HomeMy WebLinkAbout2003-0204 Council Mtg PACKET CITY OF
- -- ._ASHLAND
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thefilength of the agenda .a: , g .a
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AGENDA FOR THE REGULAR MEETING
ASHLAND CITY COUNCIL
February 4, 2003 - 7:00 p.m.
Civic Center Council Chambers, 1175 E. Main Street
I. PLEDGE OF ALLEGIANCE:
II. ROLL CALL:
III. APPROVAL OF MINUTES: Regular Council Meeting Minutes of January 21, 2002.
IV. SPECIAL PRESENTATIONS &AWARDS: DA-*'
1. Presentation of Retirement Plaque to BSn Saurman of Ashland Fire & Rescue.
V. CONSENT AGENDA:
1. Minutes of Boards, Commissions and Committees.
2. Liquor License Application from Don Kleary dba Irish Pub, 137 E. Main Street.
3. Ashland Sanitary& Recycling Services Solid Waste Recovery and Green Waste
OProgram.
Adoption of Findings for Planning Action 2001-117, Approving an Annexation of Five
Acres at 250 Clay Street: Russell E. Dale, Applicant.
VI. PUBLIC HEARINGS: (Testimony limited to 5 minutes per speaker, unless it is the
subject of a Land Use Appeal. All hearings must conclude by 9:30 p.m. or be continued
to a subsequent meeting.)
(None)
VII. PUBLIC FORUM: Business from the audience not included on the agenda. (Total time
allowed for Public Forum is 15 minutes. Speakers are limited to 5 minutes or less,
depending on the number of individuals wishing to speak.)
COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9
VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.US
VIII. UNFINISHED BUSINESS:
1. Presentation for Funding of Parks, Trails and Open space plan (continued from
January 21 council meeting).
2. Review of the Oregon Department of Transportation Signal Project on Highway 99
(N. Main Street/Lithia Way)at the intersection of Helman, Pioneer and 2nd Streets
/ (continued from January 21 council meeting).
Approval of Oregon Public Works Emergency Response Cooperative Assistance
Agreement (continued from January 21 council meeting).
4. Project"Round Up" Proposal (continued from January 21 council meeting).
5. Ashland Fiber Network Quarterly Report (continued from January 21 council
meeting).
IX. NEW AND MISCELLANEOUS BUSINESS:
1. Presentation regarding upcoming Youth Activities Levy.
2. Adoption of Housing Needs Analysis and Housing Action Plan; and Authority to
proceed with hiring of a Full-time Housing Coordinator.
3. Quarterly Update on Parking Structure: October- December, 2002.
4. Quarterly Financial Report.
X. gRDINANCES, RESOLUTIONS AND CONTRACTS:
Reading by title only of"A Resolution Authorizing Outdoor Burning under Certain
Conditions between March and October, 2003."
XI. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM
COUNCIL LIAISONS
XII. ADJOURNMENT:
REMINDER
Study Session on February 5 at noon in Council Chambers.
Topics include: 1)Joint presentation by Oregon Shakespeare
Festival/Chamber of Commerce regarding fiscal review and
overview of operations.
In compliance with the Americans with Disabilities Act, if you need special assistance to
participate in this meeting, please contact the City Administrators office at(541) 488-6002
(TTY phone number 1-800-735-2900). 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)._
COUNCIL MEETINGS ARE BROADCAST LIVE,ON CHANNEL 9
VISIT THE CITY OF ASHLAND'S WEB SITE A1'WWW.ASHLAND.OR.US
( ity Council Communication
Ashland Fire & Rescue
Retirement Of Engineer Dan Saurman
February 4, 2003
Submitted by: Keith E. Woodley, Fire Chief
On December 14, 1976, Dan Saurman began his fire service career serving the
citizens of Ashland as a paid firefighter with the Ashland Fire Department. Dan was
born in Burbank, California in September 1949, and later attended high school in
Verdugo Hills in Sunland. Dan enlisted in the US Navy in 1970 and was assigned to
the USS Camden as a radar operator. Following his honorable discharge he continued
to serve in the US Navy Reserve for many years. He graduated from college at Los
Angeles Valley Junior College i.q Van Nuys in 1975. His eady employment years saw
work as a forklift operator in a loods warehouse in Los Angeles.
In September of 1996 Dan and his sweetheart, Lark, made the decision to move to
Oregon with their three children. Dan gained employment as a mill worker for Cascade
Wood Products in White City. It is interesting to note that his application for
employment with the City of Ashland indicated he would be interested in work as either
a police officer or firefighter. Fortunately for our department, he chose firefighting as his
career. There is something about Dan walking around with a loaded gun that makes
one feel uneasy. (just kidding)
Over the last twenty-six years, Dan has become a well-known and familiar face to the
citizens of the community. His good-natured personality and kind-heartedness has
endeared him to those he associates with. He has served our department in the
capacities of Firefighter and Engineer. Dan is single-handedly responsible for the
elaborate mapping system that we have in place today that assists our personnel in
quickly locating emergencies. Few people have the focus and concentration that such
detailed work requires. Dan has many skills and abilities that have resulted in the
reduction of operating costs for the fire department
Dan completed his 26th year of service to the citizens of Ashland on December
14, 2002. He officially retired from the fire department on January 31, 2003. We honor
him for his contribution to our department and community. He is an important part of the
history of our organization and we will miss him. We are grateful to his devoted wife,
Lark, for sharing him with us for so long. We recognize and appreciate the sacrifice that
she and the family have made to support Dan in his career for so many years. We now
return Lark's husband to her with our thanks for the privilege of having associated with
him over the many years he has served his community. We wish him well.
CITY OF
-ASHLAND
Council Communication
Title: Liquor License Application from Don Kleary dba Irish Pub, 137 E Main Street
Dept: City Recorder/Treasurer
Date: ~[~ 2/04/03
Submitted By: l'arbara Christensen
Approved By: Brian Almquist~/~,.~
Synopsis:
Application process of Oregon Liquor License as provided by OLCC.
Recommendation:
Endorse the application with the following:
The city has determined that the location of this business complies with the city's land use
requirements and that the applicant has a business license and has registered as a restaurant, if
applicable. The city council recommends that the OLCC proceed with processing of this application.
Background Information:
Application for liquor license is for a change of ownership.
The City has determined that the license application review by the city is set forth in AMC Chpt. 6.32
which requires that a determination be made to determine if the applicant complies with the city's land
use, business license and restaurant registration requirements (AMC Chpt. 6.32).
In May 1999, the council decided it would make the above recommendation on all liquor license
applications.
CITY OF
ZkSHLAND
Council Communication
Title:
Dept:
Date:
Submitted By:
Ashland Sanitary & Recycling Services Solid Waste Recovery and Green Waste
Program
Administration
February 4, 2003
Brian Almquist, Interim City Administrat
Synopsis:
Ashland Sanitary & Rec,,cling Services entered into a franchise agreement with the City of Ashland in
1980, which expires in 2018. As a result of the franchise agreement, Ashland Sanitary is granted the
exclusive right to collect all solid waste, refuse and medical waste in the city.
Recommendation:
This item is for informational purposes only.
Fiscal Impact:
None.
Background:
Ashland Sanitary has been active in pursuing altemative programs and increasing the amount of recycling
options available in the city. The "Green Waste" program, which was initiated in April of 2002 has been
highly successful and currently has over 500 customers in Ashland and Talent. A letter dated January 15,
2003 from Ashland Sanitary is attached outlining their future plans for recycling alternatives and
improvements.
Ashland Sanitary & Recycling Services. Inc.
170 Oak Street · Ashland, Oregon 97520
Sanitary Service: 482.1471 Landfill: 482-3680 Recycling: 482-0759 Fax: 488-1938
January 15, 2003
Honorable Alan DeBoer, Mayor
Ashland City Council
Administrative Offices
20 East Main Street
Ashland, Oregon 97520
RE: Solid Waste Recovery
Green Waste Program
City of Ashland
Dear Mayor DeBoer and City Councilors:
Business is about change and it must constantly deal more and more with new products and services
in our complex economy. The solid waste and waste recovery industry is no different and operates under a
network of market forces.
Originally the solid waste recovery or recycling industry utilized "source separation" or segregating
different types of recyclables. This has now evolved in the industry to mixing or "co-mingling" of all
recyclables. This allows curbside recycling programs to accept more materials with less driver time and less
truck length. With this change in processing have come improvements in waste recovery programs including
automated sorting systems and development of recycling recovering facilities.
Currently Ashland Sanitary is negotiating a commitment with a recyclable recovery company to
receive and process our co-mingled recyelable. As a result, we will be co-mingling all recyclables except
used motor oil and glass. Glass and oil will continue to be sorted separately on the same track at curbside.
We have ordered a new track and will be updating our other vehicle to be more automated. Both
trucks will also have a glass loading system that will be ergonomically friendly to the driver. Until the new
tmek arrives and the existing one is modified, one of our trucks will be co-mingling our current mix of
recyclables. This material will be shipped to Portland in conjunction with recyclables from Rogue Disposal
where all material, including glass, will be sorted. No change is anticipated for our customers until our plans
become more definitive.
Regarding other elements of the overall waste recovery program we initiated a yard and lawn debris
or "green waste" program in April 2002. This program now has over 500 customers in both Ashland and
Talent and has diverted approximately 180,000 pounds of material from the waste stream in 2002.
Additionally in 2002, the Valley View Transfer Station diverted 4,321,632 pounds of wood Waste to
BioMass One wood recycling plant and 764,788 pounds of metals to Schnitzer Steel.
January 15, 2003
Honorable Alan DeBoer, Mayor
Ashland City Council
Administrative Offices
20 East Main Street
Ashland, Oregon 97520
RE: Solid Waste Recovery
Green Waste Program
City of Ashland
As always, Ashland Sanitary looks forward to working closely with the City of Ashland and our
customers to develop and maintain a user friendly recycling program and continue to increase the amount of
recyclables that are recovered. Recycling is Working!
Sincerely yours, A
Russell K. Chapman
CITY OF
- SHLAND
Council Communication
TITLE:
DEPT:
DATE:
SUBMITTED BY:
APPROVED BY:
Synopsis:
Recommendation:
Background:
Adoption of Findings for Planning Action 2001-117, Approving an Annexation of
Five Acres at 250 Clay Street.
Department of Community Development
Planning Division
February 4, 2003
John McLaughlin, Director of Community D~l~elopment
Brian Almquist, Interim City Administratoj/~[_/
On January 21, 2003, the Ashland City Council held a public hearing on this
annexation request, at which time testimony was received and exhibits were
presented. The City Council approved the annexation request at that meeting.
Staffrecommends that the City Council adopt the findings as presented.
The full background of the planning action is available at the Planning
Department.
BEFORE THE CITY COUNCIL
FOR THE CITY OF ASHLAND
STATE OF OREGON
January 21, 2003
IN THE MATTER OF PLANN1NG ACTION #2001-117, REQUEST FOR ) FINDINGS,
ANNEXATION FOR AN APPROXIMATELY FIVE ACRE PARCEL LOCATED ) CONCLUSIONS
AT 250 CLAY STREET. ASHLAND COMPREHENSIVE PLAN ) AND ORDERS
DESIGNATION: SUBURBAN RESIDENTIAL; ASHLAND ZONING: R-1-3.5 P. )
APPLICANT: RUSSELL E. DALE
RECITALS:
1) Tax lot 1000 of 39 1E 11 CB is located at 250 Clay Street and has a Comprehensive Plan Map
designation of Suburban Residential with an R-1-3.5P zoning designation.
2) The applicant is requesting Annexation of an approximately 5-acre parcel located at 250 Clay Street. The
written application and site plan are on file at the Community development Department.
3) Section 18.106.030 states that an annexation may be approved if the proposed request for
annexation conforms, or can be made to conform through the imposition of conditions, with the
following approval criteria:
A. The land is within the City's Urban Growth Boundary.
The proposed zoning for the annexed area is in conformance with the designation indicated on the
Comprehensive Plan Map, and the project, if proposed concurrently with the annexation, is an allowed
use within the proposed zoning.
C. The land is currently contiguous with the present City limits.
Adequate City facilities for the provision of water to the site as determined by the Public Works
Department; the transport of sewage from the site to the waste water treatment plant as determined by
the Public Works Department; the provision of electricity to the site as detemfined by the Electric
Depa~huent; urban storm drainage as determined by the Public Works Depa~hnent can and will be
provided to and through the subject property. Unless the City has declared a moratorium based upon
a shortage of water, sewer, or electricity, it is recognized that adequate capacity exists system-wide for
these facilities.
E. Adequate transportation can and will be provided to and through the subject property. For the purposes
of this section "adequate transportation" for annexations consists of vehicular, bicycle, pedestrian and
transit transportation meeting the following standards:
I. For vehicular transportation a 20' wide paved access exists, or can and will be constructed, along the full
frontage of the project site to the nearest fully improved collector or arterial street. All streets adjacent
to the annexed area shall be improved, at a minimum, to a half-street standard with a minimum 20'
driving surface. The City may, after assessing the impact of the development, require the full
improvement of streets adjacent to the annexed area. All streets located within annexed areas shall be
fully improved to city standards. Where future street dedications are indicated on the City's Street
Dedication Map or required by the City, provisions shall be made for the dedication and improvement
ofthese streets and included with the application for annexation.
2, For bicycle transportation safe and accessible bicycle facilities exist, or can and will be constructed.
Should the annexation be adjacent to an arterial street, bike lanes shall be provided on or adjacent to the
arterial street. Likely bicycle destinations from the project site shall be determined and safe and
accessible bicycle facilities serving those destinations shall be indicated.
3, For pedestrian transportation safe and accessible pedestrian facilities exist, or can and will be
constructed. Full sidewalk improvements shall be provided on one side adjacent to the annexation for
all streets adjacent to the proposed annexed area. Sidewalks shall be provided as required by ordinance
on all str,.ets within the annexed area. Where the project site is within a quarter of a mile of an existing
sidewalk system, the sidewalks from the project site shall be constructed to extend and connect to the
existing system. Likely pedestrian destinations from the project site shall be determined and the safe
and accessible pedestrian facilities serving those destinations shall be indicated.
4. For transit transportation, should transit service be available to the site, or be likely to be extended to the
site in the future based on information from the local public transit provider, provisions shall be made
for the construction of adequate transit facilities, such as bus shelters and bus turn-out lanes.
All required transportation improvements shall be constructed and installed prior to the issuance of a
certificate of occupancy for any new structures on the annexed property.
F. For all residential annexations, a plan shall be provided demonstrating that the development of the entire
property will ultimately occur at a minimum density of 90% of the base density for the zone, unless
reductions in the total number of units is necessary to accommodate significant natural features,
topography, access limitations, or similar physical constraints. The owner or owners of the property shall
sign an agreement, to be recorded with the county clerk after approval of the annexation, ensuring that
future development will occur in accord with the minimum density indicated in the development plan.
For purposes of computing maximum density, portions ofthe annexed area containing undevelopable
areas such as wetlands, floodplain corridor lands, or slopes greater than 35%, shall not be included.
G, For all residential annexations off our units or greater
I, 25% of the proposed units shall be affordable and available to qualifying buyers or renters with incomes
at or below 100% of median income; or
2, 15% of the proposed units shall be affordable and available to qualifying buyers or renters with incomes
at or below 80% of median income.
The total number of affordable units required by this section shall be determined by rounding down
fractional answers, determined above, to the nearest whole unit.
,...
Properties providing affordable units as part ofthe annexation process shall also qualifY for a density
bonus for development under the Performance Standards Option for subdivisions.
H. One or more ofthe following standards are met:
I. The proposed area for annexation is to be residentially zoned, and there is less than a five-year supply
of vacant and redevelopable land in the proposed land use classification within the current city limits.
"Redevelopable land" means land zoned for residential use on which development has already occurred
but on which, due to present or expected market forces, there exists the likelihood that existing
development will be converted to more intensive residential uses during the planning period. The five-
year supply shall be determined from vacant and redevelopable land inventories and by the methodology
for land need projections from the Housing Element of the Comprehensive Plan; or
2. The proposed lot or lots will be zoned E-l or C-l under the Comprehensive Plan, and that the applicant
will obtain Site Review approval for an outright permitted use, or special permitted use concurrent with
the annexation request; or
3. A current or probable public health hazard exists due to lack of full City sanitary sewer or water services;
or
4. Existing development in the proposed annexation has inadequate water or sanitary sewer service; or the
service will become inadequate within one year; or
5. The area proposed for annexation has existing City of Ashland water or sanitary sewer service extended,
connected, and in use, and a signed "consent to annexation" agreement has been filed and accepted by
the City of Ashland; or
6, The lot or lots proposed for annexation are an "island" completely surrounded by lands within the city
limits. (ORD 2792, 1997)
4) The Council, following proper public notice, held a Public Hearing on January 21,2003, at which
time testimony was received and exhibits were presented. The recommendation by the Planning
Commission was received and is made a part of the record for this proceeding. The Council approved
the application subject to conditions pertaining to the appropriate development of the site.
Now, therefore, the Council of the City of Ashland finds and concludes as follows:
SECTION 1. EXHIBITS
For the purposes of reference to these Findings, the attached index of exhibits, data, and testimony
will be used.
Staff Exhibits lettered with an "S"
Proponent's Exhibits, lettered with a "P"
Opponent's Exhibits, lettered with an "0"
Hearing Minutes, Notices, Miscellaneous Exhibits lettered with an "M"
SECTION 2. CONCLUSORY FINDINGS
2.1 The Council finds that it has received all information necessary to make a decision based on the
Staff Report, public hearing testimony and the exhibits received.
2.2 The Council finds that the proposal for Annexation of an approximately 5-acre parcel located
at 250 Clay Street meets all applicable approval standards described in the Annexation chapter
18.1 06.
2.3 The Council finds that the subject property is located within Ashland's established Urban Growth
Boundary, with a portion of the east property boundary being contiguous with the existing City
Limits. Further, the Council finds the proposed zoning for the annexed area of R-I-3.5P is in
conformance with the designation indicated on the Comprehensive Plan Map, and the proposed
residential use is an allowed use within zoning district.
2.4 The Council finds that City facilities for the provision of water, the transport of sewage, the
provision of electricity and urban storm drainage are adequate and can and will be provided to and
through the suoject property. The application describes the availability of public facilities necessary
to serve the project. City sewer, water and electric service are available to the site and will be
extended to and installed throughout the development. Run-off from the project will be directed to
storm drains constructed within the City streets. The majority of the run-off will be piped and
deposited into natural wetland located upon the eastern portion of the site.
2.5 The Council finds that adequate transportation, including vehicular, bicycle, pedestrian and
transit transportation, can and will be provided to and through the subject property. Paved access to
the project is provided from Clay Street, as well as and through the extension of Abbott Street to the
west. The extension of Abbott Street over to Clay Street is consistent with the requirements for
required future street dedications as shown on the City's Street Dedication map. The Abbott Street
extension will provide paved access to Tolman Creek Road, a City collector street. New local streets
will be constructed to City street standards and provide for bicycle transportation. In addition, the
extension of Abbott Street provides bicycle access to the bicycle lane along the west side of Tolman
Creek Road, as well as the nearby bicycle lane along East Main Street.
Public sidewalks will be installed along all City streets within the project. The new sidewalks will
connect to the existing public sidewalk system located in the Chautauqua Trace neighborhood.
Consequently, pedestrians will be able to walk from the project to likely destinations along Tolman
Creek Road (i.e. shopping center, YMCA fields, etc.) using the new and existing public sidewalk
system. Lastly, improvements to Clay Street are proposed along the frontage of the project and down
to East Main Street. These improvements will consist of a pavement overlay (minimum 20' to 26'),
and the installation of storm drain lines and catch basins, curb and gutter, on-street parking
(optional), a public sidewalk and planting strip. The Clay Street improvements provide a pedestrian
and cycling route northward to the intersection with East Main Street.
2.6 The Council finds that residential development of the property will ultimately occur at or above
90% of the base density for the zone. Additionally, 15% of the proposed units shall be affordable and
available to qualifying buyers or renters with incomes at or below 80% of median income.
2.7 The Council finds that the proposed area for annexation is to be residentially zoned, and there
is less than a five-year supply of vacant and redevelopable land in the proposed land use
classification within the current city limits. Currently, there is only 1.7 acres of vacant (or
redevelopable land) R-I-3.5 zoned land located within the City Limits. This property is located at
the comer of Hersey Street and Starflower Lane. The 1.7 -acre parcel has a past land use application
approval to construct approximately 22-condominium units. Based upon projected rates of land
consumption in the Comprehensive Plan, there is a need within the City Limits for additional land
zoned Suburban Residential (R-I-3.5),
SECTION 3, DECISION
3,1 Based on the foregoing findings of facts, conclusions oflaw and evidence contained in the whole record,
the Council finds and concludes that the application for Annexation of an approximately five acre parcel has
satisfied all relative substantive standa1l1s and criteria contained within the Ashland Municipal Code.
The Council ultimately concludes, based upon the foregoing and following conditions, that planning
application 2001-117 complies with all requirements of the City of Ashland and of the State of Oregon.
Therefore, the City Council approves the Annexation component of planning application 2001-117 and
imposes the following condition.
1) That the applicant work with the Traffic Safety Commission, under the direction of the Public Works
Department, to incorporate traffic calming measures within the new section of Abbott Street. The Public
Works Department shall review and approve the final design with the applicant responsible for paying for
traffic calming improvements to Abbott Lane within the new annexed property on Abbott.
CITY OF ASHLAND, OREGON
By: Alan DeBoer, Mayor
Date
.,....-.'.. -.-
ASHLAND PARKS AND RECREATION COMMISSION
340 SO. PIONEER STREET
ASHLAND, OREGON 97520
COMMISSIONERS:
Diane Amarotico
JoAnne Eggers
Michael Gardiner
Jim Lewis
Rich Rosenthal
Kenneth J. Mickelsen
Director
TEL.: (541) 458-5340
FAX: (541) 488-5314
MEMORANDUM
TO :
FROM :
DATE :
SUBJECT :
Honorable Mayor and City Councilors
?. sbland Parks and Recreation Commission
January 17, 2003
Recommendation on Funding
For the past year the Ashland Parks and Recreation Commission has been working on the update of the
Parks, Trails, Open Space Plan. Last year the Council approved the short and long-term plans as
recommended by the Ashland Parks and Recreation Commission. As part of the update process a
committee was appointed by the Ashland Parks and Recreation Commission to explore and recommend
a proposal to fund the updated short-term plan. The Committee was comprised of Parks and Recreation
Commissioners, City Councilors, and citizens. After reviewing and discussing a variety of funding
options the committee recommended the following:
That a ballot measure be presented to the voters at the first opportunity in 2003 to reallocate the
percentage of the food and beverage tax as follows: 40% to Parks, Trails, Open Space, and 60% to
the wastewater treatment facility. (Note the current allocation is 20% Parks, Trails, Open Space,
80% wastewater treatment facility).
2. To increase Parks SDCs based on increasing land prices.
3. Donations, grants and private public partnerships along with other creative funding strategies would
be pursued to provide additional funding for the plan.
In addition the Committee has included the following recommendation to the Council:
To offset the decrease in monies going to the wastewater facility from the food and beverage tax by
increasing sewer rates. The preliminary estimate is that the sewer rates would be increased by 15%.
These recommendations were approved by the Ashland Parks and Recreation Commission.
Home of Famous Lithia Park
CITY OF
SHLAND
Council Communication
Title:
Review of the Oregon Department of Transportation Signal Project on
Highway 99 (N. Main Street / Lithia Way) at the intersections of Helman,
Pioneer and 2nd Streets
Dept:
Date:
Submitted By:
Approved By:
Synopsis:
Public Works Department
January 21, 2003
Paula Brown'~~/
Brian Almqui~s~'~
The Oregon Department of Transportation has been working with City staff on a signal replacement
project within the downtown core. City staffhas been coordinating this work with the addition of
crosswalk bumpouts and other pedestrian safety items. Staff and ODOT will be available to discuss the
signal project and construction timeframes.
Recommendation:
This item is for Council information only. No action is required.
Fiscal Impact:
There are no fiscal impacts to the City as a direct result of this project. The City has entered into a
separate agreement for the maintenance an operation of all signals through Ashland.
Background:
The Oregon Department of Transportation is currently assembling plans and specifications for the
Helman - 2nd Street Signal Project. This project installs five traffic signals on High.way 99 (lq. Main
Street / Lithia Way / Siskiyou Blvd.) at the intersections of Helman, Pioneer and 2n° Streets. In a
separate action, Council is scheduled to approve two easements as a result of the pole and control
locations.
In addition to the signals, City staff has a contract with Hammond Engineering to design the curb
bumpouts and pedestrian improvements at several locations so that work can be done in conjunction
with the ODOT signal work. New curb bumpouts (extensions) are being designed for the intersections
of Pioneer and Lithia Way, and 2na Street / 'C' Street and Lithia Way. In addition to these bumpouts,
staff and Hammond Engineer arc also designing bumpouts at N. Main and Water Streets, E. Main and
Oak Streets, East Main and First Streets, and Lithia Way and Oak Street.
The project is scheduled to begin in the spring and be completed by November 2003.
G:\pub-wrks'~dmin\PB Council\Street_ODOT misc\CC ODOT Signal Proj 21Jan03doc
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_.
CITY OF
-ASHLAND
Council Communication
TITLE:
DEPT:
DATE:
SUBMITTED BY:
APPROVED BY:
Synopsis:
Recommendation:
Fiscal Impact:
Background:
AFN Quarterly Report
Electric & Telecommunication
February 04, 2003 ~
Dick Wandersche~f~ ~
Brian Almquis~/~------~
This is the Second Quarter Report for FY 2002-2003. It covers the period
October 1 to December 31, 2002.
This report is for informa'~ional purposes only and no council action is required.
There is no fiscal impact.
As part of the work done by the AFN Advisory Committee, a quarterly report
format was developed. This first report was completed in November 2001. This
is the sixth report and covers the period of October 1 to December 31, 2002. AFN
continues to make progress on both construction and connections.
AFN is exceeding the Business Plan targets for CATV and Internet and Bulk
CATV, while high speed data services are lagging. While revenue predictions for
the first 6 month of the fiscal year are below plan projections by $23,148, actual
expenses are lower than projected expenses by $76,437.
Eloztric/Telecommunication Dept.
Dick Wanderseheid, Director
90 N. Mountain Ave Phone: (541) 488-5357
Ashland, OR 97520 Fax: (541) 552-2436
{if
1I0
2002-2003
Second Quarter Report
G2VlARTERLY REPORT
AFN Net Cable Connections by Month FY 2002-2003
(Plan Year 5)
AFl\i Cable Connec-
tions in the business plan 3250
are projected to be 2,659 3000
2750
by Dec. 31 2002. As of 2500
Dec. 31, 2002, there were 2250
2,817 connections, which 2000
exceeds the plan goal by 1750
158. The plan projects an 1500
end of year total of2914, 1250
which means we need to 1000
750
average 16 new accounts 500
per month to meet the 250
plan targets. 0
EOY JuI
Page 1
Actual
Target
Actual
Target
--
~ - ~ - ~ ~ - ~ ~ - ~
I_Actual per Billing - -Target I
EOY Jul Aug Sep Oct Nov Dee Jan Feb Mar Apr May Jun
24992517 25502597 2722 2764 2817 0 0 0 0 0 0
2404 2447 2489 2532 2574 2617 2659 2702 2744 2787 2829 2872 2914
AFN Net ResidentiallSP Customers FY 2002-2003
(Plan Year 5)
--
A F1\ Residential Cable i--
MOtlern Service as of I
3250
Dec 31, 2002 was 2724 3000
which exceeds the Dec 2750
31 st target of2628 by 96. 2500
The end of year target is 2250
2883 which means we 2000
need to average about 27 1750
new accounts per month 1500
to meet the plan's bench- 1250
mark. 1000
750
500
250
0
EOY Jul
Aug Sep Oct Nov ~ Jan Feb
[_Actual per Billing - -~
Mar Apr
EOV Jul Aug Sep
232324052415 2514
237324162458 2501
Oet
2625
2543
Feb
o
2713
Mar Apr
o 0
2756 2798
Nov Dee Jan
2654 2724 0
2586 2628 2671
.,....w _
l
--
I
... ~ '
May
o
2841
Jun
o
2883
r
0. t V'v QlAARTtoRL Y REPORT
\ FN High Speed Data
accounts are projected to
be 47. Using the current
rate of$651/month total
data revenues produces
37.4 equivalent accounts.
Because the business plan
assumes a $71 O/month
equivalent rate in 02-03
the revenue breaks down
into 34.29 accounts
which is 13 short of plan
projections.
Actual
Target
EOY
40.24
42
\FN Bulk Service
{'on tracts (hotels and
motels) are projected
by the plan to be at 100
equivalents by July
2003. AFN is currently
139 bulk service
equivalents, which ex-
ceeds the July target.
EOY
Actual 139
Target 76.7
Page 2
AFN High Speed Data Connections FY 2002-2003
(Plan Year 51
60
50
--
---
---
--
40
30
20
10
o
E~ ~ A~ s~ Oct ~ ~ ~ F~ M~ A~ May ~
Equivalent lkIits upda1Bd to meet Plan-Year 5
1_ Actual per B~ling - - Target I
Jul Aug
36.936.9
42.843.7
Sep Oct
37.46 36.32
44.5 45.3
Nov Dee Jan Feb Mar Apr May Jun
36.89 34.29
46.2 47.0 47.848.7 49.5 50.3 51.2 52.0
AFN Bu" Services Billed By Month FY 2002-2003
(Plan Year 5)
160
140
--
120
100
- -+--- -
80
60
40
20
o
E~ ~ A~ s~ ~ ~ Doc ~ F~ M~ A~ M~ J~
I_Actual per Billing - ~ Target I
Jul Aug Sep Oct
139 139 139 139
78.6 80.6 82.5 84.5
Nov Dee Jan Feb Mar Apr May Jun
139 139
86.4 88.3 90.3 92.2 94.2 96.1 98.00 100
LIf
Vl QlAARTERLY REPORT
Business Plan Revenues and Expenses.
This graph presents estimated
montWy revenues totaling to
the annual amount included in
the base plan. The projected
revenue potential for each
month is compared to actual
revenues posted. The actual
revenue was $940,977. The
projected revenue was
$964,125. This means actual
revenue is $23,148 less than
projected revenue.
250,000
200.000
150,000
100.000
50.000
AFN Actual to Projected Monthly Revenues - 2002-2003
l
--
--
o
JuI Aug Sap Oct Nay Dee Jan Feb Mar Apr
May Jun
r- Actual Reloenues -- - Plan Reloenues I
Actual
Plan
.1111
145,195
149,000
Aug
151,991
153,470
Sep Oet Nov
168,406 155,063 157,602
158,074 162,816 167,701
Dee J an
162,719
172,732 177,914
Feb
Apr
Jun
lul Au~ Sep Oct NO\
Actual 158,180 306,124 316,082 293,507 281,761
Plan 282,077 282,077 282,077 282,077 282,077
Page 3
Actual expenses are pro-
jected at $282,077 per
month for the entire year.
This includes $92,000+
month in debt services
which is a fixed cost for
AFN's long term con-
struction debt. Actual ex-
penses for the first 6
months equaled
$1,616,025 which if com-
pared to the projected to-
tal of$1,692,462 for the
year, means AFN's ex-
penses are $76,437 below
the plan estimates.
350,000
300.000
250,000
200.000
150,000
100,000
50.000
o
Mar
May
183,251 188,749 194,411 200,244 203,979
AFN Actual to Projected Monthly Expenses - 2002-2003
Jul Aug sap Oct Nay Dee Jan Feb Mar Apr May Jun
1_ Actual Expenses -- - Plan Expenses I
Dee
Feb
Jun
Mar
Apr
Ma)
Jan
260,372
282,077 282,077 282,077 282,077 282,077 282,077 282,077
rAfV'v
\
R~RTERLY REPORT
Construction Vpdate
The Ashland Fiber Network's construction is being completed by our own in
house crew since July, 2002. From September through December a total of
about 5,700 feet of underground plant was completed and services made
available in these areas. We now estimate only between 350-400 customers
are still unable to get AFN.
Competition
Charter announced by letter to the City, that in May 2002, their analog expanded ba-
sic service will no longer include the premium channels, ST ARZ, Encore, and Movie
Plex. As of Dec. 31, ST ARZ and Encore were still included but Movie Plex had
been deleted.
Charter's internet service 'Pipeline' now is offered at a different level of service.
Their least expensive level of service is priced at $39.95, (less $10.00 if you have ca-
ble TV) and runs a 256 kb of download speeds and 128kb of upload speeds. This is
much slower than the speeds offered by AFN.
Charter's published rate for expanded basic is now $34.81. AFN's tier 3 rate is
priced at $28.46. Charter however has given a number of special rates well below
their published rates under 12 month service commitment contracts.
The City will soon receive our advertising insertion equipment. This will enable us to
not only start selling advertising on AFN, but will also cross promote programming
and premium services, special events and higher tiers of service.
Page 4
,..........-..---..'
CiTY OF
SHLAND
Council Communication
Title:
Approval of Oregon Public Works Emergency Response Cooperative
Assistance Agreement
Department:
Date:
Submitted By:
Reviewed By:
Approved By:
Synopsis:
Public Works Department
January 21, 2003
Paula Brown/~g~
Paul Nolte
Brian Almquis~'~
The State of Oregon, Department of Transportation, is requesting the City's consideration to become a
party to the Oregon Public Works Emergency Response Cooperative Assistance Agreement. Approval
of this action would enable the City of Ashland's Public Works Department to provide both support and
receive emergency aid from other local (city, county and state) public works agencies,
Recommendation:
It is recommend that Council approve the attached Oregon Public Works Emergency Response
Cooperative Assistance Agreement and amend the City's Emergency Management Plan to include this
mutual aid agreement and requirements to request reciprocal emergency aid.
Fiscal Impact:
Signing the agreement does not fiscally bind the City. If there were an emergency and the City requests
emergency aid, the City as the requesting agency, would be responsible for payment to the responders.
Likewise, should the City respond to another agency's request, the City would be compensated for
support as stated in the agreement.
Background:
The Oregon Public Works Emergency Response Cooperative Assistance Agreement was established in
1998. Since then, over 100 agencies participate in the mutual aid agreement and could receive the
benefits. As shown on the attached letter from the Oregon Department of Transportation, the agreement
offers three primary benefits to the City:
· Enables public work agencies to support each other during an emergency.
· Provides the mechanism for immediate response to the Requesting Agency when the Responding
Agency determines it can provide the needed resources and expertise.
· Sets up the documentation needed to seek maximum reimbursement possible from federal agencies.
The City participates in similar mutual aid agreements with Fire and Safety.
G:\pub-wrkskadmin\PB Council\CC PW Emcrg Response Mutual Aid 21Jan03.doc
DATE:
TO:
FROM:
November 261200;2 DIe
Distribution ;Ch ;~,,5 )..
Doug Tindall, P.E. - ....
State Maintenance Engineer
Department of Transportation
Office of Maintenance
800 Airport Road SE
Salem, OR 97301-4798
(503) 986-3000
FAX (503) 986-3032
FILE CODE:
SUBJECT: Oregon Public Works Emergency Response Mutual Aid Agreement
Enclosed for your agency's consideration and adoption is a copy of the Oregon Public
Works Emergency Response Cooperative Assistance Agreement. More than 100 agencies
signed the agreement since it was first offered to local public works agencies in July
1998.
The Oregon Department of Transportation (ODOT) initiated the agreement based on
advice from the ODOT Local Officials Advisory Committee. The Oregon Department of
Justice reviewed the agreement.
The mutual aid agreement:
· Enables public works agencies to support each other during an emergency.
· Provides the mechanism for immediate response to the Requesting Agency when the
Responding Agency determines it can provide the needed resources and expertise.
· Sets up the documentation needed to seek maximum reimbursement possible from
federal agencies.
public works agencies in Oregon may sign the agreement or cancel their participation as
they wish. ODOT maintains the list of all parties to the agreement and sends an updated
list to all agencies whenever an agency is added to or removed from the list. Any agency
may cancel its participation by giving written notice.
To become a party to the agreement, send the completed signature page to:
Rose Gentry
ODOT Office of Maintenance
800 Airport Road SE
Salem, OR 973014798
Fax: (503) 986-3032
If you have any questions about the agreement, please call Rose Gentry, ODOT
Statewide Emergency Operations Manager, at (503) 986~3020.
.'
OREGON PUBLIC WORKS EMERGENCY RESP-ONSB"~.2.i',,""'''; .
COOPERATIVE ASSISTANCE AGREEMENT
TInS AGREEMENT is between the government agencies (local, county, or state) that
have executed the Agreement, as indicated by the signatures at the end of this document.
WITNESSETH:
WHEREAS, parties to this agreement are responsible for the construction and
maintenance of public facilities such as street, road, highway, sewer, water, and related
systems during routine and emergency conditions; and
. '~AS;'each'ofthe.parties ~Md,iJlain~equipDient,and~Qys'"
personnel who are trained to provide service in the construction and mamtenanCe of .
street, road, highway, sewer, water, and related systems and other support;
WHEREAS, in the event of a major emergency or disaster as defined in ORS 40
1.025 (4), the parties who have executed this Agreement may need assistance to provide
supplemental personnel, equipment, or other support; and
WHEREAS, the parties have the necessary personnel and equipment to provide
such services in the event of an emergency; and
WHEREAS, it is necessary and desirable that this Agreement be executed for the
exchange of mutual assistance, with the intent to supplement not supplant agency
personnel;
WHEREAS, an Agreement would help provide documentation needed to seek the
maximum reimbursement possible from appropriate federal agencies during emergencies;
WHEREAS, ORS Chapter 401.480 provides for Cooperative Assistance
Agreement among public and private agencies for reciprocal emergency aid and
. resouiCes; and .
WHEREAS, ORS Chapter 190 provides for intergovernmental agreements and
the apportionment among the parties of the responsibility for providing funds to pay for
expenses incurred in the performance of the agreed upon functions or activities;
NOW THEREFORE, the parties agree as follows:
1
1. Request
If confronted with an emergency situation requiring personnel, equipment or material not
available to it, the requesting party (Requestor) may request assistance from any of the
other parties who have executed this Agreement.
2. Response
Upon receipt of such request, the party receiving the request (Responder) shall
immediately take the following action:
A. Determine whether it has the personnel, equipment, or material available
- to resportcrto.tbe requeSt. . -"""-""'" .,-" .~ - ,,"'.' -.,";C' 'q '-.,.
B. Determine what available personnel and equipment should be dispatched
and/or what material should be supplied,
C. Dispatch available and appropriate personnel and equipment to the
location designated by the Requestor.
D. Provide appropriate access to the available material.
E. Advise the Requestor immediately in the event all or some of the
requested personnel, equipment, or material is not available.
NOTE: It is understood that the integrity of dedicated funds needs to be protected.
Therefore. agencies funded with road funds are limited to providing services for road
activities. sewer funds are limited to providing services for sewer activities and so on.
3. Incident Commander
The Incident Commander of the emergency shall be designated by the Requestor, and
shall be in overall command of the operations under whom the personnehnd equipment
of the Responder shall serve. The personnel and equipment of the Responder shall be
under the immediate control of a supervisor of the Responder. If the Incident Commander
specifically requests a supervisor of the Responder to assume command, the Incident
Commander shall not, by relinquishing command, relieve the Requestor of responsibility
for the incident. '
2
4. Documentation
Documentation of hours worked, and equipment or materials used or provided will be
maintained on a shift by shift basis by the Responder, and provided to the Requestor as
needed.
5. Release of Personnel and Equipment
All personnel, equipment, and unused material provided under this Agreement shall be
returned to the Responder upon release by the Requestor, or on demand by the
Responder.
6. Compensation
__----.-''-'"'--'~n~.~ .Jtis.hereby..understood that the Responder will be reim~(e.g. labor, equipment,
materials and other related expenses as applicable, includIng loss or daniage to
equipment) at its adopted usual and customary rates. Compensation may include:
A. Cor.lpensation for workers at the Responder's current pay structure,
including call back, overtime, and benefits.
B. Compensation for equipment at Responder's established rental rate.
C. Compensation for materials, at Responder's cost. Materials may be
replaced at Requestor's discretioniD:lieu of cash payment upon approval
by the Responder for such replacement.
D, Without prejudice to a R~ponder's right ~oindemnification under Section
7.A. herein, compensation for damages to equipment occurring during the
emergency incident shall by paid by the Requestor, subject to the
following limitations:
I) Maximum liability shall not exceed the cost of repair or cost of
replacement, whichever is less.
2) No compensation will be paid for equipment dlilmaee or loss
attributable to natural disasters or acts of God not related to the
emergency incident.
3) To the extent of any payment under this section, Requestor will
have the right of subrogation for all claims against parties other
than parties to this agreement who may be responsible in whole or
in part for damage to the equipment.
3
~""
4) RequestOfc-shall not be liable for damage caused by the neglect of
the Responder's operators.
Within 30 days after presentation of bills by Responder entitled tOcOrilpensation under
this section, Requestor will either payor make mutually acceptable arrangements for
payment.
7. Indemnification
This provision applies to all parties only when a Requestor requests and a Responder
provides personnel, equipment, or material under the terms of this Agreement. A
Responder's act of withdrawing personnel, equipment, or material provided is not
considered a party's activity under this Agreement for purposes of this provision.
0-.'5' ....,Tothe.;extent pern1.itted-by.Article-Xloftb:e{)reg'01f'eei1sti;(Ution'arttfb,?the Oregon.To{t
Claims Act, each party shall indemnify, within the limits of the Tort Claims Act, the
other parties against liability for damage to life or property arising from the indemnifying
party's own activities under this Agreement, provided that a party will not be required to
indemnify another party for any such liability arising out of the wrongful acts of
employees or agents of that other party,
8. Workers Compensation Withholdings and Employer Liability
Each partyshaIl remain fully responSible' as employer for all taxes, assessments, fees,
premiunis; wages, withholdings, workers compensation imdother direct and indirect
compensation, benefits, and related obligations with respect to its own employees.
Likewise, each party shall insure, self-insure, or both, its own employees as required by
Oregon Revised Statutes.
9. Pre-Incident Plans
The parties may develop pre-incident plans for the type and locations of problem areas
where emergency assistance may be needed, the types of personnel and equipment to be
~spatched, and the training to. be;conducted to .ensure efficient operatiQ~. Such plans
shall.take into consideration the proper protection by the Responder of its own
geographical area.
10. The Agreement
A. It is understood that all parties may not execute this Agreement at
the same time. It is the intention of the parties that any
governmental entity in the State of Oregon may enter into this
Agreement and that all parties who execute this Agreement will be
4
......-..... ....-
considered to be equal parties to the Agreement. The individual
parties to this Agreement may be "Requestor" or "Responder's" as
referred to in Section I. and 2. above, to all others who have entered
this Agreement.
B. The Oregon Department of Transportation (OOOT) Office of
Maintenance shall maintain the master copy of this Agreement,
including a list of all those governmental entities that have executed
this Cooperative Assistance Agreement. ODOT will make the list of
participants available to any entity that has signed the Agreement.
Whenever an entity executes the agreement, ODOT shall notify all
others who have executed the Agreement of the new participant.
Except as specifically provided in this paragraph, ODOT has no
obligations to give notice nor does it have any other or additional
"F-, "'.-,' "obliga~s.,tban.,anY;,.9tbet:Party". "{" '. ."".,,',. . .....
C. This Agreement shall be effective upon approval by two or more
parties and shall remain in effect as to a specific party for five years
after the date that party executes this Agreement unless sooner
terminated as provided in this paragraph. Any party may terminate
its participation in this Agreement prior to expiration as follows:
1)
Written notice of intent to terminate this Agreement must be
given to all other parties on the master list of parties at least
30 days prior to. tel'll1i1l.atiOJ;ldate. This ,notice !ilhall.
automatically, tenninate the AgreeI)lentas. to theterI)linating
party on the date set out in the notice unless rescinded by that
party in writing prior to that date.
~ ;c
2) Termination will not affect a party's obligations for
payment arising prior to the termination of this Agreement.
II. Non-exclusive
This Agreem~t ~s IlRPptended to b~;ex~IUlli~e 8J,).1ong the ,p~ies..AnY. plU'ty1pl:lY
enter into separate cOoperative assistance ormutwd aid agreements with any other
entity. No such separate Agreement shall terminate any responsibility under this
Agreement.
12. Parties to This Agreement
Participants in this Agreement are indicated on the following pages, one party per
page.
5
~"'i"";~"'--'-.,
IN WITNESS WHEREOF, the parties hereto have caused this Agreement fer.~'
Works Cooperative Assistance to be executed by duly authorized representatives as of
the date of their signatures.
STATE OF OREGON
DEPARTMENT OF TRANSPORTATION
~~
Dou dall
Maintenance Engineer
Z. \IJ:>J OL.
Date
/.
6
.....-... ._....
."...
IN WITNESS WHEREOF, the P!U1ies hereto have caused this Agreement for Public
Works Cooperative Assistance to be executed by duly authorized representatives as of the
date of their signatures.
Agency
County, Oregon
Authorized Representative
Date
Designated Primary Contact:
Office:
Contact:
Phone Number:
Emergency 24 Hour Phone Number:
E-mail address (if available):
.
7
.,.......... ....-~
CITY OF
-ASHLAND
Council Communication
TITLE:
DEPT:
DATE:
SUBMITTED BY:
APPROVED BY:
Synopsis:
Recommendation:
Fiscal Impact:
Background:
Project Round-Up Proposal
Electric & Telecommunica~.9,n
February 04, 2003 ~ ) '~
Dick Wandersche~/~fib'Vj
Brian Almquist/r ~
Low-Income Energy assistance is becoming more of an issue as Ashland's electric
rates rise. This staff initiated proposal would allow a voluntary round-up of utility
bills to the nearest dollar with the additional funds being solely devoted to bill
paying assistance for low income customers.
Staffrecommends the Council direct staff to implement the Round-Up program.
Since all additional funds generated will be reallocated for bill paying .assistance
there should be no fiscal impact to the City.
In 1999, the Oregon legislature passed an electric deregulation bill that
deregulated the Investor Owned utilities in Oregon. As part of that bill, these
utilities were also mandated to begin a low-income bill paying assistance
program. Publicly owned utilities (Municipals, PUD's and Coop's) were also
required to have a low-income program implemented by October 2001. The
IOU's were required to collect and re-distribute a total of $10 million beginning
on Oct. 1, 2001. The Public utilities were given considerable discretion in
program design and funding levels.
The City of Ashland implemented its low-income program in FY 2001-02 and it
has continued during the current budget year (02-03). We utilized the same
formula that the IOU's were required to use and this resulted in an annual
budgeted amount $67,000 for bill paying assistance. In 01-02, the program was
initiated in January 2002 and all oftbe money was spent. During this budget year
the program was started in November, 2002 and to date all funds have been
allocated.
Because of increased wholesale rates from BPA, the city has had to increase its
retail rates considerably over the last couple of years. This has increased the
demand for energy assistance funding beyond the amount available under the
utility's program.
Electric/Telecommunication Dept.
Dick Wande~cheid, Director
90 N. Mountain Ave Phone: (541) 488-5357
Ashland, OR 97520 Fax: (541) 552-2436
Many public utilities in the United States operate a "round-up" program to
provide public purpose funding. A round-up program rounds up customers' bills
to the nearest dollar each month and the extra money is then devoted to public
purpose programs.
There are two ways that utilities typically operate this type of program. The first
is what is called and "opt in" program. What is means is that customers must
actively approve enrollment in the program. The other is an "opt out" program.
Here the customer is voluntarily enrolled unless they actively ask to be left out of
the program.
The opt out approach typically results in higher participation levels but also can
result in more complaints from customers who didn't notice the need or forgot to
opt out of the program. It would be a policy call by the council has to which
method to use, should the council decide to implement this program.
In discussions of this proposed program with the utility billing staff, they felt
strongly that the 'opt in' approach would be the better avenue to pursue. While
this will no doubt result in more customer contacts, they felt that customer
discontent would be higher if we enrolled everyone in the program instead of
having customers enroll themselves.
If we are successful in getting 3,000 customers to voluntarily agree to this
program, base on an average cost of $6.00/year, we would have an additional
$18,000/year in additional revenue to be used for bill paying assistance. Higher
numbers of participants would result in more available dollars for this purpose.
Also, since this money would be donated by citizens, the City could use the
money to pay for water or sewer billing paying assistance where warranted, which
isn't allowed under our current utility funded program.
ElectricdTelecommtmication Dept.
Dick Wanderscheid, Director
90 N. Mountain Ave Phone: (541) 488-5357
Ashland, OR 97520 Fax: (541) 552-2436
t.
CITY OF
ASHLAND
Memo
DATE:
TO:
FROM:
RE:
January 30, 2003
Mayor and City Council Members
Tina Gray, Administrative ServiceslHR Manager~
Housing Program Coordinator Position
In November 2002, we advertised a temporary vacancy for Housing Program Coordinator. Since that time more
thought has been given to making this a regular full-time position. I have compiled some information from other
jurisdictions, and looked at venues for advertising that might assist the City Council on deciding what direction to
take this position.
Job Description
The first step in creating and advertising a new position in the City is to develop a comprehensive Job
Description. Attached you will find a draft Job description which attempts to summarize the essential functions
of this position. I would also recommend a title change from Housing Program Coordinator to a more fitting title,
such as, Housing Program Specialist.
My research found similar positions in several Oregon counties such as Multnomah, Clackamas, and Washington.
Most cities in California have a staff member dedicated to Mfordable Housing issues, but the concept is still
progressive for most Oregon cities.
Salary
Once the Job Description is developed and approved, the next step is to determine an appropriate salary range.
I:"'':'"~-= 'w~'<~"'l!tf3~~r"~W)~~~_~~
~<<:<<l '* ~ %~, M~~ 0.~ >h~i#artKxtB~ ~ ,,@, m <' >~~ &v&,~v ~<<<9:t fL{;h~*ffi~~~4JJJJ1:0;:fL ^v ~ AA ~EB}0@@f~~~tlti~l:~~1,ttLfu:~\~~:L,~tVill~;~~:A>A~,n:~~Jlt~
$41,425 - $49,276
$44,412 - $53,988
$56,748 - $68,979
$44,072 - $59,498
$46,155 - $67,246
$64,620 - $82,560
To keep parity with other positions in the City, and within the Community Development Department, my
recommendation is to place this position at the equivalent range of Engineering Tech III which is currently:
$41,688 - $50,676. Comparable positions in other agencies (listed above) are substantially higher, than our
proposed range. However, adjustment is necessary for our population and the size and complexity of our
organization. When compared internally on the basis of job knowledge and skill requirements, the proposed
Housing Program Specialist matches up most closely with our current classification of Engineering Tech III.
ADMINISTRATIVE SERVlCESlHR
20 E. Main Street
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541-552-2101
Fax: 541-488-5311
TTY: 800-735-2900
r~'
Advertisioe
The final step is outreach to potential candidates. To reach professionals in this occupation, there are several
venues we can use to advertise the vacancy.
. City of Ashland web site
. Mail Tribune
. Daily Tidings
. Oregonian
. Jobs Available A Public Sector publication that reaches Oregon, California and Washington
. Affordable Housing Management Association (AHMA) - web site (Northwest Chapter)
. National Association of Housing and Redevelopment Officials (NAHRO) - web site
. LOC Web site - Classified section
Cate Hartzell also identified some additional resources:
American Planning Association Publication
Job Mart - A bi-weekly publication featuring public and private-sector plaIUling positions.
In order to maximize exposure and meet publishing deadlines, an application period of at least one full month is
recommended for this position.
ADMINISTRATIVE SERVlCESlHR
20 E. Main Street
Ashland, Oregon 97520
www.ashland.or.us
Tel: 541-552-2101
Fax: 541488-5311
TTY: 800-735-2900
~.l'
JOB DESCRIPTION
CITY OF
ASHLAND
OVERTIME: ...x.. Exempt _Non-Exempt
PURPOSE OF POSITION:
Under the direction of the Director of Community Development and through collaboration with the Ashland
Housing Commission, the Housing Program Specialist performs highly skilled work aimed at improving the
availability of Affordable Housing in Ashland.
ESSENTIAL JOB FUNCTIONS:
The Housing Program Specialist shall plan, organize, coordinate and implement the priority items described
in the City of Ashland's Affordable Housing Action Plan. Tasks may include, but are not limited to, the
followi ng:
. Research the creation of a Hausina Trust Fund. (Strategy 1.8) Create the framework for a Housing
Trust Fund. Research, compile and recommend long-teon dedicated funding sources for the Housing
Trust Fund that provide ongoing revenues for the fund and are supportable by the community.
. Develop a community Public Awareness and Education campaian for affordable housina.
(Strategy 6A.) Prepare a detailed outline and description of the phases associated with a comprehensive
affordable housing Public Awareness and Education campaign for implementation by the Housing
Commission. The campaign outline should include specific program components, as well as the process
and sequence for campaign implementation.
. Develop proaram and policv recommendations. (Strategy 28. 1) Provide program and policy
recommendations to help darify and help develop administrative procedures and practices related to the
City's housing programs to assure that these programs are meeting identified needs and City Council
Goals.
. Develop standardized documents for recordation of lana-term affordabilitv reauirements.
(Strategy 48.) Through collaboration with the Senior Planner and the City of Ashland Legal Department,
research and development standardized legal documents for the recordation of long-term and perpetual
affordability requirements. Standardized documents shall be produced for rental and ownership housing
projects that are subject to long-term affordaQility requirements.
AUXILIARY JOB FUNCTIONS:
Develops, recommends, researches and evaluates programs, goals, policies and procedures. Prepares and
submits annual grant applications for various federal, state and local assistance programs; researches new
funding opportunities, and complies with auditing and record keeping requirements. Make presentations at
City Council meetings and various public forms when necessary to communicate program objectives and
goals.
Housing Program Specialist -
JOB DESCRIPTION
'C::~'>"
Page 2
JOB QUALIFICATION REQUIREMENTS:
MANDATORY REQUIREMENTS: Bachelor's Degree in Housing, Geography, Urban Planning, Public
Administration, Business Administration or related field. Two years of experience in housing, property
management, social services, planning and/or community development. The ability to organize tasks, create
program delivery and educational tools, and establish priorities based on the needs of the community and
tasks described in the Housing Action Plan. Must have the ability to identify, interpret, and focus on
problems and conditions and find effective solutions to these problems or improve conditions. The Housing
Program Specialist is expected to identify policies and programs and make recommendations to improve
administrative efficiency and performance. Must be able to develop and follow procedures, coordinate
detailed assignments, prioritize daily tasks, and meet management deadlines.
SPECIAL REQUIREMENTS/LICENSES: Must possess or be able to obtain a valid Oregon Driver's License
with acceptable driving record. Ability to attend night meetings as required.
DESIRABLE REQUIREMENTS: Knowledge of federal housing and community development programs and
regulations.
PHYSICAL DEMANDS OF POSITION:
While performing the duties of this position, the employee is frequently required to read, stand, sit,
communicate, reach and manipulate objects, tools or controls. The position requires a moderate degree of
mobility. Duties involve moving materials weighing up to 10 pounds on a regular basis such as files, books,
office equipment, etc. Manual dexterity and coordination are required over 500/0 of the work period while
operating equipment such as computer keyboard and/or a motorized vehicle.
WORKING CONDITIONS:
Work will be performed primarily in an office environment. The noise level in the work environment is typical
of most office environments. Approximately 300/0 of the work will take place outside of the office to make
presentations, attend meetings or perform work in a field setting. Field conditions may include job site and
weather hazards not typical of an office environment.
SUPERVISORY RESPONSIBILITIES:
Supervision is not a typical function assigned to this position. May provide training and orientation to newly
assigned personnel or community members on the department policies, practices and programs.
SUPERVISION RECEIVED:
Works under the general supervision of the Community Development Director.
THIS DESCRIPTION COVERS THE MOST SIGNIFICANT ESSENTIAL AND AUXILIARY
DUTIES PERFORMED BUT DOES NOT INCLUDE OTHER OCCASIONAL WORK WHICH
MAY BE SIMILAR, RELATED TO, OR LOGICAL ASSIGNMENT TO THE POSITION.
DEPT. HEAD SIGNATURE
CITY ADMINISTRATOR APPROVAL
DATE
PERSONNEL
20 E Main Street
Ashland. Oregon 97520
www.ashland.or.u5
Tel: 541-488~2
Fax: 541-488-5311
TTY: 800-735-2900
r.l'
Announcing an Open
And Competitive Recruitment
For the position of:
, ,~_C~~::-~::
CITY OF
ASHLAND
HOUSING PROGRAM COORDINATOR
Community Development Department-Planning Division
The Ci~.' of Ashland is on equal opporluni~.' employer amI will "ot db.crimi"ate against an employee or opplicalltfol'employmellt becQuse of
race, color, religio", sex, sexual orientation, age, marital statlls, IIotiollalorigill or mental or physical disilhility unless baselloll a bOllilfide
occupatio"al qualificatioll.
This Is a temporary appointment with an anticipated duration of not more than six months. The position Is non-union, and
does not Include a fringe benefit package. The work schedule Is full-time and may Include meetings during evening hours.
JOB DESCRIPTION
Under the direction of the Director of Community Development and through collaboration with the Ashland Housing
Commission, the Housing Coordinator shall implement the priority items described in the City of Ashland's Affordable
Housing Action Plan. Tasks may include, but are not limited to, the following:
. Research the creation of a Housing Trust Fund. (Strategy 1.8) Create the framework for a Housing Trust
Fund. Research, compile and recommend Iong-tenn dedicated funding sources for the Housing Trust Fund that
provide ongoing revenues for the fund and are supportable by the community.
. Develoo a community Public Awareness and Education camoaian for affordable housina. (Strategy 6A)
Prepare a detailed ouUine and description of the phases associated with a comprehensive affordable housing
Public Awareness and Education campaign for implementation by the Housing Commission. The campaign
ouUine should include specific program components, as well as the process and sequence for campaign
implementation.
. DavaloD Droaram and Doliev raeommandations. (Stratggy 2B.1) Provide program and poliCY
recommendations to help clarify and help develop administrative procedures and practices related to the City's
housing programs to assure that these programs are meeting identified needs and City Council Goals.
. Develoo standardized documents for recordation of lona.term affordabllltv reaulrements. (Strategy 48.)
Through collaboration with the Senior Planner and the City of Ashland Legal Department research and
development standardized legal documents for the recordation of Iong-tenn and perpetual affordability
requirements. Standardized documents shall be produced for rental and ownership housing projects that are
subject to Iong-lenn affordability requirements.
Over>
='.~ -"2 L:,~"" '
QUALIFICATIONS
MANDATORY JOB REQUIREMENTS: Requires the ability to organize tasks, create program delivery and
educational tools, and establish priorities based on the needs of the community and tasks described in the Housing
Action Plan. Must have the ability to identify, interpret, and focus on problems and conditions and find effective
solutions to these problems or improve conditions. The Housing Program Coordinator is expected to identify policies
and programs and make recommendations to improve administrative efficiency and performance. Must be able to
develop and follow procedures, coordinate detailed assignments, prioritize daily tasks, and meet management
deadlines.
eDUCATION & EXPERIENCE: Bachelor's degree or equivalent combination of education, experience and training
that provides the knowledge, skills and ability to perform the essential functions of the position. Three years of
experience in housing, business administration, planning, public policy and administration, marketing or similar area;
or a combination of three years in two or more of these areas. Ability to apply general principles to fit community
applications. Possession of a working knowledge of complex finance issues related to housing and municipal
government. Experience developing varied funding sources for housing or other public programs. These may include
housing trust funds, government and private Foundation grants, and planned giving programs. Experience
developing, coordinating and implementing marketing and public awareness campaigns or programs.
SP~~IAL REQUIREMENTS/LICENSES: Possession of excellent interpersonal, oral, and written communication
skills. Ability to translate complex technical and/or legal information for non-professionals. Ability to give
presentations and to effectively plan, organize and facilitate meetings. Understanding of local housing and real
estate acquisition issues. Ability to maintain confidentiality and exercise discretion and judgment in dealing with
sensitive or confidential information. Ability to get along well with coworkers, other public agencies, housing
providers and diverse groups of constituents and maintain effective work relationships. Ability to use a computer and
associated software to perform the essential functions of the position. Must be able to climb ladders, crawl under
buildings and into attics, negotiate uneven or irregular ground surfaces and lift forty pounds. Must possess a valid
Oregon driver's license with acceptable driving record,
APPLICATION AND SELECTION PROCESS
Applications are available from the Personnel Office, City Hall, 20 E. Main Street, Ashland, Oregon 97520, (541) 552-
2110, Fax: (541) 488-5311. A completed City application must be filed with the Personnel Office before the deadline
shown above and may be supplemented with a resume of work experience. Resumes are NQLaccepted In lieu of a
completed City application. Resumes received without a completed City application will not receive a response from the
Personnel Department. Following a review of the applications, a limited number of the most highly qualified applicants
may be invited to proceed further in the selection process. Those not selected for Interview will be notified (No phone calls
please). A background Investigation and/or criminal history check may be conducted on those applicants
selected for possible employment The applicant selected must provide, at the time of employment, appropriate
documentation of citizenship, as required by the immigration and Naturalization Act of 1986.
City of Ashland Personnel
20 E. Main Street
Ashland, OR 97520
r.,
Phone: (541) 552-2110 . Fax: (541) 488-5311 . Web: www,ashland.or.us
CII'Y o.
ASHLAND
Multnomah County
Page 1 of2
1~,~~Ec;~,., Jl.
Find A Service
Job Opportunities
· lQJ}~J~1ainp'~ge
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(R.epresent~d)
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(NQft Repre_~_~nte-,;j)
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Class Title: HOUSING DEVELOPMENT SPECIALIST
Salary: $19.84 - $23.60 hourly
$1,593.30 - $1,895.26 biweekly
$3,452.16 - $4,106.40 monthly
$41,425.92 - $49,276.80 annually
Em~_ i I m~_\MI1_~_o_tbJ~_-PQJ~Jtj_9J1__Q-pg_O~
Description II Benefits I
To perform specialized administrative work involving community
planning, resource generation, housing development, service
coordination, and contract monitoring.
Examples of Duties:
ESSENTIAL FUNCTIONS (Essential functions, as defined under the
Americans with Disabilities Act, may include the following duties and
responsibilities, knowledge, skills and other characteristics.
Depending upon assignment, the incumbent may perform a
combination of some or all of the following duties, which are a
representative sample of the level of work appropriate to this
classification. )
* Research community housing needs and identify appropriate
strategies to address needs; coordinates and participates in
community-based planning efforts.
* Review housing project proposals for special needs population and
low/no income persons to determine eligibility and cost justification;
make funding recommendation.
* Facilitate grant writing and resource development activities as lead
organizer or team member.
* Coordinate development teams to carry out housing development
projects involving social service and non-profit housing agencies,
government agencies, public and private financial agencies, and the
community.
* Manage project development activities, including selection
processes, resource generation and grant writing, establishment of
financial plan and timeline, site selection, construction management,
procurement/bidding processes, public information and reporting.
* Provide technical assistance to non-profit housing agencies
concerning federal and state regulations concerning development.
* Manage housing development contracts for compliance with terms
and conditions.
* Conduct environmental clearance for local projects in compliance
with federal regulations.
* Compile data required to monitor program compliance; maintain
records and prepare reports.
* Perform related duties as assigned.
http://agency.governmentjobs.comlmultnomah/viewclassspec.cfm ?ClassSpecID= 1 0629&Agency=566&... 01/23/2003
Multnomah County
Page 2 of2
Supervision Received and Exercised:
Receives direction from assigned manag.eA'lent"sta;L:,c;"~~"7'
May exercise functional and technical supervision over assigned
technical or clerical staff, interns, volunteers, or consultants.
Minimum Qualifications Required for Entry:
Any combination of experience and training that would likely provide
the required knowledge and abilities is qualifying. A typical way to
obtain the knowledge and abilities would be:
Experience: Two years of community development and housing
experience is required.
Training: Equivalent to an Associate of Arts degree from an
accredited college or university with major course work in grant
administration, community development, or a related field is
required. A Bachelor's degree is desired.
License or Certificate: Possession of, or ability to obtain, an
appropriate, valid Oregon driver's license.
5/21/1992
Knowledge/Skills/Abilities Required:
* Federal housing and community development programs and
regulations.
* Codes, standards, rules, regulations, and techniques applicable to
housing development projects.
* Construction practices, procedures, and materials used in
preparing construction specifications and cost estimates.
* Property acquisition and development principles and practices.
* Basic math principles.
* Analyze and interpret federal Housing and Community
Development Block Grant regulations to specific situations.
* Read plans, specifications, and blue prints.
* Prepare grant applications, reports, and communications.
* Work with groups of diverse people working together to carry out
a development activity.
* Communicate effectively and make publiC presentations.
* Work independently within general guidelines and organizational
priorities.
* Establish and maintain effective working relationships with other
employees, elected officials, housing development agencies, and
members of the public.
I ttQme Iljylng 16J.J~tne_ss I Visiting I GQY~IOJneJ]t I _t;_mQLQ_'te_e ItieJQ I
Please send comments to: 1~tYXg_!j._~::teaO_@<;9_._m_YltnQIn~b..9I!ulJ$
The address of this page is: http://agency.governmentjobs.com/multnomah/viewclassspec.cfm?
ClassSpecID= 10629&Agency=566&ViewOnly=Yes
This page is maintained by Multnomah County
Please note our disclClimer about this site
Page last updated: Tuesday, December 17, 2002
http://agency.governmentjobs.com/multnomah/viewclassspec.cfin ?ClassSpecID= 1 0629&Agency=566&... 01/23/2003
385A',
385A
Page 1 of2
tiOUSING DEVELOPER
DEFINITION:
To plan, design, implement, and ensure the completion of housing programs and projects designed to increase the supply or
improve the delivery of affordable housing to low and moderate income households in Washington County.
SUPERVISION RECEIVED:
Receives direction from assigned management staff.
SUPERVISION EXERCISED:
Supervision is not normally a function of this class.
EXAMPLES OF PRINCIPAL DUTIES: Duties may include, but are not limited to, the following:
1. Initiate and ensure the completion of assigned housing programs within established guidelines. ThlsJncludes responsibility for
applications, specifications writing, cost estimating, bid document preparation, meetings with bidders, contracting, contract
supervision, documentation, report preparation, environmental issue response, and prevailing wage rate compliance.
2. Prepare architectural designs and plans on designated projects; make architectural decisions and establish technical criteria
and standards; inspects projects for existing condition as required.
3. Research, analyze, and evaluate housing financing methods, programs, and strategies.
4. Confer with interested housing groups; consult with financial institutions and recommend financial alternatives.
5. Plan, oversee, and/or implement relocation activities to insure compliance with Uniform Relocation Act and other applicable
regulations.
6. Receive, review, and recommend applications and proposals for housing development funding.
7. Provide information and reports pertaining to housing.
8. Respond to inquiries regarding property acquisition, relocation, and housing development programs and services.
9. Maintain complete and accurate documentation of projects/programs.
10. Perform related duties as assigned.
KNOWLEDGE, SKILLS AND ABILITIES:
Knowledge of housing and housing construction; knowledge of government programs and procedures pertaining to housing;
knowledge of Federal housing acquisition and relocation programs and procedures; knowledge of housing finance programs and
mechanisms; knowledge of real estate practices and procedures.
Ability to conduct original research and develop recommendations and implementation strategies; ability to communicate
effectively both orally and in writing; ability to establish and maintain cooperative working relationships with individuals, whether
members of the public, including builders, lenders, representatives of other public agencies, and co-workers, from diverse groups
and backgrounds; ability to work effectively with individuals and groups representing a wide variety of backgrounds and
educational levels.
EXPERIENCE AND TRAINING:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical
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01/23/2003
385A'
Page 2 of2
way to obtain the knowledge and abilities would be through college-level training in business or a related field, or the equivalent
and increasingly responsible experience in community development, public housing, or a related field.
LICENSE OR CERTIFICATE:
Must possess a driver's license valid in the State of Oregon and have an acceptable driving record.
ADDITIONAL SPECIAL TV REQUIREMENTS:
ARCHITECT:
KNOWLEDGE, SKillS AND ABiliTIES:
Knowledge of the principles and practices of architecture and urban design; knowledge of the principles, procedures, laws and
regulations pertaining to construction; and knowledge of inspection procedures, modern construction methods and contract
administration; and knowledge of computer aided drafting techniques and methods.
Skill in operating computer aided drafting equipment.
Ability to conduct architectural analyses, reviews and prepare architectural solutions to a variety of problems; ability to produce
designs using computer aided drafting equipment.
EXPERIENCE AND TRAINING:
Responsible experience in architectural or urban design and experience using computer aided drafting equipment.
LICENSE OR CERTIFICATE:
Possession of an architect license issued by the State of Oregon.
Revised 8/02
Revised 5/95
Adopted 11/93
Revised 10/93
S/385A
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01/23/2003
366
366
Page 1 0[2
HOUSING REHABILITATION COORDINATOR
_n.___ :-~tIf""f'i~''"''P
DEFIN ITION:
To plan and administer Community Development Block Grant (CDBG) sponsored Housing Rehabilitation Programs; coordinate
the application intake process, and the assignment of rehabilitation projects; serve as staff liaison with local lenders, title
insurance representatives, and regional, state and federal agencies dealing with housing; develop and monitor the Housing
Assistance Plan and other reporting documents required by HUD.
SUPERVISION RECEIVED:
Receives direction from the Program Manager, Office of Community Development.
SUPERVISION EXERCISED:
Exercises direct supervision over Housing Rehabilitation Specialists; may occasionally exercise functional supervision over
administrative support staff.
EXAMPLES OF PRINCIPAL DUTIES: Duties may include, but not be limited to, the following:
1. Develop public relations materials and designs campaigns to promote and solicit the participation of low/moderate
income persons; explain the various housing rehabilitation programs and options available to the public and
individual clients.
2. Process and review applications for loans or grants; verify income status, assets, property ownership, and all
eligibility requirements.
3. Review, prepare and record contract and lien documents.
4. Maintain complete files of housing rehabilitation projects.
5. Ensure that housing activities are performed in compliance with current federal regulations and directives, and
that contractors are licensed and bonded.
6. Develop and plan CDBG county-wide housing rehabilitation programs; design, prepare and monitor Housing
Assistance Plans (HAP).
7. Solicit and monitor minority business enterprise participation in housing programs.
8. Work with private banking and lending institutions to establish programs designed to optimize the use of funds for
housing programs.
9. Establish operating procedures and monitor the quality of services delivered by subordinates and contractors.
10. Monitor portfolio of in place loans to ensure repayment of CDBG funds.
11. Serve as the staff liaison between the Housing Rehabilitation program and local, state, regional, federal
government and nonprofit agencies.
12. Provide evaluation and training of supervised personnel, participate in the selection decisions regarding
supervised staff.
13. Perform related duties as assigned.
KNOWLEDGE, SKillS AND ABiliTIES:
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01/23/2003
366 Page 2 of 2
Knowledge of t~:e principles, practices, and procedures of housing rehabilitation; knowledge of federal and state grant, loan, and
housing financing programs; basic knowledge of real estate transactions; ability to evaluate cost estimates, construction contracts,
floOr ptem; an~atMtttyto maintain client and program records, prepare grant reports, and maintain.fiscal'C:contr*~,~J!.L~;"c
allocated housing funds; ability to communicate effectively both orally and in writing; ability to establish and maintain cooperative
working relationships with individuals, whether members of the public or coworkers, from diverse groups and relationships; ability
to supervise, train and evaluate assigned staff; ability to input, retrieve and manipulate data with data processing equipment and
applications.
EXPERIENCE AND TRAINING:
Any combination of college level training in business, public administration, planning, engineering, architecture, or related
discipline; increasingly responsible experience in Block Grant Housing Rehabilitation programs, finance or loan administration,
building or allied specialties, real estate.
LICENSE OR CERTIFICATE:
Must possess a driver's license valid in the State of Oregon and have an acceptable driving record.
Revised 12/01
Revised 5/95
Revised 4/91
WACO S/366
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01/23/2003
365A.
365A
Page 1 of2
HOUSING SERVICES SPECIALIST
DEFINITION:
To perform professional level administration and coordination of federal and state housing programs including the Emergency
Shelter Grant, Transitional Housing Program, H.O.M.E. Program, and other special grant programs; coordinate all RFP activities
for the Authority; negotiate and monitor contracts, evaluate proposals; assist in developing new housing programs.
SUPERVISION RECEIVED:
Receives general supervision from the Director of Housing Services.
SUPERVISION EXERCISED:
May exercise supervision over assigned staff.
EXAMPLES OF PRINCIPLE DUTIES: Duties may include, but are not limited to, the following:
1 . Coordinate and administer various federal/state housing programs such as the Emergency Shelter Grant, Transitional
Housing Program, H.O.M.E. Program, etc.
2. Coordinate all RFP activities for the Authority; prepare bid/proposal documents; review and evaluate proposals; prepare
related agenda items.
3. Negotiate and monitor contracts for project agreements; evaluate and recommend project proposals for funding; assist in
developing and evaluating new and existing housing programs.
4. Assist in developing promotional programs for Authority services and programs; assist in developing partnerships with
other government agencies, private industry and non-profit organizations.
5. Provide technical assistance and funding information to non-profit and social service agencies
6. Assist in developing and evaluating new and existing housing programs.
7. Staff program coordinating committees.
8. Perform other duties as required.
KNOWLEDGE, SKILLS AND ABILITIES:
Knowledge of federal, state and local housing programs and resources; knowledge of the development, implementation and
evaluation of housing systems and services; knowledge of regulations governing federal, state and local housing programs;
knowledge of purchasing procedures, laws, and regulations for a public agency; knowledge of program and contract
administration; knowledge of methods and techniques of data collection and statistical analysis; knowledge of budgeting
procedures and practices; knowledge of basic supervisory principles and practices.
Ability to administer and coordinate housing programs and related projects; ability to design, conduct and direct research and data
collection projects including problem identification, analysis, identifying resources, and evaluation; ability to make
recommendations; ability to review proposals, RFP'S, and other documents for compliance, meeting objectives; ability to prepare
and monitor budgets; ability to communicate effectively both orally and in writing; ability to establish and maintain cooperative
working relationships with individuals, whether members of the public or coworkers, from diverse groups and backgrounds.
EXPERIENCE AND TRAINING:
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical
way to obtain the knowledge and abilities would be college level training and increasingly responsible experience in housing
program administration, development, evaluation or eo<;>rdination; specific training in contract administration and program
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01/23/2003
365A
developmenUc;oord ination.
Revised 5/95
Page 2 of2
S/365A
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01/23/2003
Washington County, Oregon --Pay Plan -- July 1,2002
Page 1 of2
Washington County, Oregon
Last modified: December 19,2002
Support Services Department
Human ResourceslRisk and Benefit Division
Bob Osip, Manager
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&ruI~ ' {~;r:~ "~~ ~';"; """^"" --^"^" ,'^^ ^h~ ^~-~ " ~~-^ - "~ ^ -"^ " ",~ ":T:^" 0 M~I~I
Class Class Title Range Step A Step B Step C Step 0 Step E
532 Health & Human Services Division R63M $6,531.00 $7,939.00
Manager
Applicable Code: MPS $78,372.00 $95,268.00
Work Hours Per Week =
526 HeaUhQfficer R81M $10,186.00 $12.382.00
Applicable Code: MPS $122,232.00 $148,584.00
Work Hours Per Week =
545 Health..Promotloo.nSypervi$or R47M $4.399.00 $5.347.00
Applicable Code: MPS $52.788.00 $64,164.00
Work Hours Per Week =
404 HeaYYn.EqyipmentOperatQr 210 $2,893.00 $3,034.00 $3.184.00 $3,341.00 $3,501.00
Applicable Code: TMS $34.716.00 $36,408.00 $38,208.00 $40,092.00 $42,012.00
Work Hours Per Week = 40 $16.69 $17.50 $18.37 $19.28 $20.20
079 Help Desk TechnIcian R031 $2,963.00 $3,112.00 $3,268.00 $3,431.00 $3,603.00
Applicable Code: NON $35,556.00 $37,344.00 $39,216.00 $41,172.00 $43.236.00
Work Hours Per Week = 40 $17.09 $17.95 $18.85 $19.79 $20.79
384A Housing and Tenant Services R58M $5,773.00 $7,017.00
Manager
Applicable Code: MPS $69.276.00 $84.204.00
Work Hours Per Week = /' -
385A HQ.Y$iog.,Developer R040 $3,701.00 -z,\r $3,887.00 $4,081.00 $4,285.00 $4,499.00 .,,$..
Applicable Code: NON $44.412.00 $46,644.00 $48,972.00 $51,420.00 $53,988.00
Work Hours Per Week = 40 $21.35 $22.43 $23.54 $24.72 $25.96
126A HO.Ysiog...ln$pQ~tor R027 $2,684.00 $2,819.00 $2.960.00 $3,108.00 $3,264.00
Applicable Code: NON $32,208.00 $33,828.00 $35,520.00 $37,296.00 $39,168.00
Work Hours Per Week = 40 $15.48 $16.26 $17.08 $17.93 $18.83
366 HOysJogBehabUJtatloo R044 $4,086.00 $4,290.00 $4,504.00 $4,729.00 $4,966.00
Co_ordinator
Applicable Code: NON $49,032.00 $51,480.00 $54,048.00 $56.748.00 $59.592.00
Work Hours Per Week = 40 $23.57 $24.75 $25.98 $27.28 $28.65
365 HOYsll1guRehabiUta,tion.Speciallst R040 $3,701.00 $3,887.00 $4,081.00 $4,285.00 $4,499.00
Applicable Code: NON $44,412.00 $46,644.00 $48,972.00 $51,420.00 $53,988.00
Work Hours Per Week = 40 $21.35 $22.43 $23.54 $24.72 $25.96
365A HQ.u.siog..Servlce$...$peclali$t R044 $4,086.00 $4,290.00 $4,504.00 $4,729.00 $4,966.00
Applicable Code: NON $49,032.00 $51,480.00 $54,048.00 $56,748.00 $59,592.00
Work Hours Per Week = 40 $23.57 $24.75 $25.98 $27.28 $28.65
060 Human Resources Analyst I R037 $3,437.00 $3,609.00 $3,789.00 $3,979.00 $4,178.00
Applicable Code: NON $41,244.00 $43,308.00 $45,468.00 $47,748.00 $50,136.00
Work Hours Per Week = 40 $19.83 $20.82 $21.86 $22.96 $24.10
035 HYman. Re$Q.u.rcQ$ Analyst..ll R43M $3,986.00 $4,845.00
Applicable Code: MPS $47,832.00 $58,140.00
http://www.co.washington.or.us/cgi/pay/plan.pl?searchstring=hhh
01/23/2003
Washington County, Oregon --Pay Plan -- July 1,2002
Page 2 of2
- Work Hours Per Week =
037 HY..man..RQ$.QYrcQ$.ManagQr R63M $6,531.00 $7,939.00
.......,..... .
Applicable Code: MPS $78,372.00 $95,268.00
Work Hours Per Week =
034 Hyman...RQ$QyrcQ$ .Technician R035 $3.272.00 $3,435.00 $3,607.00 $3,787.00 $3,976.00
Applicable Code: NON $39,264.00 $41,220.00 $43.284.00 $45,444.00 $47,712.00
Work Hours Per Week = 40 $18.88 $19.82 $20.81 $21.85 $22.94
Human Resources Office, MS 11
Public Services Building, Suite 320
155 N. First Avenue
Hillsboro, OR 97124
phone: 503-846-8606
FAX: 503-846-3777
TIY: 503-846-4898
24 Hour Hotline: 503-846-8607
E-Mail to: hr@.co.l-vashington.or.lls !f=:11
~
\.. · IT
,~;.>~tl\;~
Home
-
'.....1...... .
Sllbj~Gt
Index
1.\. Top
.~ '.I:'!.~ o........f......
. ...
.' ;.: Pag~.
~f. .,~
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01/23/2003
CLACKAMAS COUNTY HOUSING REHABILITATION MANAGER
Page 1 of2
CLACKAMAS COUNTY
CLASSIFICATION NO. 267
Revised: 03/87, 01/93
FLSA: Exempt
EEO: 2
HOUSING REHABiliTATION MANAGER
CLASS CHARACTERISTICS
Under direction, to plan, organize, supervise and coordinate community housing rehabilitation loan programs and staff; to underwrite loans for
rehabilitation projects: and to do other work as required.
DISTINGUISHING CHARACTERISTICS
The Housing and Community Development Division, within the Department of Human Services, manages programs to provide decent housing
and economic opportunities, community improvement projects and housing rehabilitation loan programs for low and moderate income residents
of the County.
The Housing Rehabilitation Manager is responsible for managing the Division's Housing Rehabilitation Loan Programs. These programs provide
low and moderate income home owners and investors with residential, single and multi-family, and commercial loans to correct substandard
housing conditions. The incumbent acts as liaison between the County and public and private agencies in facilitating the operation and
implementation of program components.
The Housing Rehabilitation Manager differs from the Community Development Manager which plans, researches, evaluates and implements
broad programs to improve residential, commercial and industrial areas of the County serving low and moderate income residents.
TYPICAL TASKS
Duties may include but are not limited to the following:
1. Develops, recommends, implements and evaluates programs; develops and recommends goals, policies and procedures; researches,
clarifies and maintains compliance with regulations.
2. Hires and supervises technical staff to provide Quality service to citizens and County staff; prepares performance evaluations;
recommends and administers progressive discipline; conducts and/or facilitates staff training and development programs; promotes
cooperative team efforts among staff and with other County departments.
3. Develops underwriting standards for rehabilitation loans; consults with federal housing and urban development officials; devises new
financing tools within financial requirements of federal, state and local programs and regulations; ensures proper internal recordkeeping
procedures and documentation.
4. Prepares and submits annual grant applications for various federal, state and local assistance programs; researches new funding
opportunities with public and private resources; complies with auditing procedures.
5. Approves or denies requests for rehabilitation loans; reviews loan intake, property inspection and eligibility determination materials;
monitors delinquent accounts.
6. Oversees the inspection of substandard housing and the preparation of construction specifications and cost estimates; reviews payment
vouchers and disburses loan funds.
7. Markets rehabilitation programs through community activities; communicates program goals, and housing construction and home
financing information to property owners, contractors, community organizations, interested citizens and government officials; responds to
complaints and inquiries.
REQUIRED KNOWLEDGE AND SKILLS
Working knowledae of: Federal housing and community development block grant programs and regulations; principles and practices of grant
and budget preparation and administration; financing methods and loan processing and closing procedures; applicable federal regulations; real
estate principles and practices; residential and commercial loan underwriting standards and procedures; principles and practices of public
administration and supervision; participative management theories; construction methods and materials; housing code standards and code
enforcement; marketing techniques.
Skill to: Communicate effectively, both orally and in writing; plan, organize and develop rehabilitation and other related programs, policies and
procedures; plan, supervise and evaluate the work of assigned staff; direct staff in continuous efforts to improve quality productivity and
http://www.co.clackamas.or.us/deslpersonnel/specifications/s267.htm
01/23/2003
CLACKAMAS COUNTY HOUSING REHABILITATION MANAGER
Page 2 of2
effectiveness; incorporate team participation in decision making; respond to changes desired by citizens and County staff; establish and maintain
cooperative working relationships with property owners, lenders, contractors, local government officials, citizen groups, County personnel, other
agencies and the public; analyze financial and,property.jB~':aAd make final loan determinations; prepare grant applications and meet
grant reporting requirements; maintain accurate accounting, bookkeeping and other records.
OTHER REQUIREMENTS
Possession of a valid driver's license or an acceptable alternative method of transportation.
MINIMUM RECRUITING STANDARDS
Any satisfactory combination of experience and training that demonstrates possession of the required knowledge and skills.
http://www.co.clackamas.or.us/deslpersonneVspecifications/s267.htm
01/23/2003
PeopleSoft
Report 1D: PRS001Z JOB CODE REPORT Page No. 47
Company CLK County of Clackamas, Oregon Run Date 01/17/2003
As Of Date: 2003-01-17 00:00:00.000 Run Time 13 : 05 : 09
Salary Std
Plan Grade Job Title JobCode Hours Minimum Midrange Maximum
---------------------------- --------
NRP 24 Employment & Training Svcs Mgr 020281 81. 25 21.525160 25.292040 29.058930
1748.92 2054.98 2361.04
3497.84 4109.96 4722.08
41974.08 49319.52 56664.96
NRP 26 Environment & Health Svcs Mgr 020147 B1. 25 23.731240 27.BB4350 32.037550
192B.16 2265.60 2603.05
3B56.32 4531. 20 5206.10
46275.B4 54374.40 62473.20
NRP 26 Facilities Maintenance Manager 020469 81. 25 23.731240 27.884350 32.037550
1928.16 2265.60 2603.05
3856.32 4531.20 5206.10
46275.84 54374.40 62473.20
NRP 2B Facilities Manager 020495 B1. 25 26.163B10 30.742470 35.321130
2125.B1 2497.B3 2B69.B4
4251. 62 4995.66 5739.68
51019.44 59947.92 68876.16
NRP 25 Facilities Manager (HA only) 020803 81. 25 22.601320 26.556560 30.511910
1836.36 2157.72 2479.09
3672.72 4315.44 4958.18
44072.64 51785.28 59498.16
NRP 30 Family Court Service Director 020210 81. 25 28.845640 33. B93710 3B.941770
2343.71 2753.B6 3164.02
46B7.42 5507.72 6328.04
56249.04 66092.64 75936.48
NRP 25 Finance & Admin Mgr (HA only) 020804 81.25 22.601320 26.556560 30.511910
1836.36 2157.72 2479.09
3672.72 4315.44 4958.18
44072.64 51785.28 59498.16
NRP 27 Finance Manager 020096 B1. 25 24.9176BO 29.27B560 33.639330
2024.56 2378.8B 2733.20
4049.12 4757.76 5466.40
4B589.44 57093.12 65596.80
NRP 26 Fleet Manager 020425 86.67 23.731240 27.884350 32.037550
2056.79 2416.74 2776.69
4113.58 4833.48 5553.38
49362.96 58001.76 66640.56
NRP 28 Health Care Services Manager 020701 81. 25 26.163810 30.742470 35.321130
2125.81 2497.83 2869.84
4251.62 4995.66 5739.68
51019.44 59947.92 68876.16
NRP 33 Housing & Community Deve1 Dir* 020273 86.67 33.392310 39.236010 45.079800
2894.11 3400.58 3907.07
5788.22 6801.16 7814.14
69458.64 81613.92 93769.68
NRP 25 Housing Rehabilitation Manager 020267 81. 25 22.601320 26.556560 30.511910
1836.36 2157.72 2479.09
3672 .72 4315.44 4958.1B
44072.64 51785.28 59498.16
CLACKAMAS COUNTY HOUSING REHABILITATION SPECIALIST
:-
Page 1 of 1
CLASSIFICATION NO. 266
CLACAAMAS COUNTY
FLSA: Non-Exempt
EEO: 3
HOUSING REHABILITATION SPECIALIST
CLASS CHARACTERISTICS
Under general supervision, to advise on housing rehabilitation loans: to inspect properties, prepare cost estimates and monitor contractor
performance; and to do other work as required.
DISTINGUISHING CHARACTERISTICS
The Community Development Section within the Department of Human Services manages all community improvement projects funded with
federal community development block grant funds.
The Housing Rehabilitation Specialist is responsible for inspecting houses eligible for rehabilitation loans, preparing construction specifications
and cost estimates, assisting clients in hiring contractors and monitoring construction work to ensure compliance with applicable rehabilitation
and building codes.
The Housing Rehabilitation Specialist differs from the Community Development Project Coordinator which manages and administers community
improvement projects funded with federal community development block grant funds. The Housing Rehabilitation Specialist differs from the
Housing Rehabilitation Coordinator which supervises and coordinates the community housing rehabilitation loan program.
TYPICAL TASKS
Duties may include but are not limited to the following:
1. Advises the public about Housing Rehabilitation Loan Programs; explains program rules, procedures, and eligibility requirements.
2. Inspects and assesses the condition of property and structures; prepares detailed construction specifications to remedy noted
deficiencies.
3. Completes cost estimates and bid packets for recommended rehabilitation; meets with owner to review construction specifications and
loan bidding process.
4. Requests bids from contractor for rehabilitation work; explains loan requirements, construction specifications. payment policy and bidding
requirements to interested bidders; refers submitted bids to owner for final selection of contractors.
5. Reviews bids selected by owner; regulates payments to contractor upon verification of completed work.
6. Monitors construction process via on-site inspections; assists owner in resolving construction related problems; prepares change orders
for approval by owner; conducts final inspection to verify that work was completed in accordance with contract and construction
specifications.
REQUIRED KNOWLEDGE AND SKILLS
Thorouah knowledae of: Building materials and construction techniques to rehabilitate housing; construction costs estimating techniques;
bidding-practices or construction contracts.
Workina knowledae of: State structural, mechanical, plumbing and electrical codes; DEQ regulations that relate to housing rehabilitation projects;
State of Oregon Lien Laws; hazardous materials regulations; basic math; English grammar and composition.
Skill to: Communicate effectively both orally and in writing; resolve owner and contract disputes during construction projects; prepare and
interpret construction specifications and contract plans; prepare cost estimates for rehabilitation work; perform basic math.
MINIMUM RECRUITING STANDARDS
Any satisfactory combination of experience and training that demonstrates possession of the required knowledge and skills.
http://www.co.clackamas.or.us/deslpersonneVspecifications/s266.htm
01/23/2003'1
PeopleSoft
Report ID: PRS001Z JOB CODE REPORT Page No. 37
Company CLK County of Clackamas, Oregon Run Date 01/17/2003
As Of Date: 2003-01-17 00:00:00.000 Run Time 13:05:09
Salary Std
Plan Grade Job Title JobCode Hours Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
----------------------------
HAC 19 Accountant 017475 81.25 17.513094 18.381283 19.239763 20.126859 21.119834 22.151952
1422.94 1493.48 1563.23 1635.31 1715.99 1799.85
2845.88 2986.96 3126.46 3270.62 3431.98 3599.70
34150.56 35843.52 37517.52 39247.44 41183.76 43196.40
HAC 13 Accounting Specialist 1 017098 81. 25 13.250843 13.916165 14.552462 15.256518 15.989497 16.761004
1076.63 1130.69 1182.39 1239.59 1299.15 1361.83
2153.26 2261.38 2364.78 2479.18 2598.30 2723.66
25839.12 27136.56 28377.36 29750.16 31179.60 32683.92
HAC 15 Accounting Specialist 2 017478 81.25 14.552462 15.256518 15.989497 16.761004 17.513094 18.381283
1182.39 1239.59 1299.15 1361.83 1422.94 1493.48
2364.78 2479.18 2598.30 2723.66 2845.88 2986.96
28377.36 29750.16 31179.60 32683.92 34150.56 35843.52
HAC 18 Accounting Specialist 3 017713 81. 25 16.761004 17.513094 18.381283 19.239763 20.126859 21.119834
1361. 83 1422.94 1493.48 1563.23 1635.31 1715.99
2723.66 2845.88 2986.96 3126.46 3270.62 3431.98
32683.92 34150.56 35843.52 37517.52 39247.44 41183.76
HAC 25 Capitol Improvement Coor 017810 81.25 23.232002 24.379503 25.556439 26.751668 28.092225 29.41387S
1887.60 1980.83 2076.46 2173.57 2282.49 2389.88
3775.20 3961.66 4152.92 4347.14 4564.98 4779.76
45302.40 47539.92 49835.04 52165.68 54779.76 57357.12
HAC 16 Eligibility Case Specialist 017275 81. 25 15.256518 15.989497 16.761004 17.513094 18.381283 19.239763
1239.59 1299.15 1361. 83 1422.94 1493.48 1563.23
2479.18 2598.30 2723.66 2845.88 2986.96 3126.46
29750.16 31179.60 32683.92 34150.56 35843.52 37517.52
HAC 15 Engineering Technician 1 017302 81.25 14.552462 15.256518 15.989497 16.761004 17.513094 18.381283
1182.39 1239.59 1299.15 1361.83 1422.94 1493.48
2364.78 2479.18 2598.30 2723.66 2845.88 2986.96
28377.36 29750.16 31179.60 32683.92 34150.56 35843.52
HAC 16 Housing Inspector 017812 81. 25 15.256518 15.989497 16.761004 17.513094 18.381283 19.239763
1239.59 1299.15 1361. 83 1422.94 1493.48 1563.23
2479.18 2598.30 2723.66 2845.88 2986.96 3126.46
29750.16 31179.60 32683.92 34150.56 35843.52 37517.52
HAC 21 Housing Rehabilitation Special 017266 81.25 19.239763 20.126859 21.119834 22.151952 23.232002 24.379503
1563.23 1635.31 1715.99 1799.85 1887.60 1980.83
3126.46 3270.62 3431.98 3599.70 3775.20 3961.66
37517.52 39247.44 41183.76 43196.40 45302.40 47539.92
HAC 21 Human Services Coor 2 (HAC) 017563 81.25 19.239763 20.126859 21.119834 22.151952 23.232002 24.379503
1563.23 1635.31 1715.99 1799.85 1881.60 1980.83
3126.46 3210.62 3431. 98 3599.10 3175.20 3961. 66
31517.52 39247.44 41183.76 43196.40 45302.40 47539.92
HAC 18 Lead Maintenance Mechanic 017823 86.67 18.381283 19.239763 20.126859 21.119834
1593.11 1667.51 1744.39 1830.46
3186.22 3335.02 3488.78 3660.92
38234.64 40020.24 41865.36 43931.04
HAC 09 Maintenance Assistant 017826 86.67 11.090540 11.582326 12.122453 12.710818 13.250843 13.91616!:.
961.22 1003.84 1050.65 1101.65 1148.45 1206.11
1922.44 2007.68 2101.30 2203.30 2296.90 2412.22
23069.28 24092.16 25215.60 26439.60 27562.80 28946.64
JOB SPEC ~ HOUSING DEVELOPMENT ASSISTANT, JOB CODE 08650
Page 1 of2
_,~ JOB DESCRIPTIONS :;N~
~,--,.;.,;{....
HOUSING DEVELOPMENT ASSISTANT
JOB CODE 08650
I Effective Date: II 04/94A I
DISTINGUISHING FEATURES OF THE CLASS:
The fundamental reason this classification exists is to perform entry level professional work in the planning and development of assisted and
affordable housing and related programs. One position performs labor standards duties in addition to assigned duties. This classification differs
from that of the Housing Development Specialist in terms of the level of expertise and complexity of projects assigned. Housing Development
Assistants work under the general supervision of a Housing Development Manager or Housing Development Specialist and accomplishments
are judged through conferences, written reports and results achieved.
ESSENTIAL FUNCTIONS:
. Assists in planning and developing assisted and affordable housing and related programs;
. Performs site evaluations to determine a property's appropriateness for assisted or affordable housing, makes recommendations for
purchase, and completes HUD reports;
. Writes reports in response to City Council inquiries and to provide program information;
. Writes funding proposals for assisted and affordable housing programs;
. Conducts research to determine the impact of federal regulations, to keep informed of new housing programs and to determine the need
for housing in the local community;
. Interprets research fmdings and writes reports;
. Demonstrates continuous effort to improve operations, decrease turnaround times, streamline work processes, and work cooperatively
and jointly to provide quality seamless customer service.
Required Knowledge. Skills and Abilities:
Knowledge of:
. Housing and program development.
Ability to:
. Communicate orally with customers, clients or the public in face-to-face one-to-one settings, using a telephone, or in group settings.
. Comprehend and make inferences from written material.
. Learn job-related material primarily through oral instruction and observation. This learning takes place mainly in an on-the-job training
setting.
. Produce written documents with clearly organized thoughts using proper sentence construction, punctuation and grammar.
. Enter data or information into a terminal, PC, or other keyboard device.
. Establish and maintain cooperative working relationships with other City employees, engineers, architects, contractors, federal officials,
and the general public.
. Keep abreast of changes in rules, regulations, and techniques affecting assisted and affordable housing programs.
. Work independently and make sound work decisions.
. Work safely without presenting a direct threat to self or others.
Additional Requirements:
. Some positions require the use of personal or City vehicles on City business. Individuals must be physically capable of operating the
vehicles safely, possess a valid driver's license and have an acceptable driving record. Use of a personal vehicle for City business will
be prohibited if the employee is not authorized to drive a City vehicle or if the employee does not have personal insurance coverage.
. Some positions will require the performance of other essential and marginal functions depending upon work location, assignment, or
shift.
http://www.ci.phoenix.az.uslJOBSPECS/08650.html
01/23/2003
JOB SPEC r HOUSING DEVELOPMENT ASSISTANT, JOB CODE 08650
Page 20f2
..
ACCEPTABLE EXPERIENCE AND TRAINING:
One year of experience in housing program development and evaluation and a bachelor's degree in urban planning, business or public
administration or a related field. Other combinations of experience and education tha~ln" ..1 ~. limum requirements may be substituted.
B.eturnJ~ This \Veek's List of City Job Recruitments
R~turnJQJobDescrmtion ~IHLPay R~!l~e Index
$:iJI Hetll: 11 to II: H 'ell!.' <JOV
City of Phoenix Source 1998
http://www.ci.phoenix.az.us/JOBSPECS/08650.html
01/23/2003
JOB SpgC - HOUSING DEVELOPMENT SPECIALIST, JOB CODE 08730
Page 1 of2
HOUSING DEVELOPMENT SPECIALIST
JOB CODE 08730
I Effective Date: II 05/93A I
DISTINGUISHING FEATURES OF THE CLASS:
The fundamental reason this classification exists is to perform work in the planning and development of affordable and assisted housing and
related programs. Work involves conducting planning and feasibility studies for affordable housing development and rehabilitation, and
neighborhood redevelopment. Incumbents prepare and implement funding proposals and coordinate efforts to fulfill program requirements. A
higher degree of expertise in assisted and affordable housing development, the ability to work more independently, and the complexity of
projects assigned distinguishes this classification from the Housing Development Assistant. Housing Development Specialists work under the
general supervision of the Housing Development and Modernization Administrator or Housing Development Manager, who reviews work on
the basis of results achieved.
ESSENTIAL FUNCTIONS:
. Performs responsible administrative work involving program development, evaluation, research, public information, and management
assistance functions for the Neighborhood Improvement and Housing Department;
. Participates in strategic planning for assisted and affordable housing programs;
. Prepares program applications for financial assistance and participates in negotiations with funding sources;
. Performs feasibility and preconstruction planning for subsidized housing construction and rehabilitation, neighborhood and area
redevelopment, and target area planning;
. Develops and writes public service announcements, program brochures, flyers, fact sheets, and cover letters to disseminate public
information;
. Conducts studies and collects data to determine the availability of resources for funding current or new programs, and writes reports;
. Responds to Council requests for information by submitting written reports or making oral presentations;
. Submits proposals for the allocation of program resources;
. Demonstrates continuous effort to improve operations, decrease turnaround times, streamline work processes, and work cooperatively
and jointly to provide quality seamless customer service.
Required Know ledge. Skills and Abilities:
Knowledge of:
. Principles of subsidized housing development, urban renewal, housing rehabilitation, and neighborhood revitalization.
. Urban housing and community development planning.
. Research techniques, methods and procedures.
Ability to:
. Communicate orally with customers, clients or the public in face-to-face one-to-one settings, using a telephone, or in group settings.
. Produce written documents with clearly organized thoughts using proper sentence construction, punctuation, and grammar.
. Enter data or information into a terminal, PC, or other keyboard device.
. Interpret and apply federal, state and local ordinances, laws and regulations related to housing and community development programs.
. Work cooperatively with other City departments, other governmental agencies, private organizations and the public.
. Collect, analyze, interpret, and report demographic, economic, and other research data.
. Make significant decisions and exercise resourcefulness in resolving new problems.
. Work safely without presenting a direct threat to self or others.
Additional Requirements:
. Some positions require the use of personal or City veNc1es on City business. Individuals must be physically capable of operating the
http://www.ci.phoenix.az.us/JOBSPECS/08730.html
01/28/2003
JOB SP~C - HOUSING DEVELOPMENT SPECIALIST, JOB CODE 08730
Page 2 of2
vehicles safely, possess a valid driver's license and have an acceptable driving record. Use of a personal vehicle for City business will
be prohibited if the employee is not authorized to drive a City vehicle or if the employee does not have personal insurance coverage.
. Some positions will require ~erfonnanco...,fmher essential and marginal functions depending upon work location, assignment, or
shift.
ACCEPTABLE EXPERIENCE AND TRAINING:
Three years of experience in housing and conununity development or planning, and a bachelor's degree in urban planning, business or public
administration, urban studies or a related field. Other combinations of experience and education that meet the minimum requirements may be
substituted.
R~turJlt().Tbis..'V~~k's..Ljst.()f.City....J()b...R~~ruitnl~.JltS
Rehu:n l(LJJtb Description and Pay Range Index
~ HctUl n to p:lV,~nb, <JOV
City of Phoenix Source 1998
http://www.ci.phoenix.az. lls/JOBSPECS/08730.html
01/28/2003
JOB COJ)ES STARTING WITH "08"
Page 1 of2
JOB CODES STARTING WITH "08"
. The following list includes jobs that are not currently open for recruitment.
For a current list of job openings, click here.
. Scroll through this list, and click on the job title to get the job description.
. For a summary of the benefits associated with a specific job, click on the benefit category code.
~I Min. II Max. II Benefit I
IJob Codell Job Title IIGradellAnnuall1 AnnualllCategory
IQ84~O IIHousing Rehabilitation Supv 1~1$48,56811 $70,65811 007
108450 IIHousing Inspector 1~1$3l,72011 $44,11711 003
lo.845J IIHousing Inspector*Lead 1~1$32,55211 $47,36211 007
lo.8SQQ IILandlordfTenant Counselor lOEJI$33,15511 $46,36311 0.0.3
10.8520. IIHousing Program Assistant 1~1$29,53611 $42,89011 007
lo.85~J IIHousing Prog Asst*Property Mgr 1~1$32,55211 $47,36211 Q07
10.8530. IIHousing Supervisor I CillJ 1$46, 1 5511 $67,24611 007
10.8570. IIHousing Counseling Supervisor I CillJ 1$46, 1 5511 $67,24611 007
108590 IIAsst Housing Director 1[]Q[]1$68,20311$107,51511 010
10.8610 IISpecial Projects Administrator 1~1$58,80211 $92,62211 009
108630 IIProject Management Assistant ICQITJI$37,91811 $55,07811 007
10.8640 IIProject Manager 1~1$48,56811 $70,65811 007
10.8650 IIHousing Development Assistant 1~1$36,04611 $52,37411 007
10.8680. IIHousing Development Manager 1~1$56,41 011 $82,07711 007
10870.0. IIHousing Rehab Spec Trainee(NC)I~I$30,41011 $42,12011 003
10.8710. IIHousing Rehabilitation Spec 10ID1$38,33411 $53,58111 003
10.8730. IIHousing Development Specialist ICillJI$46,15511 $67,24611 007
10.8740. IIHousing Manager 1~1$56,4l 011 $82,07711 0.0.7
IQ87SQ IIEconomic Development Prog Mgrl~I$53,70611 $78,12511 007
108760 IIHousing Director (NC) 1~1$79, 18611$124,69611 010
10.8770 IIDeputy Housing Director 1~1$64,83411$1 0.2, 10.711 009
10.8780. IIModernization Manager ICQillI$5l,D4311 $74,29811 007
10.8790 IIEconomic Development Adm 1~1$58,8D211 $92,62211 00.9
108800 IICommunity & Econ Dev Dep Dir 1[]Q[]1$68,20311$107,51511 OlD
10.,8820. IICommunity Development Adm 1~1$58,80211 $92,62211 0.09
10.8830 IIEconomic Development Spec 1~1$41,85DII $60.,90.211 0.0.7
10.8890 IINeighborhood Svcs Prog Coord 1~1$4l,85011 $60.,90.211 QQ7
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http://phoenix. gOY IJ OBSPECS/08index.html
01/28/2003
City ef S?lIlta Rosa - Job Description: Housing Programs Coord - PPT
T1tt City cf
Santa Rosa
Page 1 of3
Housing Programs Coordinator - PPT
Rate Class: 5310
Supervison1Mid Mgmt Unit
Compensation Type: Salary-Range
From 5385 to 6880
DEFINITJQN
The fundamental reason for the existence of this classification is to develop, implement and monitor a wide
range of programs related to affordable housing and redevelopment in the city of Santa Rosa.
QISTINGU lSH ING CHARACTERISTICS
This is a professional level management classification located in the Housing & Redevelopment Department.
Under direction from the Director of Housing & Redevelopment, an incumbent exercises independent judgment
in the development, implementation and monitoring of programs related to the provision or maintenance of
affordabk~ housing for low-income residents of the city of Santa Rosa and of redevelopment programs crucial to
the removal of blight and necessary to the restoration of vitality to areas within the city.
~UPJ;J3_Y'IStON RJ;CEIVED AND EXERCISED
Direction is provided by the Director of Housing and Redevelopment; responsibilities may include direct and
indirect supervision of technical and office support personnel.
E~MPLE$QEQJ..JIIES
Es~entiC31DuJi~s
The following duties are considered essential for this job classification:
Plan, organize and direct the operations and activities of assigned division;
direct and participate in the development, modification, and implementation of
program goals, objectives, policies, procedures and priorities; prepare and
administer the annual budget for assigned section; supervise, train, and evaluate
assigned staff; investigate complaints and respond in a manner resulting in
appropriate complaint resolution; develop, implement and monitor new programs and
modify existing programs as required by changes in laws, regulations, and rules;
maintain records and prepare a variety of reports, correspondence, grant
applications, and other written materials; monitor existing contracts, including budgets and
financial reports, to ensure compliance; monitor ongoing program and/or project activities for contract
compliance; confer with and make presentations to representatives of other City
departments, governmental agencies, policy boards, and a variety of business and
community organizations; represent the department at government hearings and public
meetings; and serve as the Acting Director of the department as assigned.
. '1t:~
In addition to those general duties outlined above, there are duties that are essential to each of three sections.
These duties may be assigned to any incumbent to accommodate work load or to utilize efficiently the
knowledge and experience of the incuml1ents. These sections and their associated essential duties include:
Customer Program~ervices: Participate in mediation of tenant/landlord problems, and provide overall
management and coordination of the eligibility function for a variety of housing assistance programs; direct and
participate in the development, implementation and maintenance of automated systems, including files that
support the various programs and systems; and develop record keeping systems related to rental housing
....
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City of Santa Rosa - Job Description: Housing Programs Coord - PPT
Page 2 of3
assistance, housing rehabilitation, mobilehome, homeless and related programs.
Technical S~rvices: Coordinate departmental budget preparation; establish program rent levels; negotiate leases
and appraise dwelling units; participate in mediation of tenanUlandlord problems; oversee the inspection program
for rehabilitation and rental housing assistance programs; approve or recommend approval of loans, as
authorized.
DevelQQmEmt Services: Coordinate major development projects and programs for both Housing &
Redevelopment; act as liaison among developers, city, state and federal agencies, and financial institutions to
develop financing techniques for redevelopment projects and housing for low and moderate income persons;
determine if proposed projects meet program requirements and draft and implement agreements to secure
financing; coordinate and negotiate planning, construction, contract requirements, and funding of projects with
other City departments, other governmental agencies, and private financing sources; approve or recommend
approval of loans, as authorized; direct the preparation of bid packages; administer density increase and
Community Development Block Grant programs; administer existing redevelopment project areas; oversee the
process to determine eligibility of additional redevelopment project areas.
AddjiLor'laJ Duties
In addition to the duties listed in the Essential Duties Section, each employee in this classification may perform
the following duties. Any single position may not be assigned all duties listed below, nor do the examples cover
all duties which may be assigned.
Research and analyze rehabilitation needs and hold pre-construction conferences; obtain cost estimates for
planned construction activities; provide professional staff support to the department as a
whole or to other than assigned program or service areas; and perform related duties as
assigned.
QUA~lftCATIQN$
!5n()wl_~~_~ o! : State, federal and local laws and ordinances relating to the area of
assignment; principles and practices of public administration, including budgeting
and program management; research and financial analysis techniques; negotiating
techniques; basic construction methods and terminology and construction financing
techniques; principles and practices of effective performance management.
Abili_1:y__t~: Develop, implement, and administer a variety of community housing and
redevelopment related programs; read, interpret, and explain complex laws, rules,
and regulations; communicate effectively orally in one-to-one and public speaking
situations; address and mediate conflicts between people or within groups; produce
written documents using proper grammar, punctuation and spelling; analyze complex
financial documents and make sound recommendations; prepare and monitor contracts
and budgets; negotiate fair and appropriate leases and financing packages; develop
and maintain effective working relationships with other City staff, representatives
of governmental, business, financial, community, and other organizations, and with
clients served; enter data into a terminal or computer using a keyboard device; sit
for extended periods of time with the ability to move at will.
Experi~ng~and Education: Any combination of experience and education that would
likely provide the required knowledge and abilities would be qualifying. A typical
way to obtain the knowledges and abilities would be: ~~~erience - Sufficient years
of administrative experience in a public housing or redevelopment program or in a
financial or development organization where assignments were directly related to
the program area to demonstrate possession of the required knowledge and abilities;
~guc~!~on- Equivalent to a Bachelor's degree from an accredited college or
university with major coursework in public or business administration, urban
studies, or a related field.
LICENSE OR CERTIFICATE
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01/27/2003
City of ~anta Rosa - Job Description: Housing Programs Coord - PPT
Page 3 of3
. This classification requires the use of a personal or City vehicle while conducting City business. In order to drive,
',~ ~ individuals must be physically capable of operating the vehicles safely and must-'f)DSsesa:a~~C.lass'C
California motor vehicle operator's license.
WQRKJJ':J~ GO~DITtQN~
Housing Programs Coordinators work primarily in an indoor office setting; however, they also travel outside of
the office in order to make presentations to neighborhood groups, attend meetings, or inspect residential
properties. Office work requires incumbents to communicate with others orally, in person or over the telephone,
to explain programs or projects; and to sit at a desk or computer for extended periods of time, with the ability to
move at will. To produce written documents, incumbents make repetitive arm/hand movements using a keyboard
and mouse. Incumbents review or check the work product of assigned staff, including inspection reports, project
analyses or lease requests. When analyzing loan applications, Housing Program Coordinators review sketches,
plans or blueprints and estimate development or rehabilitation costs. Field work involves inspecting residential
units for compliance with health and safety standards.
APPROVED: Director of Personnel Services
Established: April, 1985
Revised: October 31, 1997
Pay Rate as of January 03, 2003
I Home ICLJrrentJobQp~ning$1 Fire Recruiting I Police8~cruiting Ilnt~re$tCC3rd$
I Getting a Job II Application PClcket I $alary Schedule I Ben~fit~ I Address Chang~ I
I Job Descriptions I Policies I Memorandum of Understanding I Local Recruitments I
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01127/2003
Page 1 of2
p()~red by "'L. ~
govemmentjObsl~
TO
.
MaplDlrectJon$ Compare Salary
City Quide
Class Title:
Salary:
AFFORDABLE HOUSING SPECIALIST
$27.19 - $33.05 /hour
$4,729.07 - $5,748.28 /month
$56,748.79 - $68,979.32 /year
BE.NEFITS
~EmaiLm~ wh~nthi$p()$iti()o()p~ns
Print Job
Description
Under general direction, the Affordable Housing Specialist assists in the day to day administration of
the affordable housing portion of the Housing Element of the General Plan; plans, conducts, and
coordinates activities that create and expand housing opportunities for lower income families and
individuals; reviews plans and analyzes development proposals in relationship to compliance with
the Housing Element and other Commission programs and performs related duties as required.
Distinguishing Characteristics:
Positions in this class are distinguished by their responsibility for the conceptualization, conduct,
coordination and day to day administration of the complex affordable housing development activities
prescribed by the housing element of the general plan.
Direction is received from the Community Development Manager who is charged with the overall
program responsibility. Assignments are received in the form of project and program activities and
incumbents are expected to act with considerable independence in the day to day conduct of
program operations.
... Typica I Duties:
Facilitate communication and cooperation between private developers, the County Planning
Department, lenders, the Community Development Commission and others in order to promote the
production of affordable housing.
Suggests alternative financing methods and approaches to regulatory constraints including zoning
regulations and building standards to resolve obstacles to proposed affordable housing projects.
Produce and analyze housing development pro forma to determine financial feasibility of proposed
projects.
Reads and interprets detailed projects, plans and specifications to determine compliance with
applicable codes and ordinances.
Ensures that appropriate affordable housing incentives such as resale restrictions, fee deferments,
silent second mortgages, and deed restrictions are included in contracts and other recorded
documents related to affordable housing.
Monitors contract performance to assure conformance with completion and production in accordance
with approved plans and specifications and maintenance of prescribed rent and sale limitations.
Develops and maintains a monitoring system to track the number and location of housing units
constructed, utilizing affordable housing incentives.
Administers and maintains contracts for the provision of affordable housing incentives.
Negotiates affordable housing contracts with developers within constraints of applicable codes and
ordinances.
Prepares written reports and recommendations and other documents for the Community
Development Committee, the Technical Advisory Committee, Community Development Commission,
Board of Supervisors and other entities as required, and makes oral presentations to these bodies.
http://www.governmentjobs.com/detailed_class _ specification.cfm?ClassSpecID=6812&Agency=423&... 01/28/2003
Page 2 of2
Answers questions and provides information and assistance to the public, in person, on the
telephone and in writing regarding affordable housing programs.
May coordinate project teams and task forces; may distribute and allocate work assignments to
other staff.
... Knowledge and Abilities:
Considerable knowledge of: the principles, methods, and techniques of land use planning, design
review and resource management planning as related to housing development; urban and rural
development and conservation; federal, state and local incentives for the production of affordable
housing; County government and of other governmental agencies which have a cooperative
relationship with County housing agencies; housing finance methods and practices.
Working knowledge of: the development process from conceptualization through construction and
occupancy; contract formulation and contract monitoring techniques.
Ability to: read and interpret detailed construction plans; independently plan, organize and carry
through research projects effectively; produce and analyze detailed pro forma; speak effectively
before groups and audiences; establish and maintain effective working relationships with County
employees, other public agencies, citizen advisory committees, official boards, the development
community and the general public; facilitate consensus among the participants in the development
process; independently perform difficult, complex, and specialized housing studies and projects;
select proper research methodology and apply it to housing problems; present the results of
research effectively in oral, written and graphic form; prepare clear and concise written reports.
... Minimum Qualifications:
Education: Any combination of education and/or training which would provide an opportunity to
acquire the knowledge and abilities listed. Normally, possession of a baccalaureate degree from an
accredited college or university with academic course work in public administration, business
administration, real estate, planning, urban studies, geography, architecture, landscape
architecture, economics or closely related courses, would provide such opportunity.
Experience: Experience which would provide an opportunity to acquire the knowledge and abilities
listed. Normally, three years of professional housing development and/or housing finance experience
in a public or private sector setting would provide such opportunity.
License: Possession of a valid driver's license at the appropriate level including necessary special
endorsements, as required by the State of California to perform the essential job functions of the
position.
Agency Cou nty of Sonoma
575 Administration Drive Office 1166 Santa
Address Rosa, California 95403 Map/Directions
Phone (707) 565-2331
Web Site http://www.sonoma-county.org
E-mail
dhQwell@SQnQrnil-CQYllty.Qrg
http://www.governmentjobs.comldetailed _class _ specification.cfm ?ClassSpecID=6812&Agency=423&... 01/28/2003
City of Ashland
Housing Commission
January 27, 2003
Dear Mayor DeBoer and City Councilors,
At its January 22nd meeting, the Housing Commission unanimously approved the
following recommendations:
1. That the City Council, at its February 4th meeting, formally adopt both the
Housing Needs Analysis, submitted to you by EcoNorthwest in March, 2002, and
the Housing Action Plan, submitted by Sextant Consultants in October 2002.
2. That the Council direct City staff to hire, as soon as possible, a full-time,
permanent staff person to coordinate implementation of the recommendations of
the Needs Analysis and the Action Plan.
The Housing Commission believes it is crucial that the new Housing Coordinator be a
City employee, and not a staff position in Ashland Community Land Trust as some have
suggested, for the following reasons:
.
Small non-profits such as ACLT function at tenuous levels of capacity in their
early years and must devote considerable attention and resources to funding the
basic components of their mission. ACLT manages project implementation
through a contract with ACCESS, since it does not currently have staff or
physical infrastructure.
,
We believe that the author of the Action Plan recommended that the position be
housed in the City through an understanding that many of the tasks outlined in
the Action Plan, such as modifying land use practices and City policies, and
building support among civic businesses and institutions, are beyond the scope
and mission of non-profit organizations. They are properly the task of City staff
that can utilize the authority and support of other City resources to prepare the
social and financial pathways to housing projects.
3. Non-profits, municipal governments and private individuals all qualify for different
streams of private and public funding sources.
4. The receipt of large grants, either from the City, State or private sources,
demands organizational capacity that must be established over time. ACLT is still
in the process of building that capacity, as they simultaneously evolve as an
organization and facilitate project development.
,
The Housing Commission was instrumental in creating the Ashland Community
Land Trust. Its creation reflects an understanding of the appropriateness of
separate roles and functions of each of these entities in accomplishing housing
equity in any community. The necessity of separate entities and the
complementary nature of our functions have not changed. The Commissioners
who were involved in that process are available to answer your questions.
Thank you for the serious attention you have been devoting to housing issues. The
Housing Commission believes there is no more urgent issue for the City to address than
working to provide housing that is more affordable to a broader range of citizens. And
we feel that the time has come to hire the staff needed to implement the plans that the
consultants have recommended.
Sincerely,
Andy Dungan, Chair tj
Ashland Housing Commission
CITY OF
- SHLAND
Council Communication
TITLE:
DEPT:
DATE:
SUBMITTED BY:
APPROVED BY:
Quarterly update on parking structure: October- December, 2002
Finance Department
February 4, 2003
Lee Tuneberg, Finance Director/~
Brian Almquist, Interim City Administrat~l
Synopsis:
Attached is a memo regarding the Hargadine parking structure revenue for the last quarter and calendar
year 2002.
Recommendation'.
Staff recommends acceptance of this report.
Fiscal Impact:
The report indicates adequate funds will be generated to service debt and maintain the structure.
Background:
The structure was constructed using an Oregon Economic and Community Development Department
grant ($600,000) and loan ($900,000) in a cooperative effort with Oregon Shakespeare Festival. The
debt service for 10 year loan will be paid in part by the OSF obligation of $390,000 at $29,000 per year
and the City using parking revenues generated for the remaining $510,000 at $38,600 per year.
CITY OF
kSHLAND
Memo
DATE:
TO:
FROM:
RE:
January 31, 2003
Mayor and Council
Lee Tuneberg, Finance Director
Hargadine Parking Facility Revenues - Update-
This is a summary table for the revenue,
which has been generated by the parking
structure for the last twelve months.
During calendar year 2002 the structure
generated $61,300 or about $5,100 per
month. The first two months of revenues
(November and December 2001) are not
reported here but only totaled $725 due to
construction limitations. It is important to
note that the city did not have control of
the entire building until March, when the
final floor was turned over to the city.
$12,000
$10,000
$8,000
$6,000
$4,000
$2,000
$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
The bell distribution shown by the chart fairly coincides with Ashland's tourist season. The dip in
November is thought to be due to several factors including holidays, the OSF season ending mid
reporting difficulties from Diamond Parking. January and February of 2003 are expected to out
perform the prior year and average $1,500.
Debt service for the structure is approximately $67,600, which is due in December of each year. OSF
is obligated to contribute approximately $29,000 each November to the city leaving a total debt service
obligation of about $38,600 to be generated by the parking fees. It is estimated that the structure will
need to generate around $48,000 or $4,000 on average per month to break even when taking into
account debt service and O&M costs. Staff estimates annual revenue of $65,000 - $70,000 with our
current pricing structure and continued level of use.
By way of review the cost for parking is still very reasonable at $1.00 during the day (until 6:00 PM)
and $3.00 in the evenings. The city is also selling monthly passes for daytime use of the structure tbr
$20 per month. In 2002 these passes generated $1,960. It is anticipated that they will become more
popular over time, since they are much more convenient than using the pay station.
F ina nce Department Tel: 541-488-5300
20 E. Main SL Fax: 541-488-5311
Ashland, Oregon 97520 TTY: 800-735-2900
www.ashland.or, us
CITY OF
ASHLAND: ',
Council Communication
Title: Adoption of Housing Needs Analysis and Housing Action Plan; and Authority to
proceed with hiring of a Full-Time Housing Coordinator.
Dept: Administration
Date: February 4, 2003
Submitted By: Brian Almquist, Interim City Administrator, at the request ov/v%—
Councilor Cate Hartzell.
Synopsis:
At the joint City Council/Housing Commission Study Session on January 22, 2003, a discussion was
held regarding the Housing Action Plan, and a request by the Housing Commission to create a
permanent, full-time Housing Coordinator position. It was the consensus of the group that the Housing
Action Plan be presented to the City Council for adoption by staff when final editing is complete, and
that the Housing Coordinator position be filled as soon as possible as a permanent, full-time position.
Recommendation:
Councilor Cate Hartzell is requesting that the Housing Action Plan be adopted at the February 4 Council
Meeting, and that the staff be directed to proceed with the hiring of a full-time Housing Coordinator
position as soon as possible.
Fiscal Impact:
A part-time position was included in the current budget for six months at$40,000 including materials
and services costs. There is a sufficient appropriation to proceed with hiring at this time if the council
votes to make this position a permanent, full-time position. The full-year costs for 2003-04 are$80,400
($63,100 for salary and benefits, and $17,300 for materials and services costs). If a full-time secretary is
deemed necessary, the additional cost would be $41,400 ($38,100 for salary and benefits, and $3,300 for
materials and services). The total cost including secretarial services would be $121,800.
Background:
The issue of affordable housing was addressed at the joint City Council/Housing Commission study
session of January 22, 2003. The Needs Analysis described Ashland as a community where affordable
housing is becoming increasingly scarce for all segments of the population. It was recommended that the
City, through a Housing Coordinator, would be in a position to take the necessary steps to facilitate the
process of applying for housing development funds by non-profit housing development organizations and
other eligible organizations.
A draft Job Description, salary reviews for a similar position, and the Housing Commission's
recommendations are attached.
OW
lW,
City of Ashland
Affordable Housing Action Plan
Prepared for
City of Ashland, Oregon
by
Sextant Consultants, Inc.
3333 N.E. 18th Avenue
Portland, OR 97212
(503) 282-7807
Cogan Owens Cogen
813 S.W. Alder, #320
Portland, OR 97205
(503)225-0192
October 2002
Table of Contents
1. EXECUTIVE SUMMARY........................................................................................................ 1
2. BACKGROUND........................................................................................................................ 3
A. Needs Analysis 3
B. Ashland's Efforts at Promoting Affordable Housing 4
3. HOUSING STRATEGYS......................................................................................................... 5
STRATEGY 1: PROVIDE FUNDING FOR AFFORDABLE HOUSING.......................................5
A. Apply for Housing Development Funding 5
B. Create an Affordable Housing Trust Fund 7
C. Develop Dedicated Funding Sources for the Housing Trust Fund 8
D. Encourage Employers To Assist Employees In Home Buying 10
STRATEGY 2: REDUCE DEVELOPMENT AND OPERATING COSTS.................................. 12
A. Waive System Development Charges 12
B. Waive Other Planning,Permitting or Other Fees 13
STRATEGY 3: ADOPT LAND USE REGULATIONS TO PROMOTE AFFORDABLE
HOUSING............................................................................................................................................. 14
A. Identify and Zone Additional Land For Multi-Family and/or Affordable Housing Development_ 15
B. Limit or Restrict Single-Family Housing in Multi-Family Residential Districts 17
C. Further Encourage Development of Accessory Dwelling Units 19
D. Allow For Or Require Single-Family Residential Development On Small Lots 21
STRATEGY 4: PRESERVE EXISTING AFFORDABLE HOUSING; CREATE NEW
AFFORDABLE HOUSING................................................................................................................22
A. Promote Permanent Affordability by Working with Non-Profits 22
B. Promote Long-Term Affordability Through Deferring or Waiving Fees 23
STRATEGY 5: DEVELOP ORGANIZATIONAL CAPACITY FOR AFFORDABLE
HOUSING..............»...................................._...............................»......................................................23
A. Create a Full-Time Affordable Housing Coordinator Position 23
B. Develop Working Relationships with Housing Organizations 24
C. Continue the Ashland Housing Commission 24
STRATEGY 6: BUILD UNDERSTANDING AND SUPPORT FOR AFFORDABLE HOUSING
................................................................................................................................................................25
A.Develop a Public Information Program for Affordable Housing 25
B. Prepare an Annual Affordable Housing Report 26
B. Hold an Annual Affordable Housing Conference 27
4. ACTION PLAN....................................................................................................................... 27
ASHLAND AFFORDABLE HOUSING ACTION PLAN
1. EXECUTIVE SUMMARY
Disappearing affordability
For the past dozen years, Ashland made efforts to provide more affordable housing for those who
live and work in Ashland. Land use regulations were adopted to promote affordable housing.
The City received Community Development Block grant funds and used them in recent years for
housing. The City created the Housing Commission that prepared housing reports in 1990 and
1995 pointing out the need for more affordable housing. The City supported efforts by non-
profit organizations to build affordable housing in Ashland.
In spite of these efforts, the housing situation is getting worse for people with low and moderate
incomes. The median sales price of a house increased 50% from 1998 to 2001 when it reached
$277,742. Yet in 2001,the median household income in Ashland was$35,706. Using a
standard multiplier of 2.5,the average household can afford to buy a house worth$90,000. This
is not a problem of just low-income households. Housing affordability is a problem for persons
with moderate incomes.
About half of employees of Ashland's major employers cannot afford housing in Ashland. These
employers include the Ashland Community Hospital, the Southern Oregon University,the City
of Ashland, the Ashland School District, and the Oregon Shakespeare Festival. An indication of
the disappearing availability of affordable housing is that land zoned for multi-family housing --
typically less expensive than single family housing--is being developed with single family
homes.
With such strong market forces, Ashland is in danger of losing its economic diversity as owners
and renters get squeezed out of an escalating housing market. The fabric of the community is
threatened by declining school populations and impending school closure,caused by the
widespread inability of families with young children to purchase housing in Ashland that is
affordable to them.
A detailed analysis of incomes and housing costs are contained in the ECONorthwest report,
"City of Ashland Needs Analysis," April 2002.
Actions for affordable housing
This plan recommends a number of strategies that Ashland can take to address the problem of
affordable housing. The strategies are:
1. Provide funding for affordable housing.
The crux of providing affordable housing is finding ongoing funding sources to finance the
development of affordable housing. The plan recommends creating a Housing Trust Fund with
1
dedicated funding sources. Possible sources are identified. Deciding on sources will require
both study and building a consensus for adopting legislation for the fund.
2. Reduce development and operating costs.
Ashland has adopted several measures to defer systems development fees for affordable housing
developments. Additional measures could further reduce planning and development fees and
utility costs. Ashland should continue this approach while determining an annual limit so that
the impact on the City's budget can be known and planned for.
3. Adopt land use regulations to promote affordable housing.
The City is in a position to use its land use and zoning authority to assist in developing
affordable housing. Recommendations include: rezoning land to multi-family use, identifying
target properties for affordable housing that takes advantage of new state laws for tax
exemptions, examining the feasibility of expanding the Urban Growth Boundary for a property
owned by the school district,restricting single family housing in land zoned for multi-family use,
permitting accessory units in single family zones, and encouraging and promoting development
on small lots in new subdivisions.
4. Preserve and create affordable housing.
Affordable housing can be developed and kept permanently for low and moderate income
households leveraging funds from State and Federal housing programs where the development is
by non-profits or by the Jackson County Housing Authority. Where the City assists affordability
through the waiver of development or utility fees, the City should adopt a policy requiring long-
term affordability for a period of 60 years as required in City ordinances on affordable housing.
5. Develop organizational capability.
To provide a focus for its affordable housing efforts the City should immediately create a full-
time position of a Housing Coordinator to enable the development of affordable housing and
seek auxiliary funding sources to improve price and costs of housing for low and moderate
income households. The Housing Coordinator should develop good working relationships with
non-profit housing organizations. The Housing Commission will play an important role in
Ashland's affordable housing program.
6. Build understanding and support for affordable housing.
The Housing Commission should develop a public information program to explain the need and
benefits of affordable housing and build support for actions needed to develop and preserve
affordable housing. Other actions include preparing an Annual Housing Report, and holding an
Annual Affordable Housing Conference.
2
2. BACKGROUND
When Ashland formed an Affordable Housing Committee in 1990 to find ways to preserve the
diversity and character of the community,there was growing concern that housing prices were
outstripping incomes of Ashland residents. In spite of a number of constructive efforts by the
City to change its land use and housing codes to promote affordable housing, the situation is
worse now than when the first affordable housing study was completed 12 years ago. This is due
to strong market forces that drive up the price of housing.
Housing affordability directly affects people who live and work in Ashland. It is a particular
problem for renters, unlike owners who benefit from equity increases in their homes. Housing
costs are also a problem for first-time home buyers --workers moving to Ashland,or sons and
daughters of residents who want to remain in the community they grew up in,but cannot find
housing within their means.
The City of Ashland commissioned a two-part study to assess needs and provide an action plan
for affordable housing. The overall goal of this effort is:
To develop an overall Affordable Housing Action Plan to provide a stable supply of
affordable housing for current and future residents of Ashland at all income levels
A. Needs Analysis
The"City of Ashland Housing Needs Analysis"prepared by ECONorthwest in March 2002
describes a community where housing affordable to all segments of the community is becoming
a more and more a difficult goal. Following are excerpts from the study.
• Fewer households own housing in Ashland compared to other areas.
(52%Ashland, 58%Medford,67%Jackson County,64%Oregon)
• Service and retail sales,the fastest growing employment sectors in Ashland do not pay .
enough for households to afford fair market rents. Rent was$601 in 2001 for a two-bedroom
unit without essential utilities while the average annual service job salary was$20,942 in
2000. The average service wage enabled a renter to pay$523 with all essential utilities,an
effective gap of nearly$200 per month. Home ownership was completely out of the
question.
• Housing prices increased 50%between 1998 and 2001 to an average sales price of$277,742.
• Ashland is falling short of providing rental housing. Between 1990 and 2001 91%of all
housing built was for single family,owner-occupied units.
• Ashland has a large deficit of affordable owner-occupied housing units. Less than 4 0/oof
single-family dwellings are valued below$101,000,the maximum a household earning the
median income can afford.
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• Ashland has a relatively small inventory of land zoned for multi-family housing. Single
family homes are often built on land zoned for multi-family housing thus reducing the supply
of available land for multi-family units.
• Approximately half of workers for the City, Ashland Community Hospital,Southern Oregon
University, and the Ashland School District live outside of Ashland, in part because of high
housing costs in Ashland. This results in higher transportation costs, more road
requirements, fewer children and young people in the community, and lack of long-term
sustainability.
The ECO Northwest Report made the following recommendations:
1. Encourage more multi-family housing by increasing the supply of land zoned for multi-family
housing, restricting the use of multi-family land for single family housing, and encouraging
redevelopment or reuse of structures.
2. Encourage more affordable single-family housing types by zoning more land for small lot
developments and making more land available for manufactured housing.
3. Develop more government-assisted housing.
4. Reduce development fees for targeted affordable housing developments.
B. Ashland's Efforts at Promoting Affordable Housing
The City of Ashland has made a number of efforts in the last decade to promote affordable
housing. These include:
• Permitting accessory units as a conditional use.
• Requiring 25%of units be affordable when new land is annexed for housing.
• Establishing a density bonus for development of affordable housing units. A one-percent
bonus is allowed for each percentage of affordable units developed up to a maximum of 25%
- 35%.
• Allowing for mixed use development(housing over commercial uses) in commercial zones.
• Allowing manufactured housing in residential areas other than historic districts.
• Revising development standards including narrower streets to reduce housing costs.
• Pursuing outside funding sources for housing including Community Development Block
Grant(CDBG) and government assisted housing.
• Creating the Ashland Housing Commission to provide guidance and direction for affordable
housing.
• Supporting the establishment of the Ashland Community Land Trust
In addition to City efforts,other organizations are addressing the affordable housing problem in
Ashland. These include: the Housing Authority of Jackson County,the Ashland Community
Land Trust which is building affordable units in Ashland,the Rogue Valley Community
Development Corporation which has built affordable, sales housing in Ashland and has been
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awarded a state tax credit grant for affordable rental housing, Habitat for Humanity with a
program of assisted self-help housing,ACCESS, the Jackson County aniti-poverty agency, and
Options which provides housing for persons with disabilities.
The Housing Authority of Jackson County assists low income renters by providing rental
vouchers. As of June 2002 there were 197 families in Ashland receiving Section 8 housing
vouchers. There are 146 Ashland families on the Housing Authority's waiting list. Renters are
responsible for finding available rental units in the private housing market. The Housing
Authority does not own or manage rental units in Ashland. As rental rates increase, owners of
rental housing which accept Section 8 housing vouchers may no longer accept such tenants.
Thus a source of affordable housing may be priced out of the market.
3. HOUSING STRATEGIES
This plan recommends six major strategies for affordable housing in Ashland.
• Provide funding for affordable housing
• Reduce development and operating costs
• Modify land use regulations
• Preserve existing affordable housing and create new affordable housing
• Develop organizational capacity
• Build understanding and support.
STRATEGY I:PROVIDE FUNDING FOR AFFORDABLE HOUSING
The objective of this strategy is to develop long-term,stable funding sources to produce
affordable housing. Funding is at the core of efforts to provide affordable housing. There are
many techniques for creating low-cost housing such as tax credits, reducing mortgage interest
rates, and providing loans and grants to organizations developing affordable housing. A
successful approach will use every available technique. Often what makes a project affordable is
the combination of several methods that reduce the costs.
A. Apply for Housine Development Fundine
For Ashland, a major source of affordable housing funding is through programs of the Oregon
Housing and Community Services Department. The major programs relevant to Ashland are
shown in Table 1. The City will not be the developer. In order to access these funds,the City of
Ashland will need to work with local non-profit housing organizations such as the Ashland
Community Land Trust,the Rogue Valley Community Development Corporation, and ACCESS.
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Table 1.Affordable Housing Programs of the
Oregon Housing and Community Services Department
1. HOME Program
The Ashland Community Land Trust in June 2002 received a$518,354 grant reservation of HOME
funds for new construction of five housing units in a residential neighborhood for low-income
families and individuals.
The HOME Investment Partnerships Program makes funds available for the development of
affordable housing for low and very low-income individuals and families, and encourages
partnerships among state agencies, local governments, not-for-profit, and for-profit organizations.
Approximately$20 million is available statewide per biennium.
2. Oregon Affordable Housing Tax Credit
Through the use of state tax credits, lending institutions can lower the cost of financing by as much
as four percent for housing for low-income households. Applicants can be profit or non-profit
housing sponsors,provided the savings from the reduced loans are passed on in the form of lower
rents to households. Approximately$25 million in tax credits will be available in this biennium.
3. Federal Low Income Housing Tax Credits
Federal income tax credits are available for 10 years to owners of qualified low-income,multi-
family housing. The tax credits are used to lower rents. Both profit and non-profit housing
sponsors may apply. Approximately$5 million per year is available statewide.
4. Risk Sharing Housing Loan Program
Loans for construction or rehabilitation of multi-family housing. Both profit and non-profit
housing sponsors are eligible. $60 million per biennium is available in Oregon.
5. Predevelopment Loan Program
Short-term loans to pay recoverable affordable housing pre-construction costs.
$4 million revolving loan statewide.
6. Residential Loan Program
Provides below-market interest rate mortgages for eligible first-time homebuyers. The program is
aimed at moderate-income homebuyers. Applicants are lending institutions on behalf of moderate-
income homebuyers. $130 million per year statewide.
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The City's role is to facilitate applications by non-profit organizations and other eligible
organizations. The City will need a Housing Coordinator who researches available funding
sources including application procedures and submittal deadlines,develops relationships with
funding sources, and works closely with organizations eligible for funding. Through a Housing
Trust Fund the City can also provide some of the local funding which is often needed in
affordable housing programs.
Recommendation:
➢ The City,through a Housing Coordinator,will take necessary steps to facilitate the
process of applying for housing development funds by non-profit housing development
organizations and other eligible organizations.
Schedule: 1-5 years. Intermediate and long-term. (Dependent on funding cycles)
B. Create an Affordable Housing Trust Fund
The crux of building or rehabilitating affordable housing is funding the projects. Money is
needed to plan the housing,purchase land,provide equity to secure loans, and for up-front costs.
While there are many state and federal sources for funding affordable housing, in almost all
cases some local funds will be needed to match or supplement grants and loans.
Housing Trust Funds are a means to provide a flexible pool of funding to promote affordable
housing. What makes housing trust funds unique is that they have dedicated sources of ongoing,
public revenues. There are a wide range of funding sources used in the over 275 housing trust
funds that now operate in the U.S. Sources include funds from government bonds, from sale of
publicly owned lands, from lottery earnings from property taxes; development fees, and fees on
recording mortgages. Housing trust funds can also accept donations of property or funds from
individuals and corporations as well as receive funds from foundations.
There is legislation being developed in Congress that will provide a National Housing Trust
Fund to match funds for local communities with Housing Trust Funds.
There are at least 37 state housing trust funds including Oregon, Washington and California.
There are 42 city housing trust funds in 22 states,plus an additional 142 in New Jersey with a
state law that allows cities to levy fees on developers to raise funds for the trust funds.
In Oregon, Washington County has a Housing Trust Fund with revenues from a real estate
transfer tax of one-half of 1%. The City of Portland has a fund and has been working at the state
legislative level to obtain a real estate transfer tax to provide continuing funding.
Typically housing trust funds do not build or own housing. Rather, the funds distribute monies
to non-profit and government organizations that are experienced in building and owning
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affordable housing. The funds act as a conduit for housing. City housing trust funds are able to
leverage their funds. For every$1.00 in the fund, they typically raise$4.89.
A Housing Trust Fund for Ashland could be a City program or it could be established as a non-
profit corporation. Either way, there will need to be a board that evaluates proposals for using
trust funds for housing projects and provides oversight. Members of the Ashland Housing
Commission could serve on such a board. The board could be augmented by City staff such as
the city's Housing Coordinator and the Finance Director.
Recommendation
➢ Form an Ashland Affordable Housing Trust Fund by directing the Ashland Housing
Commission to prepare a specific proposal for such a fund.
Schedule: Short Term (within 1-2 years).
C. Develop Dedicated Funding Sources for the Housing Trust Fund
The key to Ashland's success in creating a Housing Trust Fund is finding dedicated sources of
ongoing revenue. Ten years ago Ashland sold a surplus parcel of land and provided
approximately$90,000 for a Housing Trust Fund. However, it represented a one-time dedication
of funding that now has been used up to provide renter and first-time homebuyer assistance and
for housing studies.
Ashland also attempted to create an ongoing source of funds through a transfer fee on real estate
transactions. The proposal was brought to the voters in 1991with limited time to discuss the
concept and build public support. The measure was defeated. At the state level, during the
2002-2002 legislative session a proposal to permit local governments to levy a real estate transfer
tax was developed by proponents from the Portland metropolitan area The measure was
narrowly turned aside. Proponents are discussing strategies for reintroducing a similar measure
in the next session. At the federal level, legislation has been introduced to create a national
housing trust fund.
There are 38 states including Oregon with Housing Trust Funds. At the local level,there are 42
city housing trust funds in 22 states. Although many are in larger cities,there are housing trusts
in smaller cities: Menlo Park, Cupertino and Palo Alto in California, Santa Fe,New Mexico,
Burlington, Vermont, and Bainbridge Island, Washington.
' "Housing Trust Fund Progress Report 2002,Local Responses to America's Housing Needs." (June 2002),Housing
Trust Fund Project,Center For Community Change,pg.7.
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Typically city housing trust funds are administered by housing and community development
departments by city staff, although a few are independent or administered by a redevelopment
agency or a housing commission.
Ashland needs to evaluate a range of alternatives for providing dedicated funds for the Housing
Trust Fund. The following are potential sources.
1. Real estate transfer tax
A real estate transfer tax is applied when a home is sold. In Oregon, Washington County is the
only county with a real estate transfer tax. Passed in the 1970s, the tax is$1.00 per thousand. hi
2001, the average price of a house sold in Ashland was $273,0632. If the Washington County
rate were applied in Ashland, the average tax would have been$273 per house, raising$102,398
for a housing trust fund.
Maryland has a tax when recording a property that has been sold. Rates vary by county ranging
from a low of$4.40 per$1,000 to $10.00 per$1,000. Using the lower tax rate of$4.40 per
thousand,if applied by Ashland would be a cost of$1,201 for an average house of$273,063 or
raised a total of approximately$450,000 in 2001.
Florida adopted a real estate transfer tax of$2.00 per thousand(0.02%)which was widely
supported by the housing industry including realtors as a way to invigorate the housing industry.
The tax generated$249 million in 2001. This rate applied to Ashland would have raised $546
per house sold in 2001 or approximately$204, 800
A real estate transfer tax in the Portland metropolitan area was unsuccessfully proposed in the
recent legislative session by the Portland regional housing trust fund. The proposed tax was a
rate of 0.75%. This rate, applied to Ashland,would have added a charge of approximately
$2,050 to the average home sold and produced approximately$767,000 in 2001. Affordable
housing advocates in the Portland area are considering a renewed legislative effort next year.
The effect of different rates used for a real estate transfer tax are summarized below:
Assuming 375 sales per year at an average of$273,063 would yield the following costs and
revenues:
Rate Cost Per House Sold Revenue Example .
.001 $273 $102,398 Washington County, Oregon
.002 $546 $204,797 Florida
.0044 $1,201 $450,554 Maryland
.0075 $2,048 $767,989 Portland metro area(proposed)
:Roy Wright Appraisal Services,Inc.
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2. Hotel/motel tax
Ashland has a 7%tax on hotels, motels and bed and breakfast receipts. The tax generates
approximately$1.2 million per year of which two-thirds goes to the City's General Fund. The
remaining third($384,000 in 2002) is allocated to economic and cultural development including
the Ashland Chamber of Commerce, the Oregon Shakespeare Festival and grants for economic
and cultural development.
A portion of this tax could be designated for affordable housing. For example, if the amount of
the tax devoted to the General Fund were reduced from 67% to 62% this could provide 5% for
affordable housing; the amount in 2002 would be approximately$58,000. This could be a part
of a funding base for Ashland's Housing Trust Fund.
3. Prepared food and beverage tax
This 5%tax generates $1.6 million last year and is dedicated 20%to parks and open space and
80%to wastewater treatment plant construction and debt service. The tax continues until 2010.
Any changes as well as renewal will require City Council approval and voter approval for
renewal. At the time of renewal in 2010; a portion of the tax could be dedicated to the Housing
Trust Fund.
4. Other possible source Some states use interest from "earnest money" held in escrow during
the sale of a house to help fund Housing Trust Funds. States include Washington, Missouri,
Wisconsin,Colorado and Maryland. This is a potential, though small source of revenue for the
trust fund. In 2001 there were 365 housing sales in Ashland with an average price of$277,742.
Assuming a 2%escrow amount held for 60 days,with interest at the prime rate of 4.5%,would
generate approximately$41 per house sold or about$15,000 per year.
Another source of revenue is a document stamp tax. This would apply to all documents, not just
real estate transaction filings. The Housing Commission could investigate and estimate the
income that could be derived from a document stamp tax and the costs of administering the tax
Recommendation
➢ The Housing Commission should develop recommendations for the City to establish
long-term, continuous funding sources for the Housing Trust Fund that provides
ongoing revenues for the fund and are supportable by the community.
Schedule: Medium to Long Term (2-5 years)
D. Encourage Employers To Assist Employees In Home Buying
At the present time major employers in Ashland are finding that roughly half of their employees
live outside of Ashland. These employers include the City, Southern Oregon University,
Ashland School District, and the Ashland Hospital. The Oregon Shakespeare Festival also has a
need for both rental and sales housing in Ashland. Several Ashland organizations are concerned
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that with staff turnover, new employees will not be able to find affordable housing in Ashland
and have to live outside the community.
The Ashland Housing Commission has convened an Employers Working Group to discuss the
issues and develop approaches to assist employees to find affordable housing in Ashland. In
other communities, major employers assist employees with down payments. For example, in
Portland Wacker Siltronics and Portland Public Schools have down payment assistance
programs. Up to $5,000 is provided. The principle is forgiven if the employee stays five years.
Interest rate payments on the loan vary among organizations from a subsidized rate to market
rates.
There are a number of programs aimed at helping employers and unions assist workers in
homebuying and in developing rental housing. For example, the AFL-CIO has a Housing
Investment Trust that promotes housing development. Favorable terms include an interest rate
reduction of 0.5%, low 3%to 5%down payment, and mortgage insurance reduced by 30%.
The Federal Home Loan Bank has a Home $tart Savings Program which includes homebuyer
education, a savings account at a local financial institution,and a grant which matches every
dollar saved with a$3 grant towards a down payment on a house. For example, $1,000 saved in
the account would result in a$3,000 grant for a total of$4,000 that could be applied to a down
payment on a house for first-time homebuyers.
The HomeStreet Bank with headquarters in Seattle has programs for first-time homebuyers
which operates in coordination with employers. The program includes homebuyer education,
reduced down-payment requirements, and lower interest rates. The bank has a program currently
operating in Portland and Salem and is considering expanding to other cities in Oregon
Recommendation
➢ The Housing Commission should continue to convene an employers group and develop
approaches whereby employers can assist employees in securing affordable housing
either through down payment assistance for home ownership or through rental
programs that are assisted.
Schedule: Short term(1-2 years)
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STRATEGY 2:REDUCE DEVELOPMENT AND OPERATING COSTS
The objective of this strategy is to lower the costs of both building and operating affordable
housing. Lower development costs will mean more low-income persons can buy homes or be
able to rent units at affordable levels. Ashland currently defers system development charges on
affordable housing. This practice should be continued. If budgetary impact is a concern, the
City can set a limit on the total amount of fees waived for affordable housing each year.
A. Waive System Development Charges
Approach
The City currently defers SDCs for affordable housing projects for the initial developerlbuyer.
The SDC is secured by a second mortgage that is recorded, treated as a loan and accrues interest
each year. If the home is sold to a subsequent non-qualified buyer the principal and interest are
due. The City should remove this requirement and waive SDCs altogether for affordable units.
If the City does so, it is recommended that some measure(s)be taken to ensure that the housing
unit remains affordable for 60 years. Otherwise, the benefit of the SDC waiver and increase in
the supply of affordable housing will continue to be only temporary.
Other cities with SDC waivers include:
• Salem. SDCs are waived for housing provided by the Salem Housing Authority and any unit
that receives city administered federal housing funds and is affordable to families below 80%
of the city's median household income(MHI).
• Eugene. SDCs are waived for rental housing for low-income persons (less than 60% MFI)
and owner-occupied housing for persons with less than 80% MFI.
• Lake Oswego. The city has a graduated SDC. The SDC may be proportionately reduced if
.evidence indicates that construction, alteration, additional,replacement or change in use
does not increase the parcel's or structure's use of the systems to the degree calculated in or
anticipated by the methodology for the particular SDC."
The City of Ashland's currently assesses SDCs for water, sewer, storm sewer,parks and
transportation facilities, as well as a separate connection fee. Fees vary by size of residential
unit. For single-family housing units,they total between approximately$6,500 for a 1,000
square foot home and $13,000 for a 3,000 square foot home,not including permit, community
development and engineering fees. For multi-family units, fees are somewhat lower.
Potential Impact
Waiving these fees would reduce the cost of building a new single-family home by between 10
and 13%, depending on the size and value of the home. If the City were to waive these fees for
10 affordable units per year, this measure also would reduce annual city revenues by about
$100,000 to$200,000. This would represent a significant investment in affordable housing(in
terms of deferred/lost revenues)by the City.
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Recommendations
➢ Ashland should continue the program of deferring systems development charges for
affordable housing while requiring that participating housing units remain within the
pool of affordable housing.
➢ Ashland should identify an annual amount of SDC fees waived. The cap should reflect
the amount of resources the City can reasonably devote to affordable housing programs
in light of other ongoing programs and implementation of other strategies identified in
this report.
Schedule: Short to Medium Term (within 1 - 3 years)
B Waive Other Planning, Permittine or Other Fees
Approach
Another cost-reduction method would be to waive other fees associated with housing
development,particularly planning,permitting and inspection fees. Currently, the City charges
three major fees—permit,community development and engineering fees. Estimated 2001 permit
fees ranged from $1,000 to $1,700 for single-family residences. Community development and
engineering fees are 0.90% and 0.75%of the value of the dwelling, respectively. For a$175,000
home,this equates to about$1,550 and$1,300 respectively.
Other cities in Oregon that currently waive these types of fees for Affordable Housing projects
include Portland and Eugene. In Portland,the Portland Development Commission annually sets
aside up to$500,000 for fee waivers for non-profit organizations that develop affordable
housing. Fees can be waived for building permits or zoning applications. The Portland Bureau
of Buildings also waives inspection,plan review and other fees for qualifying non-profit
affordable housing developers within certain guidelines. The City of Eugene waives planning
and development permit fees for affordable housing projects for up to$50,000 per year.
The City also charges a hookup fee for connection to sewer, water and electric utilities. Year
2001 connection fees were$3,537,or one to three percent of the value of a single-family home.
As the local sewer,water and electric utility provider, Ashland collects monthly fees for these
utility services. For apartment units, a typical utility bill is$40-$50; for single family homes,
$80-$90. The City could waive or reduce one or more of these fees for low-income households
meeting certain eligibility criteria.
Potential Impact
Waiving permit, community development and engineering fees in part or in total could reduce
the cost of housing development by about one to three percent of the cost of developing a single-
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family home. This could reduce housing development costs by an additional one to three percent
per unit and also reduce the monthly utility costs.
Recommendations
➢ The City should determine which planning and development fees or utility fees could be
reduced or waived for affordable housing.
➢ The City should determine an annual limit on the total amount of fees waived. The cap
should reflect the amount of resources the City can reasonably devote to affordable
housing programs in light of other ongoing programs and implementation of other
strategies identified in this report.
Schedule: Short to Medium Term (within 1 - 3 years)
STRATEGY 3:ADOPT LAND USE REGULATIONS TO PROMOTE AFFORDABLE
HOUSING
Since preparing its original Affordable Housing Plan,prepared in 1990,the City has
implemented a number of regulatory strategies, including recommended in that plan,including:
• Allowing for the development of accessory residential units as a conditional use in single-
family residential zones
• Establishing a density bonus for development of affordable housing units. A one-percent
bonus is allowed for each percentage of affordable units developed up to a maximum of 25%
- 35%.
• Allowing for mixed use development (housing over commercial uses) in commercial zones.
• Requiring that annexations include provisions to ensure development of a certain percentage
of affordable housing.
Additional regulatory strategies proposed and discussed in this report include:
• Zone additional land for multi-family development.
• Prohibit or restrict the development of single-family housing in multi-family residential
zones.
• Strengthen provisions for accessory residential units to encourage their development.
• Require a percentage of small lots in all single-family developments.
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A. Identify and Zone Additional Land For Multi-Family and/or Affordable Housing
Development
Approach
Multi-family housing tends to be less costly than single-family housing in terms of monthly
payments and the amount of money needed for a down-payment on a single-family home. This
is particularly true in Ashland, where single-family housing prices are very high. In Ashland,
multi-family housing represents an important source of affordable housing.
The Housing Needs Analysis prepared by ECONorthwest(ECO) indicates that over the past
three years,very little multi-family housing has been developed. Single-family housing has
accounted for 89%of all units built during that period. Between 1990 and 2001, single-family
housing accounted for about 85%of all residential housing units. In the last 10 years only 9%
(162 units)of the 1,842 building permits issued were for multi-family units. Historically,the
mix of housing units has been 52 0/o/48%owner-occupied/rental housing. The majority of owner-
occupied units are single-family dwellings.
In addition, a significant amount of single-family development has occurred in multi-family
zones,in the form of single-family attached and detached(primarily attached),owner-occupied
housing. This has further reduced the supply of vacant land available for future multi-family
development. The ECO report indicates that the remaining supply of land for multi-family
housing is not adequate to meet long term (20 year)needs, given their estimate of the need for
new multi-family units. The report includes a recommendation to zone additional lands for
multi-family development to meet long term needs.
The following criteria could be used to identify lands to be rezoned for multi-family housing:
• Areas large enough to accommodate multi-family unit developments.
• Land with adequate transportation access, including close proximity to an existing or planned
transit route
• Relatively flat areas without significant physical constraints or environmental concems(i.e.,
slopes,riparian areas and/or floodplains)
In addition to possibly rezoning land for multi-family use, it is recommended that the City
identify specific areas with high potential for future affordable housing developments. Criteria
would be similar to those listed above. Targeting such land would help in specific area planning
efforts and in working with other affordable housing developers as they identify possible land to
acquire and develop.
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Based on these criteria and review of the City's buildable lands inventory and map, City staff
have identified several potential areas to target for possible future affordable housing projects or
possible rezoning to allow for multi-family or mixed-use development:
• The area south of East Main Street between the city limits and urban growth boundary, and
east of the Ashland Middle School and west of Tolman Creek Road. This area is relatively
flat, includes several large parcels, and is adjacent to a transit route and close to commercial
services.
• The"Railroad Property" situated north of the railroad and bounded by Oak Street on the west
and Mountain Avenue on the east. This area historically has been considered for a mix of
uses including multi-family development. It is close to the downtown core, with good access
to transportation facilities and commercial services.
• The abandoned mill site south of Mistletoe Road and east of Tolman Creek Road. While this
site is zoned and historically has been used for industrial use, the City has examined previous
.. proposals for a mixed-use development on this site that could incorporate some affordable
housing or multi-family development, along with continued industrial or commercial use.
The site is fairly large, flat and has good access to transportation and commercial facilities.
• The"Tolman Creek Neighborhood Plamming Area"located east of Tolman Creek Road and
west of the Hamilton Creek floodplain. This is another relatively large, flat area. It is
currently zoned for single-family residential development but has been considered a
candidate for multi-family residential and neighborhood commercial uses.
• The area west of North Mountain Avenue and immediately north of the railroad tracks.
• Existing city-owned surface parking lots in or in close proximity to the downtown. These
sites could be targeted for application of recently enacted vertical housing development tax
exemptions. The new law provides a partial tax exemption for certified projects that include
a ground floor or lower floors occupied by commercial uses and one or more upper floors of
residential uses. The allowable exemption is for 20%of assessed value on land and
improvements for each floor up to four floors of residential use with a maximum partial tax
exemption of 80 1/6. Other than these relatively small lots,the City does not own any parcels
suitable for affordable housing development.
In addition, the City,School District,Ashland Community Hospital and others have discussed
the possibility of partnering in an affordable housing development on a parcel of land outside the
City's urban growth boundary. In terms of land ownership, land costs, and the characteristics
identified above, it would make sense to target this property for development of affordable
housing. At the same time, it likely will be challenging to justify expanding the UGB to include
this property. To justify a UGB expansion, a City must prove the need for additional land to
meet long-term (20 year) needs for population/housing and employment.
Some cities have successfully expanded their boundaries to bring in land with specific
characteristics needed for certain types of development. For example, it is possible to justify
expansion to include large parcels with the potential for industrial development if no other large
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parcels exist(even if the total acreage of small parcels is adequate to meet projected future
needs. Similarly it may be possible to include a parcel within the urban growth boundary for the
express purpose of accommodating a specific public need such as permanent affordable housing.
Potential Imnact
It is difficult to quantify the direct impact of this strategy in terms of the number of affordable
housing units that could result. While it may not result in the immediate creation of additional
affordable housing, it would increase the potential for future development of multi-family and/or
affordable housing.
Recommendations
➢ Identify additional land rezoning to multi-family use and/or development of affordable
housing. Use clear criteria and conduct an inclusive public process to do so.
➢ Identify a target site,preferably city-owned land with the potential for multi-story
mixed use development, for use of the new state vertical housing tax exemptions.
➢ Investigate with state agencies and others the feasibility of pursuing a UGB amendment
for the property outside the UGB owned by the Ashland School District.
Schedule: Medium to Long,Term(1-3 years)
B Limit or Restrict Single-Family Housing in Multi-Family Residential Districts
Approach
This strategy also is recommended in the ECO report as a possible means of maintaining the
long-term supply of land for multi-family housing. As noted above,because of the extremely
strong market for single-family housing in Ashland, a significant amount of single-family
housing has been built in multi-family zones. This reduces the supply of land for multi-family
development,which is particularly problematic given the potential difficulty in rezoning land
from single-family to multi-family use. Currently,the City's zoning ordinance allows single-
family homes as an outright permitted use in all multi-family districts. Several options that could
be used to restrict single-family development in multi-family zones arc discussed below.
1. Do not allow single-family development at all in multi-family zones (i.e., remove it from
the list of permitted uses in these zones). This is the most restrictive of these options. While
it would be the most effective, it also likely could generate the most political controversy and
potential opposition from the public or development community. However,this option is not
without precedent. The City of Portland does not allow for new single-family development
in any of its multi-family zones.
2. Allow for single-family development as a permitted use in selected multi-family zones,
but not others. The City could continue to allow for single-family development in its
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medium density multi-family(R-2)zone but restrict it in the high density(R-3 zone). This is
the approach taken by the City of Corvallis. In Corvallis, single-family dwellings or
townhouses are allowed in the City's RM 1 multi-family zone. In the higher density RM2
zone, only replacement of a single-family dwelling is allowed. Finally, in the RH (multiple
family high-rise residential), single-family dwellings are not allowed. This approach is more
permissive and likely would be less effective than the more restrictive option described
above. At the same time, it may generate less controversy and/or opposition.
3. Allow for single-family development as a special permitted use in multi-family zones.
Currently, residential uses are special permitted uses in Commercial and Employment zones.
A similar approach could be considered in multi-family zones when, subject to additional
requirements, single-family uses on individual lots (attached or detached)could be permitted
only when in conjunction with rental housing. Some additional items to consider might
include setting a maximum percentage of single-family units in the project, as well as
affordability levels for rentals (i.e. households at 80%of the area median). This would have
to be structured as a voluntary provision.
4. Allow for single-family development as a conditional, rather than permitted use, in
multi-family zones. This approach is used by the City of Bend,where single-family
dwellings are allowed as conditional uses in selected multi-family zones. The conditions
upon which those or other conditional uses are allowed include:
(a) That the location, size, design and operating characteristics of the proposed use are such
that it will have a minimal adverse impact on the property value, livability and
permissible development of the surrounding area. Consideration shall be given to
compatibility in terms of scale, coverage, and density, to the alteration of traffic patterns
and the capacity of surrounding streets, and to any other relevant impact of the proposed
use.
(b) That the site planning of the proposed use will, as far as reasonably possible,provide an
aesthetically pleasing and functional environment to the highest degree consistent with
the nature of the use and the given setting.
(c) If the use is permitted outright in another zone, that there is substantial reason for
locating the use in an area where it is only conditionally allowed, as opposed to an area
where it is permitted outright.
(d) That the proposed use will be consistent with the purposes of this ordinance, the
Comprehensive Plan, Statewide Goals, and any other statutes, ordinances or policies that
may be applicable.
Ashland could identify similar conditions for development of single-family homes in multi-
family districts. While conditions (a),(b) and(d)could be relatively easy to satisfy in many
cases,condition(c) is likely to be a fairly strong deterrent to continued development of single-
family in multi-family zones. The City alternatively could identify other conditions, such as that
a single-family development include a certain percentage of units affordable to people in certain
income ranges.
18
While this approach is less restrictive than completely disallowing single-family development in
multi-family zones, it could be very effective if the conditions are difficult to meet or result in
development of additional affordable units. It likely would be more effective than continuing to
allow for single-family dwellings as outright permitted uses in some multi-family while
disallowing them in others.
Potential Impact
It is difficult to quantify the direct impact of this strategy in terms of the number of affordable
housing units that could result. As with the approach of zoning additional land for multi-family
housing, this measure may not result in the immediate creation of additional affordable housing,
though it would increase the potential for future development of multi-family housing. Such
housing is expected to be affordable to a higher percentage of Ashland residents and workers
than much of the City's current stock of single-family homes.
Recommendation:
➢ Restrict further development of single-family housing in multi-family zones by
prohibiting it in one or more multi-family districts or allowing it only as a conditional
use subject to clear conditions and criteria.
Schedule: Medium to Long Term(1-3 years)
C Further Encourage Development of Accessory Dwelling Units
AApproach
These units provide an excellent source of affordable housing,particularly for elderly or single
residents. Ashland already allows for the development of accessory units as a conditional use in
single-family residential areas. They must meet the same lot coverage and setback standards as
the base zone, are limited to 50%of the size of the primary unit on the lot, and cannot exceed
1,000 square feet. Accessory units must be approved through a Type I procedure. This is the
most permissive of the City's conditional use approval procedures and allows approval at the
staff level of there is no public request of a Council review or public hearing process.
Additional steps could be taken to further encourage development of accessory dwelling units by
reducing potential barriers to their approval. Options could include:
• Make them an outright permitted use subject to existing planning, zoning and building
requirements. Additional criteria also could be developed to address possible public
concerns about design or compatibility with existing neighborhoods and structures (e.g.,
buffering requirements, restrictions on placement on the existing lot or relative to the primary
dwelling, design guidelines, etc.). This also would reduce the cost of building accessory
units, as the current fee for a conditional use permit with a Type I review is$500.
19
• Relax lot coverage or setback requirements. For example,overall lot coverage limits could
be increased and rear setback requirements decreased. This would make construction of
accessory dwellings possible in more cases,particularly on lots where the existing primary
dwelling currently covers a larger percentage of the lot.
A number of other communities in Oregon allow accessory units as a permitted use. They must
meet conditions similar to other permitted uses (e.g., setbacks, lot coverage, etc.)but are not
required to go through a conditional use process. In some cases, this represents a change from
previous procedures. Following is a summary of how some of these communities approach this
issue.
Accessory Dwelling Units in Other Oregon Cities
City Practice/impact
Albany Practice
• Accessory units are allowed outright. The City recently has changed its code to emphasize
that accessory dwellings need to be subordinate to the main structure.
Impact
• Does not track amount of accessory dwellings permitted.
Corvallis Practice
• Accessory units are allowed outright. Prior to 1996,they were allowed as conditional uses.
Impact
• The city permitted a total of only 1 or 2 units before 1996. Since 1996,they have
permitted 20.
Eugene Practice
• Accessory units are allowed outright only in the R-1 residential zone.The City recently
updated its 30-year old code,which also allowed them.
Impact
• The City does not track the number of accessory units permitted.
Gresham Practice
• The City has allowed accessory units outright for the last four to five years. They
previously not allowed at all.
Impact
• Four accessory units have been permitted so far in 2002,one in 2000,and three in 1999.
Portland Practice
• The City always has allowed accessory units outright but recently liberalized requirements
for them.
Impact
• Since amending its requirements,the number of accessory units permitted annually has
approximately doubled,from 20/year to 40/year.
Salem Practice
• Accessory units are not allowed outright.
20
Potential Impact
During the past five years,the City has approved about 5 —8 accessory dwellings per year.
Based on evidence from other communities summarized above, further reducing obstacles to
their development likely would increase the pace of this development,directly resulting in
development of more affordable housing units. If the number of units increased by 50%to 100%
(similar to other communities surveyed), about 3 —8 additional units would be constructed per
year.
Recommendations
➢ Amend current policies to allow accessory units as a permitted use in single-family
zones,subject to the same conditions for other types of single-family residences.
➢ Slightly reduce maximum total lot size coverage requirements for accessory units.
Schedule: Short Term(within 1 year)
D Allow For Or Require Single-Family Residential Development On Small Lots
Approach
In 1999,the Oregon Legislature passed House Bill 2658,prohibiting mandatory inclusionary
housing programs, i.e.,requirements that developers include a certain percentage of affordable
units in any development. Therefore,inclusionary housing requirements per se are not an option
for Ashland at this time.
However,other requirements that could stimulate development of lower cost housing could be
implemented. For example,the City could require that developments of a certain size include a
certain percentage of small lots(e.g.,2,500—3,500 square feet). Given the high cost of land in
Ashland,this could result in development of more affordable single-family housing,though it
still may not be affordable to a significant portion of-the population, given the single-family
housing market. Alternatively,the City could reduce the minimum lof size in single-family
residential zones. While this ultimately could result in more development on small lots, it also
could generate concerns about compatibility with the character of existing residential
neighborhoods and result in public or political opposition.
Small lot development has been allowed,encouraged and/or required in a number of large
residential developments in the Portland metropolitan region, including Fairview Village in
Fairview and Orenco Station in Hillsboro. In addition,many older, established residential
neighborhoods in the City of Portland contain a significant number of relatively small existing
lots(e.g., 3,300 square feet).
Potential Impact
21
It is difficult to measure the potential impact of this strategy in terms of development of
additional affordable units. Over the long tern, it could result in a moderate number of new
affordable units.
Recommendation
➢ Allow for or require a certain percentage of development on small lots within new
subdivisions.
Schedule: Short to Medium Term (within 1 - 3 years)
STRATEGY 4.PRESERVE EXISTING AFFORDABLE HOUSING, CREATE NEW
AFFORDABLE HOUSING
A. Promote Permanent Affordability by Working with Non-Profits
Ashland needs to both preserve the existing affordable housing stock in the community as well
as create new affordable housing through development. Private market forces in Ashland are
driving up the prices of housing. Housing sales prices increased almost 50%between 1998 and
2001. These forces will continue to increase housing costs for both homebuyers and renters.
The City has little ability to directly affect the rental and sales prices in the private housing
market. Direct interventions such as rent control that was used during World War II are rarely
used any more.
Permanent affordability is best assured when the units are owned by a non-profit affordable
housing organization such as the Ashland Community Land Trust, ACCESS, Options,or the
Rogue Valley CDC,or by a public entity such as the Jackson County Housing Authority.
Recommendation
➢ The,City should promote permanent affordable housing by working with non-profits to
develop housing in Ashland. These include the Ashland Community Land Trust, the
Housing Authority, and other organizations such as ACCESS, Rogue Valley CDC, and
Options.
Schedule: Housing development: Long Term (1-5 years)
22
B Promote Lone-Term Affordability Through Deferring or Waiving Fees
Promoting affordability by providing deferment or waiver of fees(systems development charges,
utility charges,planning fees) in exchange for maintaining affordability does not necessarily
guarantee permanent affordability. Over time the value of the housing may increase so that the
owner may repay the fees and sell the property at market rates.
Long-term (but not permanent) affordability can be promoted where rents or sales prices are kept
affordable for 10, 20, 40 or 60 years in return for reductions in fees or other considerations. For
example, the Oregon Housing and Community Services requires multi-family projects developed
using their programs be maintained as affordable for 30 years. Portland's Housing Preservation
Ordinance requires any units built with City funds must remain affordable for a period of 60
years.
➢ The City should promote long-term affordability by requiring that housing remain
affordable for a period of 60 years if it has received fee deferments or waivers.
Schedule: Policy development: Short Term(within 1 year)
STRATEGY S:DEVELOP ORGANIZATIONAL CAPACITY FOR AFFORDABLE
HOUSING
Over the last dozen years Ashland has taken a number of steps to address the issue of affordable
housing. Some of the significant steps include the formation of the Housing Commission, the
application for Community Development Block Grant funds and using the funds in recent years
primarily for housing, and preparation of two affordable housing studies in 1990 and 1995.
Within the City administration,coordination for affordable housing has been done by the
Planning Department. Because of the relatively small size of the City of Ashland and its
planning staff,affordable housing coordination is one of many functions of the planning staff.
However, affordable housing is a complex and demanding field. There are a wide array of
programs, funding sources, and perspectives requiring full-time attention.
A Create a Full-Time Affordable Housing Coordinator Position
Create a full-time affordable housing coordinator to bring together all functions that directly
relate to affordable housing. These could include the following: preparing the Community
Development Block Grant annual funding application, staffing the Housing Trust Fund and the
Housing Commission, coordinating with non-profit affordable housing development
organizations,maintaining relationships with the Oregon Department of Housing and
Community Services,and working with local lending institutions on affordable housing.
23
The role of the City would continue to be promoting and coordinating efforts for affordable
housing. The City would not become a developer or owner of affordable housing, but would
work with organizations that provide those services.
Potential Impact
A Housing Coordinator could bring focus and continuity to the City's affordable housing
programs. This should lead to a more effective program and additional outside funds coming into
the community for affordable housing. It would free up Planning Department staff time
currently required for affordable housing staff work. The staff position would require funding.
➢ The City of Ashland should create a full-time position to coordinate affordable housing
programs.
Schedule: Short Term-(within 1 year)
B. Develop Working Relationships with Housing Organizations
A major role of the Housing Coordinator will be to develop effective working relationships with
non-profit.housing organizations that will be the developers, owners and managers of affordable
housing in Ashland. These include the Ashland Community Land Trust, Housing Authority of
Jackson County, Rogue Valley CDC,ACCESS, Options, and Habitat for Humanity.
The Housing Coordinator could serve on boards of the different housing development
organizations, attend planning meetings, or in other ways establish working relationships with
the staff of these organizations.
In addition to the non-profit organizations,the Housing Coordinator can also develop working
relationships with housing organizations in the private sector including the homebuilders, and
realtors.
➢ The Housing Coordinator should develop effective working relationships with housing
organizations in the City and County.
C. Continue the Ashland Housing Commission
The Ashland Housing Commission has been a citizen group advocating for affordable housing.
The Commission produced two reports on affordable housing,one in 1990 and another in 1995.
The Commission should consider additional ways to provide both a voice and focus for citizen
efforts to promote housing.
As described in Strategy 6, the Housing Commission should develop a public information
program for affordable housing. The Housing Commission could also be the sponsor of an
annual Affordable Housing Conference. The conference could be designed to appeal to both
24
professionals in the field of housing,organization that are affected by the supply of affordable
housing such as the five major employers in the City(the University, Shakespeare Festival,the
hospital,the schools and the city) as well as citizens. The Housing Commission could also
develop an annual "Report Card" on affordable housing indicating strategies and
accomplishments.
➢ The Housing Commission should continue in its role as an advocate for affordable
housing including developing an affordable housing public information program, and
consider sponsoring an annual housing conference and a "Report Card" on affordable
housing.
STRATEGY 6:BUILD UNDERSTANDING AND SUPPORT FOR AFFORDABLE
HOUSING
There is considerable understanding and support for affordable housing among the civic
leadership in Ashland. In interviews with major Ashland employers,we found concern about the
need for housing within Ashland for their staff,and this concern is expressed in the participation
of the Employer Working Group. The City Council over the years has adopted ordinances
promoting and encouraging affordable housing.
As Ashland moves towards implementation action, it will be necessary to have broad-based
support of City actions to promote affordable housing. This support needs to be built among the
business community as well as among residents.
The case for affordable housing can be based upon the facts and trends outlined in the Needs
Analysis. The community is faced with very strong market pressures that will, in time,reduce
the supply of affordable housing. Current residents as well as new residents will find it harder
and harder to remain in Ashland (particularly if they are renters),or live in the City.
While there are very tangible impacts to such a pattern including increased commuting, effects
on traffic and air quality, inconvenience for employees and employers,the situation will also
change the character of the community. The City will lose some of its economic and cultural
diversity as well as stability which makes it the kind of place that it is.
A Develop a Public Information Program for Affordable Housing
Those concerned with affordable housing including City leaders and the Housing Commission
will need to find ways to promote understanding as well as build support for specific policies and
actions. The Housing Commission should consider developing a public information program
that could include different messages,media, and programs.
➢ The Housing Commission should develop a public information program for affordable
housing that explains the needs and build support among the general public as well as
community leaders.
25
The public information program could include some or all of the following:
1. Distribution of the "Affordable Housing Needs Analysis and Action Plan" to
community leaders.
2. Prepare a summary of this housing report available for wider distribution.
3. Continue the "Affordable Housing" page on the City's website and expand it to
include a summary of this report.
4. Make presentations about the study to service clubs and professional organizations.
Encourage the Chamber of Commerce to create an Affordable Housing Committee as one
:of its Community Issues.
5. Encourage the local press to prepare feature stories about affordable housing,
particularly when projects are being planned and developed.
6. Conduct an annual house tour of historical homes in Ashland and include information
or site visits to affordable housing projects. The house tour could be a fundraiser for the
public information program.
Schedule: Short Term(begin within I year; continue thereafter.)
B. Prepare an Annual Affordable Housing Report
As indicated previously, the Housing Commission should prepare an Annual Housing Report
that describes the progress towards carrying out the recommendations of this report. The "report
card"will give the Housing Commission and the community a chance to mark and celebrate
progress in providing affordable housing, and to restate the strategies and actions needed.
The report does not need to be elaborate,but it should be clear and to the point providing both
community leaders and the general public with a sense of progress that is being made.
➢ The Housing Commission should prepare an Annual Affordable Housing Report. .
Schedule: Short Term(begin within 1 year; continue thereafter.)
C. Hold an Annual Affordable Housing Conference
Each year,the Housing Commission should hold a conference about affordable housing for local
affordable housing organizations, citizens,employers, and others concerned with Ashland's
affordable housing. The conference could be carried out with other municipalities in the Rogue
Valley including Medford,the Housing Authority and the non-profits involved in affordable
housing with the assistance of the State Division of Housing.
26
The conference will provide an opportunity to stake stock of the progress towards meeting
affordable housing strategies, educate citizens, and learn about successful techniques, funding
mechanisms and experiences of other communities.
➢ The Housing Commission should hold an Annual Affordable Housing Conference.
Schedule: Short Term (begin by the second year; continue thereafter.)
4. ACTION PLAN
The Action Plan shown in the following table lists the strategies and specific recommendations
together with a schedule and who has key responsibility for implementing the action. Most of
the actions will be carved out over the same time period and in coordination with other actions.
ACTION PLAN
Strateav and Action SCHEDULE Responsibility
(YEARS)
Strategy 1. Provide Funding for Affordable Housing
A. The City,through a Housing Coordinator, should facilitate the 1-5 City,
process of applying for housing development funds by non-profit Non-profit
housing development organizations and other eligible organizations. developers
B. Form an Ashland Affordable Housing Trust Fund by directing
the Ashland Housing Commission to prepare a specific proposal for 1-2 City
such a fund.
C. Develop long-terra,continuous funding sources for the Housing
Trust Fund that provides ongoing revenues for the fund and are 1-3 City
supportable by the community.
D. The Housing Commission should continue to convene an
employers group and develop approaches whereby employers can 1 Housing
assist employees in securing affordable housing either through down Commission
payment assistance for home ownership or through rental programs
that are assisted.
Strategy 2: Reduce Development and Operating Costs
A.1 Ashland should continue the program of deferring systems 1-3 City
development charges for affordable housing while requiring that
participating housing units remain within the pool of affordable
housing.
27
A.2 Ashland should identify an annual limit on the total amount of
SDC fees waived. The cap should reflect the amount of resources the 1-3 City
City can reasonably devote to affordable housing programs in light of
other ongoing programs and implementation of other strategies
identified in this report.
B.1 The City should determine which planning and development
fees or utility fees could be reduced or waived for affordable housing.
1-3 City
B.2 The City should determine an annual limit on the total amount
of fees waived. The cap should reflect the amount of resources the
City can reasonably devote to affordable housing programs in light of
other ongoing programs and implementation of other strategies 1-3 City
identified in this report.
Strategy 3: Adopt Land Use Regulations to Promote Affordable
Housing
1-3 City
A.1 Identify additional land rezoning to multi-family use and/or
development of affordable housing. Use clear criteria and conduct an
inclusive public process to do so.
1-3 City
A.2 Identify a target site,preferably city-owned land with the
potential for multi-story mixed use development, for use of the new
state vertical housing tax exemptions.
1-3 City
A.3 Investigate with state agencies and others the feasibility of
pursuing a UGB amendment for the property outside the UGB owned
by the Ashland School District.
1-3 City
B. Restrict further development of single-family housing in multi-
family zones by prohibiting it in one or more multi-family districts or
allowing it only as a conditional use subject to clear conditions and
criteria.
1-3 City
C.1 Amend current policies to allow accessory units as a permitted
use in single-family zones, subject to the same conditions for other
types of single-family residences.
1-3 City
C.2 Slightly reduce maximum total lot size coverage requirements
for accessory units.
1-3 City
28
D. Allow for or require a certain percentage of development on
small lots within new subdivisions.
Strategy 4• Preserve Existing Affordable Housing; Create New
Affordable Housing
A. The City should work to promote permanent affordable 1-5 City,
housing by working with non-profits to develop housing in Ashland. Non-profit
These include the Ashland Community Land Trust,the Housing Developers
Authority, and other organizations such as ACCESS,Rogue Valley
CDC, and Options
B. The City should promote long-term affordability by requiring 1 City
that housing remain affordable for a period of 30 years if it has
received fee deferments or waivers.
Strategy 5: Develop Organizational Capacity for Affordable
Housin
1 City
A. The City of Ashland should create a full-time position to
coordinate affordable housing programs.
1-5 City
B. The Housing Coordinator should develop effective working
relationships with housing organizations in the City and County.
2-5 Housing
C. The Housing Commission should continue in its role as an Commission
advocate for affordable housing including developing an affordable
housing public information program, and consider sponsoring an
annual housing conference and a"Report Card" on affordable housing.
Strategy 6• Build Understanding and Support for Affordable
Housing
A. The Housing Commission should develop a public information 1 Housing
program for affordable housing that explains the needs and build Commission
support among the general public as well as community leaders.
2-5 Housing
B. The Housing Commission should prepare an Annual Commission
Affordable Housing Report.
2-5 Housing
C. The Housing Commission should hold an Annual Affordable Commission
Housing Conference.
29
ACKNOWLEDGEMENTS
We wish to acknowledge the assistance and contributions to this study from the many citizens of
Ashland, City staff, and organizations concerned with affordable housing. These include:
The Ashland Housing Commission: Kim Blackwolf, Andy Dungan, Diana Goodwin Shavey,
Cate Hartzell, Joan Legg, Larry Medinger, Nancy Richardson, Richard Seidman, Jonathon Uto.
The City of Ashland staff: John McLaughlin, Planning Director and Bill Molnar, Project
Manager for this study.
Many others provided information and insight into housing needs and programs in Ashland.
These include: Rich Rhode, Oregon Action; Rick Hams, Board of Realtors; Rod Demele,
Executive Director, Rogue Valley Community Development Corporation; Carlus Hams, former
Executive Director, Ashland Community Land Trust, Scott Foster, Betty McRoberts, Housing
Authority of Jackson County, Wayne Schumacher,Director of Housing, Southern Oregon
University, Elizabeth Peck, Oregon Shakespeare Festival, Mary Brookes, consultant for the
Center for Community Change, Bob Parker, ECONorthwest Consulting.
This study was prepared by Kurt Wehbring, Sextant Consultants, Inc., and Matt Hastie, Cogan
Owens Cogen.
SELECTED REFERENCES AND SOURCES
City of Ashland, Comprehensive Housing Affordability Strategies (CHAS), 1993.
Metro Regional Services, Portland, OR,Regional Affordable Housing Strategy, June 22, 2000.
National Housing Conference, Four Windows: A Metropolitan Perspective on Affordable
Housing Policy in America. 2001. April 2002.
Center for Community Change,Housing Trust Fund Project. Housing Trust Fund Progress
Report 2002, Local Responses to America's Housing Needs. Mary E.Brooks.
Center for Community Change,A Workbook for Creating a Housing Trust Fund. July 1999.
"The Price of Popularity." in Preservation,The Magazine of the National Trust for Historic
Preservation. May/June 2002.
30
ASHLAND PARKS AND RECREATION COMMISSION
340 SO. PIONEER STREET ASHLAND,OREGON 97520
COMMISSIONERS: Kenneth J.Mickelsen
Diane Amarotico — Director
JoAnne Eggers
Michael Gardiner TEL.:(541)488-5340
Jim Lewis FAX:(541)488-5314
Rich Rosenthal `'.,
MEMORANDUM
TO Honorable Mayor and City Councilors
FROM Ashland Parks and Recreation Commission
DATE January 17, 2003
SUBJECT Recommendation on Funding
For the past year the Ashland Parks and Recreation Commission has been working on the update of the
Parks, Trails, Open Space Plan. Last year the Council approved the short and long-term plans as
recommended by the Ashland Parks and Recreation Commission. As part of the update process a
committee was appointed by the Ashland Parks and Recreation Commission to explore and recommend
a proposal to fund the updated short-term plan. The Committee was comprised of Parks and Recreation
Commissioners, City Councilors, and citizens. After reviewing and discussing a variety of funding
options the committee recommended the following:
1. That a ballot measure be presented to the voters at the first opportunity in 2003 to reallocate the
percentage of the food and beverage tax as follows: 40% to Parks, Trails, Open Space, and 60% to
the wastewater treatment facility. (Note the current allocation is 20% Parks, Trails, Open Space,
80% wastewater treatment facility).
2. To increase Parks SDCs based on increasing land prices.
3. Donations, grants and private public partnerships along with other creative funding strategies would
be pursued to provide additional funding for the plan.
In addition the Committee has included the following recommendation to the Council:
To offset the decrease in monies going to the wastewater facility from the food and beverage tax by
increasing sewer rates. The preliminary estimate is that the sewer rates would be increased by 15%.
These recommendations were approved by the Ashland Parks and Recreation Commission.
Home of Famous Lithia Park
CITY OF
kSHLAND
Council Communication
TITLE:
DEPT:
DATE:
SUBMITTED BY:
APPROVED BY:
Synopsis:
Quarterly financial report: October - December, 2002
Finance Department
February 4, 2003
Lee Tuneberg, Finance Director
Brian Almquist, Interim City Administrat~
Attached is the City of Ashland financial report for the six-month period ended December 31, 2002.
The report includes:
1. Summary of Cash and Investments as of December 31 for the last two years (page 1)
2. Combined Statement of Financial Position (page 2)
3. Schedule of Resources by Fund comparison for the last two years (page 3)
4. Schedule of Budgetary Compliance per Resolution #2002-14 (pages 4 - 6)
The reports are intended to present interim information in summary fomiats consistent with the
infomiation provided in the adopted FY 2002-2003 budget document and the manner in which it will be
shown in the end of year financial report.
Summary of Cash and Investments provides an understanding of changes in the city's cash position
across funds and investment types. Please note that the city-wide cash balance has decreased $6.8
million dollars between years. Several times during the year the City Recorder/Treasurer reports to
Council on investment activities, the distribution of investments and trends.
The Combined Statement of Financial Position is similar to presentations provided in the aimual
financial report. It is intended to provide the reader an overall sense of the City's financial position at
the present time. At the half-way mark, Ending Fund Balance is $9.0 million over budget. Changes in
fund balance may not be a good indicator of where the City will be at year's end due to seasonal
influences on operations and revenue as well as construction fimelines.
Revenues and Budgetary Resources at December 31, 2002 total $38,301,889, as compared to total year-
to-date requirements of $41,750,361 which results in a $3.4 million decrease to Unappropriated Ending
Fund Balance. The City budgeted $10.9 million more in requirements than resources and that would
reduce overall reserves for the ensuing year. Working Capital Carryover from FY 2001-2002 was $25.2
million or 6.25% above the budgeted amount.
Taxes, Licenses and Permits and Assessment Payments are ahead of the 50% mark due to their
increased collection activity in the first half of the year.
1 of 4
Intergovernmental Revenues are low at this point since those revenues are received later in the year.
Interest earnings continue to be a smaller portion of total revenue as compared to prior years. Budgetary
Resources including operational loans and transfers have been recorded as necessary.
Total Requirements are in keeping with the first six months of activities and requirements showing a
52.86% level. Personal Services is close to 50% and staff will watch closely for overruns due to benefits
arid changes in personnel for necessary adjustments. Debt Service, Interfimd Loans and Operating
Transfers have schedules of their own that do not adhere to a straight pro-rata (50%) measurement but
are consistent with the budget. Necessary transfers from Contingency will occur in the last half of the
year but a substantial portion of Contingency will be carded forward into the next year as part of
Resources.
The Schedule of Resources by Fund provides an overview of all resources year-to-date as compared to
the prior fiscal year. In most cases, collections are ahead of FY 2002 however, variations due to
construction and related financing and transfers can affect these percentages and consistency between
years. Fund Balances carried forward into FY 2002-03 and recognized in July account for most funds'
resources posting a percentage above 50%.
The Schedule of Budgetary Compliance is intended to present expenditures on a budget basis by fund
consistent with the resolution adopting appropriation levels in the budget compliance section of the
document. It is presented with a comparison to the prior year in an effort to help the reader to gage
consistency.
Seasonal and construction changes will affect the percentage spent year-to-date but some assumptions
can be applied providing a measure of compliance on a budget basis. All things being equal, a 50% or
lower level of expenditure can be used to assess performance year-to-date. This information helps to
identify areas requiring further review and provides the basis for projecting necessary transfers of
appropriation or supplemental budgets prior to June 30.
General Fund - Total expenditures are 46.75% with Grants, Band and Transfers exceeding 50% as
normal due to required activity.
CDBG Fund - Expenditures are consistent with activity.
Street Fund - Expenditures at 30% but a review and adjustment for LID construction is scheduled.
Airport Fund - Expenditures are consistent with activity.
Capital Improvements Fund - Expenditures are at 69% of budget reflecting significant capital project
progress. A supplemental budget will be needed to recognize the expedited construction schedule for
the fire station.
Debt Service Fund - Expenditures are consistent with activity.
Water Fund - An expenditure adjustment is necessary for SDC Treatment project costs not anticipated
for this year. Debt service and Interfund Loans cause the total expenditures to be at 60% of
expenditures.
2 of 4
Wastewater Fund - Debt service and Interfund Loans cause the total expenditures to be at 61 % of
expenditures.
Electric Fund - Division expenditures at or below 50% except Debt service being compete for this year.
Telecommunications Fund - Expenses are consistent with the business plan but budget will require an
adjustment (supplemental) recognizing loan proceeds from late last June that supports construction.
Central Services Fund - The Transfer to Parks for school grounds maintenance is 100% complete. All
departments are below 50% except Administration that had added costs for the City Administrator
recruitment. This will require a transfer from Contingency.
Insurance Services Fund - Costs are ahead of the 50% mark but are expected to end the year within
budget.
Equipment Fund - Expenditures are consistent with activity.
Cemeterv Trust Fund - Expenditures are consistent with activity. No interfund loan this year.
Parks and Recreation Fund - Expenditures are consistent with activity.
Ashland Youth activities Levy Fund - Expenditures are consistent with activity.
Parks Capital Improvements Fund - Recorded Capital outlay well under budget but consistent with
activity.
Unaudited, detailed balance sheets, revenues and expenditure reports and fund statements are available
for your review in the Finance Department office should you require any additional information.
This information, updated for preliminary December data and projections to year end, are the basis for
the supplemental budget and transfer of appropriations currently under consideration for the March 4
meeting.
Recommendation:
StatTrecommends acceptance of this report.
Fiscal Impact:
No impact. This is an update on FY 2002-2003 operational activity as compared to budget.
Background:
There are three ways in which to change appropriations after the Budget is adopted.
1. A transfer of appropriations decreases an appropriation and increases another. This is the
simplest budget change allowed under Oregon Budget law. This does not increase the
overall budget. This is approved by a City council resolution.
3 of 4
~;.,
2. A supplemental budget ofless than 10 percent of total appropriations within an individual
fund follows a process similar to the transfer of appropriations.
3. A supplemental budget in excess of 10 percent of total appropriations requires a longer
process. This process includes a notice in the paper and a public hearing.
Only the first type of budget change is necessary and is incorporated into a single resolution for your
approval. The recommended changes in the budget are explained after each request.
Staff is reviewing the need for transfers of appropriation or a supplemental budget adjustment necessary
by end of year per either item 2 or 3, above.
4 of 4
~;.,
r" .d.
City of Ashland
Sllmmary of Cash and Investments
December 31,2002
Balance December 31,
Held Bv: 2001 2002 Increase (Decrease)
General Fund $ 2,610,429 $ 2,512,847 $ (97,582)
Community Block Grant Fund (53,532) (58,359) (4,827)
Street Fund 3,097,406 2,268,165 (829,241 )
Airport Fund 6,516 (61,023) (67,539)
Capital Improvements Fund 7,449,239 2,263,482 (5,185,757)
Debt Service Fund 528,335 528,106 (229)
Water Fund 1,700,220 1,940,831 240,611
Wastewater Fund 7,424,622 4,454,549 (2,970,073)
Electric Fund 1,293,801 658,652 (635,149)
Telecommunications Fund (257,804) 548,967 806,771
Central Sennces Fund 919,401 990,857 71,456
Insurance Services Fund 976,788 928,300 (48,488)
Equipment Fund 754,369 1,075,235 320,866
Cemetery Trust Fund 72,951 675,977 603,026
26,522,741 18,726,586 (7,796,155)
Ski Ashland Agency Fund 24,290 150,889 126,599
Parks & Recreation Agency Fund 3,789,375 4,663,007 873,632
3,813,665 4,813,896 1,000,231
Total Cash Distribution $ 30,336,406 $ 23,540,482 $ (6,795,924)
Manner of Investment
Petty Cash $ 1,215 $ 1,710 $ 495
General Banking Accounts 895,225 389,335 (505,890)
Local Govemmenllnv. Pool 28,639,579 20,547,567 (8,092,012)
City Investments 800,387 2,601,870 1,801,483
T ctal Cash and Investments $ 30,336,406 $ 23,540,482 $ (6,795,924)
Distribution of Dollars
Central Services,
Insurance and
Equipment Funds
13%
Ski Ashlllld . Parks
and Recnlalion Funds
20%
All Other (General
GoYemment)
35%
\\tIn8nce\8ccIg\~ ~lnand8Is 2OO3\monlhIys-.c.h PosItionofFIn8nciaI RIJ9OI1 a of 2003.xll
0113C1i2OO3 0 3:37 PM
1 of 6
I --
City of Ashland
Combined Statement of Financial Position
For the six months ended December 31, 2002
Percent
Collected \
RESOURCE SUMMARY 2003 Adopted Year-To-Dale Actuals Variance Expended
Revenues:
Taxes $ 14.654,244 $ 10.084,265 $ (4,569.979) 68.81%
Licenses and Permns 1.203,100 722,669 (480,431) 60.07%
Intergovernmental Revenues 3,439,900 920,042 (2.519,858) 26.75%
Charges for Services 30,848.355 14,337.461 (16,510,894) 46.48%
Fines and Forfeitures 108,000 56.034 (51.966) 51.88%
Assessment Payments 150,200 115,423 (34.777) 76.85%
Interest on Investment: 909,400 266.304 (643,096) 29.28%
Miscellaneous Revenues 430,125 183.417 (246.708) 42.64%
Total Revenues 51,743.324 26.885,616 25,057,708 51.57%
Budgetary Resources:
Other Financing Sources 15,243,000 10,400,000 (4.843,000) 68.23%
Operating Transfers In 1.066.000 1,216.273 150.273 114.10%
Total Resources 16.309.000 11,616,273 (4,692.727) 71.23%
TOTAL RESOURCES 68,052,324 38.301.889 20.364.981 56.28%
REQUIREMENTS BY CLASSIFICATION
Personal Services 17.425.965 8,882,812 8,543,153 50.97%
Materials and Services 25,916.313 11,257.796 14,658.517 43.44%
Debt Service 10,826.820 9.087.063 1.739,758 83.93%
Total Operatin9 Expenditures 54,169,098 29.227.670 24.941,428 53.96%
Capital Constructioo
Capital OuUay 15,207.214 6.631,418 8.575,796 43.61%
Interfund Loans 6,625.000 5,000.000 1,625.000 75.47%
Operating Transfers 1.066,000 891.273 174.727 83.61%
Contingencies 1.918.000 1.918,000 0.00%
Total Budgetary Requirements 9.609.000 5,891,273 3,717,727 61.31%
Total Requirements 78.985,312 41,750,361 28,659,155 52.86%
Excess (DefICiency) of Resources over
Requirements (10,932.988) (3.448,472) 7.484.516 31.54%
Worldng Capital Canyover 23,723.190 25,205.231 1,482.041 106.25%
Unappropriated Ending Fund Balance $ 12,790.202 $ 21.756.759 $ 8.966.557 170.10%
\~1n8ncIaI StatemerQ\FNnciaII ~ of OpenltIonsof FIn8nc:t8I Reporteof2003..x1l
01f3Qf2003 03:37 PM
2 of 6
City of Ashland
Schedule of Resources By Fund
For the Six months ended December 31,2001 and 2002
Percent Collected
Year-To-Date Year-To-Date Year-To-Date Year-To-DaIe
REVENUES BY FUND 2002 2003 2003 Adopted Variance 2002 2003
City Component
General Fund $ 7,464,236 $ 7,846,207 $ 12,969,300 5,123,093 61.33% 60.50%
Community Block Grant Fund (146,103) (35,904) 500,000 535,904 -28.59% -7.18%
Street Fund 4,504,688 4,396,482 7,993,450 3,596,968 81.62% 55.00%
Airport Fund 55,162 120,465 233,290 112,825 13.52% 51.64%
Capital Improvements Fund 4,843,594 4,838,317 5,221,300 382,983 43.95% 92.66%
Debt Service Fund 888,084 913,316 1,362,000 448,684 83.31% 67.06%
Water Fund 7,015,077 6,273,136 11,048,980 4,775,844 76.19% 56.78%
Wastewater Fund 15,663,420 13,450,509 15,000,300 1,549,791 104.02% 89.67%
Electric Fund 6,586,264 6,771 ,026 11,999,800 5,228,774 49.78% 56.43%
Telecommunications Fund 6,948,946 7,923,178 8,740,000 816,822 108.92% 90.65%
Central Services Fund 2,299,066 3,158,724 5,322,900 2,164,176 51.79% 59.34%
Insurance Services Fund 787,573 636,778 815,500 178,722 82.04% 78.08%
Equipment Fund 1,847,244 1,912,489 2,497,250 584,761 69.47% 76.58%
Cemetery Trust Fund 679,045 682,810 694,000 11,190 97.85% 98.39%
Total City Components 59,436,296 58,887,533 84,398,070 25,510,537 71.30% 69.77%
Parks and Recreation Component
Parks and Recreation Fund 3,776,753 2,192,708 5,060,444 2,867,736 79.13% 43.33%
Ashland Youth Activities Levy Fund 1,574,658 1,673,545 1,908,000 234,455 83.36% 87.71%
Parks Capital Imp Fund 3,600 282,389 409,000 126,611 0.97% 69.04%
Total Parks Components 5,355,011 4,148,642 7,377,444 3,228,802 86.16% 56.23%
Total City $ 64,791,307 $ 63,036,175 $ 91,715,514 $ 28,739,339 71.68% 68.69%
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City of Ashland
Schedule of Budgetary Compliance
For the Six months ended December 31, 2001 and 2002
Percent Used
Actual December 31, December 31,
2001 2002 Budget Variance 2001 2002
GENERAL FUND
Administrative Services $ 498 $ 23,276 $ 94,000 $ 70,724 0.11% 24.76%
Administrative Services - Municipal Court 113,305 127,227 271,300 144,073 42.44% 46.90%
Administrative Services - Senior Program 55,122 52.410 108,200 55,790 49.95% 48.44%
Finance - Social Services Grants 98,485 101.407 111,000 9,593 98.17% 91.36%
Finance - Economic & Cultural Grants 212,000 212,280 388,000 175,720 55.21% 54.71%
Finance - Miscellaneous 3,391 2,100 8,000 5,900 42.40% 26.25%
Finance - Band 31,151 37,008 59,225 22,217 51.99% 62.49%
Police Department 1,742,326 2,007,458 4,244,566 2,237,108 42.44% 47.29%
Fire and Rescue Department 1 ,664.469 1,871,277 4,056,845 2,185,568 47.33% 46.13%
Public Works - Cemetery Division 118,191 147,808 302,350 154,542 39.05% 48.89%
Community Development - Planning Division 305,150 376,647 858,900 482,253 39.93% 43.85%
Community Development - Building Division 303,533 324,617 692,100 367,483 48.22% 46.90%
Transfers 500 200,500 201,000 500 50.00% 99.75%
Contingency 335,000 335,000 0.00% 0.00%
TOTAL GENERAL FUND 4,648,121 &;4.A,015 11,730.486 6,246,471 41.91% 46.75%
COMMUNITY DEVELOPMENT BLOCK GRANT
Personal Services 20,587 22,709 41,100 18,391 47.00% 55.25%
Materials and Services 37,106 1.481 458,900 457.419 7.94% 0.32%
TOTAL COMMUNITY
DEVELOPMENT BLOCK GRANT
FUND 57,693 24,190 500,000 475,810 11.29% 4.84%
STREET FUND
Public Works - Street Operations 775,029 1,430,567 4,802,010 3,171,443 29.94% 31.09%
Public Works - Storm Water Operations 480,051 347,134 1,021,850 674,716 58.60% 33.97%
Public Works - Transportation SDC's 51,756 36,977 267,900 230,923 13.79% 13.80%
Public Works - Storm Water SDC's 68,759 7,445 171,900 164,455 28.06% 4.33%
Public Works - Local Improvement Districts 43,443 45,000 1,557 0.00% 96.54%
Contingency 120,000 120,000 0.00% 0.00%
TOTAL STREET FUND 1,375,595 1,865,566 6,228,660 4,363,094 73.74% 29.95%
AIRPORT FUND
Materials and Services 49,539 34,632 77,150 42,518 62.71% 44.89%
Capital Outlay 78,310 145,000 66,690 0.00% 54.01%
Contingency 5,000 5,000 0.00% 0.00%
TOTAL AIRPORT FUND 49,539 112,942 227,150 114,208 12.38% 49.72%
CAPITAL IMPROVEMENTS FUND
Personal Services 1,000 1,000 0.00% 0.00%
Materials and Services 19,700 19,483 41,000 21,517 45.81% 47.52%
Capital Outlay 2,911,261 2,345,400 3,470,000 1,124,800 34.12% 67.59%
Transfers 628,908 429,000 459,000 30,000 95.00% 93.46%
Contingency 100,000 100,000 0.00% 0.00%
TOTAL CAPITAL IMPROVEMENTS
FUND 3,559,869 2,793,883 4,071,000 1,277,117 38.53% 68.63%
DEBT SERVICE FUND
Debt Service 200,069 385,306 782,000 396,694 25.39% 49.27%
Transfers 40,000 40,000 40,000 100.00% 0.00%
TOTAL DEBT SERVICE FUND 240,069 385,306 822,000 436,694 62.31 % 46.87%
WATER FUND
Electric - Conservation Division 59,126 64,667 139,500 74,833 46.23% 46.36%
Public Works -Forest Lands Management Divisio 27,206 42,968 241,000 198,032 33.80% 17.83%
~inaOCllll~"'''''''''200~~''.-lC6IIReporteol2003''
0113012ClO30 S,31'"
4 of 6
r'" .-
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Schedule of Budgetary Compliance
For the Six months ended December 31, 2001 and 2002
Percent Used
Actual December 31, December 31,
2001 2002 Budget Variance 2001 2002
Public Works -Supply Division 168,696 137,554 288,500 150,946 39.36% 47.68%
Public Works -Treatment Division 263,217 328,283 800,950 472,667 34.67% 40.99%
Public Works -Distribution Division 895.422 1.051,159 2,008,830 957,671 50.98% 52.33%
Public Works -Supply SDC's 318,473 76.93%
Public Works -Treatment SDC's 2,446 24,000 24,000 47.59% 0.00%
Public Works -Distribution SDC's 273,837 129,000 (144,837) 1.62% 212.28%
Debt Service 330,363 517,678 838,520 320,842 41.62% 61.74%
Other Financing Uses (Interfund Loan) 2,000,000 1,500,000 2,000,000 500,000 100.00% 75.00%
Contingency 100,000 100,000 0.00% 0.00%
TOTAL WATER FUND 4,064,949 3,916,146 6,570,300 2,654,154 52.39% 59.60%
WASTEWATER FUND
Public Works - Collection Division 533,269 695,615 1,391,020 695,405 40.87% 50.01%
Public Works - Treatment Division 454,707 544,663 1,211,980 667,317 43.58% 44.94%
Public Works -Construction 4.438,245 1.460,698 3,300,000 1,839,302 64.06% 44.26%
Public Works -Collection SDC's 30,083 37,753 148,000 110,247 12.53% 25.51%
Public Works -Treatment SDC's 64,561 0 (64,561) 0.00% 0.00%
Debt Service 2,376,116 3,251,500 875,364 0.00% 73.08%
Other Financing Uses (Interfund Loan) 1 .400,000 3,500,000 4,625,000 1,125,000 100.00% 75.68%
Contingency 318,000 318,000 0.00% 0.00%
TOTAL WASTEWATER FUND 6,856,304 8,679.406 14,245,500 5,566,094 52.53% 60.93%
ELECTRIC FUND
Electric - Conservation Division 205,276 169,016 587,105 418,089 48.66% 28.79%
Electric - Supply Division 2,016,561 3,288,033 5,489,088 2,201,055 32.71% 59.90%
Electric - Distribution Division 1,833,877 1.803,255 3,933,964 2,130,709 43.29% 45.84%
Electric - Transmission Division 275,154 486,902 970,510 483,608 32.55% 50.17%
Debt Service 69,354 74,972 75,600 628 95;53% 99.17%
Contingency 500,000 500,000 0.00% 0.00%
TOTAL ELECTRIC FUND 4,400,222 5,822,178 11,556,267 5,734,089 35.94% 50.38%
TELECOMMUNICATIONS FUND
Electric - Customer Relations\Promotions 70.458 55,596 144,664 89,068 52.34% 38.43%
Electric - Operations 1,587,670 1,445,064 2,578,600 1,133,536 71.09% 56.04%
Debt Services 3,359,123 5,729,126 5,844,700 115,574 90.21 % 98.02%
Contingency 75,000 75,000 0.00% 0.00%
TOTAL TELECOMMUNICATIONS FUND 5,017,251 7,229,786 8,642,964 1.413,178 79.12% 83.65%
CENTRAL SERVICES FUND
Administration Department 343,151 344,812 610,200 265,388 49.42% 56.51%
Administrative Services Department 80,595 124,544 362,150 237,606 28.80% 34.39%
Finance Department 535,277 635,324 1,420,585 785,261 45.64% 44.72%
City Recorder Division 66,333 73,143 162,190 89,047 46.81% 45.10%
Public Works - Administration and Engineering 416,481 517,399 1,107,030 589,631 45.01 % 46.74%
Public Works - Facilities and Safety Division 174,476 186,018 432,920 246,902 44.72% 42.97%
Electric - Computer Services Division 267,753 366,042 750,150 384,108 45.25% 48.80%
Transfers 205,000 205,000 0.00% 100.00%
Contingency 130,000 130,000 0.00% 0.00%
TOTAL CENTRAL SERVICES FUND 1,884,066 2.452,282 5,180,225 2,727,943 76.83% 47.34%
INSURANCE SERVICES FUND
Personal Services 1,000 1,000 0.00% 0.00%
Materials and Services 371,156 416,502 723,000 306.498 57.23% 57.61%
TOTAL INSURANCE SERVICES FUND 371,156 416,502 724,000 307.498 89.11% 57.53%
EQUIPMENT FUND
Personal Services 101,323 117,006 225,500 108,494 49.07% 51.89%
Materials and Services 235,615 225,401 448,110 222,709 54.26% 50.30%
~lnrdIl~WFln""'200~CDftlPll 1t"~_1CilIl~1.2Oll3"
Ot13lllZOO30",7N
5 of 6
Schedule of Budgetary Compliance
For the Six months ended December 31, 2001 and 2002
Percent Used
Actual December 31, December 31,
2001 2002 Budget Variance 2001 2002
Capital Outlay 386,790 515,148 1,171,000 655,852 32.33% 43.99%
Interfund Loan 500,000 100.00%
Contingency 200,000 200,000 0.00% 0.00%
TOTAl EQUIPMENT FUND 1,223,728 857,555 2,044,610 1,187,055 48.23% 41.94%
CEMETERY TRUST FUND
Interfund Loan 600,000 100.00%
Transfers 12,258 6,773 41,000 34,227 29.90% 16.52%
TOTAL CEMETERY TRUST FUND 612.258 6,773 41,000 34.227 95.52% 16.52%
PARKS AND RECREATION FUND
Parks Division 1,281,522 1,300,729 3,456,400 2,155,671 41.07% 37.63%
Recreation Division 128,210 132,677 290,750 158,073 41.91% 45.63%
Golf Division 155,099 153,741 344,000 190,259 46.51% 44.69%
Debt Service 6,973 3,864 32,000 28,136 36.70% 12.08%
Transfers 50,000 120,000 70,000 0.00% 41.67%
Contingency 35,000 35,000 0.00% 0.00%
TOTAL PARKS AND RECREATION
FUND 1,571,804 1,641,011 4,278.150 2,637,139 39.60% 38.36%
ASHLAND YOUTH ACTIVITIES LEVY FUND
Personal Services 33,936 39,664 87,000 47,336 40.40% 45.59%
Materials and Services 20,805 12,818 1,812,000 1,799,182 1.16% 0.71%
TOTAl ASHLAND YOUTH
ACTIVITIES LEVY FUND 54,741 52,482 1.899,000 1,846,518 2.93% 2.76%
PARKS CAPITAL IMPROVEMENTS FUND
Capital Outlay 968 10,338 224,000 213,662 0.43% 4.62%
TOTAL APPROPRIATIONS 35,988,333 41,750,361 $ 78,985,312 37,234,951 86.20% 52.86%
~,,""""""""In'-""2002'audpla-yC~IIvndlIIA..,orte"':2003"
0113Ol'ZOO3.:U1....
6 of 6
.,...-..--.
......
Submitted by:
Approved by:
Approved by:
Title:
City Council Commun. ication
Ashland Fire & Rescue
Annual Review Of City Burning Regulations
February 4, 2003
Keith E. Woodley, Fire Chief
Paul Nolte, City Attorney V""'
Bdan Alrnquist, Actinq Cit~ Administrato/¢
Annual review of City burning regulations and adoption of a resolution authorizing
outdoor burning under certain conditions from March 1 through October 31, 2003,
excluding fire season.
Synopsis:
AMC Section 10.30.020 provides for an annual city burning report to Mayor & Council
during the month of January:
'9'he Fire Chief shaft annually report to council in January of each year the outdoor fires
regulated under this section and any recommendations the Chief may have regarding
such fires or this section. (ORD 2795, SI 1997)
Fiscal Impact:
(not applicable)
Recommendation:
Staff recommends the Council accept this report and retain AMC 10.30, Controls On
Open Burnin.q, as presently written. AMC 10.30.20, "Period When Outdoor Burning Is
Authorized," requires a Council resolution setting forth the dates during which burning
permits may be issued during the 2003 burn permit season.
Background Information:
This memo is provided as a report of residential burning activity for the calendar year
2002 in fulfillment of ordinance requirements. With the amendments to our municipal
burning ordinance in the Spring of 1997, our burning practices are in full harmony with
Jackson County air quality regulations. The opportunity to dispose of wildfire fuels
through the burning permit process continues to provide residents of our community
with another viable option for fuel removal, in addition to the alternatives of composting
and recycling. A ten year summary of our burning activity is included with this report.
Annual Report On Burning
Page 2
A summary of our opening burning activity for the past ten years is depicted below:
PERMITS ISSUED
Period 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
Spring 87 106 79 175 143 159 127 87 147 139 154
Fall 29 42 31 33 30 46 53 19 38 3 0
Total 116 148 110 208 173 205 180 106 185 142 154
The Spring burning period in 2002 occurred from March 1 through June 11. There were
a total of 102 days within the burning period. All of those days were at an index of 401
or above to allow burning.
Due to the hot, dry summer conditions in 2002, outdoor burning was not permitted in
the Fall.
...........-^_...._-~
RESOLUTION NO. 2003-
A RESOLUTION AUTHORIZING OUTDOOR BURNING UNDER
CERTAIN CONDITIONS BETWEEN MARCH AND OCTOBER 2003.
Recital: The council being fully informed regarding the advisability of permitting outdoor
fires during the 2003 calendar year as recommended by Keith E. Woodley, City of
Ashland Fire Chief, in his memorandum to the council dated February 4; 2003.
THE CITY OF ASHLAND RESOLVES AS FOllOWS:
SECTION 1. Pursuant to Ashland Municipal Code section 10.30.020, outdoor fires are
authorized between March 1 and October 31 of 2003, excluding fire season, when the
ventilation index is over 400 and fire fuel conditions are conducive to burning.
SECTION 2.This resolution takes effect upon signing by Mayor.
This resolution was read by title only in accordance with Ashland Municipal Code
Section 2.04.090 duly PASSED and ADOPTED this
day of
2002.
Barbara Christensen, City Recorder
SIGNED and APPROVED this _ day of
,2003.
w~
Paul Nolte, City Attorney
Alan W. DeBoer, Mayor
PAGE I-RESOLUTION
C\\COMPA Q l\DA T A \USER5\W OOOLEY K\BURNING.REGS\REPORT S\COUNClLA NNUA L RES.)CC
..,.........._---~._.-.,-_.". ,-- .~