HomeMy WebLinkAbout2025-11-20 Housing & Human Services Committee PACKET
Housing And Human ServicesCommittee Agenda
Otte-Peterson Room of the Grove
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.
November 20, 2025
REGULARMEETING
AGENDA
I.CALL TO ORDER: 4:00 p.m.
II.APPROVAL OF THE AGENDA
III.REVIEW OF UPCOMING PROJECTS(4:05-4:15 p.m.)
IV.REVIEW AND DISCUSS PREVIOUS GOALS(4:05-4:15 p.m.)
V.BRAINSTORMING, ASPIRATIONS-FEASABILITY DISCUSSION
A.City of Eugene’s Renters Protection Overview(4:15-4:25 p.m.)
B.Overview of the City’s Social Service Grant(4:25-4:45p.m.)
C.Workplan draft review,discussionand brainstorming(4:45-5:15p.m.)
VI.BREAKOUT EXERCISE
A.Dot Exercise (5:15-5:30 p.m.)
VII.REFINE AND PRIORITIZE GOALS
VIII.WRAP UP AND ADJOURNMENT:7:00 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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Memo
DATE: November20, 2025
TO: Housing and Human Services Advisory Committee
FROM: Linda Reid, Housing Program Manager
DEPT: Planning
RE: Review of Upcoming Projects
MONTHH&HS MEETINGCDBGAHTFWorkplan items
January Social Service RFP Issued-first RFP Issued Last Manufacture Home
Grant RFP Issuedweek of Januaryweek of JanuaryPark Zone
Ordinance (MHPZ)
Outreach Event?
February receive CDBG, SS RFP Due-February Proposals Due-Equitable Housing
thst
Grants,and AHTF 14February 21Plan (EHP)
apps for review)Subcommittee
Formation
thth
March CDBG App. Review March 27-Public March 27Review
and Hearing/presentatand Make
Recommendationions/RecommendRecommendations
Consolidated Plan ations
Review and
Recommendation
thth
April Social Service April 15Council April 15-Review MHPZ Ordinance
Grant Review and review and final and final allocation review and
recommendationallocation/Annual by Councilrecommendation/S
Officer ElectionAction Plan Public S Grant Plan
NoticeUpdate Planning
nd
May Review and May 22-Annual Finalize Equitable
Approval of the Action Plan Public Housing Plan Event
CDBG Annual Hearing/ApprovalDetails/Data
Action Plangathering for SS
Grant Plan Update
June Equitable Housing
Plan Public
Engagement Event
Planning Department
20 East Main StreetTel:541.488.5300
Ashland, Oregon 97520Fax:541.552.2059
ashland.or.usTTY: 800.735.2900
Memo
July Rent Burden Event Review Draft
Planning Kick-offEquitable Housing
Plan
August Social Service
Grant Update
Finalization
September Review and Consolidated Social Service
Approval of the Annual Grant Update
CDBG CAPERPerformance Review and
Finalize Rent Evaluation Report Recommendation
Burden Event Review and
DetailsApproval
October Rent Burden CET Process
Public HearingPlanning
November Goal Setting
Retreat
December Goal Setting
Retreat
Annual
Presentation to
the Council
Planning Department
20 East Main StreetTel:541.488.5300
Ashland, Oregon 97520Fax:541.552.2059
ashland.or.usTTY: 800.735.2900
Memo
DATE: November20, 2024
TO: Housing and Human Services Advisory Committee
FROM: Linda Reid, Housing Program Manager
DEPT: Planning
RE: AnnualWorkplan Update
Attached to this memo is the 2024 Annual Workplan presented to the City
Council. The Commission will review the previous year’s workplan and
discuss what they would like to include in the 2025 Annual Workplan(a
draft of which is also attached). The 2025 Annual Workplan will be
th
presented to the City Council at the Study Session on December 15.
Planning Department
20 East Main StreetTel:541.488.5300
Ashland, Oregon 97520Fax:541.552.2059
ashland.or.usTTY: 800.735.2900
Housing and Human Services Advisory Committee
2024 Achievements
In 2024 the Housing and Human Services Advisory Committee completed or addressed the
following items in pursuit of the current workplan:
Reviewed and recommended appointment of members to the council requested ad-
hoc Subcommittee to address the development of the Homeless Services Masterplan
Report.
Reviewed applications and made recommendations regarding the allocation of
$134,000 in Social Service Grant funding to twelve non-profit organizations.
Reviewed applications and made recommendations regarding the allocation of
$350,000 in Affordable Housing Trust Fund Grant funding to three affordable housing
organizations and one homeless services provider.
Reviewed applications and made recommendations regarding the allocation of
$179,575 in Community Development Block Grant funding to two non-profit
organizations.
Worked with Homeless Services Masterplan Subcommittee on community
engagement and data collection to help inform the development of the masterplan.
Provided a mid-cycle update as requested by Council at a Study Session on the
development of the masterplan.
Engaged in planning for the Housing Resource Fair to take place in February 2025
Held the Annual Rent Burden Meeting in November.
Review and recommendation of the Homeless Services Masterplan Report – The
Advisory Committee will review and make a recommendation to the Council at their
th
regular meeting on July 18.
Key Long RangeProjects
Develop an Equitable Housing Plan-Initial Stages
o The Equitable Housing Plan must be adopted concurrent with the 2025-2029
CDBG Consolidated.
o Development of the Plan was pre-empted by the request to develop a
Homeless masterplan report and the purchase and development of 2200
Ashland street as every night low barrier emergency shelter. Staff is working
on a scope of work for a consultant and the Committee is communicating
with SERJAC about community engagement.
Rent Burden-Education and Outreach Event – underway.
o The HHSAC has heard from a variety of community members regarding
potential topics and formats for the annual educational event, topics range
1
from information about ADU development, community education on the
Community Land Trust Model, and workforce and middle housing.
o The HHSAC began developing a plan for this year’s event at their regular
meeting in June.
Manufactured Home Park Zoning Ordinance – underway.
o This project will be undertaken by the Planning Commission and planning staff
and will go before the HHSAC for review and recommendation.
Consolidated Plan for the Use of Community Development Block Grant Funding
o City Staff is in the initial stages of developing a five-year plan for the use of
CDBG funding. The HHSAC will primarily be engaging in Community input for
development of goals and priorities for the use of funding and for reviewing
and making a recommendation for the draft plan.
Development of a Request for Proposals for the Beach Creek Property.
o The HHSAC will work with staff to draft an RFP for development of the Beach
Creek property by an eligible affordable housing developer.
Update of the Fair Housing Analysis of Impediments to fair housing choice
o The Analysis of Impediments to Fair Housing Choice must be adopted
concurrent with the 2025-2029 CDBG Consolidated.
o The Equitable Housing Plan, the Consolidated Plan and the Analysis of
Impediments have similar data and narrative sections and have several areas
of overlap. All three documents require some community input, the HHSAC will
work with SERJAC to complete community engagement activities with will be
used to inform all three documents.
2
Housing and Human Services Advisory Committee
2025 Achievements
In 2025 the Housing and Human Services Advisory Committee completed or addressed the
following items in pursuit of the current workplan:
Rent Burden-Education and Outreach Event
Manufactured Home Park Zoning Ordinance
Consolidated Plan for the Use of Community Development Block Grant Funding
Development of a Request for Proposals for the Beach Creek Property
CDBG Grant Process
Key Long-Range Projects
Develop an Equitable Housing Plan-Initial Stages
o The Equitable Housing project is currently underway, staff and the HHSAC is
working with SERJAC on a community engagement plan.
Rent Burden-Education and Outreach Event – underway.
o The HHSAC began developing a plan for this year’s event at their regular
meeting in June.
Manufactured Home Park Zoning Ordinance – underway.
o This project will be undertaken by the Planning Commission and planning staff
and will go before the HHSAC for review and recommendation.
Construction Excise Tax
o The Housing Production Strategy identifies the establishment of a Construction
Excise Tax as a strategic action to explore in 2025.
Social Service Grant Strategic Plan Update and Priority Goal Review.
o The HHSAC will update the data in the Strategic Plan for the use of Social
Service Grant funds and undertake a process to identify resource gaps and
needs in the Ashland Community to determine if there is a need to change or
update the identified priority funding goals.
1
Memo
DATE: November20, 2025
TO: Housing and Human Services Advisory Committee
FROM: Linda Reid, Housing Program Manager
DEPT: Planning
RE: Brainstorming Memo
Previously Commissioners have expressed an interest in learning more
about the Eugene Renter’s protection Ordinance No 20694.
The HHSAC is past due in updated the strategic plan for the use of Social
Service Grant Priority Goals. This was last completed in 2018 and is slated
to be updated every 4 years.
At the regular October HHSAC meeting it was decided that the
Commission would discuss how best to update the Homeless Services
Master Plan Report.
Planning Department
20 East Main StreetTel:541.488.5300
Ashland, Oregon 97520Fax:541.552.2059
ashland.or.usTTY: 800.735.2900
City of Ashland
Social Service Grant Program
Strategic Plan
Adopted December 16, 2014
Introduction-Purpose of the Plan
The Cityof Ashlandis committed to supportingthe agencies and organizations that work to improve the
lives of its most vulnerable citizens.
The Strategic Plan for the use of Social Service Grant funds is intended to provide guidance for applicants
and assistance to elected and appointed officials by providing a framework for allocating resources and for
tracking progress on identified goals and community priorities.
The Strategic Plan will be updated at four year intervals (every two grant cycles) to be responsive to the
changing demographics of the community and to the social and human service needs of the citizenry. The
updates may include shifting goals and measurable objectives to more efficiently and effectively address
community wide issues.
History/Background
The City of Ashland established the Social Service Grant Program in 1986 due to a reduction in Federal
Revenue Sharing funds which had, in prior years, provided funding to the City to support the activities of non-
profit and social service agencies that provided services to vulnerable Ashland Citizens. Resolution 86-35 was
adopted in recognition that: “the funding of health care and social service needs is an important City function
which contributes to the health and well-being of the citizens of Ashland.” The Council at that time opted to
maintain funding for social services with an emphasis on health care in recognition of the City’s tourism based
service sector economy, and felt that it was “appropriate for the City to address the problems created by this
1
. Since that time the City of Ashland has committed a portion of the general fund in support
type of economy”
of activities that address the health and social service needs of the Ashland community.
Today’s Community Snapshot
The ability of working class individuals and families to afford housing and secure employment that offers
compensation that is commensurate with the local cost of living, has far reaching impacts on the community.
Reduced discretionary spending negatively impacts the local economy, the physical and mental wellbeing of
families, and inhibits access to good nutrition and basic health care. Community diversity, vibrancy, and
resilience are all impacted by an individual’s or families’ ability to work and reside in their community. This
has been and continues to be a challenge for the Ashland community.
2
Population: The City of Ashland has a population of just over 20,295 people.
Age: The population of Ashland has seen an increase in older individuals and a decrease in younger
families with children. These findings are evident in the most recent census data; which shows that
3
approximately 83% of the population is 18 years old or older. The largest age group is 45-54 year olds
4
at 13.9%, and is echoed in the findings of various demographic reports and community assessments.
1
Philip Arnold, Former City Councilor.
2
2013 PSU Population Research Center estimate certified estimate.
3
2008-2012 ACS 5 year estimates.
4
Ibid.
1
Income and Poverty: The median income for a household in the city was $43,305, and the median
income for a family was $58,616. About 18% of the population and 11.4% of families had incomes
below the poverty level, with female headed households with children under 18 and those households
with children under 5 experiencing the highest rates of poverty, at 42.2% and 43.4% respectively. 4.7%
5
of individuals 65 years old and older are below the poverty level.
Housing: The City of Ashland has over 10,000 housing units. 53% of occupied housing units are owner
6
occupied, and 46.1% are renter occupied. In the 2012 National Citizen’s Survey completed for the City
of Ashland, the City met or exceeded most national benchmarks for citizen satisfaction for all but two
categories; availability of affordable quality housing and employment opportunities. Availability of
affordable quality housing and variety of housing options are comparatively lower than both national
7
benchmarks and to other University communities with populations from 10,000 to 40,000 comparisons.
Similarly, Census data shows that 43% of homeowners with a mortgage and 54.5% of renters pay more
8
than 35.0% of their income toward housing cost.
9
Employment: 2013 Ashland annual average unemployment rate was 6.7%.Ashland School District
reports that over half of the employees within Ashland live outside of the district and commute to
10
work.
Transportation: When workers must live elsewhere and commute into or out of the community, this
has a significant impact on other aspects of the community. Community diversity, vibrancy, and
resilience are all impacted by an individual’s or family’s ability to work and reside in their community.
Similarly, household transportation costs increase and traffic and air quality are impacted. This has been
and continues to be a challenge for the Ashland community.
Health: The social service grant program was originally established in part to address access to
affordable health care, and while access to affordable health care continues to be a priority especially as
the population ages, community feedback and demographic data has identified more pressing healthcare
service needs. The 2013 Community Health Assessment identified oral/dental health and mental health,
especially as it relates to depression and suicide as the most urgent unmet health care needs within the
community. Further, community feedback identifies mental health disorders with co-occurring
drug/alcohol addiction to be a need that is currently not adequately addressed in the Ashland
community.
5
Ibid.
6
2008-2012 ACS 5 year estimates
7
2012 National Citizen’s Survey. https://ashland.or.us/Page.asp?NavID=15166
8
Ibid
9
Guy Tauer, Regional Economist, State of Oregon Employment Department.
10
ASD 2012 Demographer’s report. http://www.ashland.k12.or.us/Files/ASD%20Demographer%27s%20Report%202012.pdf
2
Community Strengths and Challenges
Community
Strengths
Ashland residents are civic minded, and work together to solve
community issues through a strong commitment to community
service.
While access toaffordable health care continues to be an issue for many in the community, since the
inception of the Social Service Grant Program many resources to address theseconcerns have been
implemented.
Ashland’s community groups,faith-based groups, civic groups, non-profit organizations, social
service agencies, governmental agencies, and business groups have a history of successful
collaboration.
Ashland’s faith-based communities communicate and collaborate to problem solve and implement
strategies to address community concerns.
•
Community
Challenges
High need individuals and those with challenging behaviors, such as
those with dual diagnosis,(mental health and/or alcohol/drug
addiction), physical, mental, or developmental disabilities, need more
effective service options than the community currently provides.
There is a deficit of supportive services for vulnerable populations such as; peoples with
developmental disabilities, people with mental health issues/frail/elderly populations, veterans, at-risk
youth and homeless populations.
3
Working families and citizens earning below the median income for the Medford/Ashland area have a
difficult time finding rental or ownership housing options in Ashland which arecommensurate with
their incomes.
There is a lack of transitional housing options for families and individuals who are working toward
self-sufficiency.
Social Services Grant Program Mission Statement
To fund support services that improve the lives of Ashland residents, assist individuals and families in the
11
community and promote personal and community safety, health, and wellbeing.
Strategic Priorities: (These strategic prioritieswere identified through a process which includedcommunity
outreach,grantee/stakeholder feedback,andkey informant interviews. These priorities are not in any priority
order.)
12
Assistance to obtain and/or maintain housing
13
Supports to increase accessibility and availability of transportation options/services
14
Services for people with mental health issues
Services for people with drug and alcohol addiction
Services for at-risk youth
Implementation Strategies (which may include, but is not limited to the following)
Allocate resources to activities which address an identified strategic priority
Support innovative proposals
Support proposals that leverage community collaborations or enhance community or existing regional
15
partnerships
Support proposals which have a proven capacity to carry out theirstated goals/meet proposed numerical
outcomes
Support proposals which are ready to proceed
20% of the overall grant allocation will be made available to support small grants; small grants include
any request of up to $5000, should the City not receive enough applications to allocate the balance of
funds. The City will have the discretion to allocate any remaining balances to small grants.
Outcome Measurement
11
Consistent with Council priority strategic plan goal 5: “Seek opportunities to enable all citizens to meet basic needs.”
12
Consistent with Council priority strategic plan goal 5.2: Support and promote, through policy, programs that make the City
affordable to live in.
13
Consistent with Council priority strategic plan goal 3.4: Support RVTD in fulfilling and expanding its mission.
14
Consistent with Council priority strategic plan goal 5.1: Examine means and methods by which to improve access to mental health
services in Ashland for Ashland citizens who need them.
15
Consistent with Council priority strategic plan goal 5.3: Leverage partnerships with non-profit and private entities to build social
equity programming.
4
Request the grant recipientsto list their anticipated measurable activity/program outcomes
Review and compare applicants’ identified anticipated outcomes annually and at the completion of the
grant year usinga standardizedevaluation matrix.(Example: Number of Ashland Residents who;
received housing support, participated in life skill training, received job search assistance, etc.)
The Commission will host stakeholder/applicant/communityforum every four years to elicit feedback
on grant making process and reporting requirements
5
Priority Ranking
Below is the Priority Ranking with the most identified priorities at the top(this
list only includes items identified multiple times or which pertain to eligible grant
funding activities)
Affordable Housing (increased funding forrental assistance, emergency
housing, for middle and lower income, supportive housing)
Homeless (space for, shelter, winter shelter, transitional housing,
services for homeless and at risk, day center, navigators for services,
permanent housing)
Mental health services (more, locally, Social Workers needed)
Healthcare
Seniors (services for,
Hunger/Food Security
Addiction (services for)
Transportation
Resources for Youth/Affordable childcare programs
Employment Services
Services for Peoples with Disabilities
Affordable Utilities
Porta-Potties/showers
Vaccinations
Keeping people in their homes
Life skills training
Suicide Prevention