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HomeMy WebLinkAboutItem 01 COVID19 Long Term Community Recovery Planning AGENDA ITEM SUMMARY Meeting Date: 7/6/2020 Meeting Type: Work Session Staff Contact/Dept.: Niel Laudati/CMO Staff Phone No: 541-726-3780 Estimated Time: 20 Minutes S P R I N G F I E L D C I T Y C O U N C I L Council Goals: Provide Financially Responsible and Innovative Government Services ITEM TITLE: COVID-19 LONG-TERM COMMUNITY RECOVERY PLANNING ACTION REQUESTED: Council to provide guidance on long-term community recovery (LTCR) planning. ISSUE STATEMENT: Staff is seeking Council guidance on developing the Economic and Housing Recovery strategies and tactics. Staff will share more recent impact assessment information and next steps for the COVID -19 long-term community recovery planning efforts. ATTACHMENTS: Attachment 1: Draft Housing Recovery Tactics Attachment 2: Draft Economic Recovery Strategy and Tactics (previously provided in 6/15/2020 Communication Packet Memo) Attachment 3: Initial Impact Assessment Part 1 (6/5/2020) (previously provided in 6/15/2020 Communication Packet Memo) Attachment 4: Impact Assessment Part 2 (6/29/2020) DISCUSSION/ FINANCIAL IMPACT: This agenda item builds upon the previous May 18, 2020 Work Session and June 15, 2020 Communication Packet Memo on COVID-19 Long-Term Community Recovery Planning. Staff is seeking direction from Council on the following questions: • Should staff further explore new Housing Recovery tactics listed in Attachment 1? • Should staff further explore new Economic Recovery tactics listed in Attachment 2? Given the iterative, evolving, and long-term nature of the impacts of COVID-19, staff recommend integrating the long-term community recovery work into on- going, permanent City staff work and incorporating the recovery tactics into the existing City plans and strategies. Staff plan to return to Council in fall with more details and will seek Council approval on the draft Economic Recovery Strategy and an updated, draft Housing Strategy that incorporate tactics to help Springfield successfully move forward, through, and beyond COVID-19. M E M O R A N D U M City of Springfield Date: 7/6/2020 To: Nancy Newton, City Manager COUNCIL From: Niel Laudati, Assistant City Manager Tom Boyatt, Community Development Director BRIEFING MEMORANDUM Subject: COVID-19 LONG-TERM COMMUNITY RECOVERY PLANNING – DRAFT HOUSING TACTICS ISSUE: Staff is seeking Council guidance on developing the Housing Recovery strategies and tactics. Staff will share more recent impact assessment information and next steps for the COVID-19 long-term community recovery planning efforts. COUNCIL GOALS/MANDATE: Provide Financially Responsible and Innovative Government Services BACKGROUND: During the May 18, 2020 Work Session, Staff presented the draft Housing Recovery overarching goal of Supporting Community Members to Maintain Their Place of Residence. Many of the anticipated housing impacts to Springfield community members have not yet been fully realized. This is due to a variety of individual and global resources and policies, including stop gap measures such as Governor Brown’s rent and eviction moratorium, rental assistance support, the federal paycheck protection program, and individual landlord and banking relationships of tenants and homeowners, etc. We will likely see continued impacts to those living in Springfield as the COVID-19 event and impacts evolve over the months to come. Staff proposes to come back to City Council in fall 2020 with a draft update to the Council’s Housing Strategy that incorporates tactics and adjustments which reinforce the existing strategy and incorporates proposed COVID-19 related additions and adjustments. In an effort to begin this work and understand the Springfield context, staff began assessing the evolving housing market impacts from COVID-19 by meeting with market rate and affordable housing developers and regional partners, analyzing recent household information from the Census Bureau and local social service and housing assistance organizations, and reviewing existing Council direction and priorities. Learned Housing Recovery themes and possible tactics for exploration are provided here at a very high level for consideration, exploration and future evaluation for implementation which might be included in the Fall Council follow-up. See Attachment 4 for details on currently known impacts and feedback from housing developers. Based on feedback from housing providers and developers, the overarching goal of the COVID- 19 Housing Recovery work is proposed to expand to: Support Springfield Community Members to Maintain Their Place of Residence while also Supporting Growth in Opportunities for Future Housing. Feedback received pointed to two possible areas of work:  Support Community Members to Remain Housed  Increase Housing Supply Options Increasing housing supply options also supports a strong local economy, strengthens the economic recovery efforts, and is anticipated to include ongoing coordination and support from Attachment 1, Page 1 of 3 COVID-19 LONG-TERM COMMUNITY RECOVERY PLANNING – DRAFT HOUSING TACTICS Page 2 and to the Springfield Economic Development program and strategy. Based on preliminary discussions, the proposed tactics below are believed to be opportunities to support housing recovery and growth. Many of these tactics are already underway by previous Council direction but have been further reinforced as critical given the COVID-19 context. Other tactics may be further explored in future Council discussion. Listed tactics do not assume feasibility and are for Council discussion to continue or discontinue exploration. Support Community Members to Remain Housed  Provide emergency household assistance to low-income residents o Allocate Community Development Block Grant Coronavirus (CDBG-CV) funds for rent assistance and utility payments, including emphasis for Latinx households* o Continue to support Springfield Home Repair Program for low-income homeowners**  Support local non-profits providing social services to low-income residents, including: o Senior Meal Delivery* o Oregon Law Center tenant assistance** o G Street OASIS for homeless families with children** o Serbu Pod Project for Homeless Youth  Maintain Overnight Parking Program  Work closely with regional partners, particularly Lane County, to understand local needs and opportunities to assist the most vulnerable * Funds recommended to be awarded potentially through the CDBG-CV allocation (See 7/6/2020 City Council Regular Session CDBG-CV Agenda Item for details) **Funds awarded through FY 2020-2021 CDBG Increase Housing Supply Options Italicized items are new items for consideration.  Small Subdivision Infrastructure Strategy and Feasibility Assessment; Impacts of City Applied Standards, Process and Fees  TEAM Springfield Elected Officials Review of Development Fees  TEAM Springfield Partnerships to Improve and Market Springfield Brand: Quality Schools, Parks and Amenities, Business Friendly  Pilot project to expand City Project/Design Services to Public Improvements for Small Development Project  Reassess City insurance and bonding requirements for housing developers; consider Good Actor pilot project for timing of engineering review deposits  Partner with other agencies to create Local Wetland Bank(s)  Explore opportunities to combine Early Learning Hub with affordable housing  Continue advancing Online Development Portal/Virtual Development Center  Continue formalizing HB2603 Substantial Completion process  Allocate CDBG funds to acquire land for affordable housing development o Support Cornerstone Community Housing in helping to acquire land  Continue to allocate HOME funds through the HOME Consortium  Continue with Development Code Update, including user-friendly ‘How To’ Guides  Create Comprehensive Plan Map as next step to addressing residential land supply needs  Continue to encourage accessory dwelling units  Continue to provide down-payment assistance  Continue consideration of a housing diversity tax exemption  Continue to work with St. Vincent de Paul to find land to develop a new Manufactured Attachment 1, Page 2 of 3 COVID-19 LONG-TERM COMMUNITY RECOVERY PLANNING – DRAFT HOUSING TACTICS Page 3 Home Park with $3 million allocation from the legislature At Council direction, staff may bring more information forward and an updated draft Housing Strategy for Council review and approval in fall 2020. RECOMMENDED ACTION: Direct staff to further explore/not explore Housing Recovery Tactics listed above and bring back more information and an updated draft Housing Strategy to City Council for review and approval in fall 2020. Attachment 1, Page 3 of 3 SPRINGFIELD ECONOMIC RECOVERY STRATEGY June 2020 City of Springfield, Oregon S P R I N G F I EL D E CO N O M I C S T R ATEG Y C OV I D E C O N O M IC R E C OV E RY Attachment 2, Page 1 of 4 I. COVID 19 ECONOMIC RECOVERY GOAL AND STRATEGY PURPOSE The purpose of the City of Springfield’s Economic Development Strategy for Economic Recovery is aligned to the City Council’s desire to prioritize and support Springfield businesses to successfully move forward, through and beyond the COVID19 Crisis. This goal is in direct alignment with the City Council adopted goal(s) to: Encourage Economic Development and Revitalization through Community Partnerships, and Provide Financially Responsible and Innovative Government Services, and Foster an Environment that Values Diversity and Inclusion WHY THIS WORK IS IMPORTA NT TO SP RINGFIELD The “why” of this work aligns to pre-COVID Council directed and adopted motivators and provides additional COVID specific focus to guide and inform staff efforts in supporting businesses to:  Find solutions which maintain the health and safety of employees and the public  Maintain productivity and long-term financial solvency  Gain access to high quality public assets and resources  Provide avenues for communication around regulations, guidelines, and critical local and state policies through and beyond the event The COVID 19 specific economic recovery strategy is intended to serve as an addendum to the existing Springfield Economic Development Strategy, and not a replacement. This recovery strategy, when coupled with the existing and ongoing Springfield Economic Development Strategy, aims to position businesses for success during the event so that recovery will continue efforts to increase per capita income in Springfield where no one needs to live below the poverty line. We are also motivated with the understanding that a strong local economy improves our community and Springfield schools, due to a larger tax base; and good-paying, quality jobs are available; all leading to population growth because people want to live in Springfield. WHAT SUCCESS LOOKS LIKE Using a strategic plan as a tool, we recognize that it provides us clarity on a shared vision for what we set out to do. This enables us to do focused and impactful work; prioritize funding resources; and build trust and stronger relationships within and outside of City Hall. The COVID19 specific strategy addition will also enable staff to understand the direction, priorities, and areas of impact desired by the City Council and Springfield Businesses, allowing for nimble responses to present relief and funding opportunities that best position the Springfield and regional economy for a successful recovery. Attachment 2, Page 2 of 4 II. COVID 19 ECONOMIC RECOVERY PLANNING PROCESS The preparation of the COVID19 Economic Recovery Strategy involved three comprehensive steps: Step 1 – Where are we now? Documentation of current impacts to business through a mix of survey tools, communication with the Springfield Area Chamber of Commerce, and detailed one-on-one interviews with Springfield businesses. These findings helped shape our understanding of the immediate COVID19 impacts, threats and needs, and desired areas to improve and create opportunities during and after recovery. Step 2 – Where do we want to be? Engagement and knowledge sharing with the Mayor and City Council members as well as Chamber, and regional partners guided initial understanding of opportunity areas for engagement, innovative service adjustments, and advocacy. These discussions provided focus for organizing business feedback into areas of action. Step 3 – How will we get there? Received feedback is organized and summarized in three key areas of action: Business Innovation and Resiliency Access to Public Assets Business Retention and Advocacy Within each key focus area, City staff and community partners engaged to propose solutions which respect the need to maintain health and safety of employees and the public, maintain industry productivity and long-term financial solvency through business innovation and resiliency, increase access to quality of public assets, and provide avenues for effective business retention and communication with the City and community partners. Step 1 through 3 - Ongoing Feed Back Loop. The nature of the COVID19 event will require continuous review and adjustment in order to remain current with economic recovery needs. In total, over 175 Springfield businesses were involved in providing feedback to shape this proposed strategy between surveys and one-on-one interviews. The Springfield Area Chamber of Commerce, Lane County, City of Eugene and State of Oregon, played important roles in shaping region wide tone and context around recovery. These partnerships will remain critical to the ongoing implementation of strategy work. Springfield Economic Development Recovery Function Implementation Timeline updated 5/22/2020 Tactic Contact 4W W1 W2 W3 W4 W1 W2 W3 W4 Economy: 1 Impact Info Gathering; Engage Local Businesses 2 Business Definitions of 'Success' Are Gathered and Refined 3 Governor Loosens Restrictions 4 County Government Demonstrates Meeting of ReOpening Criteria 5 Business Priorities/Needs Are Known based on Impact Info Gathering 6 Chamber Engagement with Executive Board to Clarify/Refine Impact Feedback 7 Engage Council to Info Share and Inform Economic/Business Priorities 8 Coordinate with Chamber to Formalize Priorities and Strategy Areas 9 Needed Agency Partners Are Initially Identified (InterAgency Team) 10 Build Activation Framework: Define Temporary Phases of Engagement with Businesses and 11 Team Springfield Partner Coordination 12 LC/COE/Other Coordination 13 Clarify Processes and Agency Roles for Business Guidelines - Chamber Playbook 14 Advocacy Positions Identified and Shared Among Team Agencies 15 Business Recovery Unified Springfield Brand/Messaging 16 Action Item Resources/Opportunities; 16a City Owned Action Areas 16b Resource Provider Areas; OMEP/SBDC/Centro/etc. 16c County or State Program Areas 17 Create Organized Business Resource Catalogue/Toolkit for Support Delivery & Technical 17a Financial Literacy 17b Land-Use Support 17c Communications Strategies 17d Temporary land-use, fee, license, permitting, etc. relief/easing 18 Continuous Feedback with Businesses Proposed Goal: Springfield Local Government and Agency Partners are Supporting Businesses to Move Forward, Through and Beyond the COVID19 Crisis Successfully JuneAprilMay FIGURE 1. ECONOMIC RECOVERY STRATEGY DEVELOPMENT PROJECT PLAN Attachment 2, Page 3 of 4 III. COVID 19 ECONOMIC STRATEGIC INITIATIVES In order to support Springfield businesses to successfully move forward, through and beyond the COVID19 Crisis, the Springfield Economic Development Strategy addresses three main areas of work: Business Innovation and Resiliency Access to Public Assets Business Retention and Advocacy  Supporting Business Innovation and Resiliency to maintain city economic vibrancy and competitiveness on things in direct control of city government;  Continued investments and influence on the development of, and access to, high-value, high-quality Springfield Public Assets; and  Proactive business outreach to strengthen Business Retention and Advocacy to intentionally drive economic growth into Springfield. Themes of work and proposed tactics are based on ongoing conversations with the City Council, Springfield Business Community, Regional Partners, City Staff, and the Springfield Area Chamber of Commerce. Some tactics(*) are under implementation now through Council direction due to emergent needs or the Springfield Economic Strategy(2018), while others may be explored and implemented over time, and as effective, in relation to stages of the COVID19 event. Those tactics already approved and underway will benefit from readjustment of work to fit new development patterns, communication needs, and factors related to the COVID19 event. Business Innovation and Resiliency Access to Publicly Owned/Controlled Assets Business Retention and Advocacy CDBG Small Business Innovation Fund *Flexible Use of Outdoor Spaces Including City Right of Way *Continued Focus on Business Retention and Expansion Projects and Efforts * Small Business Emergency Operations Fund *Springfield Telecommunications/Fiber Investments *Clear and Accessible Guidelines and Communication Throughout and Beyond Business Soft Skills/Boot Camp/Added Value Programming *Maintaining Priority/Focus Toward World-Class Development & Site Readiness LatinX Business Navigator and Local Resource Investment Workforce Support & *Continued Support of Work Ready *Partnerships with Critical Economic Development Partners in the Region Community Wide Recovery Brand Initiative and/or Messaging *Innovation Hub/Chamber Headquarter Facility Development Codes and Policies which are Responsive to ‘New Normals’ Strategic Partnerships for Advocacy at Local, State and Federal Levels *City Leased/Tenant Support Childcare and Social Service Focused Resource Advocacy Detail, including problem statement, tactic detail, financial impact, implementation and timing, and metrics will be drafted upon Council review and initial support of the general tactics above. Attachment 2, Page 4 of 4 COVID-19 Long-Term Community Recovery Planning - Initial Impact Assessment Part 1 (6/5/2020) The following provides some highlights of the impacts of COVID-19 locally, at the state level, and nationally. The situation continues to evolve and staff will continue to share more information in the coming months. The information below was updated as of 6/5/2020. This information is intended to provide context for City Council guidance on community recovery efforts. Local People lose jobs and experience reduced employment.  Based on preliminary Bureau of Labor Statistics (BLS) industry employment data, the Lane County total nonfarm industry has decreased its workforce by 15% (equating to roughly 4,000 individuals in Springfield); this initial data likely does not encompass the totality of decline.  Key industries tracked by the City of Springfield due to significance of regional employment base and wages are Health Care and Social Assistance, Public Administration, Manufacturing, Accommodation and Food Services, and Retail Trade. These five industries during a non-COVID economy represent 64% of the regional employment base and 62% of total wages.1 Based on unemployment claims filed within these industries, it is estimated that the combined jobless of these 5 top industries was approximately 30%.  The Leisure and Hospitality industry experienced the largest percentage decline in employment of 53% as of April, followed by Other Services2 (-19%), Education and Health Services (-17%), and Professional and Business Services (-10%).  The above statistics do not account for individuals furloughed or otherwise generating less income than pre-pandemic. Total Lane County new unemployment claims through April were 28,819 (16% unemployment rate).3 It should be noted that new unemployment claims numbers do not include continuing claims. This information is not yet available at the county level. Continuing claims data is critical in estimating sustained jobless and impacts of Paycheck Protection Program (PPP) funds.  At the local level, and through one-on-one interviews and information gathering as part of the Springfield economic recovery strategy, of those Springfield businesses surveyed, 25% fell under mandatory order closures, 58% reported a decrease in employment, and 69% admitted they are struggling.  30% of Springfield businesses surveyed had applied for Economic Injury Disaster Loans (EIDL) and/or PPP. Of those Springfield businesses who applied for EIDL, none received funds earlier than 30 days from application and half are still waiting. Of the businesses who applied for PPP, 43% are were still waiting for a response as of mid-May. Of Springfield businesses surveyed, 20% expressed experiencing issues with motivating employees to come back to work. 1 State Department of Employment. https://www.qualityinfo.org 2 Establishments in this sector are primarily engaged in activities, such as equipment and machinery repairing, promoting or administering religious activities, grant making, advocacy, and providing dry-cleaning and laundry services, personal care services, death care services, pet care services, photofinishing services, temporary parking services, and dating services. 3 State Department of Employment. https://www.qualityinfo.org/lane Attachment 3, Page 1 of 4 Springfield development continues, but caution is felt due to unknown future impacts.  Development patterns are naturally cyclical due to economic and seasonal patterns. The impacts of COVID-19 are unique to normal cycles and catalysts of economic downturns due to the abrupt onset and subsequent economic reaction, the scientific variables, immediate changes in consumer patterns, anticipated broad shifts again upon vaccine or treatment, and unknown psychological impacts to consumers, current and future. The following information might be considered, and tracked over time, given the relatively short length of time in which to take measurements and draw conclusions.  The Springfield Development Center continues to receive applications for new building permits closely matching the 2+ year trend.  Commercial permits have declined slightly, while residential permits have remained consistent.  Permits receiving final inspections have slowed since a three-year high in January, but have not dipped far below annual trends.  Permit applications for dwelling units hit a two-year high in March, fell off in April, but overall seem to be fitting the long-term pattern.  According to BLS, the Construction industry in this region has contracted by 5% as of April.  Opportunity industrial and commercial site developments identified and supported prior to the onset of COVID-19 have continued to move forward.  New competitive recruitment projects and submittals have continued during the event, but have slowed slightly. Impacts on renters continue to evolve and full impacts still unknown.  Governor Brown’s residential rent and eviction moratorium ends June 30, 2020 and may cause further housing needs and impacts at that time. Lane County Board of County Commissioners is considering a work session item on June 9, 2020 regarding renter protections that may affect this situation.  Lane County has $929,000 from the State of Oregon to provide rent assistance to those who have incomes at or below 50% of the Area Median Income and have lost income during the pandemic or have health concerns related to COVID-19. People are having trouble meeting basic needs (food, shelter, utilities, etc.)  62% increase countywide in applications for Supplemental Nutrition Assistance Program (SNAP). Similar increases for Temporary Assistance for Needy Families (TANF) and Employment-Related Day Care (EDRC) February to March 2020. Springfield is one of the areas with highest need.  Top three services needed according to recent Lane County survey: 1. Rent assistance 2. Utility payments 3. Access to food  30-50% new clients at each food distribution. Some people have access challenges with transportation or concern about leaving the house to access food distributions.  Springfield School District has provided over 135,000 “to-go” breakfasts and lunches to students since mid-March from nine school sites. The School District will continue to offer breakfast and lunches (standard school hot lunch) throughout the summer. Attachment 3, Page 2 of 4 Social services see increase in ‘new to the system’ people as challenges to providing services arise.  Fundraisers have been canceled and associated anticipated income was not received.  Social service providers are impacted by physical distancing and delays it causes to providing services (i.e. Catholic Community Services shifting from paper form in person to electronic DocuSign).  Womenspace crisis and support line calls doubled.  Social service providers who distribute various assistance funds (i.e. rent assistance, food assistance, etc.) do not have funding to increase staffing to distribute additional funds. Many funds are limited to direct client aid, which causes bottlenecks in timely distribution. Unsheltered community members have lost access to public services.  As public buildings and resources closed due to the Stay Home order, unsheltered community members lost access to restrooms, water, computer access, electronic charging services, places to be, and other key services. In response to this, the Springfield Emergency Operations Center located handwashing stations and port-a-potties around town and also provided temporary showers at the Memorial Building and G St Oasis.  Although the Memorial Building respite center was established early April through June 5, existing regional shelters had reduced capacity due to physical distancing requirements (i.e. the Memorial Building had been projected to be able to serve 100 people, but with physical distancing could only serve 35 people when it was active).  Springfield EOC has contracted with White Bird Clinic to conduct wellness checks, provide information about COVID-19, and distribute resources to unsheltered people, including those who were using the Memorial Building respite center prior to its closure. White Bird had 91 encounters with unhoused people sheltering in place during the first week of outreach (May 25- 29). Preliminary reports for June indicate an increase in number of encounters during week two of outreach.  Lane County continues to seek legal and safe places for people to sleep in order for them to be able to shelter in place and maintain social distance. COVID-19 disproportionately affects communities of color and low-income people.  Although the Latinx/Hispanic population consists of approximately 10% of Lane County population and 12% of Springfield’s population, as of early June approximately 33% of Lane County confirmed positive COVID-19 cases were within the Latinx community.  Latinx/Hispanic residents are more likely to be in low-paid, essential work during the pandemic and leads to more exposure risk.  People previously employed in low-income and part-time work prior to the Stay Home order were more likely to experience job loss or furloughs. LTD transit service reduced.  LTD projected significant revenue loss and reduced transit service to a “Sunday plus” schedule.  All riders are being asked to only travel for essential trips and are required to wear masks.  Transit fares are not being collected as of early June, but may be collected again as bus operator /bus rider separation is installed in buses. Attachment 3, Page 3 of 4 Willamalane reduces staff, but gradually begins to reopen services.  Willamalane reduced staff to less than ¼ of employees. In Phases 1 and 2 Willamalane services are beginning to reopen and some staff are resuming work. State Unemployment is high in Oregon.  According to the US Census Bureau’s Household Pulse Survey, 47.4% of Oregonians report a loss of employment income, 16.6% face housing insecurity, and 43.7% have delayed medical care since the pandemic began.4  Oregon’s Office of Economic Analysis predicts over 400,000 jobs (21%) will be lost until Oregonians feel safe enough to venture outside of their homes; then a prediction of 38% rebound, followed by slower growth returning to pre-pandemic employment numbers by mid- decade under ideal conditions. Federal Adults in households with children more likely to report loss in employment income during COVID-19.  According to a recent U.S. Census Bureau Household Pulse Survey, 55% of households with a child under the age of 18 had at least one adult lose employment income since the start of the COVID-19 pandemic, which is higher than the rate for all households.  In contrast, according to the same survey, adults not living with children were more likely to indicate their not working was temporary, such as a furlough, and they were less likely to report sometimes not having enough to eat.  Due to school closures, childcare needs have increased. Small businesses report severe impacts on business service and revenue during COVID-19.  As of mid-May, 54% of businesses in the US report loss in revenue and/or sales, 28% report closing for one or more days, 13% report a decrease in employees, 42% of businesses believe that it will be more than 6 months before they return to normal levels of operation relative to one year ago.5 4 https://www.census.gov/data-tools/demo/hhp/#/?measures=JLR 5 Census Bureau Small Business Pulse Survey. https://www.census.gov/library/stories/2020/05/new-small- business-pulse-survey-shows-breadth-of-covid-19-impact-on- businesses.html?utm_campaign=20200527msacos1ccstors&utm_medium=email&utm_source=govdelivery Attachment 3, Page 4 of 4 COVID-19 Long-Term Community Recovery Planning - Initial Impact Assessment Part 2 (6/29/2020) The following provides updated information on the continually evolving impacts of COVID-19 locally, at the state level, and nationally. See Part 1 for the prior initial impact assessment that was provided to City Council in the June 15, 2020 Communication Packet Memo. The information below was updated as of 6/29/2020. This information is intended to provide context for City Council guidance on community recovery efforts. Local COVID-19 continues to disproportionately affect communities of color.  Although the Latinx population consists of approximately 10% of Lane County population and 12% of Springfield’s population, as of the end of June approximately 34% of Lane County confirmed positive COVID-19 cases were within the Latinx community.1 1 Lane County Public Health Local COVID-19 Data. https://www.lanecountyor.gov/cms/one.aspx?pageId=16610736 Attachment 4, Page 1 of 6 More unhoused people are without shelter than usual and shelter capacity is reduced. Additional risks are on the horizon.  Lane County estimates that of the known at least 4,000 individuals who are unhoused, currently at least 3,000 of them are without shelter.  It is estimated that about 10% of the known unhoused population in Lane County lives in Springfield, which equates to about 300-400 people.  CDC guidelines for congregate shelter indicated physical distancing efforts should take place in shelters, with 6 feet of space between beds and alternating head/foot sleeping arrangements. This reduced existing capacity of shelter facilities locally and continues until there is a vaccine.  The Mission had to reduce capacity from 400 to 250 people during COVID-19 due to health guidance and safety protocols. The volunteer force is also an older, more vulnerable population.  Dusk to Dawn capacity was reduced from 260 to 125 during COVID-19.  Temporary respite centers that were open during Baseline and Phase 1 (including the Memorial Building site in Springfield) were closed by June 5, 2020 when Lane County entered Phase 2.  During three weeks of outreach to the Homeless in Springfield (end of May – June), White Bird Clinic outreach workers encountered between 79 and 91 unhoused people per week.  There are currently no known positive COVID-19 cases in the unhoused community.  Lane County opened the River Avenue site with a capacity to shelter 30-40 people who need to isolate while they have COVID-19 or quarantine in transition out of the justice system.  Further spread of the virus, summer heat, poor air quality due to wildfire season, and winter cold are all potential risks that could worsen the situation for unhoused community members over the coming months. Community members lack access to food and increase reliance on food box distributions.  CALC is doing food box pickups for the Latinx community in response to COViD-19. There were 120 food boxes distributed to Springfield families at the most recent event. Impacts on renters continue to evolve and full impacts still unknown.  Affordable housing providers (Cornerstone Community Housing, St. Vincent de Paul, and Homes for Good) report that they are still receiving most rental payments, although Homes for Good received many more requests than usual for rent adjustments among Housing Choice Voucher residents).  Federal unemployment match is helping to keep people financially afloat.  Residential rent and eviction moratorium was originally scheduled to end June 30, 2020. Oregon Legislature is considering some legislative concepts that could potentially extend it (see HB 4213 for more details). Lane County rental assistance to allocate $1 million by June 30, but more need exists.  Lane County established a rental assistance program and received at least three times the number of applications than can be served by the first round of funding.  Lane County expects to receive rental assistance funds from State to distribute for about six months, but funding will not fully cover the need and there are other low-income households who are experiencing financial impacts who are not eligible based on funding criteria. Attachment 4, Page 2 of 6 More homeowners struggle to make mortgage payments.  DevNW is experiencing increased calls from homeowners who might be at risk of foreclosure. They are trying to communicate more broadly about options and connect with people earlier in order to have more flexibility in addressing each situation. DevNW has asked for $60,000 - $75,000 to support one FTE foreclosure prevention counselor to cover the need in Lane County.  Oregon Legislature is considering HB 4204, which would defer both residential and commercial mortgage payments during the pandemic emergency period until September 30, 2020. Development has not slowed during COVID-19.  Springfield development applications are in alignment with the three year average, and fiscal year 2020 revenue projections have been met.  Planning and Public Works application volumes continue to experience an upward trend when accounting for regular fluctuations.  Online services have successfully been implemented for all permit and license types since the pandemic began.  Development Center reopened to in-person services twice a week on June 23rd. About 20 customers received service the first week. Springfield housing developers provide feedback to Springfield staff.  Housing developers active in Springfield have reinforced the COVID-19 event reaffirms how critical the Springfield Development Code Update Project will be in responding to anticipated changes and new patterns.  The state of the Springfield-Eugene housing market on the eve of COVID-19 was constrained, with an average of 2 months of inventory (6 months of inventory is indicative of a neutral market with buyers and sellers at equal advantage).  While builders are continuing to develop and construct on sites already planned for and currently owned, this activity may slow as new financing and resources are required to fund acquisition and development/infrastructure.  Builders anticipate increased interest and extended trends in floor plans which reflect dedicated office/den space and expanded outdoor options.  Assuming ease and cost of doing business can remain competitive, Springfield may be positioned strongly to support increased home buyer desire for suburban areas which support expanded floor plans, open space, and work-from-home scenarios.  Housing providers, market rate and affordable, universally indicate a need for: o Additional residential land o Reexamination of fees and charges (TEAM Springfield partner fees as well) o Continuation and expansion of digital permitting/development online portal o Support of the Development Code rewrite Willamalane continues to reopen services.  Willamalane is gradually reopening services including Bob Keefer Center, fitness classes, outdoor sports courts, playgrounds, summer camps, Willamalane Park Swim Center, movies and concerts Attachment 4, Page 3 of 6 in the parks, Camp Putt, and limited Adult Activity Center services with physical distancing and increased sanitation protocols in place. State Impact of COVID-19 is correlated to educational attainment.  People with lower levels of education have been hit hardest, which may also be a reflection of industries most impacted by COVID-19 related closures (leisure, hospitality, and retail). 2  Statewide, approximately 56% of recent unemployment insurance claims were by individuals with high school diploma or less. This is significantly higher than the 28% of the labor force they account for. Unemployment claims increase and sustain through early June, 2020. Some jobs re-added in Phase 2.  Due to Oregon’s stay-at-home order for human health safety and global shifts in consumer patterns and trade, mass layoffs were seen early and have sustained over the past 12 weeks.  In total, Oregon saw nearly 450,000 initial claims for unemployment insurance, totaling over 20% of the statewide labor force. Lane County unemployment reflected similar patterns, with 16% of the local labor force filing for unemployment in the first 12 weeks of COVID-19. 2 Oregon Employment Department data analysis. Attachment 4, Page 4 of 6  Likely due to factors including Paycheck Protection Program benefits, ending of unemployment benefits for early filers, and expansion into Phase 2 reopening guidelines, total nonfarm employment has begun to re-add a small number of jobs, shifting the Springfield-Eugene unemployment rate from 16% to 14.7%.3 3 Oregon Employment Department, 12 weeks ending June 6, 2020. Attachment 4, Page 5 of 6 While employment and market data is often considered lagging data due to the timelines of experiencing and then reporting cause and effect, data continues to reinforce that:  Accommodation and food services was affected severely and quickly. New claims have slowed and jobs are being added back as open hours and in-person services begin expanding.  Impacts to the manufacturing industry in Lane County may have been slower in reflecting unemployment during the early weeks, but have since increased with weekly new claims not far below late March and mid-April peaks. As manufacturing acts as one of the local market drivers bringing new wealth into the community, it will be important to continue monitoring this trend and variables impacting this industry. Federal Low-income and younger adults are hardest hit by loss of income during COVID-19. 4 4 The Census Bureau Household Pulse Survey. https://www.census.gov/library/stories/2020/06/low-income-and- younger-adults-hardest-hit-by-loss-of-income-during-covid- 19.html?utm_campaign=20200622msacos1ccstors&utm_medium=email&utm_source=govdelivery Attachment 4, Page 6 of 6 CITY OF SPRINGFIELD PRESENTED BY: NIEL LAUDATI JULY 6, 2020 COVID-19 Long-Term Community Recovery Planning •Should staff further explore new Housing Recovery tactics? (Attachment 1) •Should staff further explore new Economic Recovery tactics? (Attachment 2) 2 Council Guidance JULY 6, 2020 WORK SESSION July 6, 2020 COVID-19 Long-Term Community Recovery Planning Support Springfield Community Members to Maintain Their Places of Residence, and Support Growth in Opportunities for Future Housing. Support Springfield Businesses to Successfully Move Forward, Through, and Beyond the COVID-19 Crisis. 3 Draft Recovery Planning Goals HOUSING July 6, 2020 COVID-19 Long-Term Community Recovery Planning ECONOMIC 4 HOUSING RECOVERY SUPPORT COMMUNITY MEMBERS TO REMAIN HOUSED July 6, 2020 COVID-19 Long-Term Community Recovery Planning •Provide emergency household assistance to low-income residents •Community Development Block Grant –Coronavirus funds •Springfield Home Repair Program •Support local non-profits providing social services to low-income residents •Senior Meal Delivery •Oregon Law Center tenant assistance •G Street Oasis •Serbu Pod Project •Maintain Overnight Parking Program •Work closely with regional partners, particularly Lane County, to understand local needs and opportunities to assist the most vulnerable 5 HOUSING RECOVERY INCREASE HOUSING SUPPLY OPTIONS (EXISTING ITEMS) July 6, 2020 COVID-19 Long-Term Community Recovery Planning •Online Development Portal / Virtual Development Center •Formalizing HB 2603 Substantial Completion process •Allocate CDBG funds to acquire land for affordable housing development •Allocate HOME funds •Development Code Update •Create Comprehensive Plan Map •Encourage accessory dwelling units •Provide down-payment assistance •Consider housing diversity tax exemption •Find land to develop new Manufactured Home Park 6 HOUSING RECOVERY INCREASE HOUSING SUPPLY OPTIONS (NEW ITEMS) July 6, 2020 COVID-19 Long-Term Community Recovery Planning •Small Subdivision Infrastructure Strategy and Feasibility Assessment •TEAM Springfield Elected Officials Review Development Fees •TEAM Springfield Partnerships to Improve and Market Springfield Brand •Pilot project to expand City Project/Design Services to Public Improvements for Small Development Project •Reassess City insurance and bonding requirements for housing developers and consider incentives •Develop a Local Wetland Bank •Early Learning Hub combined with affordable housing July 6, 2020 7COVID-19 Long-Term Community Recovery Planning Economic Recovery BUSINESS INNOVATION AND RESILIENCY Potential Tactics for Exploration: •Business Soft Skills/Added Value Programs and Resource Training •Small Business Innovation Fund (CDBG or other funding source) Council Directed Tactics Under Exploration: •Small Business Emergency Operations Fund •Workforce Support & Continued Support of Work Ready •Innovation Hub/Chamber Headquarter •City Leased/Tenant Support July 6, 2020 8COVID-19 Long-Term Community Recovery Planning Economic Recovery ACCESS TO PUBLICLY OWNED/CONTROLLED ASSETS Potential Tactics for Exploration: •Consideration of ‘New Normals’ in Development Code Update Project & Policies Council Directed Tactics Under Exploration: •Flexible Use of Outdoor Spaces for Café Seating •Springfield Telecommunications/Fiber Investments •Priority/Focus on World-Class Development & Site Readiness •Partnerships with Critical Economic Development Partners in the Region July 6, 2020 9COVID-19 Long-Term Community Recovery Planning Economic Recovery BUSINESS RETENTION AND ADVOCACY Potential Tactics for Exploration: •LatinX Business Navigator & Local Resource Investment •Community Wide Recovery Messaging •Strategic Partnerships for Advocacy at Local, State and Federal Levels •Childcare and Social Service Focused Resource Advocacy Council Directed Tactics Under Exploration: •Continued Focus on Business Retention and Expansion •Clear and Accessible Guidelines and Communication Throughout and Beyond •Should staff further explore new Housing Recovery tactics? (Attachment 1) •Should staff further new Economic Recovery tactics? (Attachment 2) 10 Council Guidance JULY 7, 2020 WORK SESSION July 6, 2020 COVID-19 Long-Term Community Recovery Planning THANK YOU NIEL LAUDATI Assistant City Manager City of Springfield EMAIL: nlaudati@springfield-or.gov PHONE: 541-726-3780 WEB: springfield-or.gov