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Poverty and Homelessness Board advances draft strategic plan with timeline and near‑term benchmarks
Summary
Board staff presented version 4 of a multi‑year strategic plan that adds milestones, a public dashboard goal and adoption timing for June 2025; members urged clarification of numeric targets and funding assumptions.
James (staff) presented the Poverty and Homelessness Board’s draft strategic plan (version 4) on March 20, describing it as a 5‑ to 5½‑year plan that adds clearer milestones, proposed near‑term priorities and a public dashboard for tracking progress.
James said consultant Britney Manzo expanded the plan’s time horizon from the original 3–5 years to 5–5½ years and added milestone language and recommended that public education be elevated throughout the plan. He noted that some data fields remain “incomplete” because key data owners were unavailable to provide updates before the draft was circulated.
The draft sets several multi‑year targets that staff flagged for clarification. The plan cites a $56,000,000 figure described in the consultant memo as matching 2023 federal and state contributions to the community and cites a 60/40 external‑to‑local funding target recommended by national guidance. James said the draft includes system targets such as creating or sustaining 400 permanent housing opportunities and expanding shelter capacity (the plan references 600 shelter beds and 50 new shelter beds in different passages), and he asked the board for clarity on what counts as “new” versus “sustained.”
Board members and staff agreed on several process points: finalize outstanding data elements with system data leads, publish a public dashboard for priorities and progress within the next year, and hold an April 23 public open‑house at the Lane Events Center (Wheeler Pavilion) and an online survey to gather prioritization input. Staff also said the Classy conference and other outreach events will collect additional feedback.
Several members asked how the plan should relate to potential federal policy changes. James and other speakers said they did not want to delay plan adoption pending federal decisions but noted the plan should be flexible and include options if federal funding rules change. Mayor Knudson and others emphasized the need for a prioritized near‑term action list to guide the jurisdictions given constrained and uncertain funding.
Why it matters: The strategic plan will guide how Lane County, City of Eugene and City of Springfield prioritize local investments, coordinate programs and seek funding. Board members said a clear public dashboard and short list of priorities will help jurisdictions and providers focus scarce resources.
What comes next: Staff aim to finalize outstanding data inputs, host public engagement April 23, accept online surveys, and return a recommended, board‑ready plan for formal adoption at the June PHB meeting (staff noted the June date may need rescheduling because it falls on a county holiday).
Ending: Board members asked staff to refine numeric language, clarify funding‑source calculations and ensure the plan’s near‑term priorities are clearly identified in the adoption draft.
