness or from shelter and provide case management and navigation services to support the full
continuum of housing from placement into shelter to permanent housing with supports. Lastly, both
agencies provide referrals to other social service providers located inside and outside of the City to
address needs and remove barriers to obtaining and maintaining housing. The city continues to partner
with other governmental jurisdictions, agencies and organizations, in an effort to address homeless and
other special needs populations. The city continues to be an active member of the Jackson County
Continuum of Care and works to address the needs of the homeless on a regional 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 Continuum of Care conducts a one-night homeless survey, through a
coordinated effort of Continuum 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 in
the region as well as to recognize changing needs of the populations and gaps in services. The city has
exceeded the goals as outlined in the goal summary of the 2020-2024 Consolidated Plan for homeless
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work with the Continuum of Care.
Discussion
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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.
A lack of affordable rental and ownership housing units has been the single biggest barrier to addressing
issues of homelessness and addressing the needs of low- and moderate-income households in general.
Though the State of Oregon has been working to implement several new regulations to encourage and
increase the development of affordable housing and other needed housing types. Related to this are
the barriers and difficulties of developing affordable housing, chief among these is the high cost of land,
the ever-increasing costs of labor and materials, and the lack of subsidies to offset the high costs of
development. Similarly, l and and housing costs make it difficult for low-income housing developers to
compete with market rate developers as affordable housing development is more regulatorily
burdensome.
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 2020-2024
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. The City continues to work with the Fair Housing Council of Oregon to provide fair housing
education, outreach, and training to citizens, elected and appointed officials and other populations as
identified. The City adopted a Housing Production Strategy, which identifies and prioritizes regulatory
changes and other actions to incentivize the development of needed housing types identified through
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the Housing Capacity Analysis.
Education and Outreach is a significant role of the Housing and Human Services Advisory Committee 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.
Discussion:
Not Applicable.
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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 adopted a Housing Production Strategy and is actively working to implement actions identified
in that document to encourage the development of needed housing types. These actions will require
further exploration and policy changes and will be brought forward for adoption over the next several
years.
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 will 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. The City of Manager is certified in
lead-based paint safe work practices. Any City sponsored housing rehabilitation program utilizing
program income has the potential to involve issues of lead-based paint. The City has, in the past, and
will continue to ensure that lead testing and remediation is 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 the
factors over which the City has control. The City of Ashland has limited resources for addressing the
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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 for many years has provided funding to agencies that address the needs of low
income and homeless residents through a Social Service Grant program. The goal of the program was 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 was carried out by providing funds in excess of
$135,000 every year to agencies whose focus meets one or more of these targeted needs. The City of
-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 funded 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
Ashland, in recognition that both housing and services are needed to address issues of poverty. In 2022
the many commissions, including the Housing and Human Services Commission, were changed to
Advisory Committees.
Actions planned to develop institutional structure.
The City has no actions planned toward further developing institutional structure during program year
2025.
Actions planned to enhance coordination between public and private housing and social
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service agencies.
The City Continues to work toward enhancing coordination with community partners that provide
housing and services. The City has limited resources in terms of both funding and staff, 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 support of low-income and special needs populations.
Discussion:
Not Applicable.
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Program Specific Requirements
AP-90 Program Specific Requirements 91.220(l)(1,2,4)
Introduction:
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount 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. 100.00%
The City's has only funded projects in the 2025 program year which are serving either presumed benefit
or limited clientele populations.
Annual Action Plan 28
2025
OMB Control No: 2506-0117 (exp. 09/30/2021)
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Memo
DATE: April27, 2025
TO: Housing and Human Services Advisory Committee
FROM: Linda Reid, Housing Program Manager
DEPT: Planning
RE: Nominations for Chair
This is a continuation of the discussion for nominating and electing a new Chair
and Vice Chair for the upcoming year.
Planning Department
20 East Main StreetTel: 541.488.5300
Ashland, Oregon 97520Fax: 541.552.2059
ashland.or.usTTY: 800.735.2900
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