48452 Jasper Dr Oakridge - Homebook

*Customary for Seller to Pay

RealEstateAgentCommissions

Reconveyance/ReleaseFees

PrepaymentPenalties(IfApplicable)

Owner'sTitleInsurance

EscrowFee

TaxProrations

LienSearch(ifapplicable)

Mortgages&Encumbrances

AnyPropertyTaxDue

LoanOriginationFee/Discount

CreditFee

MortgageInsurance(ifapplicable)

ReserveSetUpFee(ifapllicable)

FireInsurance1year(homeownerspolicy)

Floodinsurance(ifapplicable)

FloodandTaxCertifications

PrepaidInterest

HomeOwnersAssociationFees(ifapplicable)

VAFundingFee

TaxProration

EscrowFee

RecordingFee LendersTitleInsurance

* Items listed are intended to represent only what may be customarily charged and may not reflect actual charges at closing. Consult with your real estate professional or title company representtaive for actual charges specific to your transaction.

Seller to pay full escrow fee (includes buyer escrow fee)

This week the median list price for Oakridge, OR 97463 is $312,000 with the market action index hovering around 31. This is less than last month's market action index of 32 Inventory has increased to 33.

Market Action Index

This answers “How’s the Market?” by comparing rate of sales versus inventory.

Oakridge, OR 97463

Real-Time Market Profile

Slight Seller's Advantage

The market has been at a stasis point in terms of sales to inventory However, prices seem to continue to fall a bit. Technically supply levels indicate this is a Seller’s market so it is likely that the downward pricing pressure will be light or variable

Market Segments

Each segment below represents approximately 25% of the market ordered by price.

Median List Price

Again this week in this zip code we see a downward notch for prices. Pricing has been weak in recent weeks and versus their absolute-high level. At this point, we will be looking for a persistent upward shift in the Market Action Index as a leading indicator for a trough in prices.

Segments

In the quartile market segments, we see the market's price weakness evident across the board. Quartiles 2, 3, and 4 have been in price decline in recent weeks, with Quartile 1 remaining basically flat. Look to the Market Action Index as a leading indicator of the bottom of the market.

Price Per Square Foot

The market's downward trends are shared across both price and value. People are recently placing less value on homes (you can see the recent declines in price per square foot as evidence.) Look for significant changes in the Market Action Index as a precursor to price and value changes, possibly as inflection points for good investment opportunities.

7-Day Average

90-Day Average

Inventory has been climbing lately. Note that rising inventory alone does not signal a weakening market. Look to the Market Action Index and Days on Market trends to gauge whether buyer interest is keeping up with available supply.

7-Day Average 90-Day Average

Market Action Index

The market has been at a stasis point in terms of sales to inventory. However, prices seem to continue to fall a bit. Technically supply levels indicate this is a Seller’s market so it is likely that the downward pricing pressure will be light or variable.

7-Day Average 90-Day Average

Market Action Segments

Three of the four quartiles of this zip code are in the Seller’s Market zone with relatively low amounts of inventory given the current levels of demand. It’s not uncommon that the premium segment of the market takes longer to sell than the rest of the group.

Median Days on Market (DOM)

The properties have been on the market for an average of 165 days. Half of the listings have come newly on the market in the past 85 or so days. Watch the 90-day DOM trend for signals of a changing market.

Segments

It is not uncommon for the higher priced homes in an area to take longer to sell than those in the lower quartiles.

NEIGHBORHOODREPORT

SubjectParcel

Statistics

SentryDynamics,Inc anditscustomersmakenorepresentations,warrantiesorconditions,expressorimplied,astotheaccuracyor

NEIGHBORHOODREPORT

S 0956431

48452JasperDr

1 0956076

48467JasperDr

2 0956084

48461JasperDr

3 0956092

48455JasperDr

4 0956100

48449JasperDr

5 0956415

48440JasperDr

6 0956423

48448JasperDr

7 0956449

48460JasperDr

8 0956456

48466JasperDr

9 0956472

48461HillsSt

10 0956480

48455HillsSt

11 0956506

48443HillsSt

12 0956514

48437HillsSt

NEIGHBORHOODREPORT

1. 48467JasperDr, Oakridge, OR 97463

2. 48461JasperDr, Oakridge, OR 97463

3. 48455JasperDr, Oakridge, OR 97463

NEIGHBORHOODREPORT

4. 48449JasperDr, Oakridge, OR 97463

5 48440JasperDr, Oakridge, OR

6. 48448JasperDr, Oakridge, OR 97463

NEIGHBORHOODREPORT

7. 48460JasperDr, Oakridge, OR 97463

8. 48466JasperDr, Oakridge, OR 97463

9. 48461HillsSt, Oakridge, OR 97463

NEIGHBORHOODREPORT

10.

Oakridge, OR 97463

11

Oakridge, OR 97463

12. 48437HillsSt, Oakridge, OR 97463

Property Profile Taxes Deed

PROPERTYPROFILE

ParcelID: 0956431

SiteAddress: 48452JasperDr Oakridge,OR97463

TaxLot: 2135164104900

Owner: ScorSonaLLC

Owner Address: 48187McFarlandRd Oakridge, OR 97463 -9631

Owner

Occupied: No

Waterfront:

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PROPERTYPROFILE

Features

Beds: 3

Baths: 1

YearBuilt: 1949

RoomCount:

AirConditioning:

ConstructionType:

Stories: 1

HeatType: Baseboard

ExteriorWalls: Woodsiding

Garage: 460 SqFt -Attached

FinArea: 1,131 SqFt

BuildingArea: 1,131 SqFt

RoofCover: Compshinglemedium

Condition:

LotSize: 015Acres(6,534SqFt)

Tax

2022MarketValueTotal: $194,821

2022AssessedValue: $83,833

LevyCode(TaxCodeArea): 07600

2022Taxes: $974

TaxExemptAmount: $24,071

TaxExemptDescription: Veteran1 Land

LandUse: 101-RESIDENTIAL, IMPROVED

LandUseStd: RSFR-SingleFamilyResidence

Zoning: Oakridge-R1-LowDensity Residential

Community Plan/Name:

Recreation:

Watershed: 1709000104-SalmonCreek

SchoolDistrict: 76-OakridgeSchoolDistrict Legal

RecordType: Residential Plat/Subdivision: Pope&TalbotAdd02

Twn/Range/Section: 21S/03E/16 Lot: TL04900

CensusTract/Block: 001500/4017 Block:

LegalDescription: MapLot:2135164104900,TRS:T21R35S16Q41,Lot:TL04900

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RecentSale

RecDate: 03/16/2023

DocNum: 6712

Owner: ScorSonaLLC

PROPERTYPROFILE

SalesInformation

SalePrice: $105,000

DocType: Deed

Grantor:

OrigLoanAmt: TitleCo: DESCHUTESTITLE

FinanceType:

Lender:

LoanType:

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SITUS ADDRESS: 48452 JASPER DR

ACCOUNT # 0956431

LAST YEAR'S TAX

See back for explanation of taxes marked with (*)

CURRENT TAX BY

PLEASE RETURN THIS PORTION WITH YOUR PAYMENT

2022 Lane County Real Property Tax Statement

PLEASE RETURN THIS PORTION WITH YOUR PAYMENT

DISCOUNT IS LOST & INTEREST APPLIES AFTER DUE DATES

SCOR SONA LLC

OAKRIDGE, OR 97463

Total

SITUS ADDRESS: 48452 JASPER DR

ACCOUNT # 0956431

LAST YEAR'S TAX

See back for explanation of taxes marked with (*)

CURRENT TAX BY

PLEASE RETURN THIS PORTION WITH YOUR PAYMENT

I Want To

LC

Lane CountyAssessment & Taxation Property Information Search

This public site contains the most commonly requested Assessment &Taxation information on property located within Lane County

Most information is updated weekly

For copies of tax statements, please go to http://apps.lanecounty.org/TaxStatement/Search.aspx.

To view tax maps, visit http://apps lanecountyorg/TaxMap/Search aspx

This site is for general public use only. It is not intended for commercial use.

NEW! Commercial Appraisal Cards are now available online for Lane County properties.

To access the commercial appraisal card click on the map/taxlot link (if available).

SiteAddress 48452 JASPER DR OAKRIDGE OR 97463

TaxpayerAddress 48187 McFarland Rd Oakridge, OR 97463

AdditionalAccount Numbers for this Tax Lot

Assessor's Photos & Sketches

Click on any of the photo/sketch thumbnails to view and download the image full-size (opens in new window). Once in full-size view, use your browser "File>Save (Page)As" menu to download to your computer.

AboutAssessor Sketches/Photos

-Apr 26, 2023

https://www.rlid.org/custom/lc/at/index.cfm?do=custom_LC_AT_propsearch.directqry&type=report&acctint=0956431

07600

**The tax shown is the amount certified for the current tax year It does not reflect any subsequent value changes, nor does it include any discounts offered, payments made, interest owing, or previous year's owing.

Residential Building #1 (of 1) If there are multiple dwellings, building characteristics will display for only one of the dwellings.

Generated by on Jul 27, 2023 at 4:48pm using Regional Land Information Database, https://www.rlid.org/

https://www.rlid.org/custom/lc/at/index.cfm?do=custom_LC_AT_propsearch.directqry&type=report&acctint=0956431

Real Property Tax Lot Record

Lane County Assessment and Taxation

Print Date: Jul 27, 2023

In preparation of these records, every effort has been made to offer the most current, correct, and clearly expressed information possible. Nevertheless, inadvertent errors in information may occur. In particular but without limiting anything here, Lane County disclaims any responsibility for typographical errors and accuracy of this information. The information and data included on Lane County servers have been compiled by Lane County staff from a variety of sources, and are subject to change without notice to the User. Lane County makes no warranties or representations whatsoever regarding the quality, content, completeness, suitability, adequacy, sequence, accuracy, or timeliness of such information and data.

The legal descriptions contained herein are for tax lot purposes only.

Included in this report:

A listing of documents affecting ownership and/or property boundary changes. 1. The scanned tax lot record image and any legal description changes made since . 2.

N.E.1/4 S.E.1/4 SEC.16 T.21S. R.3E. W.M.

COMPARABLEREPORT

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SubjectParcelID:0956431

48452JasperDr, Oakridge, OR 97463

COMPARABLEREPORT

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COMPARABLEREPORT

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3. ParcelID:

4. ParcelID:

5.

COMPARABLEREPORT

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6. ParcelID:

7. ParcelID:

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Covenants, Conditions and Restrictions

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Property Maps

FEMAALLLAYERSFLOODMAP

Community Services

LOCALBUSINESSES

Businesses

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LOCALBUSINESSES Medical

LOCALBUSINESSES

RecreationandPlacesofInterest

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LOCALBUSINESSES RestaurantsandBars

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Schools Report

SCHOOLREPORT

QueryDistanceFromParcel: 1 mile

SchoolsinQueryDistance: 3

AssignedSchool

Primary School: OakridgeElementary School

Middle School: OakridgeJuniorHigh School

HighSchool: OakridgeHighSchool

PrimarySchool

OakridgeElementarySchool 1

MiddleSchool

OakridgeJuniorHighSchool 2

HighSchool

OakridgeHighSchool 3

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SiteAddress: 48119E1StSt Oakridge,OR97463

Type: 1-Regularschool

Charter: No

Title1Elig: 1-Yes

GradeLevels: Kindergarten-6thGrade

SCHOOLREPORT

SchoolDistrict: OakridgeSd76

Students: 269

Magnet:

Distance:0.74mile(s)

SiteAddress: 47997W1StSt Oakridge,OR97463

Type: 1-Regularschool

Charter: No

Title1Elig: 2-No

GradeLevels: 7thGrade-8thGrade

Title1: 5-TitleIschoolwideschool

Male/Female: 136/133

Distance:0.92mile(s)

SchoolDistrict: OakridgeSd76

Students: 92

Magnet:

Title1: 6-NotaTitleIschool

Male/Female: 48/44

Distance:0.92mile(s)

SiteAddress: 47997W1StSt Oakridge,OR97463

SchoolDistrict: OakridgeSd76

Type: 1-Regularschool Students: 141

Charter: No Magnet:

Title1Elig: 2-No

GradeLevels: 9thGrade-12thGrade

Title1: 6-NotaTitleIschool

Male/Female: 82/59

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1. OakridgeElementarySchool

2. OakridgeJuniorHighSchool

3. OakridgeHighSchool

OREGON AT-A-GLANCE SCHOOL PROFILE

Oakridge Elementary School

PRINCIPAL: Tina Maher | GRADES: K-6 | 48119 E 1st St, Oakridge 97463 | 541-782-3226

REGULAR ATTENDERS

Students who attended more than 90% of their enrolled school days. 47%

2021-22

Academic Progress

INDIVIDUAL STUDENT PROGRESS

Year-to-year progress in English language arts and mathematics.

Academic Success

ENGLISH LANGUAGE ARTS

MATHEMATICS

Students meeting state grade-level expectations.

Data not available in 2021-22

SCIENCE

Students meeting state grade-level expectations. 26%

School Goals

Oakridge Elementary Elementary School continues to focus on improving student achievement in Math and Reading. In addition, we have expanded our academic and Social/Emotional intervention and support process and resources for our students through a multiple tiered system of supports (MTSS).

State Goals

The Oregon Department of Education is partnering with school districts and local communities to ensure a 90% ontime, four year graduation rate by 2025. To progress toward this goal, the state will prioritize efforts to improve attendance, provide a well-rounded education, invest in implementing culturally responsive practices, and promote continuous improvement to close opportunity and achievement gaps for historically and currently underserved students.

Safe & Welcoming Environment

Student safety is always our primary concern. We continue to use the Standard Response Protocols from the "I Love You Guys" foundation. The school has focused on reconnecting with our families and students after the impacts of COVID on in person learning. Staff focused on positive recognitions, social emotional learning and supports, and supporting students transitioning back into school all day, everyday.

Our Staff (rounded FTE)

17 Teachers

2021-22 Oakridge Elementary School

Outcomes

REGULAR ATTENDERS

American Indian/Alaska Native <10 students or data unavailable Asian <10 students or data unavailable Black/African American <10 students or data unavailable

ENGLISH LANGUAGE ARTS

MATHEMATICS

<10

10 Educational assistants

86%

0 Counselors/ Psychologists Average teacher retention rate

79%

% of licensed teachers with more than 3 years of experience

No

Same principal in the last 3 years

About Our School

BULLYING, HARASSMENT, AND SAFETY POLICIES

OES using PBIS, Positive Behavior Interventions and Supports. This program provides systems and processes to support students with common expectations, instruction for all students and support for students as needed. Each week the Student Services Team meets and reviews and plans academic and behavior support for students.

The District, in partnership with HOOTS, Whitebird Clinic and Orchid Health, provides small and large group mental health and social emotional support.

EXTRACURRICULAR ACTIVITIES

OES student may participate in student leadership, football, volleyball, basketball, wresting, softball, baseball, T-ball, and robotics.

PARENT ENGAGEMENT

Parent engagement is valued in Oakridge. Our parents are active in our site council, booster club, and parent and school activities. Each year community members donate countless hours to our athletics and activities field trips.

COMMUNITY ENGAGEMENT

Our community provides strong and valued support to our school. Our community participates in surveys, town hall meetings, and in person strategy sessions to give input on the needs and strength of our programs. We have a strong athletic culture. Many of our parents and their parents participated in athletics in our district. We also have a strong group of retired Oakridge teachers who are unselfishly available to support our schools. Throughout the year there are various activities that bring the school and community together. These include; the School Resource Fair, Food distributions in partnership with Food for Lane County, Emergency shelter resources within the high school for our community, and coordination with local and county resources to support the community.

OREGON AT-A-GLANCE SCHOOL PROFILE

Oakridge Junior High School

PRINCIPAL: Tracy Ross | GRADES: 7-8 | 47997 W 1st St, Oakridge 97463 | 541-782-2231

REGULAR ATTENDERS

Students who attended more than 90% of their enrolled school days. 49%

Academic Success

ENGLISH LANGUAGE ARTS

MATHEMATICS

Students meeting state grade-level expectations.

2021-22

Academic Progress

INDIVIDUAL STUDENT PROGRESS

Year-to-year progress in English language arts and mathematics.

School Goals

Oakridge Junior-Senior High School continues to focus on improving student achievement in Math and Reading. In addition, we have expanded our CTE courses to include Construction-Welding and Early Childhood Education. This year we are focused on care and connection with our students and families as we return to in person learning full days. This includes social and emotional supports and healthy practices for self care.

<5% Oregon average 28%

State Goals

The Oregon Department of Education is partnering with school districts and local communities to ensure a 90% ontime, four year graduation rate by 2025. To progress toward this goal, the state will prioritize efforts to improve attendance, provide a well-rounded education, invest in implementing culturally responsive practices, and promote continuous improvement to close opportunity and achievement gaps for historically and currently underserved students.

Data not available in 2021-22

SCIENCE

Students meeting state grade-level expectations. 5% Oregon average 28%

Safe & Welcoming Environment

Student safety is always our primary concern. We continue to use the Standard Response Protocols from the "I Love You Guys" foundation. After the absence of all students being on staff the past year, our staff are focused on reestablishing an environment that is safe and welcoming for in-person instruction for all students.

Our Staff (rounded FTE)

3 Teachers

Oakridge Junior High School

Outcomes

REGULAR ATTENDERS

American Indian/Alaska Native <10 students or data unavailable

Asian <10 students or data unavailable

Black/African American <10 students or data unavailable

Hispanic/Latino <10 students or data unavailable

Multiracial <10 students or data unavailable

Native Hawaiian/Pacific Islander <10 students or data unavailable

2 Educational assistants

2021-22

ENGLISH LANGUAGE ARTS

<10 students or data unavailable

students or data unavailable

MATHEMATICS

<10 students or data unavailable <10 students or data unavailable <10 students or data unavailable

<10 students or data unavailable

<10 students or data unavailable <10 students or data unavailable

White 52%

Free/Reduced Price Lunch 49%

Ever English Learner <10 students or data unavailable Students with Disabilities 50%

Migrant <10 students or data unavailable Homeless 40%

Students in Foster Care <10 students or data unavailable

Talented and Gifted <10 students or data unavailable

Female 50%

Male 48%

Non-Binary <10 students or data unavailable

57%

0 Counselors/ Psychologists Average teacher retention rate

71%

% of licensed teachers with more than 3 years of experience

No

Same principal in the last 3 years

About Our School

BULLYING, HARASSMENT, AND SAFETY POLICIES

Each week students meet in advisory classes, during this time subjects such as bullying, harassment and safety are discussed. HOOTS, a service through White Bird Clinic, is providing instruction for all 7-12 students on respect, anti bullying/harassment. They will also provide small group support. The District, in partnership with Orchid Health, is opening a School Based Health Center housed in the high school this fall. The SBHC will make counseling and medical services available to all Oakridge students.

EXTRACURRICULAR ACTIVITIES

Boys & Girls Basketball

Boys & Girls Wrestling

Boys & Girls Track

Robotics

Friday CTE Adventures

Co-Curricular

Drama

Band Choir

Leadership

First Lego Robotics Team

PARENT ENGAGEMENT

Parent engagement is valued in Oakridge. Our parents are active in our site council, booster club, and parent and school activities. Each year community members donate countless hours to our athletics and activities field trips.

COMMUNITY ENGAGEMENT

Our parents are active in our site council, booster club, and parent and school activities. Community members donate countless hours to our athletics and activities, graduation activities and field trips.

Our community participates in surveys and strategy sessions to give input in the needs and strength of our programs.

These include; the School Resource Fair, Food distributions in partnership with Food for Lane County, Emergency shelter resources within the high school for our community, and coordination with local and county resources to support the community.

www.oregon.gov/ode/schools-and-districts/reportcards/reportcards/Pages/Accountability-Measures.aspx

OREGON AT-A-GLANCE SCHOOL PROFILE

Oakridge High School

PRINCIPAL: Tracy Ross | GRADES: 9-12 | 47997 W 1st St, Oakridge 97463 | 541-782-2231

REGULAR ATTENDERS

Students who attended more than 90% of their enrolled school days.

2021-22

Academic Progress

ON-TRACK TO GRADUATE

Students earning one-quarter of graduation credits in their 9th grade year.

Academic Success ON-TIME

Students earning a diploma within four years. Cohort includes students who were first-time ninth graders in 2017-18 graduating in 2020-21

FIVE-YEAR COMPLETION

Students earning a high school diploma or GED within five years. Cohort Includes students who were firsttime ninth graders in 2016-17 finishing in 2020-21

COLLEGE GOING

Students enrolling in a two or four year college within 16 months of completing high school in 201920. Data from the National Student Clearinghouse.

School Goals

Oakridge Junior High School continues to focus on improving student achievement in Math and Reading. In addition, we continue our robust CTE courses that include Construction-Welding, Early Childhood Education, Construction-Wood, Natural Resources, Business and Health Occupations. This year we are focused on care and connection with our students and families as we began school. This includes social and emotional support and healthy practices for self care.

81% Oregon average 88%

State Goals

The Oregon Department of Education is partnering with school districts and local communities to ensure a 90% ontime, four year graduation rate by 2025. To progress toward this goal, the state will prioritize efforts to improve attendance, provide a well-rounded education, invest in implementing culturally responsive practices, and promote continuous improvement to close opportunity and achievement gaps for historically and currently underserved students.

39% Oregon average 56%

Safe & Welcoming Environment

Student safety is always our primary concern. We continue to use the Standard Response Protocols from the "I Love You Guys" foundation. After the absence of all students being on staff the past year, our staff are focused on reestablishing an environment that is safe and welcoming for in-person instruction for all students.

Outcomes

School

Our Staff (rounded FTE) 10

REGULAR ATTENDERS

ON-TRACK TO GRADUATE

ON-TIME GRADUATION

Coming in 2022-23

About Our School

ADVANCED COURSEWORK

CAREER & TECHNICAL EDUCATION

EXTRACURRICULAR ACTIVITIES

PARENT & COMMUNITY ENGAGEMENT

licensed

with more than 3 years of experience

No

45% Same principal in the last 3 years

Students enrolled in the following courses are eligible to receive credit from LCC in addition to HS credit:

Spanish

Algebra 2

Pre Calculus

Anatomy and Physiology

Medical Terminology Medical Office Procedures

We have added a Natural Resources CTE pathway. In addition we have a construction technology CTE pathway, preparing students for a career in construction and manufacturing that includes woods and welding. A business/entrepreneurship CTE program exposes our students to both the business and manufacturing sides of business ownership. Students also have access to Early Childhood and Health Occupations CTE pathways and a Health Occupations pathway.

Boys & Girls Basketball

Boys & Girls Wrestling

Boys & Girls Track Robotics

Friday CTE Adventures

Co-Curricular

Drama

Band Choir Leadership

First Lego Robotics Team

Our parents are active in our site council, booster club, and parent and school activities. Community members donate countless hours to our athletics and activities, graduation activities and field trips. Our community participates in surveys and strategy sessions to give input in the needs and strength of our programs.

These include; the School Resource Fair, Food distributions in partnership with Food for Lane County, Emergency shelter resources within the high school for our community, and coordination with local and county resources to support the community.

www.oregon.gov/ode/schools-and-districts/reportcards/reportcards/Pages/Accountability-Measures.aspx

Strategic Plan for Lane County & Housing & Community Development

2022 – 2024 Lane County Strategic Plan (Three-Year Plan)

Vision

Lane County is the best county in which all can live, work, and play.

Mission

We responsibly manage available resources to deliver vital, community-centered services with passion, drive and focus.

Core Behaviors

Passion to serve Driven to connect Focused on solutions

Purpose

To Improve Lives

Strategic Lenses

Stewardship of Resources

Equity

Collective Impact

Values

Integrity

Excellence

Equity and Respect

Purpose of the Strategic Plan

A strategic plan is a living document that defines the organization’s reason for being. It establishes a clear and compelling vision. It sets measurable objectives, and, most importantly, lays out the desired impact on and value-add to the entire community – residents, businesses, employees, and other stakeholders. It helps set direction and focus and assists in aligning resources to accomplish strategic objectives. A strategic plan is not intended to provide a comprehensive overview of all of the essential programs, services, initiatives, partnerships and investments that Lane County makes throughout our communities.

The strategic plan serves as Lane County’s roadmap, or North Star, so everyone within the organization and the community understands the intended direction of the County. Having a clear, concrete strategic direction also helps to keep the County on track and focused on what’s important when challenges, setbacks and unanticipated events occur and it ensures decisions, policies, plans, programs and processes are designed through the strategic lenses of stewardship of resources, equity, and collective impact.

Strategic Lenses

Strategic lenses are perspectives from which strategic priorities and goals should be viewed, as well as questions that should be asked before strategies are implemented. These perspectives or questions include: How will we pay for this? Is what we are proposing sustainable? How does this impact everyone in our community? Have we sought feedback from key stakeholders? Are we including the right partners? Is this the most effective solution?

Identifying strategic lenses ensures Lane County has a thoughtful, consistent and intentional process for evaluating strategies before implementation. Based on feedback from the Board of Commissioners, executive leadership, employees and residents, we have identified the following three strategic lenses:

• Stewardship of Resources

• Equity

• Collective Impact

Stewardship of Resources Lens

This lens addresses both the financial and sustainability aspect of resources. Stewardship of Resources is the prudent and transparent management of public funds and resources - meeting the needs of the present without compromising the ability of future generations. The use of analytical tools in decision-making processes determines how the County should best maintain, spend and invest its available resources. This strategic lens also helps the County balance economic, environmental, and social needs.

Equity Lens

Equity is when everyone has access to the opportunities, tools and supports necessary to satisfy essential needs, advance their well-being, and achieve their full potential. Lane County is committed to ensuring people have access to the information and supports that they need – regardless of age, education, ethnicity, language, income, physical limitations, or geographic barriers – to achieve health, safety, education, and economic stability.

Collective Impact Lens

Collective Impact is the commitment of a group of stakeholders and partners from different sectors to a common agenda for solving complex community problems. The five key elements are to: 1) have a common agenda, 2) develop shared measurements, 3) engage in mutually reinforcing activities, 4) maintain open and continuous communications, and 5) establish clear roles and structure to operate effectively. The County uses collective impact to shape its partnerships and services.

Strategic Goal

Develop

Objectives

A Focus on people at the intersection of behavioral health, homelessness, and public safety to provide crisis/stabilization support and treatment.

1) Gain the perspective from people with the highest needs and highest users of the system to make sure the system is serving their needs.

2) Continue to engage with community partners to share resources, problem solve and build support for next steps.

3) Complete a funding plan for a community behavioral health crisis/stabilization center in partnership with community organizations.

4) Identify a site and start construction of a community behavioral health crisis/stabilization center in partnership with community organizations.

B Invest in public safety for improved service delivery

1) Accomplish phase two of the Lane County Community Public Safety Repair Plan.

2) Actively pursue a renewal of the 5-Year Public Safety Levy which ends May 2023.

3) Advocate at the state and federal level for sustained funding for our critical public safety services.

C Invest in our juvenile justice programs and adult supervision services and unite them as one department to allow our employees to thrive and provide excellent community service.

1) Continue to plan for and actively work with employees to determine the next steps to create the new department through the use of an equity lens.

2) Understand and work to address the racial disparities in both the adult and juvenile justice systems.

D Reduce the length of time people experience homelessness by adopting best practices and strategies.

1) Invest in at least two more Permanent Supportive Housing facilities.

2) Support operations of the navigation center

3) Increase cross -departmental, cross-divisional alignment of resources as well as partner agency involvement.

an equitable and integrated approach to health, behavioral health, public safety and homelessness so that all residents are safe, healthy, housed, and health outcomes are improved.

E Focus on health promotion by providing equitable access to primary, behavioral, and dental health care and comprehensive, evidence -based prevention strategies across the life span.

1) Secure funding to expand services in our rural communities starting with the South Lane Community Health Center.

2) Increase mobile outreach, engagement, and access with our most marginalized populations to increase their overall well-being

F Launch Community Partnerships Program to build capacity to support pandemic recovery and achieve health equity in communities.

1) Strengthen partnerships with culturally-specific community-based organizations to build capacity for communitycentered interventions.

2) Collaborate with communities to develop data use approaches that include community strengths and the root drivers of social inequity.

G Establish a traffic safety presence in combination with engineering and education to reduce traffic fatalities.

1) Support and Implement the Transportation Safety Action Plan.

Draft Performance Measures

• <X% homelessness recidivism

• X% reduction in first time homeless

• Number of deputies per 1,000 population

• Response Time for Calls of Service for Assaults and Domestic Violence Calls

• Adult reconviction rates by race and ethnicity trended over time (set baseline and then set performance target for rates of reduction)

• X% year-over-year decrease in vehicular-related personal injury and fatal crashes

• Evaluate traffic safety, pavement condition and programs that improve the safety and condition of the transportation network

STRATEGIC PRIORITY #2

Strategic Goal

Invest in Lane County residents by fostering engaged communities with affordable housing options, equitable opportunities, economic vitality and a healthy environment.

Objectives

A Increase housing affordability, diversity and supply serving Lane County’s residents in order to address the housing crisis.

1) Implement the Affordable Housing Action Plan.

2) Align housing objectives with all economic, climate, preparedness, and recovery plans.

3) Convene financial collaborations to expand innovative and equitable resource opportunities.

4) Leverage educational institutions (Lane ESD, LCC and UO) to expand skills sets in the construction trades workforce and expand apprenticeship programs to fortify design-build opportunities.

5) Support rural communities by piloting community land trusts and limited- equity cooperatives.

6) Lead faith community housing project, convene a team of faith leaders to identify pilot projects, identify funding opportunities, and conduct pilots.

B Focus on the intersection of economic development, equity and the environment as we look to achieve a viable, fair and livable community

1) Implement economic strategies including business retention and expansion, business recruitment, workforce support (living wages, upward mobility, next-gen training), entrepreneurship growth and capital access.

2) Enhance and expand the community benefits program.

3) Implement pilot program with capital building projects to inform countywide procurement policy that aligns with Climate Action Plan and equity goals.

4) Enhance and standardize data collection to inform and advance our equity work as an organization in order to provide equitable services to the community.

5) Operationalize the use of our strategic lenses (stewardship of resources, equity and collective impact).

6) Implement and operationalize the Climate Action Plan and complete Phase 3 of the community-wide resiliency plan.

7) Fully vet the construction of a waste processing facility for the Short Mountain Landfill.

8) Implement strategies from the Parks Funding Task Force to provide sustainable funding for parks.

C Evaluate a multi-use community facility with the Eugene Emeralds baseball team as an anchor tenant that provides economic benefits and services to the broader community.

1) Conduct a comprehensive financial analysis and explore best practices.

2) Initiate a community engagement plan.

D Build our relationships with community groups to proactively expand opportunities for equitable and inclusive civic engagement.

1) Create inclusive multi-modal approaches so that events and activities allow community members to engage in ways that feel meaningful and result in greater connection to their community and fellow residents.

E Focus and support rural communities by enhancing outreach, sharing consistent information and effectively planning to best meet their needs.

1) Support and invest in our “Rural Connections” group, a cross departmental group that focuses on sharing information and strategizing as it relates to rural communities.

2) Enhance engagement by making it easier for rural residents to participate in processes and to be informed of services and plans that impact them.

F Invest in the Land Management Division to ensure adequate and sustainable staffing levels and resources are available to be responsive and agile in meeting current and future housing needs and customer service expectations.

1) Invest in new technologies such as an online permit submittal and customer service portal to enhance permit review efficiencies.

2) Identify stable, ongoing funding to support adequate staffing without the use of reserves or one-time funds.

Draft Performance Measures

• Housing Opportunity Index Percentage (measure the number of new and existing homes which were affordable to families earning the area medium input and divide that number by the total number of homes using income and sales prices)

• X% reduction in households paying greater than 30 percent of household income on housing

• Reduce internal operations fossil fuel use by 5% annually (compared to 2019 use) to achieve a 50% reduction by 2030

• By 2025, reach 63% waste recovery

STRATEGIC PRIORITY #3

Strategic Goal

Maintain

Objectives

A Establish needed support structures in order to expand access to affordable broadband in Lane County

1) Establish a local government-level coordinator to coordinate with State Broadband Office.

B Advance our ability to access and share data within our organization and between partners in order to support analytics and data-driven decision making without compromising safety and privacy.

1) Increase investments in technologies that create easy access to data.

2) Support the establishment of regional data governance structures.

3) Implement the Cybersecurity Plan, which includes advancing trainings and exercises.

C Build a culture of preparedness and operational readiness within the organization in coordination with community partners.

1) Create protocols and processes for staffing an emergency response that supports immediate action as well as an extended emergency operation.

2) Standardize the Emergency Operations Plan to align with national standards and work to include entire community.

3) Partner with faith-based, community-based, and non-profit organizations to establish a coalition of Community Organizations Active in Disaster (COAD) to prepare for and recover from disasters.

4) Maintain and invest in the Lane Regional Resilience Collaborative initiative (people & partners).

5) Create an infrastructure that supports environmental monitoring and emergency alerts.

6) Coordinate integration and interoperability for radio communications systems that are supported by all stakeholders.

7) Implement the All Hazards Mitigation Plan.

and invest in resilient infrastructure that creates the highest return for safety, community connectivity, enjoyment of life, and local economic success.

D Develop disaster recovery plans, policies, and procedures.

1) Establish policy and procedures needed to effectively track disaster costs for recovery.

2) Establish cost recovery documentation standards.

3) Develop a County Recovery Plan.

4) Conduct routine trainings and tabletop exercises to test the Disaster Recovery Plan.

E Invest in our infrastructure and utilize our County- owned facilities to the highest and best use in order to have safe, usable infrastructure for years to come.

1) Leverage the Capital Improvement Plan to explore and secure grant funding to upgrade public infrastructure (buildings and transportation).

2) Create a space utilization policy and plan that incorporates existing and future uses while factoring in the future of telework.

3) Apply the equity and stewardship of resources lenses to facilities and maintenance plans.

4) Implement the Bicycle Master Plan.

F Support core service in order to deliver high-quality, dependable and consistent customer service

1) Explore modernization of systems that aid with resiliency and ease of use.

Draft Performance Measures

• X% increase in Lane County residents with broadband access with little to no connectivity

• Organization Risk Score (metric as the cybersecurity climate continues to be volatile with new threats)

• # of tabletop exercises

• Train ___% of new employees annually that have emergency response duties to ensure appropriate response to incidents, emergencies, and major disasters

• FEMA Community Rating Score (CSR)

• Grant funding obtained as total percentage of the cost of capital projects

Strategic Goal

Objectives

A Implement opportunities to improve employee well-being and promote a positive workplace culture with purpose and potential.

1) Prioritize rolling out our new Strategic Plan with an emphasis on engagement with our employees to create clarity of the plan, purpose, and vision.

2) Develop strategies to improve employee well-being, addressing workload capacity and the mental, physical, and financial components of wellness.

3) Explore long-term childcare options for our workforce.

4) Continue to advance flexibility in policies and practices as we explore a new normal in workplace environments.

B Advance an inclusive, diverse and equitable workforce in order to shift the culture around equity.

1) Improve communication on the importance of equity training, identify employee training and development needs and elevate the support to supervisors around equity.

2) Define roles of the Equity Team and the supports within the organization.

3) Gather input to inform the strategy as we create an Equity Action Plan that both honors the past work and charts a renewed path forward.

4) Assist departments with identifying equity goals and provide support in accomplishing them.

5) Continue to support our Employee Resource Groups as a means of support to our employees, as a voice of shared experiences in the workplace and utilize them in innovative idea sourcing.

Invest in our employees who are the backbone of our organization and invest in our systems and organizational health so that employees can thrive and residents can experience a more effective government.

C Continue our path to increase our financial stability, overall financial health and continuous quality improvement.

1) Expand data analytics in order to more actively monitor metrics related to financial health.

2) Strategically manage the infusion of one -time federal and state dollars and leverage grant opportunities.

3) Ensure our financial policies and procedures are aligned with best practice.

4) Enhance revenue for core services that impact the health and safety of our organization and community, and pursue our legislative priorities that emphasize needed repairs or enhancements to systems.

D Build and align capacity of our internal services at an effective and consistent level with other areas of the organization (keep the wheels on the bus).

1) Create and implement policies and practices that evaluate internal capacity (department and countywide capacity) and resource needs in order to build, maintain or adjust systems of support as we evolve over time.

2) Explore options to carefully plan for and consistently apply system logistics when taking on a new grant in order to mitigate risk and increase the overall impact.

3) Establish a culture of organizational learning by identifying processes and procedures that may not be currently documented/known, providing adequate trainings, and forming a shared knowledge database to ensure employees are able to do their job most safely and effectively

E Assess our needs, resources and deficiencies in order to fulfill the goals outlined in the Strategic Plan and then review and prioritize regularly

1) Identify needs through the annual budget development process and prioritize resources accordingly

2) Conduct quarterly and annual updates to address progress and capacity

Draft Performance Measures

• Preventative care visits (of Lane County employees/family) per 1000/norm (Cotiviti’s Commercial Normative Database) visits per 1,000

• Diversity of Lane County’s workforce as compared to population demographics

• Employee Engagement (as measured by Gallup Q12 or another engagement survey), year-over-year

• Employee retention rate (establish baseline and set target for X percent increase)

• Bond rating

• X% increase in revenue

Conclusion

This 2022-2024 Strategic Plan reflects the priorities of the community, the Board of County Commissioners, our leadership team, and employees. We are excited to have a strategic roadmap of goals and objectives that bring focus and clarity to our organization in order to provide effective, efficient and innovative services to the community. By doing so, we work towards a shared future where Lane County is the best county in which all can live, work, and play. This plan is a living document that will evolve throughout the three years as we factor in new challenges and opportunities that may arise. We will be tracking progress, measuring outcomes and reporting on the barriers and successes on a quarterly basis. Thank you to everyone who was involved in the development of this plan.

Cover photo by David Putzier. Photo on page 6 by Stephanie Ames. Photo on page 10 by TnT Whitewater Rafting.

Acknowledgments

Eugene City Council Springfield City Council

Lucy Vinis, Mayor

Mike Clark

Greg Evans

Chris Pryor

Emily Semple

Claire Syrett

Betty Taylor

Jennifer Yeh

Alan Zelenka

Christine Lundberg, Mayor

Steve Moe

Sheri Moore

Joe Pishioneri

Leonard Stoehr

Sean VanGordon

Marilee Woodrow

Eugene-Springfield Consolidated Plan Advisory Committee

Chris Pryor, Eugene City Council

Marilee Woodrow, Springfield City Council

John Barofsky

Gabrielle Guidero

Betsy Schultz

Jennifer Webster Staff Team

City of Eugene City of Springfield

Stephanie Jennings

Teresa Kennedy

Sarah Zaleski

Josiah Broomfield

Erin Fifield

Lane County Homes for Good

Alexandria Dreher

Consultants

The Cloudburst Group

Cogito Partners, LLC

Wakan Alfres

Beth Ochs

ExecutiveSummary

The Eugene-Springfield 2020 Consolidated Plan presents a strategic vision for housing and community development for the period beginning in July 2020 and ending in June 2025. The goals and activities outlined in the Consolidated Plan are based on priorities identified through an analysis of community needs as well as an extensive community outreach process. This analysis and subsequent refinements through further public input took place primarily from October 2019 through April 2020. The strategy laid out in this document relied on a snapshot of economic, housing and social conditions using data available at that time. While data is limited, efforts have been made to reflect the emerging impacts of the COVID-19 pandemic. What is clear is that the pandemic will have severe impact on the local economy, housing market, and welfare of the residents of Eugene and Springfield. These changes will have the greatest impact on the low-and moderate- income and other vulnerable residents that programs identified in the plan seek to assist. Conditions faced by these residents and priority needs identified in this plan will remain critical. Some concerns, such as housing and food instability, domestic violence, and the viability of small businesses may be exacerbated. The strategies identified in this plan will continue to alleviate some hardships faced by our lower income residents in the wake of the pandemic. The cities of Eugene and Springfield will continue to analyze local conditions and strategically deploy the resources identified in this plan, as well as new federal resources from the CARES Act that will be made available in response to the COVID-19 pandemic.

The Cities of Eugene and Springfield must complete and adopt a Consolidated Plan every five years in order to receive Community Development Block Grant (CDBG), HOME Investment Partnership Program (HOME) and other grants from the U.S. Department of Housing and Urban Development (HUD) The purpose of CDBG and HOME is to advance the following statutory objectives principally for extremely low-income, low-income and moderate-income residents:

• Provide decent, safe, and affordable housing

• Create suitable living environments (CDBG)

• Expand economic opportunities (CDBG)

• Expand the supply of decent, safe, sanitary and affordable housing (HOME)

In addition, the Cities of Eugene and Springfield must complete a One Year Action Plan (Action Plan) for each fiscal year within the five-year period. The Action Plan describes the Cities’ annual allocation process for specific uses of HOME and CDBG funds during a specific fiscal year. The first Action Plan, for HUD program year 2020 will be completed and submitted to HUD along with the 2020 Consolidated Plan.

The following summary of the Eugene-Springfield Consolidated Plan provides an overview of the Consultation and Citizen Participation process, Community Profile and Needs, Priority Needs, and a Strategic Plan. This document is a summary of materials submitted through HUD’s electronic plan submission template.

ConsultationandCitizenParticipation

The Cities of Eugene and Springfield conducted extensive consultation with key partners, stakeholders and community members in identifying Housing and Community Development needs from November 2019 through January 2020. The consultation process built on work that has been ongoing by committees and boards that bring together a broad range of stakeholders. In addition to consultations with stakeholders, the needs identified reflect information gathered through web-based surveys for both service agencies and community residents, public forums to hear community members, and input from the Consolidated Plan Advisory Committee.

Individuals representing government and policy makers, nonprofit organizations, affordable housing providers, and other interested parties were invited to participate to ensure that as many points of view as possible were heard. Over the course of one-on-one interviews and twelve small focus group meetings, approximately 133 public participants and 21 city staff provided their feedback in person.

Advisory Body Consultations

The assessment engaged several committees that are actively evaluating and addressing housing, homeless, fair housing, and community development needs including:

Lane County Poverty & Homelessness Board

Intergovernmental Human Services Commission

Intergovernmental Housing Policy Board

United Way of Lane County Community Investment Steering Committee

Eugene Affordable Housing Trust Fund Advisory Committee

Eugene Planning Commission

Agency Survey

In addition to these meetings, online surveys were completed by 68 representatives from 38 agencies. The responders noted that the greatest barrier to finding and maintaining housing in the cities was rental costs and finding vacant units, and that creating additional affordable housing is the greatest housing need. The responders also identified needs for housing rehabilitation and emergency repairs, as well as accessibility improvements and down payment assistance. Preventing homelessness and providing housing for homeless individuals was also identified as a high priority, and the homeless population was identified as the population most in need of housing assistance and services. Survey responses were received from the following agencies:

Applegate

Catholic Community Services of Lane County

Centro Latino Americano

Cornerstone Community Housing

Department of Human Services

DevNW

Ebbert Memorial United Methodist Church

Emerald Village Eugene

First Place Family Center

FOOD for Lane County

Head Start of Lane County

Here to Help Housing

HIV Alliance

Home for Good Housing Agency

Hosea Youth Services

Jennings Group Inc

Lane Council of Governments

Lane County Health and Human Services

Lane Independent Living Alliance (LILA)

Looking Glass Community Services

Options Counseling and Family Services

Oregon Law Center

Relief Nursery, Inc.

ShelterCare

Sponsors, Inc.

Springfield Eugene Tenant Association

SquareOne Villages

St. Vincent de Paul Society of Lane County

Supportive Services for Veteran Families

White Bird Clinic

Womenspace, Inc.

InformationfromthePublic

Written Comments

Written public comments were accepted during the 30-day public comment period and were incorporated into the Consolidated Plan.

Community Survey

A survey was developed to collect input from community members to identify priority needs and collect information on conditions in the community. The survey was distributed on the internet and through social media in both English and Spanish. Partner agencies also helped by distributing the survey to their clients, where appropriate. A total of 216 responses were received. Responders to the Community Survey identified the most needed services for both renters and owners. For renters, responders identified top needs as ongoing rental assistance, security Deposit assistance, and emergency rental assistance. For owners, responders identified mortgage assistance, foreclosure prevention, and utility/energy payment support as the highest needs. Responders identified mental health and addiction services and housing services as the greatest social service needs. Respondents also identified assist human service agencies with facilities acquisition or improvements as the most needed Community Development Need.

Open House

The Cities of Eugene and Springfield hosted an Open House on Affordable Housing and Community Development, on February 12, 2020. Community members had the opportunity to learn about and provide feedback on the draft priority needs and draft strategies for the 2020 Consolidated Plan. The event was attended by over 130 community members, who were also asked to rank the proposed strategies and to provide comments.

Resident Participation Plan

A requirement of the Consolidated Plan is to develop and utilize a strategy to achieve resident public participation. This plan was updated in 2020 and is summarized here.

The Cities will continue to encourage participation by low- and moderate-income persons throughout the community. Emphasis will be placed on reaching out to minority populations, nonEnglish-speaking persons, and persons with disabilities, in the preparation of the Plan. The Cities will also notify and seek the participation of local and regional institutions and other organizations, including businesses, developers, community and faith-based organizations, in the development and implementation of the Consolidated Plan.

The Cities will make vital information that pertains to the Consolidated Plan available to the resident, public agencies and other interested parties on an annual basis. The information to be made available includes the amount of assistance the Cities expect to receive, available unspent prior year’s funds and related program income, the range of activities to be undertaken, including the estimated amount of CDBG and other funds that will be expended on low- and moderateincome persons.

The Cities will provide interested parties with a reasonable opportunity to comment on the Plan or on any amendments to the Plan. The Cities will consider any comments or views of interested parties received in writing or orally, at any of the public hearings, or during the specified public comment review period.

Meetings are announced through posting on City websites and in the Register Guard. All public hearings are advertised in the Register-Guard Newspaper 14 days or more prior to the hearing.

For the development of the Consolidated Plan, one public hearing in addition to multiple public meetings to obtain resident views regarding the proposed priority needs and strategies for the five-year period.

Public meetings are held at times convenient to potential and actual beneficiaries in locations that meet Americans with Disabilities Act accessibility standards. With 48 hours’ notice prior to any public meeting, the Cities can provide the following services: an interpreter and audio equipment for the hearing impaired; a reader to review printed materials with the sight impaired, and a foreign language interpreter for non-English speaking residents.

Due to public health concerns related to the COVID-19 pandemic, the final meetings and public hearings had to be held in an online format. Efforts were made to provide call-in options to facilitate access for individuals with limited technology access.

CommunityProfileandNeeds

The Eugene-Springfield Consolidated Plan relies upon multiple forms of qualitative and quantitative data as well as community input in order to identify housing, homelessness, and community development needs and trends. This picture of need is the basis of the proposed objectives and outcomes for the 2020 Consolidated Plan. In addition to the US Census, updated American Community Survey (ACS) data and community surveys that provides the foundation for development of the document, the Cities of Eugene and Springfield built on the work of several active committees and recent studies that addressed housing, homeless and community development. The assessment was also informed by additional consultations with city officials and other important stakeholders such as the Intergovernmental Human Services Commission, United Way of Lane County, Lane County Poverty & Homelessness Board, Homes for Good (PHA), and the Intergovernmental Housing Policy Board.

In 2020, the regional economy has continued to diversify and improve, while at the same time leaving many in the community still struggling to find jobs with wages to cover increasing housing costs. There is a significant number of households who cannot meet the basic needs for food, shelter, medical care and transportation. In addition, there are a growing number of seniors, persons with disabilities, and others who are unable to work. These factors, combined with a very tight housing market, have resulted in many households paying more than they can afford, and a growing number of persons experiencing homelessness. It is important to note that the impacts of the COVID-19 are too recent to be reflected in the data used for the analysis provided below.

Population Growth

The overall population has grown steadily in both cities since 2000, reaching a combined 223,958 in 2017. Population grew to 163,135 in Eugene (18% growth since 2000) and 60,823 in Springfield (15% growth) in 2017.

Age Distribution

The population of Eugene and Springfield is aging. In 2000, people aged 60 to 75 accounted for 8% of the total population. This grew to 14% in 2017. For the same period, people under 45 accounted for 67% of the population in 2000, and this has dropped to 63% in 2017.

Racial and Ethnic Composition

Eugene and Springfield are becoming increasingly racially and ethnically diverse. Latino residents are the fastest growing population, representing 10.2% of the population in the two cities, and this population has grown 26.4% between 2000 and 2017. Approximately 21% of the population of the cities are either Latino or minority race.

Household Composition

As of 2017, family households still make up the largest percentage of households with 54% (Eugene – 52%, Springfield – 59%), and of those, 10% of households is single female headed households. There has also been a significant increase in single person households which now make up 45% of all households. The largest growth in household type is non-family households which increased 57% between 2000 and 2017. Average household size 2.33 in Eugene and 2.50 in Springfield.

Income and Poverty

Although growing, Median Household Income for both Eugene ($47,489) and Springfield ($41,700) is lower than the US ($57,652) and Lane County ($47,710). Further, there are many residents in both cities that are struggling, as evidenced by other indicators: 19% of Eugene residents and 28% of Springfield residents receive food stamp benefits (SNAP), and 49% of students from the three Public School Districts in Eugene and Springfield are eligible for free and reduced lunch. Low wages also contribute to financial instability. In 2017, 21% of households in Eugene and 20% of households in Springfield had incomes below the poverty level.

Persons with Disabilities

In the Cities of Eugene and Springfield, about 32,438 people, or 14%, live with one or more disabilities. The highest reported disabilities include ambulatory (8%), cognitive (8%), and difficulty with independent living (7%).

Persons Experiencing Homelessness

The 2019 Point-in-Time Count (PIT) identified 2,165 people in Lane County experiencing homelessness, a 32% increase from 2018 and 49% increase from 2016. Over two-thirds of this population, or 1633 individuals, met HUD’s definition of unsheltered, which includes 411 persons staying in “alternative to shelter” programs such as Dusk to Dawn, Opportunity Village, and Conestoga Huts. The 2019 PIT count also found that 759 persons experiencing homelessness were seriously mentally ill, 724 were chronically homeless, 525 reported substance abuse, 173 were veterans, and 113 were families with children staying in a shelter. For FY 2018, Lane County reported that 2,753 unduplicated individuals who were homeless received human services from one or more agencies. During the 2018-2019 school year, the three public school districts in Eugene and Springfield report 1,629 homeless youth, includes students who are staying with friends or family. The reported number includes 482 homeless youth who were unaccompanied.

Persons with Special Needs who are not Homeless

Limited new data exists specific to non-homeless special needs populations in the cities of Eugene and Springfield. There are numerous sub-populations in this community. Of those, there are some that have both sufficient numbers and unique housing and service needs that warrant identification. Those include the following: families with children, seniors, ex-offenders, people with HIV/AIDS, victims of domestic violence, people with drug and alcohol addictions, people who are evicted or foreclosed, people with physical and mental disabilities, veterans, youth and young adults, and youth aging out of foster care.

Employment and Economy

Economic conditions in Eugene and Springfield have recovered significantly in the past decade, and the region has emerged as a more diversified economy than it was during the Great Recession. The number of jobs has grown steadily during the decade, and unemployment rates have remained relatively low during recent years (below 6%). Wages have risen as well, although the loss of manufacturing jobs still has tempered wage growth in the region.

In 2018, unemployment was 4.50%. Employment growth combined with retirements and declining unemployment rates is creating a strengthening economy. As the economy continues to improve, the labor market tightens, availability of skilled workers may create a challenge for employers. Unemployment in the region has been decreasing but opportunities are limited for young unskilled

workers. The new workforce of youth 16-24 years old accounts for 38% of the workforce. Getting younger workers to work in skilled career opportunities will allow the younger workforce to establish the experience and income that first jobs provide, a key workforce challenge facing both cities. The workforce problems facing younger workers today may follow them well into the future through lower lifetime earnings.

While there have been recent and significant job losses as a result of COVID-19, it is unclear how sustained these job losses will be as social distancing measures diminish. It is apparent however that many people with limited incomes are experiencing financial instability as a result of recent events.

Housing Units and Tenure

Together, Eugene and Springfield contain 97,224 housing units. The majority (61%) of the housing stock is single-family units, with the remainder consisting of multi-family units (33%) and a small share of mobile/manufactured homes (6%). This balance has remained relatively stable since 1990, although planners in both cities anticipate a gradual increase in multi-family housing to accommodate future population needs. For rental households, 41% in Eugene and Springfield live in 2-bedroom homes. Increasingly, homes with three-bedrooms are being occupied by renters, climbing to 30% in 2017 from 25% in 2010. Renter households occupying studios and onebedroom homes has stayed relatively stable since 2010, edging up from 29% to 30%.

Eugene has recently shifted to a majority renter city, where 52% of households rented their home in 2017. Springfield retains a slight majority of owner-occupied homes, where 51% of households own and 49% rent.

Manufactured dwelling parks are areas where people rent or lease a space for their manufactured home, which they may rent or own. A manufactured dwelling is a more affordable way for many people to own a home or live independently in an environment for older individuals. About 5% of the housing units in Eugene and Springfield are manufactured home park spaces, with nearly 40% of the homes in three census tracts. These tracts are located in west Eugene, Glenwood, and midSpringfield.

Assisted and Public Housing

A variety of assisted housing developments are currently available and serving low-income persons in the cities of Eugene and Springfield. There are at total of 4,452 assisted housing units in 113 developments in both cities, including projects subsidized with Section 8, Low-Income Housing Tax Credits, or other project-based subsidies. Eugene and its urban growth boundary have a total of 3,516 units in 83 developments and Springfield and its urban growth boundary have 866 units in 28 developments.

Homes for Good serves as the housing authority for the cities of Eugene and Springfield. There are a total of 595 public housing units in Lane County with 383 of those in Eugene and Springfield, and as of February 2020, 98.9% were leased. Additionally, Homes for Good has 3,065 total vouchers (3,056 in use), of which 236 are designated as Veterans Affairs Supportive Housing (192 in use). For all voucher programs, 6% are held by households with one or more persons who identify as a minority race or ethnicity.

Homes for Good maintains a waiting list for all their public housing units. There are approximately 1800 households on public housing waiting lists with typical wait times between 1 and 5 years. The Section 8 waiting list was last opened in 2019 and 4,887 people responded to the online application. At this point in time, 74% of families issued vouchers are able to lease a unit.

Housing Cost Burden

While wages and incomes have continued to rise in recent years, they have not kept pace with the cost of both owner and rental housing in both cities. From 2010 to 2017, Median Household Income rose 14% in Eugene and by 15% in Springfield.

Housing costs in the Eugene-Springfield area have risen more sharply since 2010, especially in recent years. Median home prices have increased by about 130% between 2000 and 2019 in both Eugene and Springfield, reaching $320,000 in Eugene and $270,100 in Springfield (Zillow October 2019). Median Rental Rates have also increased substantially faster than incomes, if not as dramatically as home values. Between 2010 and 2019, the median rental rate rose to $1,373 in Eugene (47% increase) and $1,181 in Springfield (58% increase).

As a result, many households pay more for housing than is affordable, or are unable to afford any housing. Households paying more than 30% of household income are considered to have a ‘housing cost burden’. A majority of all renters in Eugene (55%) and slightly under half of all renters in Springfield (48%) are considered housing cost burdened, while a smaller but significant share of all homeowners in each jurisdiction are also cost burdened (Eugene – 27%, Springfield – 29%).

Housing Conditions and Lead Based Paint

In the cities of Eugene and Springfield, approximately 60% (55,005) of the total housing units were built prior to 1980 and may contain lead-based paint. Approximately 11,437 homes pose potential lead-based paint hazards in the cities of Eugene and Springfield.

Despite the age of the housing stock, the physical condition of the housing in Eugene and Springfield is generally good, as there are relatively few housing units (1,875) in the area that are considered substandard according to HUD. Of those, 90% are rental units, and 59% are occupied by people making 50% or less of the average median income. Based on input received during provider and

public consultations, units available to low-income residents tend to have more significant issues, and because of the scarcity of affordable low-income housing, residents are reluctant to raise their concerns for fear of losing the housing.

Priority Needs

The purpose of identifying the community needs and trends, conducting surveys and meeting with providers is to identify what the priority needs are for the low-and moderate-income households in this community for the next five years. Listed below are the needs that were identified through the analysis that have been identified as priority needs to address using HUD funds.

Renters

Rising rents has created a substantial gap in decent quality housing affordable to very low-, lowand moderate-income households in both cities. There are 21,535 such households earning less than 80% of AMI in Eugene, and 7,270 such households in Springfield, which make up 63% of all renters.

• Renter households earning less than 80% of area median income (very-low, low- and moderate- incomes): Over three quarters of these households spend more than 30% of their income on housing costs (79% in Eugene, 74% in Springfield). Moreover, 54% of these households in Eugene and 35% of these households in Springfield spend 50% of their income on housing costs.

• Renter households earning less than 50% of area median income (very-low and lowincome): A modestly greater share of these households also spend more than 30% of their income on housing costs. However, the significantly more of these households pay more than 50% of their income on housing costs (Eugene – 68%, Springfield – 57%).

• By April 2020, a growing number of residents have experienced a severe loss of income due to the COVID-19 pandemic, raising the risk of housing instability and homelessness, and potentially destabilizing existing affordable housing developments due to interruptions in rental income.

Homeowners

Rising home values have also reduced the availability of quality housing affordable to low-and moderate- income households. There are 7,390 owner households (23% of all owners) earning less than 80% of AMI in Eugene, and 4,470 owner households (37% of all owners) in Springfield, substantially fewer than the number of renters in this income bracket. Low, very low- and even

moderate-income homeowner households need increased access to affordable homeownership opportunities and support to remain homeowners. The high costs also reduce opportunities for potential homebuyers.

• A significant majority of low-income owners experience a housing cost burden, overcrowding, and/or substandard housing conditions (Eugene – 78%, Springfield – 59%).

• Owner households earning less than 80% of area median income (very-low, low- and moderate- incomes): A significant majority of these homeowners spend more than 30% of their income on housing costs (Eugene – 66%, Springfield – 57%). Moreover, 41% of these households in Eugene and 28% of these households in Springfield spend 50% of their income on housing costs.

• Owner households earning less than 50% of area median income (very-low and lowincome): There are 3,370 owner occupied households in Eugene, and 2,030 in Springfield earning less than 50% AMI. Over three quarters (77%) of these households in Eugene and over half (56%) of households in Springfield spend more than 30% of their income on housing costs. 59% of these owner households in Eugene and 39% in Springfield spend more than 50% of their income on housing costs.

People Experiencing Homelessness

People need access to housing and supportive services to prevent them from becoming homeless and to leave homelessness.

• The 2019 Point in Time Count identified 2,165 people experiencing homelessness.

• Of those, 1,633 were unsheltered, 84 were families with children staying in a shelter, 841 were chronically homeless, 197 were veterans, 525 reported substance abuse and 759 were seriously mentally ill.

• The 2019 PIT Count identified 145 unaccompanied youth, with 21 in Emergency Shelter (6 youth under age 18), 16 in Transitional Housing (6 youth under age 18), and 108 unsheltered (14 youth under age 18). A total of 26 unaccompanied homeless youth were under age 18, 119 were ages 18-24.

• Lane County reports 26 agencies with 170 projects in WellSky, a management information system used to share information among service providers on services provided to at-risk, homeless, or near homeless clients.

• Lane County reported that 2,753 unduplicated individuals who were homeless received human services from one or more agencies in fiscal year 2018.

• The three public school districts in Eugene and Springfield report 1,629 homeless youth during 2019, and this definition includes students who are staying with friends or family. The definition of homeless for purposes of the Plan includes people who are “doubled-up”.

Non-Homeless Special Needs Populations

People with special needs need additional support for housing and supportive services. This includes families with children, seniors, ex-offenders, people with HIV/AIDS, victims of domestic violence, people with drug and alcohol addictions, people who are evicted or foreclosed, people with physical and mental disabilities, veterans, youth and young adults, and youth aging out of foster care.

• Special needs populations need additional support as it relates to affordable housing, human services, employment opportunities, and accessibility improvements in housing and public facilities.

• In both cities, 49% of students in the three public districts are eligible for free or reduced lunch.

• One in seven Oregonians and one in five children in Oregon are food insecure.

• Free local bus passes, gasoline, care repair, driver’s license, ID card or birth certificate fee were all identified as difficult to access based upon feedback provided by the constituency surveyed.

• There is one domestic violence provider in Eugene. Records indicated there are minimal domestic violence and sexual assault providers, with limited shelter space and housing assets dedicated to survivors and those fleeing domestic violence.

• In the Community Survey, respondents identified mental health and addiction services and housing services as the greatest social services needs. Respondents also identified Assist human service agencies with facilities acquisition or improvements as the most needed Community Development Need.

Employment Opportunities

People who have low incomes, are unemployed or underemployed need a broader range of employment opportunities, including self-employment

• After Lane County lost 18,000 jobs between 2007 and 2010, employment has continued to grow [back to pre-recession levels], currently peaking at 95% as of 2017. As unemployment rates have declined in recent years, so too has job growth since 2016.

• Workers in the Eugene Metropolitan Statistical Area had an average (mean) hourly wage of $22.75 in May 2018, about 9 percent below the nationwide average of $24.98.

• Not all sectors have returned to pre-recession levels, including financial activities, construction, manufacturing, and information.

• In 2019, the top three reasons employers found it difficult to fill vacancies were: (1) lack of applicants, (2) unfavorable working conditions, and (3) lack of qualified candidates (Hiring Challenges for unfulfilled job vacancies, May 2019).

• The loss of jobs combined with the subsequent recession, have widened the page between employed wages and housing gaps.

• Community Survey responders identified creating jobs in low-income neighborhoods as the greatest economic development need.

Low-Income Areas and Areas of Slums and Blight

Geographic areas defined as areas of slums or blight or as low-income areas need additional support for rehabilitation and public facility and infrastructure improvements.

• There are several areas in this community that are or could meet the HUD requirement for an area of slums and blight which would allow different uses of CDBG funds. These areas could benefit from increased investments in the area. There are also specific properties with deteriorated conditions that could addressed using CDBG funds.

• There are several areas of this community that are characterized by 51% or more low- to moderate-income residents, which can benefit from increased investments in this area.

StrategicPlan

As part of the consolidated planning process, priority needs were identified based on the needs assessment, market analysis, stakeholder consultation, and input from residents. Next, strategies and goals were developed to address these priority needs with the cities’ anticipated CDBG and HOME grants, which will help leverage additional public and private resources.

Below is a summary of the strategies that have been identified that both meet priority needs and are also eligible uses of HUD funds. A table following this section shows the relationship between identified strategies and the priority needs of Eugene and Springfield for use of federal funds received from HUD. During the public comment period in March 2020, nonprofit partners and stakeholders reported concerns about residents already experiencing sudden and significant losses of income due to the COVID-19 pandemic. Beyond the real threats among residents of housing instability and homelessness, affordable housing agencies reported concerns about the destabilization of existing affordable housing developments due to interruptions in rental income. As a result of these comments, a fifth housing strategy Provide Rent Assistance was added to provide an option to address housing instability among renters and preserve existing affordable rental housing.

Priority Needs

Priority Need Explanation

Renters

Low- and very low-income people need increased access to quality affordable rental housing as well as rental assistance

• About three quarters of moderate- and lowincome renters spend more than 30% of their income on housing costs (Eugene – 79%, Springfield – 74%)

• The majority of low-income renters spend more than 50% of their income on housing costs (Eugene – 68%, Springfield – 57%)

Comments

• Between 2010 and 2019, the median rental rate rose to $1,373 in Eugene (47% increase) and $1,181 in Springfield (58% increase)

• Significant increase in need from 2013 to 2017;

• Many more moderate-income households spend more than 30% on housing

• Many more low- and very income households spend more than 50% on housing

Homeowners

Low- and very low-income people need increased access to affordable homeownership opportunities and support to remain homeowners

• A significant majority of low-income owners experience over-crowding, substandard housing, or a housing cost burden (Eugene –78%, Springfield – 59%)

• A significant majority of moderate- and lowincome owners spend more than 30% of their income on housing costs (Eugene – 66%, Springfield – 57%)

• A large percentage of low-income owners spend more than 50% of their income on housing costs (Eugene – 59%, Springfield –39%)

• Low-income households spending more than 30% of income housing have increased in Eugene but remains steady in Springfield

• Low-income households spending more than 50% of income housing have increased in both Eugene and Springfield

Priority Need

People experiencing Homelessness

People need access to housing and supportive services to prevent them from becoming homeless and to leave homelessness

Explanation

• A total of 2,165 homeless individuals were served in FY 2019 by agencies funded by Lane County

• The three public school districts in Eugene and Springfield report 1,629 homeless youth during 2019 (includes students who are staying with friends orfamily)

• The definition of homeless for purposes of this Plan includes people who are“doubled-up”

• Shortage of year-round low-barrier emergency shelter beds, especially for single individuals and victims of Domestic Violence

• Lack of diversion and rapid exit services for those exiting Permanent Housing

Comments

• Majority of the homeless population in Eugene (73%) and Springfield (88%) are experiencing unsheltered homelessness

• Shortage of low-barrier year-round emergency shelter and shelter beds in Eugene and Springfield

• In 2017, one in four persons exiting permanent housing in Lane County returned to homelessness

• There are no youth-specific resources for transition-age youth (18-24)

• Due to low rental vacancy (3.6% in Eugene and 3.4% in Springfield) and even lower affordable unit rental vacancy, the Lane County Continuum of Care struggles with voucher or tenantbased programs

Non-Homeless Special Needs Populations

Special needs populations need additional support as it relates to affordable housing, human services, and employment opportunities

• People with special needs including families with children, seniors, ex-offenders, people with HIV/AIDS, victims of domestic violence, people with drug and alcohol addictions, people who are evicted or foreclosed, people with physical and mental disabilities, veterans, youth, and youth aging out of foster care

• There were 32,438 elderly (over the age of 65) and 3,310 frail elderly (that need assistance with daily living) in EugeneSpringfield (2017 ACS)

• The disability rate is 13.5 percent in Eugene and 18.6 percent in Springfield

• Physical disabilities can include hearing, vision, cognitive, ambulatory, self-care or independent living difficulties

• In the Community Survey, respondents identified mental health and addiction services and housing services as the greatest social service needs. Respondents also identified assist human service agencies with facilities acquisition or improvements as the most needed Community Development Need

Employment Opportunities

People who have low incomes, are unemployed or underemployed need a broader range of employment opportunities, including selfemployment

• Job growth and low unemployment rates has not yielded better wages for many younger residents and workers lacking necessary skills

• The new workforce of youth 16-24 years old accounts for 38% of the workforce

• Current low unemployment rates and retirements in workforce has created demand for skilled workers in some industries

• The United Way ALICE report found that 58% of all jobs in Oregon are low-wage (less than $20/hour), with contract positions (nonbenefited) increasing, a factor in job and housing insecurity

• There is a need to increase high-wage and living wage career employment opportunities for youth

• Lower wages are exacerbating housing affordability for some workers

Low-Income Areas & Areas of Slums and Blight

Geographic areas that meet federal criteria as areas of slums and blight or as lowincome areas and need additional support for rehabilitation and public improvements

• There are several areas in this community that are or could meet the HUD requirement for an area of slums and blight which would allow different uses of CDBG funds. These areas could benefit from increased investments in the area

• There are several areas of this community that are characterized by 51% or more low- to moderate-income residents, which can benefit from increased investments in this area

• Need to support low- and moderate- income neighborhoods through public improvements such as infrastructure and public facilities

• Low-Income Areas have been mapped for both jurisdictions

• Support currently designated slum/blight areas

Affordable Housing Strategy

Rehabilitate existing housing stock affordable to lowincome persons (CDBG)

Provide down payment assistance for homeownership (CDBG)

Provide rental assistance for housing stability and homelessness prevention (HOME)

Renters, Homeowners, Homeless, LowIncome Area Non-Homeless Special Needs Maintain Housing Policy board ✓ Number of fair housing events 20 Maintain fair housing services ✓ ✓ Update Fair Housing Plan ✓ ✓

Support programs that assure housing opportunities are provided without discrimination. Support Housing Policy Board. Update Fair Housing Plan

Community Development Strategy

Support a human services delivery system to address the needs of homeless persons, special needs, and other low-income populations (CDBG)

Promote economic development and employment opportunities through the creation of jobs and business development (CDBG)

Make strategic investments to improve low- income neighborhoods and other areas of slums and blight (CDBG)

Homeless, Special Needs Fund capital improvements to facilities owned by non-profits.

Fund non-profit services through the Human

Provide below market financing to local businesses creating or retaining jobs. Provide micro-enterprise training, and development opportunities.

Renters, Owners, Homeless, Special Needs, Low-Income Areas and Slums & Blight, Employment Opportunities

Provide financing for activities which eliminate slums and blight, including acquisition, clearance, rehab and historic preservation and economic development activities, infrastructure and public facility improvements.