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HomeMy WebLinkAbout2025-09-25 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: https://zoom.us/j/98923906134?pwd=kgjbw2Zq3DQFKrC2ECpFh8bmTIF7Oc.1 September25, 2025 REGULARMEETING AGENDA I.CALL TO ORDER: 4:00 p.m. II.APPROVAL OF THE AGENDA III.CONSENT AGENDA A.Approval of August 25, 2025, Minutes IV.PUBLIC FORUM (4:05-4:15 p.m.) A.Public Forum. V.NEW BUSINESS A.Consolidated Annual Performance Evaluation Report Overview and Adoption (4:15-4:25p.m.) B.HSMP Action Summary Discussion(4:25-4:45p.m.) C.Equitable Housing Plan Scope of Work Development Discussion (4:45-5:15) VI.UNFINISHED BUSINESS A.Outreach Event Discussion (5:15-5:45 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). Page 1 of 1 Housing And Human ServicesCommittee Minutes August 28, 2025 REGULAR MEETING Minutes Commissioner’sPresent:CouncilLiaison: Echo Fields Montana Hauser Jim Dykstra Noah WerthaiserStaffPresent: Montana HauserLinda Reid; Housing Program Specialist Julie GillisSOULiaison: Commissioner’sAbsentVacant Vincent Tufts John Maher Ashley Laube I.CALL TO ORDER: 4:00 p.m. II.SPECIAL MEETING-OHRA TOUR III.CONSENT AGENDA A.Approval of June 26, 2025, Minutes Werthaiser/Fields M/S. Voice Vote: ALL AYES. The minutes from June26, 2025, meeting have been approved as presented. There was no July meeting due to lack of quorum. IV.PUBLIC FORUM (4:05-4:15 p.m.) A.Public Forum. N/A V.NEW BUSINESS A.OHRA CDBG Funded Projects Tour: B.Introduction of New Member VI.UNFINISHED BUSINESS A.Outreach Event Discussion The date of the event was moved to Oct. 20 from 4:00-6:00 PM. It was Page 1 of 2 2 of 70 Housing And Human ServicesCommittee Minutes decided that the library was the best option for the event due to its central location and the library’s enthusiasm and support for the event. VII.INFORMATIONAL ITEMS A.Liaison Reports-No Reports B.General Announcements VIII.AGENDA BUILDING – Future Meetings Update from Noah about funding from the State to address Homelessness CAPER EHP Community Event IX.ADJOURNMENT:6:10p.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). Page 2 of 2 3 of 70 Memo DATE: September 25, 2025 TO: Housing and Human Services Advisory Committee FROM: Linda Reid, Housing Program Manager DEPT: Planning RE: ConsolidatedAnnual Performance Evaluation Report (CAPER) Discussion and Recommendation The City of Ashland is an entitlement city under the U.S. Department of Housing and Urban Development’s (HUD) CDBG Program. The City of Ashland receives approximately $175,000 each year from HUD to apply toward housing and community development projects that benefit low-and moderate-income persons in Ashland. The Consolidated Annual Performance Evaluation Report (CAPER) summarizes the individual project status (physical and financial) of those improvements funded with CDBG funds for the Program year 2024. The CAPER reports the accomplishments generated by the activities funded in Program Year 2024 and how those activities allow the City to make progress in meeting the outcomes and goals identified in the 2020-2024 Consolidated. This report must be completed and submitted to HUD as a part of the requirements the City must meet to continue to receive CDBG funding. The 2024 CDBG CAPER and the required reports from the HUD database are attached to this memo. Planning Department 20 East Main StreetTel: 541.488.5300 Ashland, Oregon 97520Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 4 of 70 CONSOLIDATED ANNUAL PERFORMANCE EVALUATION REPORT (CAPER) Program year 2024 (July 1, 2024 – June 30, 2025) Date of Report August 28, 2025 Prepared for: The U.S. Department of Housing and Urban Development By: The City of Ashland Department of Community Development Planning Division Ashland, Oregon CAPER 1 OMB Control No: 2506-0117 (exp. 09/30/2021) 5 of 70 CR-05 - Goals and Outcomes Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year. This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year. The City of Ashland is an entitlement jurisdiction, receiving an annual allocation of Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development (HUD). As a recipient of CDBG funds, the City is required to prepare a five-year strategic plan that identifies housing and community needs, prioritizes these needs, identifies resources to address the needs, and establishes annual goals and objectives to meet the identified needs. This five-year plan is known as the Consolidated Plan. The purpose of the Consolidated Plan is to outline a strategy for the City to follow in using CDBG funding to achieve the goals of the CDBG program, “to develop viable urban communities by providing decent housing and a suitable living environment and expanding economic opportunities principally for low- and moderate-income persons.” This Consolidated Annual Performance and Evaluation Report (CAPER) Addresses the goals identified in the 2020-2024 Consolidated Plan which was approved in April of 2020. Each year the City is required to provide the public and HUD with an assessment of its accomplishments toward meeting the priority goals outlined in the Five-Year Consolidated Plan. This annual assessment is known as the Consolidated Annual Performance and Evaluation Report (CAPER). This document provides a review and evaluation of the City of Ashland’s progress toward meeting the annual goals and outcomes as outlined in the Action Plan for the Program Year 2024-2025 as well as the larger five-year goals of the 2020-2024 Consolidated Plan. The regular CDBG Program Year begins July 1st and ends on June 30th, this report will summarize the City’s accomplishments for that time period. Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals. CAPER 2 OMB Control No: 2506-0117 (exp. 09/30/2021) 6 of 70 GoalCategorySource / IndicatorUnit of Expected Actual –Percent AmountMeasure– Strategic Complete Strategic Plan Plan Non- Homeless Public service activities Economic Special Needs other than Persons Development 5 0 Non-Housing Low/Moderate Income Assisted 0.00% Goals: Community Housing Benefit Development Non- Homeless Economic Special Needs Development Jobs created/retained Jobs 5 0 Non-Housing 0.00% Goals: Community Development Public service activities Homeless CDBG: other than Persons Homeless 100 937 Goals$18000 Low/Moderate Income Assisted 937.00% Housing Benefit Public service activities Homeless CDBG: Households Homeless for Low/Moderate 25 0 Goals$18000 Assisted 0.00% Income Housing Benefit Homeless CDBG: Homeless Person Persons Homeless 45 0 Goals$18000 Overnight Shelter Assisted 0.00% Overnight/Emergency Homeless CDBG: Homeless Shelter/Transitional Beds 45 0 Goals$18000 0.00% Housing Beds added Homeless CDBG: Homelessness Persons Homeless250 Goals$18000 Prevention Assisted 0.00% Household Homeless CDBG: Housing for Homeless Homeless Housing 5 0 Goals$18000 added 0.00% Unit Public Facility or Affordable CDBG: Infrastructure Activities Households Housing Goals 0 0 Housing $112112for Low/Moderate Assisted Income Housing Benefit Household Affordable CDBG: Housing Goals Rental units constructed Housing 50 0 Housing $1121120.00% Unit CAPER 3 OMB Control No: 2506-0117 (exp. 09/30/2021) 7 of 70 Household Affordable CDBG: Homeowner Housing Housing GoalsHousing 100 Housing$112112Rehabilitated0.00% Unit Affordable CDBG: Homeless Person Persons Housing Goals00 Housing$112112Overnight ShelterAssisted Public Facility or Public Non-Housing Infrastructure Activities Persons Infrastructure Community other than 100 0 Assisted 0.00% Goals: Development Low/Moderate Income Housing Benefit Public Facility or Public Non-Housing Infrastructure Activities Households Infrastructure Community 50 for Low/Moderate Assisted0.00% Goals: Development Income Housing Benefit Public Facility or Non-Infrastructure Activities Special Needs Persons Homeless other than 100 0 GoalAssisted 0.00% Special Needs Low/Moderate Income Housing Benefit Public Facility or Non- Special Needs Infrastructure Activities Households Homeless 5 0 Goalfor Low/Moderate Assisted 0.00% Special Needs Income Housing Benefit Public service activities Non- Special Needs other than Persons Homeless 25 0 GoalLow/Moderate Income Assisted 0.00% Special Needs Housing Benefit Table 1 - Accomplishments – Program Year & Strategic Plan to Date Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified. In April of 2021, the City of Ashland adopted the Five-Year Consolidated Plan (2020-2024). Five Goals are identified in the Five-Year Consolidated Plan. The goals are not ranked in order of importance; however, some have a higher priority than others. The assessment provided in this CAPER covers the 2024 Program year (July 1, 2024-June 30, 2025). For the 2024 Program year the City continued to support several activities which had been supported in previous years. These activities continue to provide supportive services to some of the most vulnerable CAPER 4 OMB Control No: 2506-0117 (exp. 09/30/2021) 8 of 70 populations in the City while also meeting the goals of the 2020-2024 Consolidated Plan. Affordable and Workforce Housing In the five-year strategic plan, the City identified several numerical goals for the creation, preservation, and maintenance of new and existing housing units to be occupied by low-income households. In Program Year 2024 the City added two additional deed restricted affordable ownership units. Homeless, At-Risk and Special Needs Populations The five-year strategic plan identifies three specific activities to assist homeless, special needs, and senior populations. In program year 2024 the city continued to make progress on these goals for homeless, at-risk and special needs populations. In 2024 the City funded two projects that serve homeless and populations at-risk of homeless: allocating a total of $130,112 in grant funds in the 2024 grant year is to be awarded to two projects: $18,000 to Maslow Project for outreach and case management for homeless youth enrolled in the Ashland School District, and $112,112 for fire, life, and safety repairs to a City owned building that is used and and emergency homeless shelter and resource hub. That project is currently underway and has yet to report outcomes. The 2024 award allowed Maslow Project to provide case management, resources and assistance to 158 individuals in the Ashland school district who were homeless or at risk of homelessness. Economic and Community Development During program year 2024, the City did not undertake any economic development activities. Narrative on Outcomes The City is required to identify a number and variety of potential strategic goals and outcomes in the consolidated planning process to work toward over the five year Consolidated Planning period. The City does not receive enough CDBG funding to address all of the goals in any given year, and similarly, the City can only fund activities that are being applied for, or which are being put forward by applicants. Consequently in any given year the City is beholden to the applicants to meet the needs identified through the consolidated planning process. The Consolidated Plan is drafted to provide priorities that are broad enough to allow for flexibility and variety in the types of activities that may be funded. However, the City may not receive applications for many of the identified activities in the five year period. The zeros in Table 1 thereflect all of the activities that have not been applied for or been awarded funding in the previous five years, while overages in homeless services reflect the activities that have been funded in multiple years, even though they may meet a goal which has already been attained. The City generally identifies at least one goal in each CDBG eligible category of activity types that have a likelihood of taking place in the five year Consolidated plan period. The City identifies priority goals through a community engagement process, goals are identified as a priority need for investment, based on community resource needs and gaps, non-profit partner capacity, and which types CAPER 5 OMB Control No: 2506-0117 (exp. 09/30/2021) 9 of 70 of activities have the potential to occur within the five year period that is covered by the Consolidated Plan. Each year the City awards the funding to eligible activities based partially on goals and outcomes that have yet to be met in the five year planning period. However, awards are also dependent on the pool of applicants who are able to move projects forward in any given year. Due to the limited number of service providers and the capacity of those providers to undertake activities, the City may not receive a request for capital projects. The City often receives several applications for public service activities (also called direct service activities), as those are fairly easy activities to implement and have smaller budgets. The majority of CDBG funding is restricted to supporting capital improvement projects, which tend to be more expensive and complex projects, and consequently the City may not see any capital improvement applications in a given year due to both the limited amount of funding available, and the lack of larger scale projects moving forward within the City each year. CAPER 6 OMB Control No: 2506-0117 (exp. 09/30/2021) 10 of 70 CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) CDBG White96 Black or African American0 Asian 0 American Indian or American Native 0 Native Hawaiian or Other Pacific Islander0 Total96 Hispanic5 Not Hispanic91 Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative There is a slight over representation of minorities who are experiancing homelessness over those that are represented in the general population of Ashland. This trend is seen in national data on homelessness as well. CAPER 7 OMB Control No: 2506-0117 (exp. 09/30/2021) 11 of 70 CR-15 - Resources and Investments 91.520(a) Identify the resources made available Source of Funds SourceResources Made Amount Expended Available During Program Year CDBG public -federal 162,639 50,527 Table 3 - Resources Made Available Narrative The City of Ashland is a relatively small community both in population and incorporated area. Ashland is 4.4 miles long and 1.7 miles wide and comprises seven census tracks and 20 block groups. Of those 20 block groups 8 qualify as Low- to Moderate- Income area benefit block groups. There are no areas that fall under HUD’s definition of racial or minority concentrations within the City. The City of Ashland does not have any designated Revitalization Neighborhoods nor does the City have any areas that quality as being affected by slum or blight conditions. Consequently, the city did not target any CDBG funds to a designated area. The City utilizes a declining amount of CDBG funding to work toward meeting the goals identified in the five-year strategic plan. The City also utilizes some general fund money to address the needs identified in the five-year strategic plan, however, the City does not require reporting from all agencies receiving funding on the use of those funds, consequently the City will not report on those outcomes within the numerical goals listed. Identify the geographic distribution and location of investments Target AreaPlanned Percentage of Actual Percentage of Narrative Description Allocation Allocation Table 4 – Identify the geographic distribution and location of investments Narrative Due to the relatively small size of the community, the City does not generally target specific greographic locations for investment. The City most often provides funding to projects which serve the entire community. CAPER 8 OMB Control No: 2506-0117 (exp. 09/30/2021) 12 of 70 Leveraging Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan. Projects funded with CDBG funding in the 2024 program year identified over $700,000 in matching funds from federal, state, local, andprivate sources.For the 2024 program year the City allocated $162,638 in grant funding(including costs for program administration)in the regular cycle. Local non-profits have reported the CDBG funds to be essential in obtaining private donations and other public and private grants. CAPER 9 OMB Control No: 2506-0117 (exp. 09/30/2021) 13 of 70 CR-20 - Affordable Housing 91.520(b) Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served. One-Year Goal Actual Number of Homeless households to be provided affordable housing units 100 0 Number of Non-Homeless households to be provided affordable housing units 0 0 Number of Special-Needs households to be provided affordable housing units 0 0 Total100 0 Table 5 – Number of Households One-Year Goal Actual Number of households supported through Rental Assistance 0 0 Number of households supported through The Production of New Units 100 0 Number of households supported through Rehab of Existing Units 0 0 Number of households supported through Acquisition of Existing Units 0 0 Total100 0 Table 6 – Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. The City did not support any affordable housing activities with CDBG funding in Program year 2024. The City did provide funding to support rent assistance programs as well as as funding in support of affordable housing development through the City’s general fund. None of these agencies recieved CDBG funding or other City funding to support these activities in 2024. The city has a difficult time meeting housing related goals for a few different reasons. One of which is that the City’s allocation of CDBG funds is too limited provide much support for the development of affordable housing projects in Ashland. The high cost of land and properties in Ashland relative to other cities in the Rogue Valley requires more incentive to level the playing field. Similarly, there is a relative scarcity of large, multi-family zoned, flat, readily developable land within the City which can make it more expensive and more difficult for affordable housing developers to site projects in Ashland and CAPER 10 OMB Control No: 2506-0117 (exp. 09/30/2021) 14 of 70 compete with private market developers. Lastly, like many communities, issues of NIMBY-ism can cause costly delays and potentially derail an affordable housing project in a small community such as Ashland. Discuss how these outcomes will impact future annual action plans. The City rarely has enough funding to support the highest need in the community, the provision of affordable housing in any meaningful way. Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity. Number of Households ServedCDBG Actual HOME Actual Extremely Low-income1580 Low-income 0 0 Moderate-income0 0 Total158 0 Table 7 – Number of Households Served Narrative Information All activities undertaken in program year 2024 were serving homeless populations, a presumed benefit population. Therefore, income information was not required to determine eligibility for activites. The issues identified in the Housing Capacity Analysis cause significant problems in the City’s ability to meet the outcomes identified in the five-year consolidated plan. These issues will continue to hinder the City’s ability to meet the affordable housing goals identified in the Consolidated Plan if the City and the housing market aren’t able to remediate impacts through a combination of incentives, regulatory requirements and changing market conditions. CAPER 11 OMB Control No: 2506-0117 (exp. 09/30/2021) 15 of 70 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The City has done a good job of meeting the specific objectives for reducing homelessness identified in the five-year consolidated plan. Primarily due to the additional allocations of CDBG funding to address issues related to the Coronavirus and the funding the State made available to address issues of homelessness and victims of wildfires. These additional allocations allowed the City to support several endeavors undertaken by local non-profit service providers in addressing the most urgent needs to prevent and prepare for issues created by the pandemic. The City is fortunate to have several providers in the region who partner effectively around the issues of homelessness. Similarly, the City continues its strong commitment to involvement in the Jackson County Homeless Task Force and the Jackson County Continuum of Care Board. Each year, City staff participates in the annual HUD Point in Time Count. The Point in Time Count, takes place on the night of the last Monday in January, and is a coordinated effort between regional service providers and community volunteers to conduct surveys throughout the County on that single night to get a snapshot of the numbers, needs and types of homelessness people are experiencing from year to year. While there is much criticism about the methodology used to conduct the Point in Time Count, it remains the only regular, continuous, and standardized count of the region’s homeless population, allowing service providers to see changes year over year. And while the count may not accurately capture actual numbers of unhoused people on an annual basis, it is able to provide representative data to help inform funding decisions. Addressing the emergency shelter and transitional housing needs of homeless persons The City of Ashland was fortunate enough to have been the recipient of funding from the State Emergency Solutions Grant fund to secure a building to utilize for sheltering and resources for unhoused individuals. In Program Year 2024, the City dedicated CDBG funds to make fire, life and safety upgrades to the building and to add needed amenities such as additional bathrooms, showers, and a laundry facility. These amenitites were previously provided by Options for Housing Resources and assistance through that organization’s Laundry Shower Trailer. Fire life and safety upgrades will include the addition of a sprinkler system to serve the entire building, and fire egress doors. The construction is expected to be completed by November 1st 2025 so the facility can be opened in time for the winter sheltering season. Ashland is also the home of the first Project Turnkey funded shelter. The City continues to support the efforts of non-profit organizations that provide the shelter resources as well as to provide funding CAPER 12 OMB Control No: 2506-0117 (exp. 09/30/2021) 16 of 70 through the City Social Service grant program to support the work of non-profits providing other supports to homeless and at-risk populations. The City allocated $100,000 in General Fund money to support the operation of an Emergency Inclement Weather Shelter from November 2024-March 2025. The City continues to coordinate regionally to alleviate issues of homelessness through the Jackson County Continuum of Care and to develop needed housing types from emergency shelter to permanent housing, to ensure that there is a full continuum of housing throughout the Rogue Valley. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs In Program Year 2024 the City has not directed funds specifically toward addressing the needs of persons with special needs that may require supportive housing (such as persons with HIV/AIDs) preferring instead to target funding and staff time to serving the needs of all populations experiencing or at risk of homelessness. The Jackson County Continuum of Care received renewal and awards totaling $271,156 for activities funded in the prior program years as well as an additional bonus project. These grants primarily provide support for administration of the CoC program, funding for Rapid Rehousing, and support for people experiencing issues of Domestic Violence. The City has, for a number of years, supported two organizations that do extensive outreach to unsheltered persons with both CDBG funding and City Social Service Grant funding. Both Maslow Project and Options for Housing Resources and Assistance, program provide outreach to homeless and at-risk residents. Maslow Project specifically works with homeless youth and families with children. Both organizations provide wrap around services to help populations avoid homelessness and/or to help homeless populations become housed again. 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 The City awarded funds to the Maslow project, to support casemanagement work with homeless and at- risk populations to stabilize and improve their situations. These activities can contribute to a reduction of the number of people living in poverty. Maslow Project provides resources, referrals, and case CAPER 13 OMB Control No: 2506-0117 (exp. 09/30/2021) 17 of 70 management for homeless and at-risk youth and families with children, along with other services which are also not captured in the CDBG reporting data. The City also awards funding (though not always CDBG funding) to several other organizations which provide resources to alleviate the issues of homelessness. The Jackson County Homeless Task Force and Continuum of Care members (which includes representation from Ashland) works with publicly funded institutions and systems of care to coordinate around discharge planning. The OHRA Center has recieved City of Ashland social service grant funding to assist homeless and at-risk populations in a variety of ways, including providing laundry and shower services as well as general resource referral. CAPER 14 OMB Control No: 2506-0117 (exp. 09/30/2021) 18 of 70 CR-30 - Public Housing 91.220(h); 91.320(j) Actions taken to address the needs of public housing The Housing Authority of Jackson County operates all Public Housing Units in Jackson County. In 2006 HAJC filed for disposition of their public housing units, three of which were in the City of Ashland. Consequently, there are no Public Housing Units within the City of Ashland. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership Not Applicable Actions taken to provide assistance to troubled PHAs Not Applicable CAPER 15 OMB Control No: 2506-0117 (exp. 09/30/2021) 19 of 70 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City continues to consider the potential impacts to affordable housing that changes in the Ashland Land Use Ordinance (ALUO) may have, as well as to look at ways that the City can promote affordable housing and other needed housing types. In 2021 the City Council adopted an update of the City’s Housing Needs Analysis, now called the Housing Capacity Analysis which identified action steps and policy recommendations that support the development of affordable and needed housing types. The City worked with EcoNorthwest to elicit communtiy input and prioritize actions to implement in the next eight years through the Housing Production Strategy which was adopted by the City Council in 2022. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) No specific actions were taken during 2024 that are not identified elsewhere in the Consolidated Annual Performance and Evaluation Report. The City’s continued involvement in the Jackson County Homeless Task Force and the Continuum of Care is instrumental in assessing the needs of homeless populations, and the resources available in the community. Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) No projects were funded in 2024 that had issues of lead-based paint or that required any testing or remediation. Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The Housing and Community Development Act of 1992 requires communities to include in their Consolidated Plan a description of an anti-poverty strategy. The City of Ashland has limited resources for addressing the issues involved in reducing poverty and improving the self-sufficiency of low-income residents. Affordable housing is one of the factors directly related to poverty that the City of Ashland does have some ability to influence, and the related goals are covered in the Housing Goals section. In addition, the City supports housing, social service, and economic development programs targeted at the continuum of care needs of the homeless. In another effort to address poverty within Ashland, during 2001-2002 the City of Ashland passed a Living Wage Ordinance. This ordinance requires that employees of the City, or employers receiving financial assistance or business from the City in excess of approximately $18,703 (adjusts annually) must pay a minimum of $14.52 per hour (adjusted annually) to employees engaged in work related to the City project or service contract. The City of Ashland operates a variety of funding and other assistance CAPER 16 OMB Control No: 2506-0117 (exp. 09/30/2021) 20 of 70 programs which, together, are designed to strategically address the goals of reducing poverty and improving the self-sufficiency of low-income residents. The activities undertaken in conjunction with this anti-poverty strategy can be separated into two primary areas of effort: human services programs targeted at the continuum of care needs; and affordable housing programs. The City of Ashland has provided funding to agencies that address the needs of low income and homeless residents through a Social Service Grant program and an Affordablein prior years. The goal of this program is to improve living conditions and self-sufficiency for residents by meeting such basic needs as food, shelter, clothing, counseling, and basic health care. The goal is carried out by providing a little more than $100,000 every other year to various area agencies whose focus meets one or more of these targeted needs. The Social Service Grant program is funded entirely with general fund dollars from the City of Ashland budget. The second element of the City’s anti-poverty strategy targets the development and retention of affordable housing. The City of Ashland has made numerous efforts to address the issues of housing affordability including the dedication of funds to support the development of affordable housing and shelter through the Affordable Housing Trust Fund. Actions taken to develop institutional structure. 91.220(k); 91.320(j) City of Ashland Staff provides support to the City of Ashland Housing and Human Services Advisory Committee including a Housing Program Specialist, which helps provide institutional structure as well as to examine and implement opportunities for intergovernmental cooperation. City staff also works with regional partners to maintain and promote further regional coordination and partnership in housing and community development related activities. Ashland continues to work with the Jackson County Continuum of Care and the Jackson County Homeless Task force to address the development of emergency, transitional and permanent supportive housing and resources for homeless and at-risk populations at a regional level. Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) As mentioned, the City of Ashland works with several non-profit affordable housing providers and non- profit service providers to facilitate the development of needed housing types and services. The City continues to look for opportunities to work with and coordinate relationships between for profit/private market developers and non-profit housing developers to increase the City’s supply of affordable rental and ownership housing. The City of Ashland Housing and Human Services Advisory Committee continues to explore opportunities to promote and protect the City’s affordable housing stock and to expand that stock if possible. And lastly, Housing Program staff serves on the Continuum of Care board with the leaders of several non—profit social service agencies and affordable housing providers, and regularly attends the Jackson County Homeless Task Force, which coordinates services throughout the community. Identify actions taken to overcome the effects of any impediments identified in the CAPER 17 OMB Control No: 2506-0117 (exp. 09/30/2021) 21 of 70 jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City had an Analysis of Impediments to fair house choice drafted in 2009.Based on the recommendations in that document the City undertook numerous activities to address the public sector and private sector impediments identified. Some examples of activities that the City has undertaken in prior years include; trainings to targeted groups, fair housing testing, support of a local staff person to conduct trainings and promote fair housing throughout Jackson County, financial sponsorship and staff support for education and outreach events and lastly, policy review and amendment to include expanded fair housing language. The City did not utilize CDBG funding to support these trainings in program year 2024. The City also regularly engages with the Fair Housing Council of Oregon through the regional Fair Housing Planning group known as the Southern Oregon Community Advisory Group (SOCAG) which is convened by the FHCO and meets quarterly. In 2021 the City of Ashland Adopted an update of the 2009 Analysis of Impediments to Fair Housing Choice (AI). The update includes action steps and a schedule for implementation over the 5-year Consolidated Plan period. The City has been able to meet several of the action steps identified in the 2021 AI update. The City has been fortunate enough to have been included in free virtual trainings offered by the Fair Housing Council of Oregon for the past several years. These trainings allowed the City to meet actions steps pertaining to education to landlords, and residents. The City also supported capacity building for organizations that are striving to provide affordable housing within the City targeting to serving the general population and underserved populations. The City will continue to look for ways to address identified impediments and detail those actions in subsequent reports. CAPER 18 OMB Control No: 2506-0117 (exp. 09/30/2021) 22 of 70 CR-40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements Each Community Development Block Grant (CDBG) Program Year the City reviews each CDBG activity that was underway and ranks the sub-recipient’s risk factors by assigning points for each of the rating criteria on the monitoring risk assessment form provided by HUD. The designated points on the rating form are established to prove a means of quantifying a Risk Factor and are useful as tools in determining the extent of monitoring for a given activity. Other factors, as deemed relevant by the City of Ashland, can be used in establishing a higher or lower risk factor than the numerical rating system. A CDBG monitoring visit may consist of an on-site monitoring or a desk monitoring. All CDBG grantees will be monitored once prior to a contract being administratively closed. The areas monitored may include: The CDBG staff objectives for monitoring are to determine if grantees are: Carrying out their CDBG-funded activities as described in their contracts (as modified or amended); Carrying out the program or project in a timely manner in accordance with the schedule included in the CDBG contract; Charging costs to the program or project which are eligible under applicable regulations; Complying with other applicable laws, regulations and terms of the CDBG contract; Conducting the program in a manner which minimizes the opportunity for fraud, waste and mismanagement; and Have a continuing capacity to carry out the approved program or project. Overall management system, record keeping and progress in activities. When a grantee is found to be out of compliance, CDBG staff will identify a specific period in which compliance should be achieved. Usually, the grantee will have 30 days to correct deficiencies. Copies of supporting documentation demonstrating that corrective action has been taken will be required. Additional time for corrective action may be allowed on a case-by-case basis. Failure by the grantee to correct deficiencies may result in funds being withheld and possible restrictions on future grants. City staff did not undertake any formal monitoring in program year 2024. CAPER 19 OMB Control No: 2506-0117 (exp. 09/30/2021) 23 of 70 Citizen Participation Plan 91.105(d); 91.115(d) Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports. The City posted the draft plan on the City's website and ran a legal notice in the local online newsletter for 30 days prior to submitting the CAPER to HUD. The City held a public hearing before the Housing and Human Services Committee at their regular meeting on September 25th from 4:00-6:00 PM. CAPER 20 OMB Control No: 2506-0117 (exp. 09/30/2021) 24 of 70 CR-45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. The City did not change any program objectives in Program Year 2024 but will likely change the program objectives based on the Community’s feedback during the upcoming Consolidated Planning effort. The City has come to realize that identifying support for affordable housing development as the highest priority use of CDBG funding, while still being the greatest community need and community priority, is not a feasible activity in most program years, due to the high cost of development, and the relatively small amount of funding available on an annual basis. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No \[BEDI grantees\] Describe accomplishments and program outcomes during the last year. CAPER 21 OMB Control No: 2506-0117 (exp. 09/30/2021) 25 of 70 CR-58 – Section 3 Identify the number of individuals assisted and the types of assistance provided Total Labor HoursCDBG HOME ESG HOPWAHTF Total Number of Activities00000 Total Labor Hours Total Section 3 Worker Hours Total Targeted Section 3 Worker Hours Table 8 – Total Labor Hours Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWAHTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers Outreach efforts to generate job applicants who are Other Funding Targeted Workers. Direct, on-the job training (including apprenticeships). Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). Outreach efforts to identify and secure bids from Section 3 business concerns. Technical assistance to help Section 3 business concerns understand and bid on contracts. Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services. Held one or more job fairs. Provided or connected residents with supportive services that can provide direct services or referrals. Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. Assisted residents with finding child care. Assisted residents to apply for, or attend community college or a four year educational institution. Assisted residents to apply for, or attend vocational/technical training. Assisted residents to obtain financial literacy training and/or coaching. Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. Provided or connected residents with training on computer use or online technologies. Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act. CAPER 22 OMB Control No: 2506-0117 (exp. 09/30/2021) 26 of 70 Other. Table 9 – Qualitative Efforts - Number of Activities by Program Narrative No Section 3 activities were undertaken during the 2024 program year. CAPER 23 OMB Control No: 2506-0117 (exp. 09/30/2021) 27 of 70 Attachment PR 26 CAPER 24 OMB Control No: 2506-0117 (exp. 09/30/2021) 28 of 70 CAPER 25 OMB Control No: 2506-0117 (exp. 09/30/2021) 29 of 70 PR 23 CAPER 26 OMB Control No: 2506-0117 (exp. 09/30/2021) 30 of 70 CAPER 27 OMB Control No: 2506-0117 (exp. 09/30/2021) 31 of 70 CAPER 28 OMB Control No: 2506-0117 (exp. 09/30/2021) 32 of 70 CAPER 29 OMB Control No: 2506-0117 (exp. 09/30/2021) 33 of 70 PR 03 CAPER 30 OMB Control No: 2506-0117 (exp. 09/30/2021) 34 of 70 CAPER 31 OMB Control No: 2506-0117 (exp. 09/30/2021) 35 of 70 CAPER 32 OMB Control No: 2506-0117 (exp. 09/30/2021) 36 of 70 CAPER 33 OMB Control No: 2506-0117 (exp. 09/30/2021) 37 of 70 CAPER 34 OMB Control No: 2506-0117 (exp. 09/30/2021) 38 of 70 CAPER 35 OMB Control No: 2506-0117 (exp. 09/30/2021) 39 of 70 CAPER 36 OMB Control No: 2506-0117 (exp. 09/30/2021) 40 of 70 CAPER 37 OMB Control No: 2506-0117 (exp. 09/30/2021) 41 of 70 CAPER 38 OMB Control No: 2506-0117 (exp. 09/30/2021) 42 of 70 CAPER 39 OMB Control No: 2506-0117 (exp. 09/30/2021) 43 of 70 CAPER 40 OMB Control No: 2506-0117 (exp. 09/30/2021) 44 of 70 CAPER 41 OMB Control No: 2506-0117 (exp. 09/30/2021) 45 of 70 CAPER 42 OMB Control No: 2506-0117 (exp. 09/30/2021) 46 of 70 CAPER 43 OMB Control No: 2506-0117 (exp. 09/30/2021) 47 of 70 CAPER 44 OMB Control No: 2506-0117 (exp. 09/30/2021) 48 of 70 CAPER 45 OMB Control No: 2506-0117 (exp. 09/30/2021) 49 of 70 CAPER 46 OMB Control No: 2506-0117 (exp. 09/30/2021) 50 of 70 CAPER 47 OMB Control No: 2506-0117 (exp. 09/30/2021) 51 of 70 CAPER 48 OMB Control No: 2506-0117 (exp. 09/30/2021) 52 of 70 PR 02 CAPER 49 OMB Control No: 2506-0117 (exp. 09/30/2021) 53 of 70 CAPER 50 OMB Control No: 2506-0117 (exp. 09/30/2021) 54 of 70 CAPER 51 OMB Control No: 2506-0117 (exp. 09/30/2021) 55 of 70 CAPER 52 OMB Control No: 2506-0117 (exp. 09/30/2021) 56 of 70 CAPER 53 OMB Control No: 2506-0117 (exp. 09/30/2021) 57 of 70 Memo DATE: September 25, 2025 TO: Housing and Human Services Advisory Committee FROM: Linda Reid, Housing Program Manager DEPT: Planning RE: Revisiting Homeless Services Masterplan Actions It was suggested that the HHSACundertakea briefreview andupdate of action summary from the Homeless Master Plan/Assessment report(see p. 12 of the final .pdf version). This review could be a “brief "check in” on the action items on the list. Motion:The Homeless Services Assessment Report (2024) listedseveral action steps, including continuing learning and education about the status of services. To that end, add to the committee workplan, a brief follow up on action items summarized in the report. That collected information will be shared with Council and other City staff/committees/groups as well as the relevant community partners working to address homelessness in Ashland and the region. Target completion date: December 2025. See attached a table/worksheet to guide those proposedconversations. Planning Department 20 East Main StreetTel: 541.488.5300 Ashland, Oregon 97520Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 58 of 70 Homeless Services Master Plan/Assessment Report: Triage and Manage Homelessness Respond to community in south Ashland; clean up unsightly areas, provide more trash receptacles and weed abatement. Strengthen partnerships between law enforcement, social service agencies, and volunteers to connect people with help and support. Fi access. electronics charging and Wi Increase the number of public restrooms and access to drinking water. Expand access to showers storage program where unhoused people can store their other resources, employment, etc. Create a day center/respite from outdoors, with access to water, bathrooms, and resources. Establish a winter shelter for seniors and other vulnerable from mid November through , mid April; explore healthcare partnerships to address chronic acute, and emergent needs. Support Pathways from Homelessness to Housing 59 of 70 focused homeless services ; monitor housing placements Expand street outreach services; ensure seamless building programs and meaningful employment Establish a housing focused management and access to health services, employment resources, ready to rent courses, and other assistance . Expand local access to countywide Rapid Rehousing programs. Create Longterm Change approach issues of homelessness from a public health, mental health, and social service and evaluated services. Improve neighborhood livability through infrastructure development and community building strategies (both structural and social avenues). development of a countywide strategic plan to address / end homelessness. Ensure research based strategies and promising Develop a strategic plan to address / end homelessness in goals and metrics for success . 60 of 70 Implement the Ashland Develop federal and state issues of homelessness, ranging homeless response to development. Educate and advocate for federal and state funding to address homelessness in Ashland and the greater region/county. Provide grant assistance to homeless service providers. Monitor the capacity and use of homeless service programs in Strengthen methods for community engagement and issues of homelessness in Ashland . Promote volunteer homeless services programs. Establish a “community range of homeless services . Host focus groups to gather feedback, explore new ideas, 61 of 70 Strengthen City of Ashland (intergovernmental, economic, social, etc.) to increase of homelessness. current health service providers (e.g. Max’s Mission, ACCESS, support); host mini summits Convene an interdepartmental team to keep pace with and address issues of homelessness in Ashland. Keep pace with federal and oSubscribe to news from the U.S. Interagency Council on Alliance to End Homelessness, HUD Exchange, and Oregon Housing and Community Services (OHCS) oMonitor the work of the Oregon Interagency Council on Homelessness, the Senate and Development, the House and Homelessness, and the OHCS Housing Stability Council Convene, sponsor, and otherwise expand access to professional development 62 of 70 courses for techniques, trauma informed responsiveness. Provide and collect relevant monitor the performance of the homeless services system, as well as individual programs. what works and what doesn’t and seek to understand why 63 of 70 Memo DATE: July 24, 2025 TO: Housing and Human Services Advisory Committee FROM: Linda Reid, Housing Program Manager DEPT: Planning RE: Equitable Housing Plan Scope of Work Development Discussion Project Purpose:The purpose of this Project is to undertake a collaborative process which includes a robust community engagement in coordination with the Housing and Human Services and Social Equity and Racial Justice Advisory Committees. This processwill ultimately lead to the generation of an Equitable Housing plan. The goal of the Plan is to develop a decision-making framework that integrates and aligns the City’s values, policies and investments, specifically in relation to housing and housing-related grants. The community engagement process is intended to center the voices of traditionally underrepresented community members and assist City staff in identifying perspectives on and the impacts of City investments and policies on underrepresented populations. This process is intended to gather input on the unintended consequences and impacts of housing and community development investments on housing choice and accessibility. The plan and the decision-making tool should help elected and appointed officials consider City housing and community development policies in investments in a more comprehensive and strategic manner. This strategic approach will help leverage affordable housing investment dollars, services and protections, ensuring that all people regardless of race, ethnicity, family status or disability have agency in the decision-making process and input on the outcomes of those processes and the impacts to housing and environment. Primary Tasks: Coordinate with the Housing and Human Services Committee and the Social Equity and Racial Justice Committee to organize and facilitate at least one or more community engagement events. Establish public meeting schedule with review by Committee on Citizen Involvement (CCI – Planning Commission) Planning Department 20 East Main StreetTel: 541.488.5300 Ashland, Oregon 97520Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 64 of 70 Memo Draft a demographic summary to be included in the final plan utilizing the DLCD Mapping tool. Research existing tools and frameworks Work with HHSAC to refine and finalize a tool to be included in the final plan documents Draft a report on the process and the results of the community engagement feedback. Work with the Housing and Human Services and Social Equity and Racial Justice Advisory Committees to review, revise and finalize a draft Equitable Housing Plan and planning framework. Present the final draft plan and framework at a public hearing before the HHSAC, SERJAC, and the Planning Commission before bringing the final Plan before the City Council for a public hearing. Prepare hearings notices, agendas, and minutes for Final Adoption Timeline: September 2025 – March 2026 Attached to this memo please find examples from other communities/organizations: Eugene Triple Bottom Line Tool-short form DLCD Racial Equity for Decision Making Planning Department 20 East Main StreetTel: 541.488.5300 Ashland, Oregon 97520Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 65 of 70 Triple Bottom Line Tool - short form Proposals: Environmental Health: Economic Prosperity: Social Equity: Notes: How would this proposal How would this proposal How would this proposal Is special leadership required? Are risks manageable? \[Scoring: affect environmental health affect the local economy and affect community Have organizational impacts and connections been + Positive overall and our ability to effectively what are its costs to the relationships, effective considered? 0 Neutral overall address climate change? community, now and over government, social justice < Negative overall\] the long term? How does the and overall livability? Does proposal support responsible the proposal account for stewardship of public differing impacts on resources? community members (vulnerable populations, specific neighborhoods, distinct groups, other)? Your text goes here + 0 < Etc., etc. Note: This tool is intended to support quick triple bottom line analyses and may be appropriate for preliminary studies, scoping efforts, and as a screen for highlighting and describing potential impacts. For in-depth analyses, refer to the detailed TBL tool. 66 of 70 DLCD RACIAL EQUITY FRAMEWORK FOR DECISION MAKING The Department ofLand Conservation and Development’s (DLCD) Racial Equity FrameworkforDecision Making, developedcollaborativelywith the Land Conservation and Development Commission(LCDC),serves as a comprehensive tool to guide all staff and advisorygroupsin internal projects and processes. The questions in this tool aim to prompt explicit integrationofracial equity into decisions, fostering intentional changes, and anticipating adverse consequences. Functioning as both a process and a product, the Racial Equity Framework operates as a racial equity lens, revealing how current issues stem from historic policies, practices, and power dynamics, disproportionately affecting communities of color and other historically marginalized groups. By addressing past injustices and acknowledging the historical root causes and harms of racial disparities, this tool serves as an effective means to create systemic solutions for change. It facilitates a process that not only identifies and understands the impact of historical policies but also supports the development of solutions to rectify and prevent further harm. How does this rule address historical inequities for communities of color? If the rule does not address historical inequities, what historical inequitiesare evident? Historical How can this rule lessen historical inequities on Communities of Color? What mechanisms Inequities underthejurisdictionoftheOregonLandUse Planningprogramcanassist in reducing historical inequities? What additional information or data do you need to address this question? Wherewill you getit? What are the benefits and burdens of this rule: Financial, environmental,social? Who will benefit from this action? Who will be the most Benefits and burdened? Burdens 67 of 70 3/7/2024Department of Land Conservation and Developmentwww.oregon.gov/lcd How will burdens be mitigated? How might benefits be redistributed? Identifypossible unintended consequences. How would we mitigate these if we find themlater? Analyze and consider benefits and burdens to future populations. Are the data and research you are using for analysis framed witha Data Equity and Data Justice focus? If no, where might you obtain thisdata? Data Equity and If Data Equity and Data Justice resources arenot DataJustice available, what would you suggest as a wayto obtain this information? Is there qualitative data available? Whatare the methods of engaging communities in the development of this rule? What are the racial and geographic demographics of communities engaged during the development of thisrule? Community Engagement & Were thereany specific issues raised by communities of color about the impact ofthis rule? What are they? Empowerment Did this impact/change the development of the rule? If yes, how? If no,why? How haveDLCD advisory committees engaged with this rule? Who (organizations, individuals, communities?) influenced the finalrule recommendations? How does this rule address racial equity in decision making for localgovernment Decision implementation? Making If the rule does not provide an approach for racial equity in local governmentdecision making, what would yourecommend? 68 of 70 3/7/2024Department of Land Conservation and Developmentwww.oregon.gov/lcd Does this rule provide restorative justice measures for the communitiesmost burdened? If yes, what arethey? If no, what would you suggest that iswithin the Restorative jurisdiction of the State ofOregon? Justice What are some other best practices or examples restorative/transformation justice measures that would address the impact of this rule on the most burdened? These examples can be outside the jurisdiction of DLCD, but could provide conceptidea sharing with Tribal communities, local governments, businesses and culturally based non-profit organizations. How does this rule address accountability measures for both DLCD and local governments? What are the accountability measures for local government for thisrule? How will DLCD track compliance and what are the incentives and disincentives fornot meeting Accountability compliance? Dotheaccountabilitymeasuresincludeengaging withcommunities?Ifyes,howisthis done?If no, why? What are the challenges and opportunities for accountability for DLCD andlocal government? What are some ideas to addressthis? Measuring and How will DLCD measure racial equity impact and effectiveness of thisrulemaking? Evaluating How will DLCD assist local governments in tracking, Outcomes and measuring, and reportingoutcomes? Continuous What additionalresources are needed to accomplish Improvement this? 69 of 70 3/7/2024Department of Land Conservation and Developmentwww.oregon.gov/lcd Memo DATE: September 25, 2025 TO: Housing and Human Services Advisory Committee FROM: Linda Reid, Housing Program Manager DEPT: Planning RE: Community Resource Event Planning Continued Community Resource Fair discussions to include: th 4-6 PM. Date/Time/Location: October 20 Review list of organizations that have responded. Other discussion items as determined by the Community Event Coordinator. Planning Department 20 East Main StreetTel: 541.488.5300 Ashland, Oregon 97520Fax: 541.552.2059 ashland.or.usTTY: 800.735.2900 70 of 70