June 9, 2025 Agenda
FRANK LONERGAN, MAYOR
ORLANDOBRAVO,COUNCILORWARD1
C ITY OF W OODBURN
MARKWILK,COUNCILORWARDII
JEN CANTU,COUNCILORWARDIII
C ITY C OUNCIL A MENDED
SHARONSCHAUB,COUNCILORWARDIV
MARYBETHCORNWELL,COUNCILORWARDV
A GENDA
ALMA GRIJALVA,COUNCILORWARD VI
J UNE 9,2025–7:00 P.M.
C ITY H ALL C OUNCIL C HAMBERS –270M ONTGOMERY S TREET
1.CALL TO ORDER AND FLAG SALUTE
2.ROLL CALL
3.ANNOUNCEMENTS AND APPOINTMENTS
Announcements:
A.City Hall and the Library will be closed on June 19, 2025, in observance
of Juneteenth.
Transit hours will be 9:00 a.m. to 3:00 p.m.
The Aquatic Center will be open regular hours.
B.The City Council Meeting /Community BBQ is scheduled to take place
on Tuesday, July 29, 2025, at 6:00 p.m. to coincide withMusic in the
Park.
Appointments:
None.
4.SWEARING-IN CEREMONY
A.Jason Millican
B.Ben Ward
C.Andy Shadrin
5. PRESENTATIONS
A.Pastor Luis Molina
6. 15 MINUTE RECESS
This facility is ADA accessible. If you need special accommodation, please contact the City Recorder at 503-980-
6318 at least 24 hours prior to this meeting.
**Habrá intérpretes disponibles para aquéllas personas que no hablan Inglés, previo acuerdo.
Comuníquese al (503) 980-2485.**
June 9, 2025 Council Agenda Page i
7.COMMUNITY/GOVERNMENT ORGANIZATIONS
None.
8. COMMUNICATIONS
None.
9.BUSINESS FROM THE PUBLIC–This allows the public to introduce items for Council
consideration not already scheduled on the agenda.
10. CONSENT AGENDA – Items listed on the consent agenda are considered routine
and may be adopted by one motion. Any item may be removed for discussion
at the request of a Council member.
A.Woodburn City Council minutes of May 12, 2025 1
Recommended Action: Approve the minutes.
B.Woodburn City Council and Woodburn Charter Review Committee 6
Meeting minutes of May 8, 2025
Recommended Action:Approve the minutes.
C.Woodburn Charter Review Committee Meeting minutes of May 30, 8
2025
Recommended Action:Accept the minutes.
D. Acceptance of a Public Utility Easement and Right of Way at 2540 & 9
2600 Newberg Highway (Tax Lots 052W12DB03600 & 3700)
Recommended Action:Authorize the acceptance of a Public Utility
Easement (PUE) and right of way from Woodburn Petroleum LLC, for
real property at 2540 & 2600 Newberg Highway, and identified as Tax
Lots 052W12DB03600 & 3700.
E. Traffic Photo Enforcement Report –February through April 202519
Recommended Action:Receive the report.
F. May 2025 Development Activity Report20
Recommended Action: Receive the report.
11. TABLED BUSINESS
None.
12. PUBLIC HEARINGS
June 9, 2025 Council Agenda Page ii
A.Fiscal Year (FY) 2025-26 City Budget Adoption 21
Recommended Action:Conduct a public hearing to consider the
budget as approved by the Budget Committee
B.Fiscal Year 2025-26 Resolution Regarding State Revenue Sharing23
Recommended Action: Conduct a public hearing to receive
comment on the possible uses/distributions of state revenue sharing
funds.
13. GENERAL BUSINESS – Members of the public wishing to comment on items of
general business must complete and submit a speaker’s card to the City Recorder
prior to commencing this portion of the Council’s agenda. Comment time may
be limited by Mayoral prerogative.
A.Council Bill No. 3280 -A Resolution Adopting the Fiscal Year (FY) 24
2025-26 Budget; Making Budget Appropriations; and Categorizing
Taxes
Recommended Action:Adopt the resolution adopting the budget
and capital improvements plan, making appropriations, and
declaring and categorizing taxes for FY 2025-26.
B.Council Bill No. 3281-A Resolution Declaring the City of Woodburn’s 26
Eligibility and Election to Receive State Revenue Sharing
Recommended Action: Adopt a resolution declaring the City’s
eligibility and election to receive these funds.
C.Award of Construction Contract for the Woodburn High School Front 28
Street Safe Routes to School Project
Recommended Action: Award the construction contract for the
Woodburn High School Front Street Safe Routes to School project to
the lowest responsible bidder, Turney Excavating, Inc., in the amount
of $569,574.75 and approve an additional $113,915 in contingency
for potential change orders that may arise during construction for a
total award of up to $683,490.
D.Letter of Interest for Joining the Board of the Mid-Willamette Valley 30
Homeless Alliance and Appointing Councilor Wilk as Woodburn’s
Representative on the Board
Recommended Action:Authorize the City Administrator to sign and
submit a Letter of Interest on behalf of the City of Woodburn to join
the Board of the Mid-Willamette Valley Homeless Alliance and
appoint Councilor Wilk to serve as Woodburn’s representative on the
Board.
E. Award of Construction Contract for the 2025 Single-Ply Re-Roof 75
Project
June 9, 2025 Council Agenda Page iii
Recommended Action: Award the construction contract for the
2025 Single-Ply Re-Roof Project (City Hall Annex Building) to the
lowest responsible and responsive bidder, Roof Toppers, in the
amount of $189,838.00 and approve an additional $30,000 for this
project as a contingency for potential change orders that may arise
during construction for a total award of up to $219,838.00.
14.PLANNING COMMISSION OR ADMINISTRATIVE LAND USE ACTIONS–These are
Planning Commission or Administrative Land Use actions that may be called up
by the City Council.
None.
15.CITY ADMINISTRATOR’S REPORT
16.MAYOR AND COUNCIL REPORTS
17. EXECUTIVE SESSION
None.
18. ADJOURNMENT
June 9, 2025 Council Agenda Page iv
COUNCIL MEETING MINUTES
MAY 12, 2025
DATE COUNCILCHAMBERS, CITY HALL, CITY OF WOODBURN, COUNTY OF
MARION, STATE OF OREGON, MAY 12, 2025
CONVENED The meeting convened at 7:02 p.m. with Mayor Lonergan presiding.
ROLL CALL
Mayor Lonergan Present
Councilor Cantu Present
Councilor Cornwell Present
Councilor Schaub Present
Councilor Bravo Present
Councilor Grijalva Present
Councilor Wilk Present
Staff Present: City Administrator Derickson, City Attorney Granum, Assistant City Administrator
Row, Economic Development Director Johnk, Special Projects Director Wakely, Community
Development Director Kerr, Police Chief Millican, Community Services Director Cuomo, Public
Works Director Stultz, Public Affairs and Communications Manager Guerrero, Finance Director
Turley, Community Relations Manager Herrera, City Recorder Pierson
MOMENT OF REFLECTION
Mayor Lonergan took a moment of reflection to acknowledge the following moments:
Yesterday was Mother's Day. He hopes that mothers had a great time and were treated well by
their family.
A week ago, we had the Cinco de Mayo downtown and thanked the City for being part of that.
Thanked the Kiwanis for hosting the Mayor's Prayer Breakfast last Thursday.
ANNOUNCEMENTS
Mayor Lonergan made the following announcements:
City Hall, the Library and the Transit System will be closed Monday, May 26, 2025, in
observance of Memorial Day. The Aquatic Center will be open regular hours.
The May 26, 2025, Woodburn City Council Meeting is cancelled. The next meeting will take
place on June 9, 2025.
APPOINTMENT AND OATH OF OFFICE
Motion: Schaub/Cantu… appoint Orlando Bravo to Ward 1 with a term expiring December 2028.
On roll call vote the Motion passed with the following vote: Councilors Schaub, Cornwell, Wilk,
Grijalva, and Cantu voting “aye.” \[5-0\]
City Recorder Pierson administered the Oath of Office to Orlando Bravo, and he took his seat at the
Page 1 - Council Meeting Minutes, May 12, 2025
1
COUNCIL MEETING MINUTES
MAY 12, 2025
dais.
PRESENTATIONS
Quarterly Investment Report – Lauren Brant with PFM Asset Management, provided an economic
update and where the City is at with its investments.
BUSINESS FROM THE PUBLIC
Nicole, McKayla, Connor, and Charlynn Chambers, 360 Hawley St., expressed concern about the
dangerous speeding on their street, referencing a recent crash that occurred in front of their home,
which they described as frightening and traumatic. Charlynn Chambers noted that they have contacted
the City regarding these safety issues and emphasized the need for permanent traffic calming measures,
such as a speed bump or a fixed speed limit sign.
Police Chief Millican stated that they are working on identifying effective strategies to implement
citywide, focusing on areas most impacted by driver-related issuesand that data collection will guide
our targeting and spending, ensuring efforts are directed where the need is.
City Administrator Derickson added that efforts will focus on data-identified areas with significant
issues to maximize public safety impact. Strategies discussed include visual queuing, signage
improvements, rumble strips, and deployment of permanent radar speed signs citywide.
Public Works Director Stultz added that the City has ordered speed signs and is currently collecting
data to determine optimal placement. Additionally, traffic counters have been ordered to assist with the
data collection process.
CONSENT AGENDA
A. Woodburn City Council minutes of April 28, 2025,
B.Liquor License application for El Pariente Mariscos y Mas LLC,
C.Liquor license application for Los Del Puerto Marisqueria LLC,
D. Building Activity for April 2025,
E. Acceptance of a Public Utility Easement and Right of Way at 1140 N Pacific Highway (Tax Lots
051W08DC00700 & 401).
Motion: Schaub/Cornwell… approve the consent agenda as presented.
The Motion passed with the following vote: Councilors Schaub, Bravo, Cornwell, Wilk, Grijalva, and
Cantu voting “aye.” \[6-0\]
COUNCIL BILL NO. 3278 - AN ORDINANCE ANNEXING APPROXIMATELY 32.2 ACRES
OF TERRITORY KNOWN AS THE SCHWENKE/VEZEY PROPERTY WITH NO STREET
ADDRESS ALONG THE EAST SIDE OF S. BOONES FERRY RD SOUTH OF IRIS STREET
(ANX 24-02), IN MARION COUNTY, OREGON
Schaub introduced Council Bill No. 3278. City Recorder Pierson read the bill twice by title only since
there were no objections from the Council. Community Development Director Kerr provided a staff
report. On roll call vote for final passage, the bill passed unanimously with Councilors Grijalva, Wilk,
Cornwell, Schaub, and Cantu voting “aye” and Councilor Bravo abstaining \[5-0-1\]. Mayor Lonergan
declared Council Bill No. 3278 duly passed.
Page 2 - Council Meeting Minutes, May 12, 2025
2
COUNCIL MEETING MINUTES
MAY 12, 2025
COUNCIL BILL NO. 3279 - AN ORDINANCE AMENDING THE WOODBURN ZONING
MAP TO DESIGNATE ZONING OF APPROXIMATELY 32.2 ACRES OF ANNEXED
TERRITORY WITH NO STREET ADDRESS LOCATED ALONG THE EAST SIDE OF S.
BOONES FERRY RD SOUTH OF IRIS STREET, AS RESIDENTIAL SINGLE FAMILY (RS)
ZONING DISTRICT
Schaub introduced Council Bill No. 3279. City Recorder Pierson read the bill twice by title only
since there were no objections from the Council. Community Development Director Kerr provided a
staff report. On roll call vote for final passage, the bill passed unanimously with Councilors Grijalva,
Wilk, Cornwell, Schaub, and Cantu voting “aye” and Councilor Bravo abstaining \[5-0-1\]. Mayor
Lonergan declared Council Bill No. 3279 duly passed.
FINAL ORDER FOR THE “MILL CREEK II” SUBDIVISION.
Motion: Schaub/Cantu… Authorize the mayor to sign the final decision document.
On roll call vote the Motion passed with the following vote: Councilors Schaub, Cornwell, Wilk,
Grijalva, and Cantu voting “aye” and Councilor Bravo abstaining \[5-0-1\].
AWARD OF CONSTRUCTION CONTRACT FOR THE BOONES CROSSING PARK
PROJECT
Community Services Director Cuomo provided a staff report.
Motion: Schaub/Cantu… award a construction contract for the Boones Crossing Park Project to the
lowest responsible and responsive bidder, GT Landscape Solutions in the amount of $1,070,276.13,
with an additional $107,000.00 for contingency, and authorize the City Administrator to sign the
Agreement.
The Motion passed with the following vote: Councilors Schaub, Cornwell, Wilk, Bravo, Grijalva, and
Cantu voting “aye.” \[6-0\]
AWARD OF CONSTRUCTION CONTRACT FOR THE REPLACEMENT OF THE
SUPERVISORY CONTROL AND DATA ACQUISITION (SCADA) AT THE WASTEWATER
TREATMENT PLANT
Public Works Director Stultz provided a staff report.
Motion: Schaub/Cornwell… award the construction contract for the Wastewater Treatment Plant
SCADA Replacement Project to the lowest responsible and responsive bidder, Taurus Power and
Controls, in the amount of $86,858.00 and approve an additional $5,000 for this project as a
contingency for potential change orders that may arise during construction totaling $91,858.
The Motion passed with the following vote: Councilors Schaub, Cornwell, Wilk, Bravo, Grijalva, and
Cantu voting “aye.” \[6-0\]
COUNCIL BRIEFING OF PLANNING COMMISSION APPROVAL OF A MODIFICATION
OF CONDITIONS FOR THE US MARKET GAS STATION AND RELATED TO THE
NUMBER OF FUEL PUMPS AT 2115 MOLALLA RD (MOC 25-01)
Page 3 - Council Meeting Minutes, May 12, 2025
3
COUNCIL MEETING MINUTES
MAY 12, 2025
The Council declined to call this item up.
COUNCIL BRIEFING ON A DESIGN REVIEW APPLICATION FOR A FOOD TRUCK POD
AT 237 N. FRONT ST. (DR 25-03)
The Council declined to call this item up.
CITY ADMINISTRATOR’S REPORT
The Assistant City Administrator reported the following:
Announced that after completing the police chief recruitment and interview panels Jason
th
Millican has been selected and his swearing in will take place at the June 9, City Council
meeting.
Welcomed new City Councilor Orlando Bravo.
The Cino de Mayo Celebration drew around 12,000 participants and that looks good for
Fiesta.
MAYOR AND COUNCIL REPORTS
Councilor Grijalva thanked Scott and Jason Millican for their good work.
Councilor Wilk stated that he was also a part of the police chief selection panel,and he was impressed
by the diversity of applicants. He also noted that tomorrow night the Rail Safety Symposium will take
place at 6:00 p.m. at the high school and there is a bicycle safety event taking place at Wal-Mart on
Saturday.
Councilor Schaub stated that she was pleased to also be on the panel to evaluate the applicants for
chief. She added that she attended the Mayor’s Prayer Breakfast and Mayor Lonergan gave a great
speech. She also recognized Isabella Baldisseri for her great speech and noted that she is anup and
coming star in the city of Woodburn. She added that she had a great Mother’s Day and birthday.
Councilor Wilk added that Isabella Baldisseri also serves on the City’s Park and Recreation Committee,
is a member of the Key Club (a Kiwanis organization), currently serves as the Governor of the Pacific
Northwest District and is a candidate for Key Club International President.
Councilor Bravo stated that he is looking forward to working with everyone to keep this great city
moving forward.
Mayor Lonergan congratulated Chief Millican. He also noted that he was invited to attend a League of
Oregon Cities regional conference, and the topic was finding revenue to help cities out.
Councilor Cornwell asked how much say the Council has with ODOT on where to place crosswalks.
Mayor Lonergan noted that ODOT is looking for input on the placement of the crosswalks.
Councilor Wilk added that ODOT has an online open house for input on the placement of the
Page 4 - Council Meeting Minutes, May 12, 2025
4
COUNCIL MEETING MINUTES
MAY 12, 2025
th
crosswalks that is open through May 18.
ADJOURNMENT
Motion: Schaub/Cornwell … move to adjourn.
The Motion passed with the following vote: Councilors Schaub, Cornwell, Wilk, Bravo, Grijalva, and
Cantu voting “aye.” \[6-0\]
Mayor Lonergan adjourned the meeting at 8:00 p.m.
APPROVED
FRANK LONERGAN, MAYOR
ATTEST
Heather Pierson, City Recorder
City of Woodburn, Oregon
Page 5 - Council Meeting Minutes, May 12, 2025
5
WOODBURN CITY COUNCIL AND CHARTER REVIEW COMMITTEE
MINUTES
MAY 8, 2025
Convened The meeting convened at 4:27 p.m. in the Woodburn City Hall Council Chambers
Charter Review Committee Members and City Council Members Present
Frank Lonergan, Mayor
Sharon Schaub, City Councilor
Mark Wilk, City Councilor
Alma Grijalva, City Councilor
John Zobrist
Kathy Figley
Jen Cantu, City Councilor
Mary Beth Cornwell, City Councilor
Staff Present: City Administrator Derickson, City Attorney Granum, City Recorder Pierson
Stipend for Election Officials
Mayor Lonergan began the discussion by providing information on stipends, noting that many other
cities offer stipends for mayors and council members and shared background on the City's stipend
practices.
City Attorney Granumprovided a staff reportwhich included stipend survey data from other cities in
Oregon. City Councilors and Committee Members discussed the stipend and shared their input
throughout the process.
Motion: Grijalva/Zobrist… provide a stipend of $600 for the Mayor and $400 to City Councilors,
to be introduced on a staggered basis.
On roll call vote, the Motion passed with the following vote: Figley, Schaub, Wilk, Zobrist, Grijalva,
Cantu, Cornwell, and Lonergan voting “aye” \[8-0\]
Motion: Grijalva/Wilk… add an automatic increase to the stipend in accordance with the CPI.
The Motion passed with the following vote: Figley, Schaub, Wilk, Zobrist, Grijalva, Cantu, Cornwell,
and Lonergan voting “aye” \[8-0\]
Motion: Figley/Schaub… adjourn the meeting.
The Motion passed with the following vote: Figley, Schaub, Wilk, Zobrist, Grijalva, Cantu, Cornwell,
and Lonergan voting “aye” \[8-0\]
The meeting adjourned at 4:49 p.m.
APPROVED _________________________ APPROVED _________________________
Frank Lonergan, MAYOR Kathy Figley, CHAIR
Page 1
6
WOODBURN CITY COUNCIL AND CHARTER REVIEW COMMITTEE
MINUTES
MAY 8, 2025
ATTEST _________________________
Heather Pierson, City Recorder
City of Woodburn, Oregon
Page 2
7
CHARTER REVIEW COMMITTEE MINUTES
MAY 30, 2025
Convened The meeting convened at 10:00 a.m. in the Woodburn City Hall Council Chambers
Charter Review Committee Members Present
Frank Lonergan, Mayor
Sharon Schaub, City Councilor
Mark Wilk, City Councilor
Alma Grijalva, City Councilor
John Zobrist
Kathy Figley
Staff Present: City Administrator Derickson, City Attorney Granum, City Recorder Pierson
MINUTES
Motion: Schaub/Lonergan… approve the Woodburn Charter Committee minutes of May 8, 2025.
The Motion passed with the following vote: Members Figley, Schaub, Wilk, Zobrist, Grijalva, and
Lonergan voting “aye” \[6-0\]
Motion: Zobrist/Schaub… approve the Woodburn City Council and Woodburn Charter Committee
minutes of May 8, 2025.
The Motion passed with the following vote: Members Figley, Schaub, Wilk, Zobrist, Grijalva, and
Lonergan voting “aye” \[6-0\]
GENERAL BUSINESS
City Attorney Granum provided a staff report and presented a Charter Amendment Final Proposal,
which was an annotated redline version of the Charter that incorporated the Committees
modifications and amendments from the last meeting.
Motion: Zobrist/Schaub… that the City Council adopt a Resolution referring to the voters of the
City of Woodburn, as part of the November 2025 regular election, a ballot measure amending the
Woodburn City Charter as prepared and hereby approved by this Committee.
The Motion passed with the following vote: Members Figley, Schaub, Wilk, Zobrist, Grijalva, and
Lonergan voting “aye” \[6-0\]
Motion: Schaub/Lonergan… adjourn the meeting.
The Motion passed with the following vote: Members Figley, Schaub, Wilk, Zobrist, Grijalva, and
Lonergan voting “aye” \[6-0\]
The meeting adjourned at 10:41 a.m.
ATTEST _________________________
Heather Pierson, City Recorder
City of Woodburn, Oregon
Page 1
8
Agenda Item
June 9, 2025
TO: Honorable Mayor and City Council through City Administrator
FROM: Curtis Stultz, Public Works Director
SUBJECT: Acceptance of a Public Utility Easementand Right of Way at 2540 &
2600 Newberg Highway (Tax Lots 052W12DB03600 & 3700)
RECOMMENDATION:
Authorizetheacceptance of a Public Utility Easement (PUE)and right of wayfrom
Woodburn PetroleumLLC, for real property at 2540 & 2600 NewbergHighway,
and identified as Tax Lots 052W12DB03600 & 3700.
BACKGROUND:
Per the conditions of the City Council’s Final Decisionfor the US Market Gas Station
Project, dated February 10, 2025, the developer is required to granta streetside
PUEand right of way to the City.
DISCUSSION:
The easement and right of way under consideration are summarized in the table
below:
DEDICATED USE LOCATION APPROX AREA
Public Utility EasementOregon WayFrontage 800sq. ft.
Right of WayOregon WayFrontage 1,200 sq. ft.
The Woodburn Development Ordinance (WDO) section 3.02.01B requires a
minimum five-foot wide PUE along each lot line abutting a public street. PUE’s are
reserved for the construction, reconstruction, operation, and maintenance of
public utilities on private property.
FINANCIAL IMPACT:
There is no cost to the City for this easement.
Agenda Item Review: City Administrator ______ City Attorney ______ Finance _____
9
10
11
12
13
14
15
16
17
18
040
137172442674
384228312176103
Average)Average)
Feb - April 2025 (Monthly Feb - April 2025 (Monthly
ЉЉЉ
ЋЊ 88 ЋЌЊВ 4261
447 ЋЌЎЊЉЌ 359103
April 2025April 2025
ВЉАЉ
АЋ 73 ЎАЌЊ 95
394 ЋЍЉ 321242147
March 2025March 2025
19
ЉЎЉ
ЊЉЌБ 55 ЎЋЋА 84
312 ЋЉВ 257184100
Red Light Enforcement
February 2025February 2025
Speed Enforcement (46 mph+)
*EVENT REJECTION \[NON-CITATION\] KEY*
bƚƓΏ9ǝĻƓƷbƚƓΏ9ǝĻƓƷ
/ƚƓƷƩƚƌƌğĬƌĻ/ƚƓƷƩƚƌƌğĬƌĻ
bƚƷ /ƚƓƷƩƚƌƌğĬƌĻbƚƷ /ƚƓƷƩƚƌƌğĬƌĻ
ƓƦƩƚĭĻƭƭĻķΉaźƭĭ
ƓƦƩƚĭĻƭƭĻķΉaźƭĭ
ŷĻ ƦƩƚŭƩğƒ Ǟğƭ ǒƓğĬƌĻ Ʒƚ ƦƩƚǝźķĻ źƓŅƚ ƚƓ ƩĻƆĻĭƷźƚƓƭ ŅƚƩ ĻǝĻƓƷƭ ğƓķΉƚƩ ĻǝĻƓƷ Ǟğƭ ƓƚƷ ǞźƷŷźƓ ĻƓŅƚƩĭĻğĬƌĻ ƷźƒĻ ƦĻƩźƚķ͵
Citations IssuedCitations Issued
Total RejectionsTotal Rejections
Traffic Photo Enforcement Report - N. Pacific Highway at Mt. Hood Avenue
bƚ ĭźƷğƷźƚƓ źƭƭǒĻķ ķǒĻ Ʒƚ ķƩźǝĻƩ ğƓķΉƚƩ ǝĻŷźĭƌĻ ƩĻŭźƭƷƩğƷźƚƓ źƭƭǒĻƭͳ ķƩźǝĻƩ ķƚĻƭ ƓƚƷ ƒğƷĭŷ ƩĻŭ ƚǞƓĻƩͳ ķƩźǝĻƩ ŅğĭĻ ƚĬƭƷƩǒĭƷźƚƓƭͳ ƦƚƚƩ ǞĻğƷŷĻƩ ĭƚƓķźƷźƚƓƭ͵
Total Events CapturedTotal Events Captured
bƚ ĭźƷğƷźƚƓ źƭƭǒĻķ ķǒĻ Ʒƚ ƦƚƚƩ ƚƩ ƒğƌŅǒƓĭƷźƚƓźƓŭ ĭğƒĻƩğΉǝźķĻƚ ƨǒğƌźƷǤ ΝƷŷĻƭĻ ğƩĻ ƷǤƦźĭğƌƌǤ ƩĻƆĻĭƷĻķ ƦƩźƚƩ Ʒƚ ĬĻźƓŭ ƭĻƓƷ Ʒƚ /źƷǤΉt5 ŅƚƩ ƩĻǝźĻǞΞ͵
bƚ ĭźƷğƷźƚƓ źƭƭǒĻķ ķǒĻ Ʒƚ Ɠƚ ǝźƚƌğƷźƚƓ Ώ ĻǝĻƓƷ ƷƩźŭŭĻƩĻķ ķǒĻ Ʒƚ ĭƩƚƭƭ ƷƩğŅŅźĭ ƚƩ ƭƌƚǞ Ʃƚƌƌͳ ƦǒĬƌźĭ ƭğŅĻƷǤ ƩĻƭƦƚƓƭĻͲ ĻƷĭ͵
Non-Event:Controllable:Not Controllable: Unprocessed/Misc:
City of Woodburn New Development Activity Report
May- '25
New Residential New
Total Single Building Permit Commercial Building Total Permit Housing
MonthPermitsFamily ValuationPermit ValuationValuationUnits
May '19353$ 795,979$ 6,364,077$ 7,316,8283
May '205421$ 4,666,059$ -$ 5,138,84121
May '217921$ 6,271,235$ 137,997$ 7,105,14021
May '22817$ 2,755,318$ 8,964,698$ 19,729,17191
May '2310812$ 4,048,064$ 9,417,874$ 14,691,39654
May '24576$ 2,349,087$ 2,681,343$ 5,486,2609
May '256719$ 6,542,120$ 3,860,600$ 10,508,95919
Fiscal Year Totals (July through May)
2019-202039437$ 9,195,114$ 34,690,380$ 48,028,10137
2020-202165517648,038,733$ $ 20,353,362$ 72,902,600282
2021-202285723470,048,094$ $ 498,075,820 $ 592,925,970 574
2022-20237855820,542,387$ $ 84,738,130$ 114,021,894 282
2023-202474010937,365,999$ $ 65,420,729$ 108,739,620 428
2024-2025840306105,492,716$ $ 65,163,403$ 176,790,306 485
July -May New Housing Units
700
574
600
485
500
428
400
282
282
300
200
100
37
0
2019-20202020-20212021-20222022-20232023-20242024-2025
July -May Total Permits
857
840
900
785
740
800
655
700
600
500
394
400
300
200
100
0
2019-20202020-20212021-20222022-20232023-20242024-2025
20
Agenda Item
June 9, 2025
TO: HonorableMayor and City Council through City Administrator
FROM:Tony Turley, Finance Director
SUBJECT:Fiscal Year (FY) 2025-26 City Budget Adoption
RECOMMENDATION:
Conduct a public hearing to consider the budget as approved by the Budget
Committee, and upon completion of the hearing, adoptthe resolution adopting
the budget and capital improvements plan, making appropriations, and
declaring and categorizing taxes for FY 2025-26.
BACKGROUND:
The Budget Committee of the City of Woodburn met and approved the budget
of $226,046,180 on April 26, 2025. On May 28, 2025, the Woodburn Independent
published the financial summary of the Budget Committee’s approved budget
and a notice of the budget hearing before the City Council, in accordance with
Oregon Local Budget Law (ORS 294.438).
DISCUSSION:
Under Oregon Local Budget Law (ORS 294.456) the City Council may modify the
Budget Committee’s approved budget by an amount not to exceed $5,000 or 10
percent of a fund’s expenditures, whichever is greater, without publishing a
notice of a second budget hearing. The Finance Department proposes adoption
of the budget as approved by the Budget Committee with correctionsand
updates shown in Attachment 1.
FINANCIAL IMPACT:
The resolution adopts the FY 2025-26 annual budget of $226,046,180.
Agenda Item Review: City Administrator ___x___ City Attorney ___x___ Finance __X__
21
Honorable Mayor and City Council
June 9, 2025
Page 2
Attachment 1
City of Woodburn Budget Committee ApprovedFY 2025-26 Budget
Following the Budget Committee’s FY 2025-26 budget approval, the following
corrections and updates have been made to the budget document:
Any identified issues with spelling, grammar, and formatting have been
updated throughout the document.
22
Agenda Item
June 9, 2025
TO:Mayor and City Council through City Administrator
FROM: Tony Turley, Finance Director
SUBJECT: Fiscal Year 2025-26 Resolution Regarding State Revenue Sharing
RECOMMENDATION:
Conduct a public hearing to receive comment on the possible uses/distributions
of state revenue sharing funds and adopt a resolution declaring the City’s
eligibility and election to receive these funds.
BACKGROUND:
In order for the City of Woodburn to receive a share of state revenues
apportioned and distributed to Oregon cities during fiscal year (FY) 2025-26, the
City Council must enact an ordinance or resolution certifying:
1.Eligibility to receive state shared revenue perORS 221.760; and
2.Elect to receive state shared revenue per ORS 211.770.
The ordinance or resolution must be filed with the Oregon Department of
Administrative Services no later than July 31. Notice of the hearing was published
on May 28, 2025 in the Woodburn Independent.
DISCUSSION:
Upon completion of the public hearing, consider adopting a resolution to receive
state shared revenue, $400,000, in the FY 2025-26 Approved Budget.
FINANCIAL IMPACT:
The resolution declares the City’s eligibility and qualification to receive state
shared revenue, budgeted at $400,000 in the FY 2025-26 Approved Budget.
Agenda Item Review: City Administrator ______ City Attorney ______ Finance __X__
23
COUNCIL BILL NO. 3280
RESOLUTION NO. 2250
A RESOLUTION ADOPTING THE FISCAL YEAR (FY) 2025-26 BUDGET; MAKING
BUDGET APPROPRIATIONS; AND CATEGORIZING TAXES
WHEREAS, the City Administrator, as Budget Officer for the City of
Woodburn, Oregon, prepared and submitted the FY 2025-26 budget to the
Budget Committee at its April 26, 2025 meeting; and
WHEREAS, the April 26, 2025 Budget Committee meeting was noticed
by publication in the Woodburn Independent newspaper on April 16, 2025;
and
WHEREAS, a public hearing was held at the April 26, 2025 Budget
Committee meeting after which time the budget was approved; and
WHEREAS, the Notice of Budget Hearing and Financial Summary were
published in the Woodburn Independent newspaper on May 28, 2025 as
required by ORS 294.438; and
WHEREAS, a second public hearing was held before the City Council
at its meeting on June 9, 2025; and NOW, THEREFORE
THE CITY OF WOODBURN RESOLVES AS FOLLOWS:
Section 1. The City Council adopts the budget for FY 2025-26 in the
sum of $226,046,180. A copy of the budget document is now on file at City
Hall, 270 MontgomeryDrive, Woodburn, Oregon.
Section 2. The City Council imposes the taxes provided for in the
adopted budget at a permanent rate of $6.0534 per $1,000 of assessed
value for operations. These taxes are hereby imposed and categorized for
tax year 2025-26 based upon assessed value of all taxable property within
the City.
General Government Excluded from Limitation
Permanent Rate Limit $6.0534/$1,000 -
Page 1 – COUNCIL BILL NO. 3280
RESOLUTION NO. 2250
24
Section 3. FY 2025-26 budgets are appropriated at the fund levels shown:
OrganizationOperating* TransfersDebtContingencyTotalReservesTotal
Administration 2,364,130 2,364,130 2,364,130
Economic Development 690,270 690,270 690,270
Police 12,984,570 12,984,570 1 2,984,570
Community Services 4,594,240 4,594,240 4,594,240
Planning 1,051,080 1,051,080 1,051,080
Engineering 514,880 514,880 514,880
Non-Departmental 1,171,710 859,680 2,031,390 2,031,390
General Fund 5,841,970 5,841,970 6,101,120 11,943,090
Total General Fund 23,370,880 859,680 5,841,970 30,072,530 6,101,120 36,173,650
Transit 3,858,620 16,050 870,470 4,745,140 4,745,140
Building 3,506,250 10,087,510 1 3,593,760 13,593,760
Asset Forfeiture 34,370 34,370 34,370
National Opioid Settlement 120,000 800 120,800 120,800
American Rescue Plan
Housing Rehab 77,530 77,530 77,530
Street 4,341,360 1,281,050 5,689,760 11,312,170 11,312,170
GO Debt Service
General Cap Const 4,278,260 4,278,260 4,278,260
Community Ctr Cap Const 20,000,000 400,000 2 0,400,000 20,400,000
Special Assessment 2,500 50,370 52,870 52,870
Street/Storm Cap Const 9,640,000 9,640,000 1,599,020 11,239,020
Parks SDC 10,000 7,062,400 7,072,400 6,536,280 13,608,680
Transportation SDC 5,120,000 5,120,000 20,252,580 25,372,580
Storm SDC 50,000 20,000 70,000 914,180 984,180
Sewer Cap Const 6,010,000 6,010,000 6,010,000
Water Cap Const 5,050,000 5,050,000 714,640 5,764,640
Water 4,009,740 3,393,080 400,980 7,803,800 2,900,990 10,704,790
Sewer 6,822,540 2,205,000 1,364,510 10,392,050 30,060,600 40,452,650
Water SDC 1,796,000 6,173,050 7,969,050 7,969,050
Sewer SDC 170,000 3,930,000 4,100,000 3,281,870 7,381,870
Information Technology 1,838,790 340,380 2,179,170 2,179,170
Insurance 1,124,250 427,400 1,551,650 1,551,650
Equipment Replacement 1,611,430 1,611,430 1,611,430
PERS Reserve 391,120 391,120 391,120
Lavelle Black Trust 9,000 27,800 36,800 36,800
TOTAL 95,935,520 25,683,260 32,066,120 153,684,900 72,361,280 226,046,180
*Operating Budget: Personnel, Materials and Services, and Capital Outlay
Approved as to Form:
City Attorney Date
APPROVED:
Frank Lonergan, Mayor
Passed by the Council
Submitted to the Mayor
Approved by the Mayor
Filed in the Office of the Recorder
ATTEST:
Heather Pierson, City Recorder
City of Woodburn, Oregon
Page 2 – COUNCIL BILL NO. 3280
RESOLUTION NO. 2250
25
COUNCIL BILL NO. 3281
RESOLUTION NO. 2251
A RESOLUTION DECLARING THE CITY OF WOODBURN’S ELIGIBILITY AND
ELECTION TO RECEIVE STATE REVENUE SHARING
WHEREAS, the City of Woodburn desires to receive a share of state
revenues apportioned and distributed to the cities of the state during Fiscal
Year 2025-2026 as provided in ORS 221.760 and ORS 221.770; and
WHEREAS, ORS 221.760 provides as follows:
The officer responsible for disbursing funds to cities under ORS
323.455, 366.785 to 366.820 and 471.805 shall, in the case of a
city located within a county having more than 100,000
inhabitants according to the most recent federal decennial
census, disburse such funds only if the city provides four or more
of the following services:
(1) Police protection
(2) Fire protection
(3)Street construction, maintenance and lighting
(4) Sanitary sewers
(5) Storm sewers
(6) Planning, zoning and subdivision control
(7) One or more utility services
WHEREAS, ORS 221.770(1)(a) requires that any city electing to receive
a distribution must enact an ordinance or resolution expressing that
election and file the same with the Oregon Department of Administrative
Services no later than July 31; and
WHEREAS, ORS 221.770(1)(b) requires that any city electing to receive
a distribution must hold at least one public hearing at which citizens have
the opportunity to provide written or oral comment on the possible uses of
the distributions; NOW, THEREFORE
THE CITY OF WOODBURN RESOLVES AS FOLLOWS:
Section 1. That the City Council of the City of Woodburn hereby
certifies that it provides the following four or more municipal services
enumerated in Section 1, ORS 221.760:
Page 1 – COUNCIL BILL NO. 3281
RESOLUTION NO. 2251
26
Police protection
Street construction, maintenanceand lighting
Sanitary sewer
Storm sewers
Planning, zoning and subdivision control
One or more utility services
Section 2. The City of Woodburn hereby elects to receive
distributions of staterevenues during FY 2025-2026 pursuant to ORS
221.770(1)(a).
Section 3. The City Council hereby certifies that it conducted a
public hearing, after giving public notice, on June 9, 2025, and called for
written and oral comment on the possible uses of the distributions and
that the hearing complied with ORS 221.770(1)(b) and (c).
Section 4. The City Recorder is directed to certify compliance with
the public hearing requirements and file this resolution with the Oregon
Department of Administrative Services by July 31, 2025.
Approved as to Form:
City AttorneyDate
APPROVED:
Frank Lonergan, Mayor
Passed by the Council
Submitted to the Mayor
Approved by the Mayor
Filed in the Office of the Recorder
ATTEST:
Heather Pierson, City Recorder
City of Woodburn, Oregon
Page 2 – COUNCIL BILL NO. 3281
RESOLUTION NO. 2251
27
Agenda Item
June 9, 2025
TO: Honorable Mayor and City Council (Acting as the Local Contract
Review Board) through City Administrator
FROM:Renata Wakeley, Special Project Director
Curtis Stultz, Public Works Director
SUBJECT:Award of Construction Contract for the Woodburn High School Front
Street Safe Routes to School Project
RECOMMENDATION:
Awardthe construction contract for the Woodburn High School Front Street Safe
Routes to School project tothe lowest responsible bidder, Turney Excavating, Inc.,
in the amount of $569,574.75 and approve an additional $113,915 in contingency
for potential change orders that may arise during construction for a total award of
up to $683,490.
BACKGROUND:
The City Council authorized acceptance of an Oregon Department of
Transportation Safe Routes to School Program (SRTS) Grant (No. SRT23-21) in May
2024. Following completion of final design and bid package services by Harper
Houf Peterson Righellis, Inc., the selected project engineer, the City utilized a
Invitation to Bid process to solicit construction services for the proposed
improvements. The Invitation to Bid was advertised on the City website and in the
Daily Journal of Commerce. Bids for the Project were publicly opened May 29,
2025. Seven (7) proposals that satisfied the bid requirements were received:
Turney Excavating, Inc. $569,574.75
Kerr Contractors Oregon, LLC $589,794.20
Civil West Construction, LLC $610,675.68
K&E Excavating, Inc. $669,626.00
Pacific Excavating, Inc. $688,688.00
Western United Civil Group, LLC $748,305.70
Brown Contracting, Inc. $771,988.00
The Engineer’s Estimate for the project was between $500,000 and $700,000.
Agenda Item Review: City Administrator __X____ City Attorney __X____ Finance ___X__
28
Honorable Mayor and City Council
June 9, 2025
Page 2
DISCUSSION:
The scope of work includes widening pedestrian access on the west side of Front
Street and installation of bollards, lighting improvements, and curb ramps and a
new pedestrian refuge at the intersection of Front Street with the Newberg
Highway (Hwy 214) on/off ramp just south of the Woodburn High School property.
The bid process and contract award is in conformance with public contracting
laws of the State of Oregon as outlined in ORS Chapter 279C, and the laws and
regulations of the City of Woodburn.
FINANCIAL IMPACT:
The Construction Contract is funded from an ODOT reimbursement Grant (No.
SRTS23-31), with a required $100,000city match. Anyprojectscosts in excess of
the grant agreement, if applicable, are the City’s responsibility and can be
supported by the City’s Transportation SDC and Street & Storm capital
constructions funds.
29
Agenda Item
June 9, 2025
TO:Honorable Mayor and City Council
FROM: Scott Derickson, City Administrator
SUBJECT: Letter of Interest for Joining the Board of the Mid-Willamette Valley
Homeless Alliance and Appointing Councilor Wilk as Woodburn’s
Representative on the Board
RECOMMENDATION:
Authorize the City Administrator to sign and submit a Letter of Interest on behalf
of the City of Woodburn to join the Board of the Mid-Willamette Valley Homeless
Alliance and appointCouncilor Wilk to serve as Woodburn’s representative on
the Board.
BACKGROUND:
The Mid-Willamette Valley Homeless Alliance, or “Alliance,” is a collaborative
organization engaging in a communitywide commitment to coordinate,
leverage, and align efforts and resources to prevent and end homelessness.
The Alliance is supported by the ORS 190 Entity, Mid-Willamette Valley Homeless
Alliance, an intergovernmental organization which serves as the Collaborative
Applicant for the annual funding application and is responsible for financial, legal,
and other administrative functions.
Recognized by the U.S. Department of Housing and Urban Developmentin
December 2019 as the Marion-Polk region’s Continuum of Care, the Alliance does
not provide direct services. Rather, it focuses on communitywide planning and
coordination, e.g., aligning services, implementing a strategic plan, collecting
and analyzing data, expanding participation in Coordinated Entry, and bringing
chronic and Veteran homelessness to functional zero through Built for Zerosystem
improvement strategies. The Alliance is also responsible for annually compiling a
single community application for federal Continuum of Care (“CoC”) dollars.
Current Alliance Board membership includes:
Agenda Item Review: City Administrator ______ City Attorney ______ Finance _____
30
Honorable Mayor and City Council
June 9, 2025
Page 2
A representative from each of the following organizations:
o Union Gospel Mission, a faith-based organization;
o The Confederated Tribes of Grand Ronde;
o Local governments:
City of Independence
City of Keizer
City of Monmouth
Polk County
o Salem-Keizer School District (24J);
o Salem Health;
o United Way of the Mid-Willamette Valley, a nonprofit organization;
o PacificSource Community Solutions, Marion County and Polk County
Coordinated Care Organization; and
o Willamette Health Council;
One homeless or formerly homeless individual appointed by the Law
Enforcement Assisted Diversion Program and two individuals who are
currently or have been homeless within the past seven years,
recommended by the Collaborative Committee, working with the region’s
social service agencies serving individuals experiencing homelessness.
If desired by Backbone (CoC’s Youth Action Board), one Backbone
member.
Two representatives from the City of Salem and Marion County. In the
alternative, Marion County and the City of Salem may appoint one
representative who may exercise two votes.
In addition, seven (7) ex-officio participants may serve as non-voting, board
members, participating in discussions and representing such groups as:
o Marion County, Salem, and West Valley Housing Authorities;
o Mid-Willamette Valley Community Action Agency;
o Polk County Veteran Services; and
o Co-chairs of the CoC Collaborative Committee.
Program staff that support the Alliance Board and its committees and workgroups
is provided through the ORS 190 Entity. Subject to available funding for CoC
operations, Mid-Willamette Valley Council of Governments (COG) provides
additional administrative support, as well as in-kind materials and services, to
support the CoC.
DISCUSSION:
The Alliance’s Board of Directors is responsible for the overall policy and direction
of the Continuum of Care (CoC) and may delegate responsibility for day-to-day
31
Honorable Mayor and City Council
June 9, 2025
Page 3
operations to staff and committees. The board includes voting and non-voting
members. As specified in theCoC Governance Charter(attached), each
organization represented as a voting member on the CoC board contributes
funds to supplement CoC operations, contingent on the organization’s
budgetary authority. Contributions are reviewed and approved annually by the
CoC board.
At this initial phase, the City is being asked to submit a letter of interest to join the
Alliance Board and identify a representative to serve on the board. The Alliance
will then prepare a charter amendment to nominate and confirm Woodburn as
a new Board member. Councilor Wilk has been identified to serve as Woodburn’s
representative on the Board.
Concurrent with Woodburn’s inclusion as a Board member, the City and Alliance
staff will discuss and confirm a funding structure for Woodburn to pay dues for
FY25-26. The parties will also consider the steps needed to be undertaken for
Woodburnto joinas a member of the legally recognized intergovernmental entity
(ORS 190) supporting the Alliance. For Woodburn to be added as a member of
the ORS 190 entity, the Intergovernmental Agreement between the existing
member parties must be amended, with at least 2/3 of the existing members’
governing bodies approving the amendment, and the City would need to enact
an ordinance ratifying its inclusion into the Agreement pursuant to ORS 190.085.
FINANCIAL IMPACT:
None at this time.
Uponthe City joining as a full member of the Alliance, the City will also be
agreeing in-partto contribute funds to supplement the CoC operations as
provided underthe Alliance Charterand the ORS 190 Intergovernmental
Agreement, as applicable.
Attachments:
1.Mid-Willamette Valley Homeless Alliance Governance Charter
2.Mid-Willamette Valley Homeless Alliance ORS 190 Entity Statement
3.Mid-Willamette Valley Homeless Alliance Governance and Organizational
Structure Chart
32
MID-WILLAMETTE VALLEY HOMELESS ALLIANCE
GOVERNANCE CHARTER
MWVHA Board Approved 12.14.23
ARTICLE I. CONTINUUM OF CARE NAME AND PURPOSE
A. NAME OF THE CONTINUUM OF CARE (COC)
The name of this organization is the Mid-Willamette Valley Homeless Alliance, which serves as the
Continuum of Care,
B. CONTINUUM OF CARE (COC) OVERVIEW
1. GEOGRAPHIC BOUNDARIES. The CoC represents the geographic region within the boundaries of Marion
and Polk counties.
2. PURPOSE. The CoC is organized to carry out the purposes of the U.S. Housing and Urban Development
(HUD) Continuum of Care program as described in 24 CFR Part 578. The CoC promotes communitywide
commitment to the goal of preventing and ending homelessness; provides funding for efforts by
nonprofit providers and state, tribal and local governments to quickly rehouse homeless individuals,
including unaccompanied youth and families, while minimizing the trauma and dislocation caused to
homeless individuals, families, and communities by homelessness; promotes access to and effective
utilization of mainstream housing and homeless services programs by homeless individuals, and
optimizes self-sufficiency among individuals and families experiencing homelessness. Its work includes
gathering and analyzing data to determine local needs of and resources available to people experiencing
homelessness, developing and prioritizing a menu of strategic responses, collaboratively implementing a
strategic plan, promoting service coordination, educating the public on homeless issues, providing
advice and input on homeless services operations, leveraging resources for maximum impact, and
measuring and promoting strong program performance. Through collaborative efforts of local and tribal
governments, school districts, nonprofit organizations, and other participating stakeholders, the CoC
seeks to develop an evidence-based system of services, including stable housing, designed to meet the
unique and complex needs of adults, youth, children, and families in Marion and Polk counties who are
at risk of or are experiencing homelessness. ICLE 3 GEOGRAPHIC RE
ARTICLE II. CONTINUUM OF CARE GOVERNANCE STRUCTURE
A. BOARD OF DIRECTORS
1. NAME. The name of the CoC governing board is the Mid-Willamette Valley Homeless Alliance Board of
established a governing
board as required by 24 CFR part 578.7(a)(3). The Board is responsible for the overall policy and
direction of the CoC and may delegate responsibility for day-to-day operations to staff and committees.
2. VOTING MEMBERSHIP. The Board will consist of at least thirteen (13) voting members. Board members
will serve without compensation, with the exception of board-appointed youth members and
designated youth alternates who may receive stipends for board meeting attendance consistent with
the board-approved stipend policy. Voting members may not have conflicts of interest, as defined in
1
33
Article III of this charter and 24 CFR part 578.95, with the exception of a voting board member who has
an organizational conflict of interest and complies with the recusal process described in Article III.
Board membership includes representation from the following organizations or subpopulations.
a. One representative from each of the following organizations:
i. Union Gospel Mission, a faith-based organization;
ii. The Confederated Tribes of Grand Ronde;
iii. Local governments:
(a). City of Independence
(b). City of Keizer
(c). City of Monmouth
(d). Polk County
iv. Salem-Keizer School District (24J);
v. Salem Health;
vi. United Way of the Mid-Willamette Valley, a nonprofit organization;
vii. PacificSource Community Solutions, Marion County and Polk County Coordinated Care
Organization; and
viii. Willamette Health Council
b. One homeless or formerly homeless individual appointed by the Law Enforcement Assisted
Diversion Program and two individuals who are currently or have been homeless within the past
seven years, recommended by the Collaborative Committee, working social service
agencies serving individuals experiencing homelessness.
c.
d. If desired by Backbone (CoCs Youth Action Board), one Backbone member.
e. Two representatives from the City of Salem and Marion County. In the alternative, pursuant to
Section 11 of Article 2, Marion County and the City of Salem may appoint one representative who
may exercise two votes.
3. EX-OFFICIO BOARD MEMBERS. In addition, seven (7) ex-officio participants may serve as non-voting, ex-
officio board members, participating in discussions and representing such groups as:
a. Marion County, Salem, and West Valley Housing Authorities;
b. Mid-Willamette Valley Community Action Agency;
c. Polk County Veteran Services; and
d. Co-chairs of the CoC Collaborative Committee.
4. BOARD SELECTION PROCESS.
a. The initial CoC Board of Directors will be nominated by the Development Council established by a
2019 Memorandum of Agreement, in consultation with the stakeholders workgroup.
b. Each organization nominated for representation on the CoC Board will identify persons to serve who
hold elected or senior staff roles in decision-making for that organization.
c. Members serve at the pleasure of the CoC Board.
d. Any directors representing organizations newly added to the Board by amendment to this charter,
will be nominated and confirmed by vote of the CoC Board.
e. Pursuant to 24 CFR part 578.7(a)(3), the CoC Board will submit this written selection process to the
CoC Collaborative Committee, described in Section D of this article, and Board of Directors for
review, update, and approval at least once every five (5) years.
2
34
5. BOARD AND PROVIDER FINANCIAL CONTRIBUTIONS, MEMBER STIPENDS.
a. Each organization represented as a voting member on the CoC Board will contribute funds to
supplement CoC operations, contingent on budgetary authority. Contributions will be
reviewed and approved annually by the CoC Board.
b. Any provider awarded CoC Program funds starting with the FY 2021 competition may be assessed 1% of
the grant award to support the administrative and system work of the Continuum of Care, pursuant to
Article VI, Section 7.
c. Board members representing persons with lived experience may receive stipends, contingent on budget
authority. Stipends are not considered compensation. Rather, the purpose of stipends is so that persons
with lived experience may overcome barriers that could prevent them from participating in leadership
meetings and other board activities.
6. BOARD ALTERNATES. Board members may designate an Alternate for a single meeting who can attend
. The Alternate must represent the
same organization or subpopulation as the absent board member. Prior to the board meeting, absent
board members or their designee must communicate in writing to CoC staff confirming the Alternate
attendance and granting authority for the Alternate to vote. In the alternative, board members may
designate a permanent alternate, provided that the alternate meets the requirements in Article II, A, 4
b.
7. TERMINATION. The Board may remove any member when it determines it is in the interest of the CoC
to do so. Member terminations require a 2/3 vote of the appointed, voting membership. Reasons for
removal include excessive absences from meetings, conduct that is contrary to the b
conduct, or noncompliance with conflict of interest or other board policies.
8. RESIGNATION. Resignations by board members shall be submitted in writing to CoC staff, who will
forward the resignation notice to board leadership. Resignations will be announced at the next regularly
scheduled board meeting. For board positions representing designated organizations, resignation is
implied if persons seated on the Board are no longer affiliated with the organization that appointed
them. The appointing organization is then responsible for assuring that another qualified person is
appointed to represent that organization.
9. MEETINGS. Pursuant to 24 CFR part 578.7(a)(1), the Board will meet at least annually in conjunction
with the CoC Collaborative Committee to conduct general CoC business. Inclusive of this annual joint
meeting, the Board will meet at least quarterly, and may meet more frequently at the call of the chair.
The CoC Board is a public body subject to the public meetings and record laws as stated in ORS Chapter
192. All meetings will be open to the public.
10. QUORUM. A majority, defined as 50% plus one, of the appointed, voting board membership will
constitute a quorum for the transaction of all business at meetings. Members may attend either in
person or by conference call, so long as persons in attendance and on the telephone can both hear and
communicate with each other. Members attending by telephone conferencing may be counted towards
achieving a quorum.
11. VOTING. Each board member will hold one vote on all matters brought before the Board. However, in
recognition of their significant financial contributions to the effort, Marion County and the City of Salem
on the CoC Board, or in the
3
35
alternative may select one representative who shall have two votes on any matter. Board decisions shall
be made by a majority of the total votes available to the entire appointed, voting board membership.
12. NOTICE AND INCLUSION.
a. The Board will provide for and give public notice, reasonably calculated to give actual notice, to
board members, interested persons, news media that have requested notice, and general public
notice. Notice shall include the time and place for holding regular meetings. The notice will also
include a list of the primary subjects anticipated to be considered at the meeting. Distribution of
meeting notices will be in a manner that maximizes the potential of the public awareness of board
proceedings and for the public to participate in its deliberations.
b. Whenever possible, matters resulting in a recommendation to the Board will be deliberated during a
minimum of two meetings to assure maximum participation.
c. The Board encourages input to its deliberations and decision-making from a diversity of
stakeholders, including consumers and community members from diverse genders, racial and ethnic
origins, cultural groups, and geographic areas within the CoC boundaries. CoC members are
encouraged to bring ideas or concerns to the attention of the CoC Board and staff.
d. The Board will conduct outreach at least semi-annually with business organizations, such as
economic development forums, chambers of commerce, and Rotary clubs, to inform business
leaders about current issues surrounding homelessness and gather information from a business
perspective.
13. AGENDAS. Items may be placed on a written meeting agenda by any board member or by CoC staff. The
agenda will be distributed to members and through public notice at least one week prior to a Board
meeting.
B. BOARD OFFICERS
1. CHAIR. The Board will accept nominations and elect a chair annually. The chair may be elected for
subsequent terms. The chair will act as leader of the convened meeting and as the parliamentarian. The
chair will enforce board policies and membership rules and will guide the conduct of public meetings.
The chair is the official board representative and shall be the primary spokesperson to the media.
2. VICE CHAIR. The chair will select a vice chair, with board consent. In the absence of the chair, the vice
chair will assume the chair's responsibilities. If neither the chair nor vice chair is available for a public
meeting, then the assembled quorum of the meeting will select a temporary chairperson to conduct the
meeting.
3. EXECUTIVE COMMITTEE LEADERSHIP. The chair and vice chair serve as leaders of the CoC Executive
Committee, as described in Section E.1.
C. STAFF RESPONSIBILITIES TO THE CoC BOARD
1. STAFF SUPPORT. Program staff that supports the CoC Board and its committees and workgroups will be
provided through the ORS 190 Entity, Mid-Willamette Valley Homeless Alliance. Subject to available
funding for CoC operations, Mid-Willamette Valley Council of Governments (COG) will provide additional
administrative support, as well as in-kind materials and services, to support the CoC. To maintain a
neutral role in facilitating meetings, staff representing the COG will not hold authority to vote on
matters placed before the CoC Board.
4
36
2. UNIFIED FUNDING AGENCY. The CoC will seek designation as a Unified Funding Agency from the U.S.
Department of Housing & Urban Development.
3. MEETING PREPARATION. CoC staff is responsible for meeting preparation, which includes:
a. Locating, reserving, and preparing the meeting space;
b. Sending meeting notice, written agendas, and minutes to the CoC distribution list one week prior to
the meeting and a reminder one day prior to the meeting;
c. Compiling background materials and staff reports;
d. Planning Board meetings in collaboration with the Executive Committee;
e. Taking attendance at meetings; and
f. Providing facilitation as needed.
4. MINUTES. CoC staff will serve as the CoC Board Administrator and prepare meeting minutes. Minutes
will include a list of the members present, motions, proposals, resolutions, and orders proposed and
their disposition, the results of all votes and a vote by each member by name, the substance of any
discussions on any matter, and reference to any document discussed at that meeting. Minutes will be
posted on the CoC website and distributed to the Board membership one week prior to the monthly
meeting.
5. RECORDS. Pursuant to 24 CFR part 578.103 and 24 CFR part 578.5(b), staff will maintain CoC records to
document compliance with HUD requirements, including the following:
a. Approved CoC governance charter that includes a written process to select the CoC Board;
b. Documentation of required reviews and updates, including the annual charter review and review of
board selection process every five years;
c. CoC board and committee rosters, designating representation of sectors and subpopulations;
d. Agendas and minutes of CoC Board, committee, subcommittee, and workgroup meetings;
e. Designation of a single Homeless Management Information System (HMIS) for the CoC;
f. CoC applications for funds as set forth in 24 CFR part 578.9;
g. Use of planning funds for eligible costs and other grant management documentation, pursuant to 24
CFR part 578.39; and
h. Completed and signed CoC conflict of interest forms, required in Article III, Section 5 of this charter.
6. OTHER RESPONSIBILITIES. CoC staff will maintain distribution lists, distribute communications to CoC
members and the community at large, develop and maintain a CoC webpage, support CoC committees
and workgroups, produce and submit applications for funds, and perform other duties as assigned by
the CoC Board to support the CoC.
D. CoC COLLABORATIVE COMMITTEE
1. PURPOSE. The purpose of the CoC Collaborative Committee is to assist the Board in accomplishing the
responsibilities of the Continuum of Care, as described in Article IV. CoC Collaborative Committee duties
include the following:
a. Recommend individuals who are homeless or have been homeless within the past seven years to
serve on the CoC Board pursuant to Article II.A.2;
b. Review, update, and recommend the written selection process for CoC board member
appointments, described in Article IV.B.3, at least once every five (5) years;
c. Meet at least annually in conjunction with the CoC Board to conduct general CoC business pursuant
to Article II.A.9; and
5
37
d. Provide input to the Performance and Evaluation Committee on its recommendations to the CoC
Board to improve system performance, pursuant to Article II.E.1.
2. MEMBERSHIP. Participation in the Continuum of Care is open through the CoC Collaborative Committee
to interested organizations and to interested individuals representing the community at large. Member
agencies will be responsible for identifying CoC representatives. Participating agencies may have more
than one person identified as a CoC representative. Homeless and formerly homeless people are
encouraged and supported to participate. A roster of CoC Collaborative Committee participants will be
maintained and posted on the CoC website.
3. VOTING. Each member organization and community at large member who has participated in at least
two (2) meetings in the preceding twelve (12) months shall have one vote at subsequent meetings on
each matter submitted to a vote of CoC members. To the maximum extent possible, committee
meetings shall operate on a consensus basis. However, members can request a majority vote on specific
issues. Agencies with more than one representative in attendance will determine in advance which
representative will vote. In all cases, each member organization has only one vote.
4. CO-CHAIRS. The CoC Board will appoint co-chairs to facilitate CoC Collaborative Committee meetings,
based on nominations from the CoC Collaborative Committee. One co-chair will represent the public
(governmental) sector and the other will represent the private (nongovernmental) sector. Co-chairs will
serve for two-year terms and may be reappointed by the Board.
5. RECRUITMENT AND OUTREACH. The CoC Board will publish and disseminate an open invitation at least
annually for those within the CoC area to join as new CoC Collaborative Committee members. CoC staff
will document recruitment efforts. The CoC Board will identify and address membership gaps in
essential sectors and will recruit so that membership requirements are being met, pursuant to 24 CFR
part 578.7. Outreach will be conducted to obtain representation from the following groups, listed in 24
CFR part 578.5(a):
a. Nonprofit homeless assistance providers;
b. Victim service providers;
c. Faith-based organizations;
d. Governments;
e. Businesses;
f. Advocates;
g. Public housing agencies;
h. School districts;
i. Social service providers;
j. Mental health agencies;
k. Hospitals and health care organizations;
l. Universities;
m. Affordable housing developers;
n. Law enforcement;
o. Organizations that serve Veterans;
p. Homeless and formerly homeless individuals; and
q.
coalitions that serve unaccompanied youth, employment councils, substance abuse providers, and
early learning hubs.
6. The Collaborative Committee may establish subcommittees and workgroups to accomplish the
6
38
E. COMMITTEES AND WORKGROUPS
1. STANDING COMMITTEES AND WORKGROUPS.
a. APPOINTMENTS. The CoC Board will appoint members representing organizations participating in
the CoC Collaborative Committee to the standing committees and workgroups. The Board will also
designate chairs or co-chairs to facilitate committee or workgroup meetings.
b. MEETING MINUTES AND COMMITTEE RECORDS. CoC staff will be assigned to take notes at standing
committee and workgroup meetings and assure that CoC policies and processes are followed. CoC
staff will also maintain lists of committee and workgroup membership and post the lists to the CoC
webpage.
c. RESIGNATIONS. Resignations by committee and workgroup members shall be submitted in writing
to CoC staff, who will forward the resignation notice to board leadership. Resignations will be
announced at the next regularly scheduled board meeting.
d. LEAVES OF ABSENCE. Leaves of absence may be considered by the CoC Board, based on extenuating
circumstances and clearly delineating the length of time allowed for a requested leave of absence.
The CoC Board may consider extending a leave of absence, upon request of the absent member, or a
caseworker for Youth Action Board members. While on a leave of absence, committee or workgroup
members do not count towards the quorum requirement for meetings.
e. TERMINATION. The Board may remove any committee member when it determines it is in the
interest of the CoC to do so. Committee member terminations require a 2/3 vote of the appointed,
voting membership. Reasons for removal include excessive absences from meetings, conduct that is
policies.
f. STANDING COMMITTEES AND WORKGROUPS. The following committees and workgroups shall be
considered the standing committees and workgroups that report directly to the CoC Board.
i. PERFORMANCE AND EVALUATION COMMITTEE. The Performance and Evaluation Committee
shall review and recommend to the Board the policies, timelines, and scoring tools for
application review and ranking process as part of the Continuum of Care competition for funds.
The Performance and Evaluation Committee shall also be responsible for monitoring and
reviewing CoC- and Emergency Solutions Grants (ESG-) funded projects and general system
performance. The Performance and Evaluation Committee shall make recommendations to the
CoC Board to improve system performance with input from the CoC Collaborative Committee.
With the exception of the HMIS Lead, members of this committee may not have a conflict of
interest, described in Article III, and may not be affiliated with an organization that is a recipient
of HUD funds.
Ii REVIEW AND RECOMMENDATIONS COMMITTEE.
1. The CoC Board will appoint a committee of not fewer than six (6) members, with at least
two people from the Collaborative Committee or other service providers, with prioritization
given to people with lived experience, including members of Backbone, the
Action Board. The committee will review and recommend ranking for project applications
during the annual process described in Article IV, Section E.
2. The CoC Board will designate a committee member to serve as chair of the Review and
Recommendations Committee. If the chair is unavailable for a public meeting, then the
7
39
assembled quorum of the meeting will select a temporary chairperson to conduct the
meeting.
3. The CoC Board will strive to appoint committee members who are knowledgeable about
homelessness and housing in the region and representative of relevant sectors,
subpopulations, and geographic areas of the region.
4. Committee members will complete conflict of interest forms affirming that they are not
employees or do not have organizational or business relationships or other conflicts of
interest as described in Article III.
5. Committee members must be willing to dedicate time for application review and committee
meetings during the application process.
iii. COORDINATED ENTRY COMMITTEE. The Coordinated Entry Committee recommends policies
The committee is also responsible for
monitoring the progress of organizations implementing coordinated entry to ensure it is
functioning effectively, conducting an annual Coordinated Entry System evaluation, and
recommending changes, as necessary. The committee shall recruit agencies for participation in
coordinated entry.
iv. HMIS USERS WORKGROUP. The HMIS Users Workgroup consists of the HMIS Agency
Administrators from organizations using the Homeless Management Information System
(HMIS). The workgroup is co-chaired by the HMIS Lead organization or its designee, and the
HMIS Designated Coordination Entity, as described in Article IV.B.2. The workgroup shall identify
barriers to implementation of the CoC Data Quality Plan and ensure agencies and individual
users have what they need to be timely, complete, and accurate in their use of HMIS, and
review and make recommendations on HMIS policies and protocols to the HMIS Lead, HMIS
Coordination Entity, and CoC Board.
v. POINT-IN-TIME COUNT WORKGROUP. The Point-in-Time Count workgroup shall organize and
conduct the Point-in-Time count, including recruitment, training, and support of volunteer
outreach workers for the event.
vi. YOUTH ACTION BOARD. The Youth Action Board shall advise the CoC Board on policies and
practices that affect youth experiencing homelessness or youth at risk of experiencing
homelessness. The Youth Action Board may organize youth-focused projects or initiatives and
shall work with other relevant committees and subcommittees to influence Youth Homelessness
Demonstration Program planning. Youth Action Board members shall have lived experience with
any form of homelessness or housing instability, including residing in emergency shelters, couch
surfing, transitional living, runaway, and human trafficking.
2. SPECIAL COMMITTEES AND WORKGROUPS. The Board may authorize the formation of special
committees or workgroups, as necessary to deal with specific problems or issues, as the Board believes
appropriate. The Board will appoint members to special committees and workgroups. These special
committees or workgroups will be time limited and be provided a scope of work from the Board. Special
committees and workgroups will report their findings and recommendations to the Board, upon request
or upon the conclusion of their work.
3. EXECUTIVE COMMITTEE. The Executive Committee is composed of the chair, vice chair, and at least
three additional board members. At a minimum, the Executive Committee membership shall include the
following representation from the CoC Board membership: Marion County, Polk County, the City of
Salem, the City of Keizer, and two nonprofit organizations that are voting members of the CoC Board,
pursuant to Article II, Section A. The committee works closely with staff to guide the work of the CoC
Board. Committee members may not serve on the Performance and Evaluation Committee. Committee
responsibilities include the following:
a. Prepare meeting agendas and ensure matters are ready for board meetings;
8
40
b. Act on matters when authority has been delegated by the full Board to do so; and
c. Act on time sensitive, administrative matters that require a decision between board meetings,
with notice provided to all board members prior to taking action and with the action(s) to be
ratified at the next board meeting. Time sensitive, administrative matters include, but are not
limited to, required municipal, state or federal reports and letters of support associated with
grant applications. Action will not be taken under this subsection if any Board member notifies
the Board Chair of the member's objection prior to the Executive Committee's action on a time
sensitive matter.
4. APPEALS COMMITTEE. The Board may appoint a committee of a minimum of three (3) board members
to review and make appeal decisions during the application process described in Article IV, Section E.
Those appointed to the Appeals Committee may not have participated in the review and ranking
process, must have signed conflict of interest forms on file with CoC staff, and must affirm upon
committee appointment that they do not have conflicts of interest with agencies applying for CoC
Program funding. In the alternative, the Board may also delegate this responsibility to the Executive
Committee. Executive Committee members who participate in the appeals process may not have
organizational conflicts of interest and may not have participated in the review and ranking process.
ARTICLE III. CONFLICT OF INTEREST AND CODE OF CONDUCT
NUUM OF CARE GOVERNANC
A. CONFLICT OF INTEREST
1. GENERAL PROVISIONS. A conflict of interest is a situation in which members or one of their family
members have a personal or financial interest that compromises or could compromise the members
independence of judgment in exercising their responsibilities to the CoC. It is the position of this CoC that
shall be avoided in all circumstances.
2. ADHERENCE TO CONFLICT OF INTEREST POLICY. CoC Board and Performance and Evaluation Committee
members are expected to adhere to the CoC Conflict of Interest Policy, which requires the member to
minimize conflicts of interest; disclose ethical, legal, financial, and other conflicts; and remove
themselves from decision-making if they would otherwise be called on to act on a conflict involving
themselves, their family members or entities with which they or their family members are closely
associated. Under the policy, CoC Board and Performance and Evaluation Committee members are
required to disclose actual or potential conflicts of interest, as well as certain relationships and
transactions. No CoC Board or Performance and Evaluation Committee member may participate in or
influence discussions or resulting decisions concerning the award of a grant or other financial benefits to
the organization that the member represents, pursuant to 24 CFR part 578.95.
3. DEFINITIONS. The CoC will assure that CoC Board and Performance and Evaluation Committee members
acknowledge the federal and state definitions of conflict of interest and are in full compliance with state
and federal law.
a. Conflict of Interest definitions aligning with federal statute are:
i. Conflict of Interest generally means a situation in which members or their immediate family
member have, directly themselves or indirectly through another individual or entity, a personal
or financial interest that compromises or could compromise the members
judgment in exercising their responsibilities to the CoC.
9
41
ii. Prohibited Conflict of Interest means a conflict of interest that would prevent a member from
serving on the CoC Board or Performance and Evaluation Committee or participating in any of
the board or committee activities. A member who has a potential or actual Prohibited Conflict of
Interest must resign from the CoC Board or Performance and Evaluation Committee. Prohibited
Conflicts of Interest include: CoC compensation and employment; loans; federal employee
status; use of CoC equipment, facilities, assets, or staff time for non-CoC purposes; and
acceptance of gifts, gratuities, favors, or anything of monetary value.
iii. Issue-Specific Conflict of Interest means a conflict of interest that would prevent a member
from voting on or being present during the discussion of a specific issue, such as votes on
contracts and CoC leadership.
iv. Organizational Conflict of Interest means a conflict that arises when, because of activities or
relationships with other persons or organizations, the CoC Board member or Performance and
Evaluation Committee member is unable or potentially unable to render impartial assistance in
s objectivity in
performing their work is or might be otherwise impaired. Such an organizational conflict would
arise when a member of a participates in a decision concerning the award of a grant, or
provision of other financial benefits, to an organization with which such member is Closely
Associated. An organizational conflict may also arise if the CoC Board member or Performance
and Evaluation Committee member, because of their status as a member, participates in a
decision-making process that might result in an award of funding to an entity with which the
member is Closely Associated, or gains information from their status as a member in a way that
would benefit an entity with which the member is Closely Associated.
b. Oregon Revised Statutes Chapter 244 defines actual and potential conflict of interests for members
of public bodies. No CoC Board or Performance and Evaluation Committee members shall
participate in a decision in which they have a private pecuniary interest. Affected members shall
disqualify themselves from participation by written notification to the Board, as required by ORS
244.120.
i. A potential conflict of interest exists when a member takes an action that reasonably could be
expected to have a financial impact on that member, a relative, or a business with which the
member or member's relative is associated. The member may participate in an action after
declaring the potential conflict and announcing its nature.
ii. An actual conflict of interest exists when an action is reasonably certain to result in a special
benefit or detriment to the member, a relative, or a business with which the member or
member's relative is associated. The member will declare the actual conflict and announce its
nature. The member must then refrain from taking any official action, except when the
member's vote is necessary to achieve a quorum. When a vote is necessary to achieve a
quorum, the member may vote, but may not participate in any discussion or debate on the issue
out of which the actual conflict arises.
4. PENALTIES. CoC Board or Performance and Evaluation Committee members who purposefully conceal
conflicts of interest, refuse to recuse themselves from voting, or engage in other conduct that violates
the CoC Conflict of Interest policy will be subject to removal from the CoC Board or Performance and
Evaluation Committee.
5. ANNUAL DECLARATION AND RECUSAL. CoC Board and Performance and Evaluation Committee
members are to annually receive a copy of the CoC Conflict of Interest Policy, complete the Conflict of
Board members having an organizational conflict of interest described in 24 CFR part 578.95 will inform
the CoC Board of the conflict and excuse themselves from the meeting during such discussions. The CoC
Board chairperson will track which CoC Board members have organizational conflicts of interest and
10
42
assist to ensure such members do not participate in discussions or decisions in which the members have
a conflict of interest. The minutes of any meeting at which such a vote is conducted must reflect the
disclosure of interested Board
deliberations and voting.
B. CODE OF CONDUCT
1. GENERAL PROVISIONS. CoC members are expected to observe the highest standards of ethical conduct
in the execution of their responsibilities, to conduct themselves with courtesy and respect, and to
refrain from harassment, intimidation, discrimination, and physical or verbal abuse.
2. CONFIDENTIALITY. CoC members must respect and maintain the confidentiality of sensitive information
they may gain from their association with the CoC. This may include personal information about
community members experiencing homelessness.
3. RESPONSIBILITY AND INTEGRITY. In the performance of their duties, CoC members are expected to
carry out CoC duties to the best of their abilities, and to maintain the highest standards of integrity for
actions with other CoC members, including CoC board members, service providers, service recipients,
and members of the general public. CoC board and committee members shall put forth honest effort in
supervision over matters for which they are individually responsible, and should not do anything to
bring the full CoC or its members into disrepute.
4. MISUSE OF POSITION. Misuse of position is prohibited. CoC members must not use their position with
the CoC for personal gain or for the benefit of family or friends.
5. COMMUNICATIONS. CoC members, including board and appointed committee members, shall make
clear when communicating publicly or with the media, whether they are speaking in their own name, on
behalf of their agency or organization, or on behalf of the CoC, if the CoC Board has empowered them to
speak on the s behalf.
6. WASTE, FRAUD, AND ABUSE. CoC members shall disclose waste, fraud, abuse, and corruption in the
operation of the Continuum of Care to appropriate authorities.
7. EQUAL OPPORTUNITY. CoC Board and committee members shall adhere to laws and regulations that
provide equal opportunity for all people regardless of race, color, religion, gender, identity, national
origin, ethnicity, sexual orientation, age, or disability.
8. PENALTIES. This Code of Conduct will be distributed annually to CoC members. Members in violation of
any portion of this Code of Conduct will be subject to disciplinary action, which could include immediate
termination from the CoC Board or CoC committees.
9. ANNUAL DECLARATION. CoC board and appointed committee members are to annually receive a copy
of the Code of Conduct, acknowledge receipt by signing a form, and submit a copy of the signed form to
CoC staff.UM
11
43
RE GOVENANCE STUCTURE
ARTICLE IV. OPERATING THE CONTINUUM OF CARE
A. CoC RESPONSIBILITIES
The CoC Board is responsible for assuring that the following responsibilities are accomplished, with
broad participation from CoC stakeholders.
1. Hold meetings of the full membership, with published agendas, at least semi-annually, pursuant to 24
CFR part 578.7(a)(1).
2. Make an invitation for new members to join the CoC publicly available within the geographic area at
least annually, pursuant to 24 CFR part 578.7(a)(2).
3. Adopt and follow a written process to select a board to act on behalf of the CoC. The process must be
reviewed, updated, and approved by the CoC at least once every five (5) years, pursuant to 24 CFR part
578.7(a)(3).
4. Appoint additional committees, subcommittees, or workgroups, pursuant to 24 CFR part 578.7(a)(4).
5. In consultation with the Collaborative Applicant and HMIS Lead, develop, follow, and update annually a
governance charter, which will include all procedures and policies needed to comply with Subpart B of
part 578.7 and with HMIS requirements as prescribed by HUD; and a code of conduct and recusal
process for the board, its chair(s), and any person acting on behalf of the board, pursuant to 24 CFR part
578.7(a)(5).
6. Consult with recipients and subrecipients to establish performance targets appropriate for population
and program type, monitor recipient and subrecipient performance, evaluate outcomes, and take action
against poor performers, pursuant to 24 CFR part 578.7(a)(6).
7. Evaluate outcomes of projects funded under the Emergency Solutions Grants (ESG) program and the
CoC program, and report to HUD, pursuant to 24 CFR part 578.7(a)(7).
8. In consultation with recipients of Emergency Solutions Grants program funds within the geographic
area, establish and operate either a centralized or coordinated assessment system that provides an
initial, comprehensive assessment of the needs of individuals for housing and services. The CoC must
develop a specific policy to guide the operation of the centralized or coordinated assessment system on
how its system will address the needs of individuals and families who are fleeing, or attempting to flee,
domestic violence, dating violence, sexual assault, or stalking, but who are seeking shelter or services
from nonvictim service providers. This requirement, along with requirements established by HUD by
notice, is pursuant to 24 CFR part 578.7(a)(8).
9. In consultation with recipients of Emergency Solutions Grants program funds within the geographic
area, establish and consistently follow written standards for providing CoC assistance, as further
described in 24 CFR part 578.7(a)(9).
10. Designate and operate a single Homeless Management Information System (HMIS) for the geographic
area, including designating a single system and an HMIS lead; reviewing, revising, and approving a
12
44
privacy plan, security plan, and data quality plan for the HMIS; ensuring consistent participation of
recipients and subrecipients in the HMIS; and ensuring that the HMIS is administered in compliance with
HUD requirements, pursuant to 24 CFR part 578.7(b).
11. Develop a CoC plan that includes coordinating the implementation of a housing and service system that
meets the needs of homeless individuals, including unaccompanied youth and families. The system shall
include, at a minimum, outreach, engagement, assessment, shelter, housing, supportive services, and
prevention strategies, pursuant to 24 CFR part 578.7(c)(1).
12. Plan for and conduct, at least biennially, a Point-in-Time Count of homeless persons within the
geographic area, as described in 24 CFR part 578.7(c)(2).
13. Conduct an annual gaps analysis of the homeless needs and services available within the geographic
area, pursuant to 24 CFR part 578.7(c)(3).
14.
pursuant to 24 CFR part 578.7(c)(4).
15. Consult with state and local government Emergency Solutions Grants program recipients within the
reporting on and evaluating the performance of Emergency Solutions Grants program recipients and
subrecipients, pursuant to 24 CFR part 578.7(c)(5).
16. Prepare an application for funds that includes a collaborative process in response to a Notice of Funding
Availability (NOFA) published by HUD under 24 CFR part 578.19.
17. OF THE COC AND THE COC BOAR
B. CoC REPORTS
The CoC Board shall approve the following reports and documents prior to releasing such reports and
documents to the community:
1. CoC Program Project Priority List;
2. Gaps Analysis;
3. Strategic Plan
4. Annual or Biennial Point-in-Time Count Report;
5. Housing Inventory Count; and
6. Longitudinal Systems Analysis (LSA).
C. CoC CORRECTIVE ACTIONS PROCESS
1. ANNUAL PROGRAM REVIEW. CoC funded programs or projects will be reviewed by the Performance
and Evaluation Committee annually, with findings reported to the CoC Board.
2. RESPONSES TO IMPROVE PROGRAM PERFORMANCE.
a. Should the Board determine that a program is not meeting established performance measures, staff
will notify the program or project in writing. The organization overseeing the program or project will
13
45
have the opportunity to provide additional performance information within 30 days of receipt of the
CoC notification.
b. certain items as determined by the CoC Board,
such as, late Annual Performance Report submissions, unused funding, low utilization, low exits to
permanent housing, low scores on income measures, or alignment of program participation with
wait list protocols, the CoC Board may place a program on probation to improve its performance.
c. During the probationary period, the CoC will enter into a Performance Improvement Agreement
with the program or project needing improvement, listing specific expectations and timeline.
d. CoC staff will facilitate technical assistance, as needed and available, as part of the Performance
Improvement Agreement. The organization overseeing the program or project is responsible for
requesting specific assistance in low-scoring performance areas and requesting clarifications from
the CoC about performance measures and expectations.
e. The length of the probationary period will be proposed by the Performance and Evaluation
Committee, negotiated by CoC staff, and approved by the CoC Board. Extensions may be requested
for extenuating circumstances and are subject to board approval. If the program or project does not
fulfill the agreed-upon expectations included in the Performance Improvement Agreement, the
Board may reduce funding or ranking, may reject future applications from that program or project
for HUD CoC Program funds, or other remedies approved by HUD.
D. DESIGNATING AND OPERATING A
HOMELESS MANAGEMENT INFORMATION SYSTEM
1. HMIS PURPOSE. The primary System (HMIS) is
to aggregate data on homelessness across Marion and Polk counties to accurately describe
scope and evaluate the effectiveness of efforts to reduce and end homelessness. The CoC uses HMIS to:
a. Understand the characteristics and service needs of homeless people;
b. Analyze how homeless people use services;
c. Evaluate program effectiveness and outcomes;
d. Improve access to and delivery of services for people experiencing homelessness; and
e. Strengthen community planning and resource allocation.
2. DESIGNATED HMIS ROLES. The ORS 190 Entity, Mid-
is designated as the HMIS Lead Agency/Administrator. WellSky is the vendor that provides the
licensed software for the HMIS system. Mid-Willamette Valley Community Action Agency is designated
as the HMIS Coordination Entity, designated by the HMIS Lead to coordinate data collection
and data analysis for the region. The CoC Board oversees the work of the HMIS partners.
3. HMIS DECISIONMAKING AUTHORITY. All key HMIS decisions affecting local CoC strategic direction or
operations are made by the CoC board, in consultation with the HMIS Users Workgroup and HMIS
Coordination Entity. The CoC Board will designate representatives to serve on the Oregon Multi-CoC
Homeless Management Information System (HMIS) Governance Committee.
4. HMIS LEAD RESPONSIBILITIES. The ORS 190 Entity, as HMIS Lead, works closely with the CoC and is
compliance with HUD standards. The ORS 190
Entity is responsible for coordinating the following activities:
a. Providing operation, security, maintenance, system auditing, and technical support of HMIS central
hardware, software, and connectivity;
b. Executing a written HMIS Participation Agreement with each HMIS Participating Agency, which
includes the role, obligations, and authority of the HMIS Lead and the agency and requirements to
comply with security, privacy, and data quality plans;
14
46
c. Setting up and managing user accounts, access levels, and passwords;
d. Providing technical and user support for HMIS software, including agency account set-up, system
monitoring and testing, problem diagnosis and resolution, and routine software and information
maintenance;
e. Working with Mid-Willamette Valley Community Action Agency, as the
Coordination Entity, to provide and coordinate ongoing training and technical support for the
system;
f. Ensuring consistent HMIS participation by CoC and Emergency Shelter Grant (ESG) recipients and
subrecipients;
g. Maintaining and updating a Privacy Plan, Security Plan, and Data Quality Plan;
h. Working with Mid-Willamette Valley Community Action Agency, as the
Coordination Entity, to ensure the accuracy of data, including regularly assessing that all
participating agencies are accurately and comprehensively capturing participant entry and exit dates
and providing technical assistance to correct data quality challenges;
i. Coordinating regular end user meetings; i.e., HMIS Users Workgroup and Agency HMIS
Administrators meetings, to discuss software updates, data entry, report writing, and system
management issues;
j. Serving as point of contact for end user questions and concerns;
k. Assessing compliance with the CoCHMIS Policies and Procedures Manual;
l. Maintaining contact with the software product developer to ensure consistent and uniform
communication among product support personnel and the community;
m. community
planning, advocacy, and funder reporting requirements;
n. Assisting end users in the creation of custom reports and queries;
o. Providing regular aggregate data reports to participating agencies, CoC staff, and the CoC Board;
p. Reviewing and implementing product upgrades;
q. Completing the Annual Longitudinal System Analysis Report;
r. Conducting regular data quality checks and providing reports to the CoC Board; and
s. Serving as the applicant to HUD for grant funds to be used for HMIS activities for the CoC
geographic area, as approved by the CoC Board.
5. PROVIDER PARTICIPATION. Any organization within the CoC geographic region that receives Continuum
of Care Program and Emergency Solutions Grant (ESG) funds must participate in HMIS as an HMIS
Participating Agency. In addition, the CoC encourages all providers of services to homeless individuals
and families within the CoC geographic area, regardless of whether they receive CoC or ESG funds, to
become an HMIS Participating Agency and include their data in HMIS.
6. HMIS MANUAL. To ensure compliance with HUD requirements, the HMIS Lead, in collaboration with the
HMIS Coordination Entity, HMIS Users Workgroup and other stakeholders, is responsible for developing
and annually reviewing and updating the HMIS Policies & Procedures Manual. The manual
data quality, and security plans for the HMIS system. At any time, the HMIS Lead, HMIS Coordination
Entity, HMIS Users Workgroup, or CoC Collaborative Committee may identify elements of policies or
procedures or other HMIS-related plans that need to be revised. Recommendations for revisions are to
be submitted to the HMIS Users Workgroup. The HMIS Lead will present the HMIS Policies & Procedures
Manual to the CoC Board annually for review and approval, or more frequently if significant substantive
changes are proposed.
15
47
E. PREPARING AN APPLICATION FOR FUNDS
1. PURPOSE. A major function of the Continuum of Care is to prepare and oversee the applications for CoC
funds administered by HUD under the McKinney-Vento Homeless Assistance Act. The CoC Program is
designed to assist individuals and families experiencing homelessness and to provide the services
needed to help them move into housing, with the goal of long-term stability. The CoC Program funds
important housing and services programs, such as permanent housing (including permanent supportive
housing and rapid re-housing), transitional housing, and supportive services programs. HUD CoC
Program funds are granted annually based on a national competition following the release a Notice of
Funding Opportunity (NOFO). Recipients of Emergency Solutions Grant funds, another homeless
assistance grant administered under the McKinney-Vento Act, are required by HUD to coordinate with
the CoC. The CoC addresses that requirement through coordinating with the ESG review and ranking
process and ESG scoring tool development.
2. COLLABORATIVE APPLICANT. The ORS 190 Entity, Mid-Willamette Valley Homeless Alliance, is
designated as the CoC Collaborative Applicant and is responsible for leading and supporting all aspects
of the annual HUD CoC NOFO application process, including submission of the Consolidated Application.
3. PROJECT REVIEW PROCESS
a. O is released, the Collaborative Applicant
will coordinate and carry out the activities needed to successfully submit a Consolidated Application
on behalf of the CoC.
b. Tasks required for project review in preparation for NOFO submission include the following:
i. Prior to the NOFO release, the Collaborative Applicant will develop a draft timeline for the NOFO
process and design scoring tools and any corresponding local application materials to assist in
the review and ranking of renewal and new project applicants. Review and ranking materials will
take into consideration both local and HUD priorities.
ii. Scoring tools and the draft timeline will be reviewed by the Performance and Evaluation
Committee prior to the NOFO release and recommended to the CoC Board for approval. Upon
NOFO release, CoC staff may revise NOFO materials which shall be ratified by the CoC Board.
iii. Upon publication of the NOFO, the Collaborative Applicant will schedule and publicize a date
and time for a Technical Assistance Workshop and finalize the timeline and priorities for the
NOFO process.
iv. Applicants may participate in the Technical Assistance Workshop. At the workshop, the
Collaborative Applicant will present an overview of the NOFO and the process for reviewing and
ranking local applications. The orientation will describe HUD application requirements,
supplemental local application materials, the scoring tool, and applicable deadlines and dates.
Applicants will also have an opportunity to ask questions. The NOFO timeline and
application materials will be posted in the CoC webpage.
v. Applicants will complete and submit application materials by the established deadline.
vi. Late applications will not be accepted.
vii. As an exception to Article IV.D.3.b.vi., applicants with significant extenuating circumstances may
submit a petition to CoC staff for an extension. Extensions require the approval of the CoC
Board, or the CoC Executive Committee if delegated the authority for this purpose by the Board.
It is anticipated that exceptions will be granted in very rare circumstances, and not applied in
situations where advance planning could have resulted in the application being submitted
timely.
16
48
viii. CoC staff will conduct a review for responsiveness to the minimum requirements
and qualifications established by the RFP, and application completeness. Incomplete
applications cannot be supplemented with more information or materials to reach a level of
completeness, once submitted to the CoC for review and ranking, but must be completed prior
to HUD submission, if selected for funding.
ix. The Review & Recommendations Committee is appointed by the CoC Board to review and rank
project applications, as described in Article II, Section E. Committee members receive and
review application and scoring materials prior to the committee meetings, in preparation to
x. CoC staff may conduct a technical review of applicant responses related to objective data,
including recipient past performance, audit findings, performance measures or outcomes, and
budget. Should the technical review be conducted, a technical review summary report will be
provided to Review & Recommendations Committee members to assist them in evaluating
project proposals.
xi. The Review & Recommendations Committee meets to jointly discuss and critique each
application and may interview applicants as part of the meeting. If applicant interviews are
included in the review process, all applicants submitting applications for the same project type
must have the opportunity for an interview. After discussion and any applicant interviews,
committee members individually score applications based on the scoring tools.
xii. A preliminary ranked list is created by the following procedures:
(a). A ranked list is prepared based on a composite of raw scores for each application.
(b). Applications that do not meet certain threshold requirements, as detailed on the scoring
tool, will not be included on the ranked list.
(c). If the NOFO makes available bonus funds in a program area, the highest scoring eligible
projects will be designated for bonus funding in those relevant program areas.
xiii. In ranking proposals, the Review & Recommendations Committee may exercise scoring
discretion in cases where community funding is at risk. Discretion may include removing
prioritization of low-performing renewal projects over new projects or placing the project into
Tier 2 of the priority list. Performance Improvement Agreements may be considered as part of
any decision about ranking renewal projects. The committee may choose to prioritize
Permanent Supportive Housing projects with a strong track record of performance above any
new projects to promote and prioritize system performance through preventing returns to
homelessness and promoting housing stability and retention. The committee may also exercise
scoring discretion based on factors such as alignment with priorities in the Strategic Plan,
population served, geographic distribution, and the need for rural versus urban services.
xiv. -performing projects in alignment with
local and federal priorities, as determined by the CoC Board.
xv. Scores and committee feedback on applications are sent to applicants, along with a reminder of
the appeals process and appeals deadline by the established applicant notification deadline.
4. REALLOCATION OF FUNDS. HUD encourages CoCs to reallocate funds from projects with substandard
performance to higher priority community needs that also align with HUD priorities and goals. Prior to
the release of the NOFO, the Performance and Evaluation Committee facilitates a reallocation
discussion, which may be reviewed by the CoC Collaborative Committee, and recommends any
reallocations to the CoC Board. Scenarios for potential reallocation decisions
analysis and strategic plan, are provided to the Performance and Evaluation Committee to consider
during the ranking process. Final reallocation decisions are approved by the CoC Board.
17
49
5. APPEALS.
a. APPEALS COMMITTEE. As described in Article II, Section E, appeals are considered by the Appeals
Committee or Executive Committee, as designated by CoC Board. The Appeals Committee will be
established only if an applicant requests an appeal.
b. ELIGIBILITY TO APPEAL. Eligible applicants have the opportunity to appeal both their scores and
preliminary rankings prior to the ranked list being finalized and approved by the CoC Board.
i. The following applicants are eligible to appeal:
(a). An applicant that receives less funding than applied for;
(b). An applicant that is ranked below Tier 1;
(c). An applicant that is ranked in the bottom third of Tier 1;
(d). An applicant that believes its score is not reflective of the application information provided;
or
(e). An applicant that can describe bias or unfairness in the process that warrants the appeal.
ii. Applicants that have not met the threshold requirements are not eligible to appeal.
c. APPEALS PROCESS
i. Appeals must be received in writing with supporting documentation by the established
deadline.
ii. Notices of appeal must be based on the information submitted by the application deadline. No
additional or new information will be considered.
iii. The notice of appeal must include a written statement specifying in detail the grounds and
rationale asserted for the appeal.
iv. Valid appeals will be read, reviewed, and evaluated by the Appeals Committee, that will meet to
consider and deliberate appeals, based on the appeal statement and the application
materials that the applicant originally submitted to the CoC.
v. The Appeals Committee will make modifications to the preliminary list, based on the results of
the appeals process. Appeals Committee decisions must be supported by a 2/3 majority vote.
vi. The appealing agency will receive a written decision of the Appeals Committee within two (2)
business days of the Appeals Committee meeting.
vii. Appeals Committee decisions result in the final prioritized list submitted for approval to the CoC
Board.
6. FINAL PRIORITIZED LIST OF APPLICATIONS
a. A final ranked project list is submitted to the CoC Board for review and approval after appeals have
been determined and the Appeals Committee has made any modifications to the preliminary
prioritized list. Board members with a conflict of interest must recuse themselves from all related
discussions and abstain from voting on the final prioritized list.
b. The Collaborative Applicant submits the approved Consolidated Application to HUD prior to
the HUD NOFO deadline.
c. Conditional award funding is typically based upon the prioritized list of Project Applicants that is
submitted; however, actual awards and award amounts are determined by HUD.
F. COORDINATED ENTRY
The CoC Board adopts the Coordinated Entry System Policies & Procedures Manual, dated June 2022,
and incorporates the manual into this governance charter.
G. PERFORMANCE MONITORING AND REVIEW PROCESSES
The CoC Board endorses the Responsibilities & Procedures document, dated October 4, 2022, and
incorporates the document into this governance charter.
18
50
ARTICLE V. CoC ADMINISTRATIVE POLICIES
1. LETTERS OF SUPPORT POLICY.
The Mid-Willamette Valley Homeless Alliance will consider letters of support for grant applications,
awards, and similar projects that align with the s strategic plan. Requests for letters of support
related to local land use issues will not be considered.
Letters of support require approval by the CoC Board of Directors or Executive Committee. Applications
with tight timeframes may request an emergency letter from the chair; however, if the requesting
agency could have complied with the established process by advance planning, the Alliance may decline
the request.
The Alliance encourages coordination and collaboration among service providers and may deny requests
for letters of support if there are competing applications within the CoC region.
Adopted September 10, 2020
Addition to the policy related to letters of support
The Alliance board chair may provide a letter of support on Alliance letterhead in an emergency
situation. An emergency situation is defined as when a grant opportunity deadline occurs between
scheduled meetings of the Executive Committee or CoC Board of Directors and the grant deadline makes
it impractical for the requested letter to be brought before either body for approval.
A situation does not meet the definition of an emergency if the requester of the letter could have
complied with the established process by advance planning.
A letter of support provided by the chair under emergency circumstances will be ratified by the
Executive Committee or CoC Board of Directors, or both, at the next scheduled meeting.
Adopted January 14, 2021
2. GRANT POLICY.
The ORS 190 Entity supports the Mid-
duties outlined in the CoC Governance Charter. The Alliance has undertaken significant responsibilities
to prevent and end homelessness. Multiple committees meet each month to move the work forward.
The board and committees require staff support to engage stakeholders to align services, improve and
expand data collection, implement best practices, communicate with internal and external audiences,
and prepare reports, the annual NOFO application, and other documents.
ORS 190 Entity contributions support this work but are not sufficient to cover staff support needed to
meet federal, state, and local expectations. From time to time, grant opportunities become available
through public, private, foundation, and other sources. This policy sets forth the ORS 190 Entity
protocols for grant applications and awards.
Grant Applications
The ORS 190 Entity Board of Directors acknowledges that grant application opportunities often become
available on short notice and with quick turnaround times. The board desires that staff has maximum
flexibility in applying for grants. Two key principles undergird the decision to apply for a grant:
19
51
(1) The grant to support Alliance work should not compete with other community organizations seeking
the same grant funding for housing or homeless services.
plan. Alliance strategic goals and objectives should drive grant applications; and grant funding should
With those two principles in mind, Alliance staff may apply for grants without prior board authorization
if the following conditions are met.
a.
b. There is no continuing commitment of local funds past the grant period.
c. The program scope is within the Marion-Polk Continuum of Care geographic region.
d. The grant guidelines do not require a public hearing or board authorization.
e. The ORS 190 Entity will serve as fiscal agent for the grant.
f. The requested grant amount (or per year amount for grants covering multiple years) does not
Under circumstances where staff submits a grant application on behalf of the ORS 190 Entity, staff
should immediately report that application to board leadership and then report the submission to the
Board at its next scheduled meeting.
Staff shall seek prior board authorization for grant applications if the following conditions are present.
g.
h. Commitments of local funds extend past the grant period.
i. The program scope extends beyond the Marion-Polk geographic region.
j. Grant guidelines require a public hearing and/or board authorization.
k. The ORS 190 Entity is being asked to share legal responsibilities with other agencies, even if a
formal agreement is not required.
l. The requested grant amount (or per year amount for grants covering multiple years) exceeds
Under circumstances where prior board authorization is required for a grant application, staff should
notify board leadership and place the item on the agenda of the next board meeting. The Board may call
a special meeting or delegate authority to the chair and vice-chair to approve a grant application should
an application deadline fall prior to the next scheduled board meeting.
Grant Awards
Upon notice of a grant award, staff will immediately notify board leadership. All grant awards require
board approval before accepting the funds.
Adopted November 12, 2020
3. YOUTH STIPEND POLICY.
It is the policy of the Mid-Willamette Valley Homeless Alliance that, to the extent resources are
available, stipends will be paid to Youth Action Board members for leadership activities.
a. To be eligible to receive a stipend, the Youth Action Board member must have been appointed by
the Alliance board, be currently serving on the Youth Action Board, and have provided a W-9 form
20
52
documenting identification information and a signed Stipend Agreement to the Mid-Willamette
Valley Council of Governments Finance Director.
b. Youth Action Board members receiving stipends will be considered ORS 190 Entity contractors and
will receive a 1099 form at the end of the calendar year if the youth member receives $600 or more
in the calendar year.
c. The reason for providing stipends is for youth leaders to overcome barriers that could prevent them
from participating in leadership activities. Barriers may include lack of nutritious meals,
transportation, communication, housing, clothing and toiletries, childcare, and loss of wages that
could otherwise be earned if the young person spent the leadership hours working at a traditional
job to provide for their needs.
d. The stipend rate per hour of service will be recommended by motion and vote of the Youth Action
Board to the ORS 190 Entity Board of Directors for final approval.
e. Stipend requests for payment will be reviewed and authorized for payment twice each month by the
ORS 190 Entity Board Administrator. The Board Administrator may set parameters for payment,
such as requiring that youth participate in the majority of a meeting or activity, rather than briefly
joining the meeting or activity, and requesting verification of participation, such as a meeting sign-in
form or staff confirmation.
f. Eligible youth leadership activities for stipend payment are:
(
Public Meetings Law;
(2) Participation in other Continuum of Care committees where the youth member has been
appointed by the Alliance Board of Directors, such as the YHDP Review & Recommendations
Committee and Appeals Committee; and
(3) Service as an appointed member or designated alternate on the Mid-Willamette Valley Homeless
Alliance Board of Directors, to the extent a stipend is allowable under state and federal law.
Other leadership activities by Youth Action Board members may be considered for a stipend
payment, but only with prior authorization by the Board Administrator based on a review of the
budget.
Approved 4.14.22, added to the CoC Governance Charter 10.13.22
ARTICLE VI. CoC POLICIES AFFECTING PROGRAMS
1. ANTI-DISCRIMINATION POLICY.
In accordance with applicable state and federal regulations, the Mid-Willamette Valley Homeless
Alliance, the Continuum of Care (CoC) for Marion and Polk Counties, is a non-discriminatory
organization. It is the policy of the CoC to eliminate discrimination based on race, ethnicity, religion,
color, sex, marital status, familial status, national origin, age, creed, mental or physical disability, sexual
orientation, gender identity, and source of income. All CoC members and CoC-funded providers are
required to adhere to anti-discrimination policies, including not denying admission to or separating any
family members from other members of their family or caregivers based on any protected classes under
the Fair Housing Act, and consistent with 24 CFR 5.105(a)(2)Equal Access to HUD-Assisted or HUD-
Insured Housing.
The CoC and its partners will take all necessary steps to ensure that housing and services are
administered in accordance with all applicable federal and state civil rights laws, including, but not
limited to:
21
53
Title VIII of the Civil Rights Act of 1968 (Fair Housing Act, 42 U.S.C. §§ 3601-19), as amended, which
prohibits discrimination in the sale, rental, and financing of dwellings, and in other housing-related
transactions, because of race, color, religion, sex, familial status, national origin, and disability; and also
requires that all federal programs relating to housing and urban development be administered in a
manner that affirmatively furthers fair housing;
of 1973 (29 U.S.C. § 794), which prohibits discrimination on the
basis of disability in any program or activity receiving federal financial assistance;
of 1964 (42 U.S.C. § 2000d-1), which prohibits discrimination on the basis
of race, color, or national origin in programs and activities receiving federal financial assistance;
of 1990 (42 U.S.C. §§ 12131 12165), which prohibits
discrimination based on disability in programs and activities provided or made available by public
entities, including housing-related programs and activities of public entities, such as public housing,
housing assistance and housing referrals;
of 1990 (42 U.S.C. § 12181 12189), which prohibits
discrimination based on disability in the goods, services, facilities, privileges, advantages, and
accommodations of places of public accommodations owned, leased, or operated by private entities;
which prohibits discrimination on the basis of race, color, national origin, sex, and religion in any
program or activity funded in whole or in part under Title I of the Community Development Act of 1974,
which includes Community Development Block Grants;
42 U.S.C. § 14043e11) which provides housing protections for victims
of domestic violence, dating violence, sexual assault, and stalking in HUD housing programs and also
requires the establishment of emergency transfer plans for facilitating the emergency relocation of
certain tenants who are victims of domestic violence, dating violence, sexual assault, or stalking;
6107) which prohibits discrimination on the basis
of age in programs and activities receiving federal financial assistance; and
to Housing in HUD Programs Regardless of Sexual Orientation or Gender Identity
(2012 Equal Access Rule), including the Equal Access in Accordance with Gender Identity
in Community Planning and Development Programs (2016 Gender Identity Final Rule), which prohibits
discrimination based on sexual orientation, gender identity, and marital status. CoC members and CoC-
funded providers shall ensure that LGBT individuals and families receive supportive services, shelter, and
housing free from discrimination.
Adopted June 11, 2020, and amended October 14, 2021
2. STREET OUTREACH POLICY.
Purpose of the Street Outreach Policy
The Mid-
support robust, well-coordinated Street Outreach efforts that engage unsheltered individuals and
families throughout the region. The purpose of this policy is to provide common language and clarity
about the focus, scope, and practices related to Street Outreach activities within the region served by
the CoC.
Focus of Street Outreach
Street Outreach aims to 1) meet immediate and critical health and safety needs of unsheltered
individuals and families, and 2) engage unsheltered individuals and families and assist them to access
shelter, housing, and other critical resources.
22
54
Definitions/Terms
Unsheltered
Individuals and families with a primary nighttime residence that is a public or private place not
meant for human habitation, including but not limited to a vehicle, park, abandoned building, or
sidewalk.
Street Outreach Worker
An individual affiliated with an agency or organization that seeks to meet the immediate and
critical health and safety needs of unsheltered individuals and families, and/or engage
unsheltered individuals and families and assist them to access shelter, housing and other critical
resources.
Street Outreach Manager
A supervisor of Street Outreach Workers, responsible for designing, directing, and evaluating an
outreach program that seeks to meet the immediate and critical health and safety needs of
unsheltered individuals and families, and/or engage unsheltered individuals and families and
assist them to access shelter, housing, and other critical resources.
Coordinated Entry System
The Coordinated Entry System standardizes the way individuals and families at risk of
homelessness or experiencing homelessness access, and are assessed for and referred to the
housing and services that they need for housing stability. The components of the Coordinated
Entry System include 1) access, 2) assessment, 3) prioritization, and 4) referral. HUD requires
CoCs to have a centralized or coordinated entry system. The Mid-Willamette Valley Homeless
Alliance (the CoC) has designated Mid-Willamette Valley Community Action Agency as the
Homeless Management Information System (HMIS)
The Homeless Management Information System (HMIS) is used to collect unduplicated counts of
individuals and families experiencing homelessness, track services provided, and support
community needs analyses and identification of funding priorities. HUD requires CoCs to have a
Homeless Management Information System and an HMIS Lead Agency. The ORS 190 Entity, Mid-
Willamette Valley Homeless Alliance (ORS 190 Entity) is the HMIS Lead Agency for the Mid-
Willamette Valley Homeless Alliance (the CoC). The ORS 190 Entity has designated Mid-
Scope of Street Outreach
Collectively, Street Outreach efforts will contact and engage unsheltered individuals and families
throughout the Marion and Polk county region, including cities, towns, and unincorporated areas.
Geographic coverage will be assessed annually, and plans for continuous improvements updated.
Street Outreach Practices
The following practices will guide the Street Outreach activities within the region served by the Mid-
Willamette Valley Homeless Alliance (the CoC).
Communications
Street Outreach Workers will
1) Participate in regularly scheduled Coordinated Outreach networking meetings; and
2) Use the Basecamp application for real-time communication about needs, available
resources, and sharing other relevant information.
Coordinated Scheduling
Street Outreach Workers will coordinate schedules and otherwise align efforts to assure an
equitable distribution of resources and efforts to connect with and engage individual families
23
55
collaborative outreach schedule in April 2021:
Mondays: AWARE Food Bank - Woodburn; 10am-12pm (Shower Truck 10am-2:00pm)
Tuesdays: Cascades Gateway Park; 10am-12pm
Wednesdays: Market Street Camp; 10am-12pm
Thursdays: Wallace Marine Park; 10am-12pm
Check Basecamp for the current schedule.
Shared Supplies
Outreach Teams will cooperate and share supplies to help meet the needs of unhoused
individuals and families throughout the region. Agencies with the capacity to store supplies will
serve as collection sites for community donations, with the philosophy that the supplies are for
the equitable benefit of all unhoused neighbors, and not just the people that the one agency
reaches.
Training
Outreach Workers throughout the region, as well as supplemental training to address site-
specific and/or population-specific issues.
Street Outreach Role with Coordinated Entry
Assessment Team and 2) facilitate updates to client data to assure accurate information is used
Coordinated Entry general training, as well as their specific role related to Coordinated Entry.
Documenting Street Outreach Contacts in HMIS
Management Information System (HMIS). Agencies will develop capacity to participate in HMIS,
and the CoC will provide training, licenses, and technical assistance for effective data collection.
Programs with CoC and ESG funding are required to participate in HMIS.
Collaborative Planning
Street Outreach Managers will participate in monthly planning meetings to develop training,
give and receive updates, address emerging needs, and identify ways to improve and extend
Street Outreach throughout the region.
Adopted June 10, 2021
3. ELIGIBILITY FOR EDUCATIONAL SERVICES POLICY.
CoC-funded projects that serve homeless families with children or unaccompanied youth must have
policies and practices in place that are consistent with the laws related to providing education services
to children and youth, including Subtitle VII-B of the McKinney-Vento Act, reauthorized in 2002 and
cross-referenced as Title X, Part C of the Elementary and Secondary Education Act, as amended.
Recipients of CoC Program funds shall:
a. designate a staff person to ensure that children and youth program participants are enrolled in
school;
b. consider the educational needs of children when placing families in emergency or transitional
shelter and, to the maximum extent practicable, place families with children as close as possible to
c. inform families with children and unaccompanied youth of their eligibility for education services,
including early childhood programs such as Head Start; Part C of the Individuals with Disabilities
Education Act; McKinney-Vento education services; and Title I-funded educationally-related services
that may include tutoring, counseling, school and hygiene supplies, and clothing support services;
24
56
d. place posters about the educational rights of homeless children and youth, including local
McKinney-Vento liaison contact information, in facilities serving families and youth; and
e. maintain documentation in program participant case files to demonstrate that these requirements
have been met and that applicants and participants understand their rights.
The CoC will:
a. collaborate with school districts to assist in the identification of homeless families, and inform
homeless families and youth of their eligibility for McKinney-Vento education services;
b. promote policies and practices among CoC members that are consistent with, and do not restrict the
exercise of rights provided by, the education subtitle of the McKinney-Vento Act, and other laws
relating to the provision of educational and related services to individuals and families experiencing
homelessness;
c. provide educational materials to CoC-funded providers and other CoC members;
d. conduct training opportunities on the McKinney-Vento Act and related educational services; and
e. develop agreements with school districts to establish protocols for student identification, service
referrals, and data or information sharing.
Adopted October 14, 2021
4. PERSONS WITH LIMITED ENGLISH PROFICIENCY POLICY.
The CoC and partner agencies will take reasonable steps to ensure meaningful access to their programs
and activities for persons who are limited in their English proficiency, regardless of national origin. Such
steps may include translating marketing materials and documents essential to providing services into
languages prevalent in the community, as well as providing language assistance while providing services,
including oral and written translation, where appropriate.
Adopted October 14, 2021
5. RAPID REHOUSING STANDARDS
The CoC Board approved the Rapid Re-Housing Standards on February 9, 2023 and incorporates the
standards into this governance charter.
6. PERMANENT SUPPORTIVE HOUSING STANDARDS
The CoC Board approved the Permanent Supportive Standards on February 9, 2023 and incorporates the
standards into this governance charter.
7. ASSESSMENT FOR CoC OPERATIONS
The CoC may assess each HUD-approved project, funded with CoC Program or Youth Homelessness
Demonstration Program grant dollars, one percent (1%) of the grant award to support CoC operations.
Adopted on April 14, 2022
8. INFECTIOUS DISEASE PREVENTION AND RESPONSE POLICY
PUBLIC HEALTH AUTHORITY DESIGNATION
The CoC designates Marion County Health & Human Services Public Health Division and Polk
County Public Health, within their respective county jurisdictions, to coordinate protocols and
train providers of homeless services on reporting and responding to public health concerns
including but not limited to communicable disease outbreaks.
OUTREACH AND COMMUNICATION
The CoC will support county health officials with outreach and communication so that providers
of homeless services are aware of, and have access to, current contact information for reporting
and advice; up-to-date information from the Centers for Disease Control and the Oregon Health
25
57
Authority; and resources available through the Marion and Polk County health programs. When
requested, the CoC will share relevant email lists with county health officials for the purposes of
ensuring timely and targeted communication with providers of homeless services.
TRAINING
guidelines in consultation with public health representatives that will be forwarded to
the CoC Board for consideration to be shared with providers of homeless services.
These guidelines will cover the continuum of homeless services from street outreach,
through shelter and housing providers. The CoC Health and Safety Subcommittee and
CoC will facilitate bi-annual and, if needed during a public health crisis, training for
providers of homeless services on public health procedures, with the goal of preventing
transmission of communicable diseases and to mitigate other identified public health
concerns.
Adopted September 21, 2023
ARTICLE VII. CHARTER AMENDMENTS
1. PROCESS. This governance charter may be amended at any CoC Board meeting by a 2/3 majority vote of
the appointed, voting board membership. Copies of proposed amendments will be available for review
at least one week prior to the board meeting at which the proposed amendments are considered. The
Board will seek prior review and recommendation by the CoC Collaborative Committee of any
amendments to the charter, unless circumstances require an immediate change. In the latter situation,
CoC staff will provide an explanation of the circumstances and provide opportunity for comments and
input prior to and as part of the board meeting.
2. FREQUENCY OF REVIEW. The CoC Collaborative Committee and CoC Board will review this charter
annually.
Annual review/revisions approved 12.14.23
Clarified Executive Committee membership, 3.9.23
Revised RRH and PSH standards incorporated into the charter, 2.9.23
Annual review/revisions approved 10.13.22
Revision to composition of Review & Ranking Subcommittee. 8.11.22
Revisions to add board compensation exception for youth stipends, allow board voting members with
organizational conflicts and add recusal process, and adopt 1% assessment for CoC operations approved
4.14.22
Revision to add Emergency RRH and PSH standards approved, 11.4.21
Annual review/revisions approved, 10.14.21
Revision to add PacificSource as member approved, 7.8.21
Annual review/revisions approved, 10.8.20
Ratified by MWVHA Board of Directors, 2.13.20
Approved by CoC Development Council, 10.24.19
26
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
Agenda Item
June 9, 2025
TO: Honorable Mayor and City Council (acting in its capacity as the
Local Contract Review Board) through City Administrator
FROM: Curtis Stultz, Public Works Director
SUBJECT: Award of Construction Contract for the 2025 Single-Ply Re-Roof
Project
RECOMMENDATION:
Award the construction contract for the 2025 Single-Ply Re-Roof Project (City Hall
Annex Building) to the lowest responsible and responsive bidder, Roof Toppers, in
the amount of $189,838.00 and approve an additional $30,000 for this project as
a contingency for potential change orders that may arise during construction for
a total award of up to $219,838.00.
BACKGROUND:
The scope of work for the Project includes the removal of the existing Annex
Building roofing material, down to the structural deck, and installing a new roof
system.
Bids for the Project were publicly opened May 22, 2025. Three bids were received,
and the results are as follows:
Roof Toppers, Inc.$189,838.00
Axiom Roofing LLC $238,628.00
Umpqua Roofing Company Inc $390,431.00
The Engineer's Estimate for the project was: $180,000.00
DISCUSSION:
The contract award is in conformance with public contracting laws of the State
of Oregon as outlined in ORS Chapter 279C, and the laws and regulations of the
City of Woodburn.
Agenda Item Review: City Administrator __x____ City Attorney ___x___ Finance __x___
75
Honorable Mayor and City Council
February 10, 2025
Page 2
FINANCIAL IMPACT:
The subject project is identified in the adopted fiscal year 2024/25 Budget and
funded by the General Capital Construction Fund (Fund 358).
76