HomeMy WebLinkAbout2019/11/18 - Briefing Packet BOARD OF MASON COUNTY COMMISSIONERS
DRAFT BRIEFING MEETING AGENDA
411 North Fifth Street, Shelton WA 98584
Week of November 18, 2019
Monday, November 18, 2019
Commission Chambers
9:00 A.M. Support Services — Frank Pinter
9:30 A.M. Audit Committee Update — Leo Kim
10:00 A.M. BREAK
10:15 A.M. Public Works — Loretta Swanson
Utilities & Waste Management
10:35 A.M. Community Services — Dave Windom
11:15 A.M Superior Court- Judge Cobb
11:30 A.M. Sheriff's Office
Commissioner Discussion — as needed
Briefing Agendas are subject to change,please contact the Commissioners'office for the most recent version.
Last printed 11/14/19 at 4:28 PM
If special accommodations are needed,contact the Commissioners'office at ext.419,Shelton#360-427-9670;Belfair
#275-4467,Elma#482-5269.
Mason County Support Services Department Budget Management
th Commissioner Administration
411 North 5 Street Emergency Management
Shelton, WA 98584 Facilities, Parks&Trails
360.427.9670 ext. 419 Human Resources
Information Services
Labor Relations
Risk Management
MASON COUNTY COMMISSIONER BRIEFING ITEMS FROM SUPPORT SERVICES
November 18, 2019
• Specific Items for Review
o Schedule an Elected Official/Director meeting on December 2? - Diane
o Budget Supplemental &Amendments-Jennifer Beierle
0 2020 Budget Proposal Summary-Jennifer Beierle
• Commissioner Discussion
o Discussion for priorities for interlocal lobbying agreement—Cmmr. Shutty
J:\DLZ\Briefing Items\2019\2019-11-18.docx
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Jennifer Beierle
DEPARTMENT: Support Services EXT: 532
BRIEFING DATE: November 18, 2019
PREVIOUS BRIEFING DATES: November 4 & November 12, 2019
(If this is a follow-up briefing, please provide only new information)
INTERNAL REVIEW (please check all that apply): ❑ Budget/Finance ❑ Human Resources
E Legal ❑ Other— please explain
ITEM: Requests for Supplemental Appropriations and Amendments to the 2019 Budget
EXECUTIVE SUMMARY: Requests for 4th quarter supplemental appropriations and
amendments to the 2019 budget are attached. This is the last scheduled budget hearing to
amend the 2019 budget.
BUDGET IMPACT:
Total of increase to 2019 authorized expenditure appropriations:
General Fund (001): $326,750
Community Support Services (117): $51,125
Community Services Health (150): $67,200
Skokomish Flood Zone (192): $410,000
Landfill (402): $312,500
Mental Health (164): $250,000
Total impact to ending fund balances:
General Fund (001): Decrease of$120,267 (Cumulative 2019 Decrease to EFB is $721,029)
Community Support Services (117): Decrease of $51,125
Mental Health (164): Decrease of $250,000
PUBLIC OUTREACH: RCW 36.40.100 requires the Board to publish notice in the official
county newspaper for two consecutive weeks prior to the budget hearing.
RECOMMENDED OR REQUESTED ACTION: Request to set a public hearing for December
10th at 9:15 a.m. to consider and approve supplemental budget requests and budget
transfers to the 2019 budget.
ATTACHMENTS: Proposed 2019 Budget Amendment #4 Detail & Detailed Budget Entries
Briefing Summary 11/14/2019
ATTACHMENT A TO RESOLUTION NO. 2019 BUDGET AMENDMENT#4 DETAIL
2019 2019
FUND REVENUE EXPENDITURE
LINE NO. FUND NAME DEPARTMENT CHANGE CHANGE DESCRIPTION
'EMERGENCY New Grants:FY 19 EMPG$35,677, FY 19 SHSP
1 001 GENERAL FUND MANAGEMENT 64,060 64,060 $28,383
EMERGENCY FY 2018 SHSP Grant expenditure. Revenue was
2 001 GENERAL FUND MANAGEMENT 23,124 previously put into the budget.
3 001 GENERAL FUND DISTRICT COURT 7,000 7,000 Increaed UA's ordered by the judge
Leaking irrigation system has caused a rise in
the cost of water.On track to spend$30k in
4 001 GENERAL FUND PARKS 12,634 2019. IS is planned to be repaired in 2020.
Public Disclosure Grant$13,578,Off/On Duty
5 001 GENERAL FUND SHERIFF 135,423 135,423 Patrol Contracts$123,192
Jail Control Panel Maintenance$46,658&
6 001 GENERAL FUND SHERIFF 79,509 Hardware$32,851
7 001 GENERAL FUND NON DEPARTMENTAL 5,000 Increased codification costs
COMMUNITY ,Authorized additional funding from Housing
8 117 SUPPORT SERVICES 51,125 Authority
Authorized additional funding from Housing
9 150 PERSONAL HEALTH 67,200 67,200 Authority revenue
MENTAL HEALTH
10 164 TAX 250,000 Mason Conservation District Revenue
SKOKOMISH FLOOD
11 192 ZONE 410,000 410,000 Mason Conservation District Revenue
Higher than budgeted SW fees$270K&LSWFA
12 402 LANDFILL 312,500 312,500 IMP DOE Grant$42.5K
GENERAL FUND TOTAL 206,483 326,750
OTHER FUNDS TOTAL 789,700 1,090,825
ALL FUNDS GRAND TOTAL 996,183 1,417,575
Page 1 of 1
ATTACHMENT B TO RESOLUTION NO. 2019 BUDGET AMENDMENT#4 DETAILED BUDGET ENTRIES
' Proposed
Budgeted
Account Type,I/D_ Revenue Expenditure EFB Change EFB Total Description
001.000000.050.000.333.97.304219.0000.00 2 I 35,677 FY 19 EMPG
001.000000.050.000.333.97.306720.0000.00 2 I 28,383 FY 19 SHSP
001.000000.050.000.525.10.535011.0000.00 2 I 35,677 EMPG Equipment
001.000000.050.000.525.10.535021.0000.00 2 I 28,383 SHSP Equipment
001.000000.100.173.342.33.302000.0000.00 2 I 7,000 Urinalysis Fees Collected
001.000000.100.173.523.33.541010.0000.00 2 I 7,000 UA Fees:Sterling Labs
001.000000.205.265.334.00.330020.0000.00 2 I 13,578 Public Disclosure Grant
001.000000.205.265.521.10.535099.0000.00 2 I 6,273 Trackable Tools&Equipment
001.000000.205.267.521.22.535099.0000.00 2 I 7,305 Trackable Tools&Equipment
001.000000.205.267.342.10.300400.0000.00 2 I 396 Off Duty Patrol-MCFD#6
001.000000.205.267.342.10.300500.0000.00 2 I 602 Off Duty Patrol-USMS
001.000000.205.267.342.10.300700.0000.00 2 I 847 Off Duty Patrol-Lake Trask
001.000000.205.267.521.22.512000.0000.00 2 I 1,845 Overtime
001.000000.205.267.342.10.300610.0000.00 2 I 80,000 On Duty Patrols
001.000000.205.267.521.22.535099.0000.00 2 I 80,000 Trackable Tools&Equipment
001.000000.205.267.342.10.300620.0000.00 2 I 40,000 On Duty Patrols
001.000000.205.267.521.22.535099.0000.00 2 1 40,000 Trackable Tools&Equipment
001.000000.320.000.508.80.500000.0000.00 1 D 120,267 5,065,690 Ending Fund Balance
001.000000.050.000.525.10.535021.0000.00 1 I 23,124 SHSP Equipment
001.000000.146.000.576.80.547020.0000.00 1 I 12,634 Water Service
001.000000.205.270.523.60.548010.0000.00 1 1 46,658 Repairs&Maintenance
001.000000.205.270.594.60.564010.0000.00 1 I 32,851 Trackable Tools&Equipment
001.000000.300.000.511.30.541010.0000.00 1 I 5,000 Codification
117.000000.000.000.508.10.500000.0000.00 1 D 51,125 52,281 Ending Fund Balance
117.000000.000.000.565.40.541000.0000.00 1 I 51,125 Housing Authority Contract
150.000000.200.000.331.06.383800.0000.00 2 I 67,200 Unbudgeted Revenue
150.000000.200.000.562.20.531020.0000.00 2 I 5,700 Supplies for Opiod Program
150.000000.200.000.562.20.532010.0000.00 2 I 2,000 Fuel for Opiod Program
150.000000.200.000.562.20.541010.0000.00 2 I 25,000 Professional Services for Opiod
150.000000.200.000.562.20.541020.0000.00 2 I 17,000 Advertising for Opiod
150.000000.200.000.562.20.543010.0000.00 2 I 2,500 Travel for Opiod
150.000000.200.000.562.20.549020.0000.00 2 I 9,000 Printing for Opiod Program
150.000000.200.000.562.20.549040.0000.00 2 I 6,000 Registrations for Opiod
164.000000.100.000.508.10.500000.0000.00 1 D 250,000 551,193 Ending Fund Balance
164.000000.000.000.564.64.541517.0000.00 1 I 250,000
192.000000.000.000.337.00.300000.0000.00 2 I 410,000 Mason Conservation District
192.000000.000.000.554.90.541091.0000.00 2 I 410,000 Professional Services
402.000000.000.000.334.70.300000.0000.00 2 I 270,000 Garbage/SW Fees
402.000000.000.000.334.03.310005.0000.00 2 I 42,500 LSWFA IMP DOE Grant
402.000000.000.000.537.80.547040.0000.00 2 I 225,000 Longhaul Solid Waste Disposal
402.000000.000.000.537.80.545020.0000.00 2 I 45,000 Rentals&Leases-Roll Off
402.000000.000.000.537.80.547030.0000.00 2 I 8,000 Misc.Disposal(Leachate,Tires,etc.)
402.000000.000.000.537.81.541010.0000.00 2 I 12,000 HHW Disposal
402.000000.000.000.537.80.531030.0000.00 2 I 3,500 Operating Supplies
402.000000.000.000.537.80.532010.0000.00 2 I 4,000 Fuel
402.000000.000.000.537.10.541513.0000.00 2 I 15,000 State Excise Tax
General Fund Total: 206,483 326,750 120,267
Other Funds Total: 789,700 1,090 825 301125
All Funds Grand Totals • Ilir 996,183 1, • -::. .., -
Page 1 of 1
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Leo Kim, CPA
DEPARTMENT: Auditor's Office Financial Services EXT: 472
Mason County Audit Committee
BRIEFING DATE: TBD
PREVIOUS BRIEFING DATES: n/a
If this is a follow-up briefing, please provide only new information
ITEM:
Capital and Trackable Asset Policies and Procedures
EXECUTIVE SUMMARY: (If applicable, please include available options and
potential solutions):
This policy replaces the GAAP (Generally Accepted Accounting Principles) version
of the capital/trackable policy since we are on (SAO) cash basis now.
Safeguarding county assets is an important part of internal controls. The physical
inventory is an important part of this. Most likely we do not have the resources to
adequately perform this with County forces alone. Consideration should be given
to partnering with an outside asset inventory company long term or creating more
FTE(s) with the specific skills and knowledge to perform these tasks.
BUDGET IMPACTS:
None
RECOMMENDED OR REQUESTED ACTION•
Review
ATTACH M E NTS:
1. Capital and Trackable Asset Policies and Procedures
2. SAO BARS Excerpt —Capital Asset Management
3. SAO Best Practices Small and Attractive Assets (Trackables)
4. Capital Asset Project Form
5. Trackable Form
i
Policy
0 CO
1854
Mason County Capital and Trackable Asset Policy and Procedures
I. PURPOSE:
To establish a uniform policy and accounting for the County's real and personal property to ensure adequate
stewardship of county resources through control, accountability and accurate capital/trackable asset listings
and to establish departmental responsibility in the maintenance of the County's capital asset system. Mason
County is on the cash basis of accounting as defined in the Washington State BARS Manual (Budgetary,
Accounting and Reporting Systems).
II. RESPONSIBILITY:
All Mason County Departments are responsible for protecting and controlling the use of County assets
assigned to their department. The department head/elected official must designate one or more
employee(s) to be responsible for maintaining and safeguarding the department's capital and trackable
assets ("inventory officer'). Any time an asset is added, deleted, or transferred; the inventory officer will
complete or update a Capital Asset Project Form or Trackable Asset Form which will be submitted to the
Auditor's Financial Services Department. Other suitable documentation, as determined by the Auditor's
Office, may be submitted in lieu of the form. It is each department's responsibility to be familiar with and
comply with SAO's BARS (Budgetary Accounting Reporting Systems) section regarding Capital Assets.
Ill. DEFINITIONS:
Ancillary charges: Costs that are directly attributable to capital asset acquisition and are necessary to
place the asset into service in its intended location and use.
BARS: Washington State Budgetary Accounting Reporting Systems. The Washington State Auditor's
Office(SAO)designed and manages the chart of accounts for local governments within Washington State.
In addition, SAO mandates accounting and financial reporting standards for local governments.
1
Buildings(and building improvements): The capital asset class that includes all buildings owned by the
County. Components of a building, not normally replaced, are considered part of the building. Building
improvements include subsequent additions of a new wing or extension, structural renovations and integral
component replacement. There is a narrow definition for building improvements. Typically carpet, painting,
roofing, minor remodel and the like are not capitalized for building improvements to existing buildings, only
for new buildings.
Capital asset: Tangible or intangible assets that meet all three of the following: a) it must have an initial
useful life that extends beyond a single reporting period, i.e., one year; b) it must be used in the operations
of the entity; and, c) it must not be specifically excluded by policy, e.g., capitalization threshold.
Capitalization threshold: The minimum dollar value at which the County elects to capitalize its capital
assets for financial reporting is $5,000 and an estimated useful life in excess of one year. All land is
capitalized regardless of value. Capital assets are recorded at historical cost if purchased or constructed.
Donated capital assets are recorded at estimated fair market value at the date of donation. Although
trackable assets do not meet the county capitalization threshold, they are considered assets for purposes
of marking and identification, records keeping, and tracking.
Capitalize: To list the asset in the County inventory. All invoices coded as a capital expenditure (BARS
account 594) should clearly identify which capital asset project it applies to.
• A cost should be capitalized only if it is directly identifiable with a specific asset. The cost of a study
undertaken to determine the best location for a new county building would not be capitalizable.
• A cost should be capitalized only if incurred after acquisition of the related asset has come to be
considered probable. The cost of a feasibility study should not be capitalized.
• The cost of training employees to utilize a newly acquired capital asset should not be capitalized.
Construction work-in-progress (CWIP, CIP): The capital asset class that includes the cost of assets
under construction or in development. These costs are accumulated and moved to the appropriate asset
class when substantially complete and/or placed in service. Construction work-in-progress is also referred
to as work-in-progress (WIP) and construction-in-progress (CIP). BARS object code 65 should be used.
Contributed/Donated assets: Real or personal property capital assets received in a voluntary non-
exchange transaction from external parties and nonreciprocal transfer from another unit within the reporting
entity.
Disposal: The managed removal of an asset from the County's possession and retirement in the County's
capital asset system.
Estimated historical cost: Is an estimate of the value of an asset where actual historical cost is not
available. An estimate may be derived using an alternative cost basis (e.g. current replacement cost) that
is adjusted by an economic index to arrive at an estimate of the original historical cost.
Fair value: Estimated dollar amount at which an asset might exchange between a willing buyer and a
willing seller, neither being under compulsion, each having reasonable knowledge of all relevant facts, and
with equity to both. "Estimated fair value" at acquisition may be obtained from manufacturers' catalogs or
price quotes in periodicals, from objective appraisals, or similar sources. Estimated fair value is used in
valuing donations.
Furniture,machinery,and equipment:The capital asset class that includes all personal property acquired
through purchase, donation, exchange, construction, evidence, conversion, etc. It generally includes all
movable personal property and also plant equipment and other fixed equipment.
2
Grant funded assets: Capital assets purchased with grant funds and subject to specific requirements and
instructions relating to recordkeeping, controls, and/or restrictions.
Historical cost: The original cost of an asset at the time of acquisition including all ancillary charges (e.g.,
freight, installation, site preparation, etc.)to bring the capital asset to its intended location and its intended
use. "Estimated historical cost" is an estimate of the value of an asset where actual historical cost is not
available. An estimate may be derived using an alternative cost basis (e.g. current replacement cost)that
is adjusted by an economic index to arrive at an estimate of the original cost.
Impairment: A significant, unexpected decline in the service utility of a capital asset.
Improvements other than buildings: The capital asset class that includes improvements to land other
than those related to site preparation or conversion to a public road. This may include items such as airport
runways, retaining walls, sidewalks, parking lots, ponds, landscaping, berms,fencing, outdoor lighting, etc.
Inventory: The process of physically confirming the existence and location of capital and trackable assets.
Infrastructure: Capital assets that are stationary or immovable in nature and that have useful lives that
can be preserved over a longer time period than most capital assets. Roads, bridges, sidewalks, water
lines, sewers, drainage systems and the like.
Intangible assets: An asset that lacks physical substance, is nonfinancial in nature, and has an initial
useful life extending beyond a single reporting period. Examples of intangible assets are easements, right
of way, other land rights, patents, trademarks, licenses, permits and software.
Land: The capital asset class that includes all non-depreciable land and all associated rights with land
ownership.
Land use rights: Land use rights may be purchased without the transfer of title and may include temporary
easements, permanent easements, right-of-way, and development, air,timber and mineral rights. Land use
rights are considered intangible assets.
Loan: If a loan or bond is issued for the purchase of a capital asset, the transaction requires specialized
accounting treatment. Proper budget authority needs to be established before the purchase is finalized.
Personal property: All movable capital furniture, machinery, and equipment subject to an annual physical
inventory.
Purchased software: Software purchased and used without modifications. This does not include general
software applications that are needed for basic computer operations or performing routine office tasks, the
cost of which are normally bundled with the hardware cost or expensed.
Real property: Land, buildings and building improvements, and improvements other than buildings.
Substantially complete: The point at which construction is sufficiently complete in accordance with
contract documents and the construction is determined to be ready for its intended use and/or occupancy.
Surplus: Capital assets that are no longer used by the custodial department.
Tag number: For personal property, a physical tag with a unique number that is affixed to the actual asset.
For real property, the Assessor's parcel number should be used as the asset number. A number may be
divided into a primary number and an attachment number suffix for attachments to the primary asset.
3
Trackable Assets (Small&Attractive Assets):Assets that are particularly at risk or vulnerable to loss and
cost less than$5,000 but greater than$500 that have a useful life greater than a year. Certain assets such
as cell phones and other electronics even they though have a value less than $500 should be tracked as
well. These assets are mobile and might be easily replaced through a procurement system without raising
suspicion.
Examples include:
• Computers, laptops, notebooks
• Shop tools, public works power equipment
• Handheld radios, other electronics
• Monitors, tablets, phones, cameras
• Firearms, tasers and related accessories
• Televisions, video recorders
Departments are responsible for reporting their trackable assets to the Auditor's Office Financial
Services and maintaining good stewardship over them. Larger departments are encouraged to
develop internal trackable policies following BARS guidance.
Useful life: An estimate based on the known information regarding the type, expected use, and expected
maintenance of the asset. It is the period of time during which a capital asset will provide service.
POLICIES:
The County will report capital assets in the County's capital asset listing in accordance with BARS manual.
The County will maintain a capital asset system to properly track and report the County's capital assets.
Trackable asset inventories will be maintained at the department level but reported to the Auditor's Office.
Capital Assets: The capitalization threshold is the minimum dollar value at which the County elects to
capitalize assets. Expenditures that are greater than or equal to the threshold amounts and meet other
capital asset criteria must be capitalized and recorded in the capital asset system, and as a capital
expenditure in the general ledger. Thresholds generally should be applied to individual assets and not to
the total of a group or with combined purchases, with the exception of infrastructure.
Trackable Assets: Assets that meet the definition of a trackable asset will be included in the trackable asset
inventory.
Capital and trackable assets are recorded in the capital asset system at historical cost or estimated
historical cost. Donated assets are recorded at fair value at the time of donation. The historical cost and fair
value at the time of acquisition should include all ancillary charges necessary to place the asset in its
intended location and condition for use.
Collections(works of art and historical artifacts, for example) are capitalized at historical cost or if donated,
fair value at the time of donation.
Assets purchased, but not yet placed in service, are recorded in the capital asset system at their acquisition
date.
Ancillary costs should be included in the cost of a capital asset. However, minor ancillary costs, not
measurable at the time a capital asset is recorded in an authorized property inventory system, are not
4
required to be capitalized but may be capitalized if the information becomes readily available. Ancillary
costs include such items as:
• Legal and title fees
• Professional fees of engineers, attorneys, appraisers, financial advisors, architects, etc.
• Surveying fees
• Appraisal and negotiation fees
• Site preparation costs
• Costs related to demolition of unwanted structures
• Transportation/freight charges
• Sales and use tax
• Installation costs
• Warranties (excluding extended warranties)
• Any other normal or necessary costs required to place the asset in its intended location and
condition for use
• Clean-up of known pollution at the time of acquisition
• Relocation costs
Capital assets acquired with grant funds must comply with all state, federal and grantor requirements and
be identified as grant funded assets in the County's capital asset accounting system.
Not all phases of capital project's constructed asset are capitalizable. Costs should be capitalized only if
they are directly identifiable with a specific asset and only if incurred after the acquisition of the related
asset has come to be considered probable (i.e. likely to occur). Thus the planning phase and preliminary
design phase of a capital project are generally not capitalized. The final design phase, implementation
phase and acquisition phases are capitalized. The close out phase which involves administrative
processes and monitoring would generally not be capitalized, but rather expensed to operations.
The County's infrastructure is on a cash basis of reporting. Improvements that increase the service capacity
and functionality of infrastructure are capitalized. Other costs are considered maintenance and are
expended in the period incurred. The Public Works — Road Services Division maintains the roads and
bridges infrastructure historical asset records within a separate reporting system.
Insurance recoveries related to impaired assets are reported net of the related loss when the recovery is
realized or realizable in the same fiscal year as the loss. Otherwise, restoration or replacement costs of an
impaired asset are reported as a separate transaction from the related insurance recovery.
An annual physical inventory of personal property capital and trackable assets will be performed to verify
their existence, location and status. An annual review of real property will be performed to verify accuracy
and ownership status.
An official listing of property records for all usable buildings, including those that fall below the capitalization
thresholds will be maintained by Auditor's Financial Services.
Personal property items are generally handled through each department.
Real Property transfers and dispositions are handled by the Support Services Property Manager.
Capital assets still in service remain on the books until disposed.
Trackable assets are the responsibility of each individual County department but may be audited by the
Auditor's Office Financial Services, SAO and outside asset inventory companies.
5
IV. PROCEDURES:
1) Improvement/Repair/Maintenance Expenses
Routine repair and maintenance costs will be expensed as they are incurred and will not be capitalized.
Major repairs will be capitalized if they result in betterments/improvements. An improvement provides
additional value. Such added value is achieved either by 1) lengthening a capital asset's estimated useful
life (beyond original) or 2) increasing a capital asset's ability to provide service (i.e., greater effectiveness
or efficiency); must be measureable. In contrast to improvements, repairs and maintenance retain value
rather than provide additional value. Outlays will not be capitalized for a project that replaces the old part
of a capital asset.
2) Additions
The county may acquire property by purchase, construction, donation, or lease. Capital assets shall be
capitalized and purchased from an object code capital BARS line known as the"60's":
61 -Land and Land Improvements
62 -Buildings and Structures
63-Other Improvements
64 - Machinery and Equipment
65-Construction of Capital Assets, Construction in Progress (CIP)
Trackable assets will use:
535099—Trackable Assets—Standard
535098—Trackable Assets— IT (Information Technology)
The buyers name must be Mason County, not individual departments.
When a capital/trackable asset is purchased,the department will complete an asset form or other approved
documentation. The documentation is sent to the Auditor's Financial Services Office with the voucher. The
department should use a unique asset tag number (available from Financial Services) or similar method
which will be used for inventory purposes. If possible, the department should identify the asset as Mason
County property on the tag, and the tag shall be affixed on the principal body of the asset. Damage or lost
tags should be replaced with a new inventory ID tag. Tags may be removed when the asset is sold or
disposed. Occasionally it may be impractical or impossible to tag a capital asset, for example:
• The asset is stationary and not susceptible to theft (such as land, infrastructure, buildings, and
improvements).
• The asset has a unique permanent serial number that can be used for identification (such as
vehicles).
• The asset would lose significant historical or resale value by the tag.
• The asset would have its warranty negatively impacted.
For these assets, the department should apply alternative procedures for identification and inventory.
3) Deletions
Asset deletion may be required due to the sale of the asset, scrapping, lost or stolen, or involuntary
conversion (fire, flood, etc.). Due to the monetary value, capital assets deleted from the capital asset
system for any reason require the department to complete the Capital Asset-Project Form, Asset Disposal
Information section. Trackable assets use a similar method.
6
Equipment acquired under a grant or sub grant that is no longer needed for the original project may be
disposed as follows:
• Equipment with a current per-unit fair market value of less than $5,000 may be retained, sold, or
otherwise disposed of with no further obligation to the awarding agency.
• Equipment with a current per-unit market value of $5,000 or more may be retained, sold, or
otherwise disposed of only as authorized by the agency that awarded the grant.
If the county is provided with federally owned equipment:
• Title will remain vested with the federal government.
• The county will manage the equipment in accordance with federal agency rules and procedures,
and submit an annual inventory listing.
• The county will request disposition instructions from the federal agency when the equipment is no
longer needed.
4) Lost or Stolen Assets
When suspected or known losses of capital/trackable assets occur, departments should conduct a search
for the missing property. The search should include transfers to other departments, storage, scrapping,
conversion to another asset, etc.
If the missing property is not found:
• Notify the department head and the employee responsible for department inventory.
• The department shall prepare a signed statement to include a description of the events surrounding
the disappearance of the property, who was notified of the loss, and steps taken to locate the
property. A copy of the report will be sent to the Auditor's Financial Services Office.
• The Auditor shall report the suspected asset loss to the State Auditor's office in accordance with
RCW 43.09.185, and a copy of the report shall be given to the Board of County Commissioners.
• The lost or stolen property shall be removed from the department's inventory and accounting
records.
5) Asset Transfers
Occasional transfers of property may occur between departments or funds. The original controlling
department is accountable for all assets in its inventory and for initiating a notice of transfer. The sale price
will be fair market value, which may result in a gain or loss on the sale of capital assets.
6) Asset Modifications
Large assets such as equipment, water or sewer lines, and many buildings are often modified to increase
their lifetime or usefulness. Modifications may include partial additions or deletions, major repairs (new
engine for truck), or component replacement(new roof, heating system, etc.).
Several vouchers may be prepared for the modification as the work progresses. Therefore it's very
important to notify the Auditor's Financial Services Office that modifications are coded as capital outlay.
The inventory number of the asset being modified should be included on the voucher.
7
7) Asset Inventory
A physical inventory will be conducted at least once every year. Around January of each year, Support
Services will provide a Department Asset Accountability Form to each department which contains all
Department's equipment with a value of$5,000 or more as of December 31s'of the prior year. The Auditor's
Office Financial Services will send a form for the remaining capital assets (land, buildings, other
improvements, infrastructure and intangible). Each department will conduct a physical inventory of the
items, verifying the existence and condition of each item on the form, and making note of any additions,
deletions, interdepartmental transfers, modifications, or leases of the items that are not reflected on the
form. Verification of inventory may be done annually by the Auditor's Office Financial Services by
performing a sampling of inventory items.
Each County Department is responsible for its Trackable Asset inventory but it is subject to audit and
verification by Financial Services.
8
i
SAO BARS
Capital Asset Management
3. ACCOUNTING
3.3 Capital Assets
3.3.8 Capital Assets Management
3.3.8.10 Definitions
Capital assets are real and personal property used in operations, above a specified value, the
government intends to use or keep for more than one year. Capital assets include land and land rights;
buildings, their furnishings, fixtures, and furniture; infrastructure assets, intangible assets equipment,
machinery,vehicles,and tools.
vitalize means to report an expenditure for real and personal property or intangible assets as a
capital outlay. These expenditure transactions are coded to 594 and 595 account codes.
Accountability means the obligation to demonstrate good management of or control over those matters
for which the government is responsible.
Capital assets management system is the set of written policies and procedures used to control a
government's capital assets and demonstrate accountability. Public officials have several broad
responsibilities with respect to capital assets such as tracking assets for accountability purposes;
maintaining records for insurance purposes; ensuring assets are safeguarded from loss,waste,damage,
or neglect; for compliance purposes such as when purchased with federal funds; and long term capital
budgeting and planning.
Capitalization threshold is a dollar amount set in a formal policy defining when an item with more
than one or more years of usefulness will be classified as a capital asset.
Physical inventory is a procedure where the existence of assets on the inventory list is confirmed by
physically observing the assets at their location in the field.
Small and attractive assets are assets that last longer than one year, but do not qualify as capital assets.
They are less than the capitalization threshold and may be susceptible to theft or misuse.
3.3.8.20 Reporting Capital Asset Transactions
Cash basis accounting only reports inflows and outflows of cash. When a capital asset is purchased
the entire expenditure is recognized in the period as "capital outlay" when the cash outflow occurs.
Because the entire asset cost is reported when it was purchased the reporting of depreciation accounts
is not appropriate.
Determination of when a purchased item is classified as a capital asset (and reported as a "capital
outlay") will depend upon the capitalization threshold established in policy of the government. Each
government should establish a formal policy that includes a capitalization threshold.
The cash basis financial reporting requirements for capital assets are limited; however, this does not
remove the responsibility of the government from its stewardship of public resources. Entities must
have policies and procedures in place to track, demonstrate accountability and ensure security of their
capital assets.
3.3.8.30 General Trackine Requirements
Specific capital asset tracking requirements of the State Auditor's Office are contained on the
subsequent pages. In addition,the federal government has issued property management requirements
that apply to all governments that receive federal assistance. Title 2 of the Code of Federal
Regulations (CFR) sections 200.310-316 outlines specific requirements related to real property,
equipment, supplies and intangible property purchased with federal funds. Note that these
requirements involve broad stewardship responsibilities and specific accounting records.
3.3.8.40 Establishin¢Capital Assets Policies
The duty to make certain that public property is adequately protected and that its use is properly
managed is one of the fundamental responsibilities of government officials. Local governments with
capital assets should develop policies and procedures for management of these public resources. At a
minimum the policies should be reviewed and approved by the governing body. Once a policy is
adopted, it should be periodically reviewed and updated to ensure it meets the needs of the local
government.
The following are items the government must consider when developing policies for tracking and safe
guarding their capital assets.
• Capitalization Threshold. Governments must set the dollar amount at which the purchase of
an asset with a useful life of more than one year will be classified as a capital asset, for which
the expenditure will be recognized as a capital outlay. The cost of maintaining the
information versus the benefit of the information should be evaluated when setting the
threshold. The amount of the capitalization threshold is up to the government and may vary.
Many governments have set their policy at$5,000.
• Inventory Requirements. Policies should require inventories at reasonable intervals to verify
the existence and condition of capital assets. The policy should define the categories or types
and threshold of assets to be inventoried. These policies should require an inventory interval
based on the nature of assets, number of assets and extent of decentralization. The policy
should also assign overall responsibility for conducting the inventory — ideally by personnel
other than those charged with custody of the assets. The policy should include how to follow
up on damaged or missing assets, including when inventory results or issues are
communicated to the governing body. The policy should direct losses of public resources to
be reported to our office,as required by state law.
Inventory policies should conform to any statutory or regulatory requirements, such as the
requirement for counties to inventory all capital assets per RCW 36.32.210 or the requirement
for all assets over$5,000 per unit purchased with federal grant funds to be inventoried at least
once every two years per the 2 CFR§200.313.
• Recordkeeping. Policies should address how the capital assets will be tracked and what
records will be maintained for operational and accountability purposes. Governments should
maintain records of what they own, where it is located, the condition, and who is responsible
for the asset. Records should be sufficient to prove any losses for insurance purposes.
Inventory and maintenance records will confirm that a lost or damaged asset has been in use
recently, which will support the validity and timeliness of a theft or damage report. Specific
information captured may vary by type of asset.
• Disposition Procedures. To the extent procedures are not defined by statute(such as Chapter
39.33 RCW for intergovernmental disposition of property, or property sales for ports in
Chapter 53.08 RCW, etc.), policies should define authority and authorized procedures for
determining assets require replacement or are otherwise surplus, and their subsequent
disposition.
• Asset Replacement. Policies should provide sufficient direction on when assets should be
replaced. Replacement may be based on a set schedule, based on specified conditions, or
delegated to specified staff positions or groups to determine or recommend on an asset-by-
asset basis. Replacement policies often differ by asset type and should be established to align
with and support the governments capital budgeting and planning process.
3.3.8.50 Small and Attractive Assets
These are assets that are below the government's capitalization threshold for financial statement
reporting purposes and last longer than a year, but may be susceptible to theft or misuse. Each
government should perform an assessment to identify those assets that are particularly at risk or that
otherwise need to be tracked for operational purposes. Governments should implement specific
measures to track and control these assets to minimize identified risks, as appropriate for the nature of
the assets, value of the assets, and risks. Controls may range from basic measures such as policies,
tagging, assigned custody, restricted access or other physical controls - to limited systems such as
check-out systems or reserve inventories(where only items not in use are tracked)—to comprehensive
tracking and inventory controls such as that done for capital assets (compete tracking lists, periodic
physical inventories, see below for more information). Governments should also consider the
cost/benefit of tracking certain types of assets and the resources it has available when establishing
control measures, as compared to the risks involved. The SAO Resource Database provides an
additional tool Best Practices for Small and Attractive Assets designed to help local governments
develop policies and procedures related to small and attractive assets.
3.3.8.60 Caaital Asset Tracking System
When a government has capital assets it must establish and maintain a tracking system for them. It
may be maintained using either a computerized or manual system.
The tracking system must adhere to the formal asset policies approved by the governing body.
It must include:
1) Inventory list containing capital assets owned by the government.
2) Individual information record for each capital asset:
• Detailed description
• Location of the asset
• Cost of the asset/source of funding(federal grant,etc.)
• Estimated life
• Condition of the asset
• Identifying number for the asset
• Disposal—date and method used to determine disposal value
Note: These components are expected to be included in the inventory for counties
prepared in accordance with RCW 36.32.210.
3) A reconciliation of asset records and performance of a physical inventory. The capital assets
list and individual asset records should be compared/reconciled. This is to assure the addition
of new assets and removal of old ones are updated in both sets of records. Reconciliations
should be performed at least once per year.
4) Adequate internal controls over additions and deletions to the capital asset tracking system.
5) A method to track changes in custody and assigned responsibility for the assets.
3.3.8.70 Uniform Guidance—Property Mana¢ement
Capital assets purchased with federal funds are subject to federal property standards found in 2 CFR
§§200.310-316. The requirements are known as the Uniform Administrative Requirements, Cost
Principles, and Audit Requirements of Federal Awards (Uniform Guidance). They apply whether the
assets are purchased in whole or in part with federal resources and are in addition to the accountability
requirement prescribed by our office. The federal rules are in effect during the time the asset is owned
by the government until official disposition has occurred. Also, government should be aware some
federal agencies may publish deviations from the Uniform Guidance due to statutory requirements.
3
SAO BARS
Best Practices
Small & Attractive Assets
(Trackables)
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�'4SeINGtO Office of the Washington State AuditorPerform •
Best Practices for Internal Controls
over Small and Attractive Assets
What are small and attractive assets?
Small and attractive assets are below the government's established capitalization threshold for financial statement
reporting purposes, and might be susceptible to loss, theft or misuse. These assets last longer than a year, are
mobile and might be easily replaced through a procurement system without raising suspicion. Although they can
vary by government, some examples include:
• Computers,laptops, notebooks
• Shop tools,public works power equipment
• Handheld radios, other electronics
• Monitors, tablets,phones, cameras
• Firearms,Tasers and related accessories
• Televisions,video recorders
Are there requirements for state and local governments to follow?
State agencies in Washington must follow the State Administrative and Accounting Manual (SAAM), which
establishes guidance over small and attractive assets in section 30.40.20. State governments should perform a risk
assessment and develop written policies for managing small and attractive assets or at a minimum track specific
assets as required by the manual.
The Budgeting,Accounting and Reporting System (BARS) Manual and the Accounting Manual for Public School
Districts in the State of Washington provide guidance for local governments in Washington. Local Governments
are expected to have internal controls in place over these assets to safeguard them from misuse or loss; however
the extent of controls may vary by asset type.
In addition,grantors might impose requirements when assets are purchased with grant funding. For example,if a
government purchased assets with federal funds,certain tracking,inventory and disposal requirements apply.The
Code of Federal Regulations (CFR) 200.310-316 outlines specific requirements related to real property, equipment,
supplies and intangible property purchased with federal funds.
Why are internal controls over small and attractive assets important?
Conducting an inventory of and tracking assets reduce the possibility of misappropriation, and detect
misappropriation should it occur. Internal controls over small and attractive assets also might:
• Protect public safety or limit public liability(such as with firearms)
• Provide records for insurance purposes or for completion of police reports,helping to prove ownership
• Demonstrate compliance with grants or other requirements
• Safeguard sensitive or confidential information (such as with tablets, USB drives or cell phones)
• Track for assignment, cost control or re-order purposes (such as with uniforms, badges or computer
equipment)
June 2018 Best Practices for Internal Controls over Small and Attractive Assets 1 1
Should governments track all small and attractive assets regardless of monetary
value?
Governments have flexibility in this area, depending upon their risk assessment and how they structure their
policy. A government may achieve this flexibility and limit tracking small-dollar items by employing one or more
of the following approaches:
• Threshold. Governments may elect to establish a threshold to limit tracking smaller dollar items. State
agencies in Washington must use a $300 threshold for laptop and notebook computers and a$1,000
threshold for other assets such as desktop computers,television sets and cameras (for a complete list,
refer to the SAAM). All weapons, firearms, signal guns and their related accessories must be accounted
for regardless of the dollar amount. Local governments are not required to follow these requirements,but
should consider them.
• Specific exclusions. A government may choose to include or exclude certain types of assets based on the
results of a risk assessment. Excluding asset types that typically have low monetary value can achieve the
same purpose as establishing a threshold. For example,a government might choose to track computers but
not peripheral devices, such as monitors,keyboards and scanners.
Governments might find exluding certain asset types is more effective than establishing a threshold and results
in clearer guidance. Regardless of the method employed, care should be taken to ensure the government is not
spending resources tracking and monitoring items that might not be worthwhile.
What is a risk assessment?
A risk assessment helps to identify those assets that are most vulnerable to loss. It should be conducted before
developing a policy and periodically as changes occur to update the policy. According to the Office of Financial
Management's "Small and Attractive Capital Asset Risk Assessment Guidelines," an assessment should consider:
• Public perception about what the government should be tracking
• Operational risks with data security, such as on mobile devices
• Tracking or monitoring that may already be done for operational purposes
• Pre-existing controls (such as an asset beingstored in a secured location)
• Recent problems with missing or unusable equipment
• New asset types being purchased
• Degree of decentralization and how this affects risk
• Ease to sell or convert to personal use
• Perceived risk associated with the asset
• Replacement cost compared with the cost to track it
The risk assessment's purpose is to consider which assets are most susceptible to theft, loss or misuse and then
decide the extent of internal controls that should be put in place to safeguard the assets. These decisions can be
affected by the risk tolerance of the government's officials and available resources. For example, a government
might decide laptops should be inventoried quarterly because of their mobility and data security concerns,but that
stationary computers that are observed by management daily could be inventoried semi-annually.
Local governments should document the risk assessment and periodically revisit it when circumstances change.
The assessment results should be helpful in developing a government's policy.
June 2018 Best Practices for Internal Controls over Small and Attractive Assets 1 2
What elements should be considered in a small and attractive asset policy?
A policy should identify the asset types to be covered as well as those to be excluded. If the government desires
a minimum threshold to avoid tracking smaller dollar assets, policy should address the amount and whether it
applies to all asset types.It is a best practice to establish expectations entity-wide in a policy rather than leave it to
each individual department to establish them.The policy could include general information such as how the asset
should be treated (e.g., handled with care) and maintained, and if personal use is permitted (if not covered by a
different policy).The policy should also include:
• Expectations about asset tracking.The policy should address who is responsible for tracking the various
asset types. For example,its important to address situations where there could be confusion,such as
whether the IT department or the individual department(where the equipment is located) is responsible
for tracking computer-related assets. The policy should also address how often the small and attractive
asset list should be updated.A best practice is to update it promptly upon receipt of the asset.However,
some governments wait until the asset is placed into service.
The policy should also address how the assets will be safeguarded,tracked and monitored.These efforts can
vary by asset type and may include various levels of controls:
o Basic controls.Examples include tagging assets as identifiable to the government,assigning custody
to specific individuals,or restricting access except for specific authorized personnel.
o Limited controls.These include check-out systems or reserve inventories (where only items not in use
are tracked).
o Comprehensive controls.This is a tracking system ranging from a handwritten record to a
spreadsheet,database or software module,as well as periodic physical inventories.
• Segregating duties or oversight.The policy should address how duties will be segregated,or alternatively
how oversight and monitoring will be conducted to compensate if duties cannot be segregated. There are
several instances when segregation of duties can be an issue:
o The person conducting the inventory also has responsibility for the assets(this would be akin to
checking yourself).
o The person tracking assets(e.g.,maintaining the list) also has access to the assets during the ordering/
receiving process,daily use or surplus process.The risk is that the person who has access to the
master list might make unauthorized changes to it to conceal theft or loss.
o The asset custodian has the authority to purchase replacement assets.
• Inventory-process requirements.The policy should include expectations about the frequency of
inventories,who will conduct them and how they will be documented. In addition,variances or missing
items are likely to occur at some point,and the process should address how these discrepancies will be
resolved. Governments should be aware that longer time between inventories can make it more difficult
to follow up on discrepancies.The policy should include a process for reporting stolen or damaged items,
as well as who will be responsible for reporting losses to the State Auditor's Office in accordance with state
law(RCW 43.09.185).Additional information about what and how to report is located on our website at
www.sao.wa.gov.
• Disposal procedures.The policy should consider various risks relating to the disposal process.Assets
could be misappropriated(or the sales proceeds diverted or used for unallowable purposes) at the point
assets are no longer needed for operational purposes and ready to be surplused. In addition,there can
be conflicts of interest where the employees responsible for managing asset sales are also interested in
acquiring them. Further,some assets might require special handling or consideration during disposal,
such as equipment with sensitive information or firearms that have certain requirements if they are sold to
third parties. Governments should also be aware of any specific requirements for surplus procedures for
their municipality type. Disposal procedures may also be drafted and referred to as a separate policy.
June 2018 Best Practices for Internal Controls over Small and Attractive Assets 1 3
What are best practices for identifying and tracking assets?
Assets should be visually identifiable as belonging to the government, as well as tagged or marked with an asset
number that traces back to an inventory list. Inventory lists should have enough information to uniquely identify
the assets, such as detailed descriptions with serial numbers. An asset's location and custodian are important to
include on the inventory list to provide accountability and so that the items can be easily located at any time by the
government or during an audit.Inventory lists should also comply with federal requirements,if applicable.Federal
requirements call for property records to include specific information (CFR 200.313).
What are the best practices for maintaining the inventory list?
The Government Finance Officers Association's(GFOA) best practice guidance indicates tracking should occur at
the departmental level with oversight from the central accounting function or other designated finance function.
It's best to avoid duplicating tracking efforts if possible. However, if multiple lists are in use for the same asset
type, such as one for finance and another for operational purposes, then they should be reconciled to each other
periodically.
The inventory list should be maintained by staff who are independent of the assets they are tracking, meaning
they do not have custody of the assets at any point in the asset's life cycle. Governments should avoid the risk
that an employee could take an asset and delete the corresponding asset record from the inventory list without
detection. If this separation of duties is not feasible, then compensating controls need to be established. These
controls likely would involve periodic supervisory reviews to spot check that the inventory list is being maintained
and is complete.
The list should be kept current and periodically monitored to ensure it completely accounts for all assets expected
by policy. Ideally, a list should be updated as purchases, assignments or disposals occur. Governments are
discouraged from allowing lists to become out of date.
What are the best practices for conducting the asset inventory?
The frequency of an inventory may vary by asset type. State agencies must perform inventories at least every
other fiscal year but otherwise have flexibility in establishing a schedule. Local governments should use their risk
assessment results to determine the nature and frequency of the inventory process,keeping in mind the resources
available and other mitigating factors. For example, an asset that is used daily by a specific employee to perform
job duties that are subject to daily supervision might not need the same level of oversight as assets that are available
and used by many employees on a semi-infrequent basis. In the first instance, it's possible the inventory could be
done when the assets are assigned or reassigned.
Local governments should be mindful of the applicability of federal requirements for inventories. Current
requirements (CFR 200.313) for equipment call for a physical inventory at least once every two years.
Inventories are most effective when conducted by someone other than the person responsible for the asset;
otherwise, oversight controls shouldbe put in place. An example of an oversight control might be periodic spot
checks to confirm the asset's existence.
In addition to identifying missing assets,inventory procedures may include objectives such as determining:
• Whether all existing assets are included on the inventory list
• Property is marked with the government's name, tagged,or properly secured
• Location shown on the list corresponds to the actual location
• Description shown on the list corresponds to the asset's actual appearance and features
• Damage or misuse
Governments should ensure the inventory results are documented, any variances or issues are resolved promptly,
and the inventory list is updated based on the inventory results.
June 2018 Best Practices for Internal Controls over Small and Attractive Assets 1 4
Additional references/resources
• Government Finance Officers Association's best practices guidance- "Control over Items that Are Not
Capitalized" (2005):www.gfoa.org/control-over-items-are-not-capitalized
• State of Washington Office of Financial Management, "Small and Attractive Capital Asset Risk Assessment
Guidelines": www.ofm.wa.gov/resources/capital-assets/CAsmallattract.pdf
• Budgeting,Accounting, and Reporting System (BARS) Manual- "Controls over Capital Assets GAAP
entities)" or"Capital Asset Management (cash entities)": www.sao.wa.gov/local/Pages/BarsManual.aspx
• State Administrative and Accounting Manual (SAAM) - Section 30.40.20:
www.ofm.wa.gov/sites/default/fi les/public/legacy/pol icy/30.40.htm
• The Code of Federal Regulations 2CFR 200 - Section 200.310-316:
www.gpo.gov/fdsys/granule/CFR-2014-title2-vo Il/CFR-2014-title2-voll-sec200-310
For assistance
This resource has been developed by the Performance Center of the Office of the Washington State Auditor.Please
send any questions,comments or suggestions to performance@sao.wa.gov.
June 2018 Best Practices for Internal Controls over Small and Attractive Assets 1 5
4
Capital Asset
Project Form
Mason County Capital Asset-Project Form
ASSET/ACQUISITION INFORMATION:
Fund Name(s): Fund Number(s):
BARS No(s) Used: Asset Code/Grant/Project No:
Will this asset be contributed to ER&R?
Asset/Acquisition Description:
Asset/Acquisition Location:
Estimated Life of Asset/Acquisition:
Serial Number: (if applicable) Model Number: (if applicable)
Acquisition Date: Total Costs/Estimate:
Project Begin
/Complete Date: Vendor(s) Number:
Special insurance, maintenance, repair, etc. instructions or needs:
Signature of Department Custodian:
PHYSICAL VERIFICATION OF ASSET
Verification by: Date: Asset Tag #:
Condition: Comments:
ASSET DISPOSAL INFORMATION
Sold/Traded To:
Disposition Date: Receipt Number:
Disposition Authorization: Date:
Grant Source: Grantor Notified On:
Grantor Disposal Instructions:
Proceeds of Sale/Insurance Claim
Less: Net Book Value
Gross Gain (Loss)
Less: Amount Due to Grants
Net Gain (Loss) $ -
'Excerpt from State Auditor's BARS Manual
5
Trackable Form
Mason County Trackable Asset
ASSET/ACQUISITION INFORMATION:
Fund Name(s): Fund Number(s):
BARS No(s) Used: Asset Code/Grant/Project No:
Will this asset be contributed to IT?
Asset/Acquisition Description:
Asset/Acquisition Location:
Estimated Life of Asset/Acquisition:
Serial Number: (if applicable) Model Number: (if applicable)
Acquisition Date: Total Costs/Estimate:
Project Begin/Complete
Date: Vendor(s) Number:
Special insurance, maintenance, repair, etc. instructions or needs:
Signature of Department Custodian:
PHYSICAL VERIFICATION OF ASSET
--7Verification by: Date: Asset Tag#:
Condition: Comments:
ASSET DISPOSAL INFORMATION
Sold/Traded To:
Disposition Date: Receipt Number:
Disposition Authorization: Date:
Grant Source: Grantor Notified On:
Grantor Disposal Instructions:
Proceeds of Sale/Insurance Claim
Less: Net Book Value
Gross Gain (Loss)
Less: Amount Due to Grants
Net Gain (Loss) $ -
'Excerpt from State Auditor's BARS Manual
MASON COUNTY PUBLIC WORKS—COMMISSIONER BRIEFING
NOVEMBER 18,2019
Briefing Items
1. Implementing Solid Waste Flow Control—Set Hearing for December 17, 2019
at 9:15am and enter into an ILA with Kitsap County.
Discussion Items
• US Navy Seismic upgrades on the Mason Lake railroad overpass—Traffic Utility and
Outreach Impacts Contractor(Ceccanti, Inc.) attending
• Road Functional Class Revisions
Commissioner Follow-Up Items
Upcoming Calendar/Action Items
Attendees:
Commissioners: Public Works: Other Dept. Staff.: Public:
_Randy Neatherlin _Diane Sheesley
_Kevin Shutty _Loretta Swanson
Sharon Trask —Others:(List below)
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Loretta Swanson, Director
Zach Foster Solid Waste Program Manager
DEPARTMENT: Public Works EXT: 450
BRIEFING DATE: November 18, 2019
PREVIOUS BRIEFING DATES:
INTERNAL REVIEW (please check all that apply): -/ Budget/Finance ❑ Human
Resources -/ Legal -/ Other Community Services — Environmental Health
ITEM: Implementing Solid Waste Flow Control — Set Hearing
EXECUTIVE SUMMARY:
The Board of County Commissioners requested Public Works to look into implementing
solid waste flow control that would require Mason County Garbage and Recycling to deliver
all solid waste collected in unincorporated areas of the county. Mason County Garbage
presently takes approximately 5,400 tons waste from Mason County to Kitsap County's
facility (3,400 Commercial/Roll Off and 2,000 Residential). Implementing flow control
would result in Mason County Garbage hauling to Eells Hill rather than Kitsap County. This
would amount to an approximate 10% increase in overall tonnage.
Implementation of Solid Waste Flow Control would also require the Mason County 2018
Comprehensive Solid Waste Management Plan to be updated in the near future.
CITATIONS:
RCW 36.58.040 speaks to a county's ability to "designate a disposal site or sites for all solid
waste collected in the unincorporated areas pursuant to the provisions of a comprehensive
solid waste plan county".
The Mason County Solid Waste Management Plan states the need to "evaluate the physical
and economic impacts of implementing flow control at Mason County solid waste facilities"
and "to keep waste currently going to other counties in the Mason County system".
MCC 6.72.030 addresses solid waste handling, but silent to designating specific disposal
sites.
OPERATIONAL IMPACTS:
Flow control would increase Mason County Garbage disposal haul distance and possibly
time. Flow control would increase congestion at the Eells Hill Transfer Station. Mason
County Garbage estimates that flow control would trigger the need for additional trucks and
drivers.
Briefing Summary
FINANCIAL/BUDGET IMPACTS:
Flow control will result in increased rates for the northern customers to account for Mason
County Garbage's changes in transportation and tipping fee costs. To increase rates, Mason
County Garbage must go through the UTC (Utilities and Transportation Commission) which is
typically a 45 day process. Mason County Garbage provided preliminary, ball-park rate
increase estimates for two scenarios:
1. Commercial Customer Only Flow Control—5.2% increase generating roughly $344,000
2. Commercial/Residential Flow Control —9.2% increase generating roughly$611,000
This does not take into account a tipping fee increase or a planned 2.5% increase Mason
County Garbage believes they will qualify for.
Implementing commercial flow control will result in an estimated annual revenue increase to
Solid Waste Fund #402 in the amount of$212,700 based on the following assumptions:
■ Additional 5000 tons per year received at Eells Hill
■ Additional tipping revenue at $99.52/ton (pre-tax)
■ Additional haul expenditure at$56.98/ton
■ No additional personnel or increased operational expenditures
This additional revenue could be used to make improvements such as:
■ Add a safety spotter at Eells Hill
■ Pave the exit from the Eells Hill tipping floor
■ Plan for eventual separation of commercial from residential
■ Save to construct Eells Hill improvements to separate commercial from residential
■ Install a commercial scale at Eells Hill
■ Plan and save for Belfair improvements
PUBLIC AND OTHER OUTREACH:
Mason County Solid Waste Advisory Committee (SWAG) previously recommended looking at
implementing flow control. Mason County and Kitsap County recently discussed proceeding
with commercial flow control and Kitsap is agreeable. Public Works reached out to Mason
County Garbage to understand potential impacts associated with implementing commercial
flow control.
RECOMMENDED OR REQUESTED ACTION:
Recommend the Board set a hearing to consider a code amendment to Mason County Code
Chapter 6.72, Section .030 adding Section (1); Solid Waste Flow Control and authorize the
Chair to sign an Interlocal Agreement between Mason and Kitsap Counties enacting solid
waste flow control effective January 1, 2020.
ATTACHMENT:
1. Draft Ordinance/Interlocal Agreement
2. Notice of Hearing
Briefmg Summary
I
i
ORDINANCE NO.
AN ORDINANCE AMENDING MASON COUNTY CODE CHAPTER 6.72.030—
SOLID WASTE HANDLING ADDING SECTION ON
SOLID WASTE FLOW CONTROL
AN ORDINANCE, amending Mason County Code Chapter 6.72, Section .030, adding
section "I"establishing"Solid Waste Flow Control";
WHEREAS, Mason County is charged by Chapter 70.95 RCW with responsibility for
adopting a comprehensive solid waste management plan to control the disposal of solid waste
generated and collected with its boundaries; and
WHEREAS, RCW 36.58.040, authorizes the Mason County Board of Commissioners to
provide by ordinance for the establishment of a system of solid waste disposal for the
unincorporated areas of the County, to designate disposal sites and enter agreements with
operators of disposal sites relating to utilization of and rates for solid waste handling systems,
plants, sites and other facilities;
WHEREAS, RCW 36.58.040 and RCW 36.58.045 authorize the County to fund its
expenses incurred in connection with RCW 70.95 -
NOW THEREFORE, BE IT ORDAINED, that the Board of Mason County
Commissioners hereby amends Chapter 6.72 of the.Mason County Code, "Solid Waste
Handling", by adding Section .030 (I), entitled "Solid Waste Flow Control" and to read as set
forth on Exhibit 1, attached hereto and incorporated by reference.
DATED this day of 2019
ATTEST: BOARD OF COUNTY COMMISSIONERS
MASON COUNTY,WASHINGTON
Melissa Drewry, Clerk of the Board
Kevin Shutty, Chair
APPROVED AS TO FORM:
Sharon Trask, Vice Chair
Tim Whitehead, Ch. DPA
Randy Neatherlin, Commissioner
Cc: Elected Officials
Dept. Heads
E
s
EXHIBIT 1 t
ORDINANCE NO.
i
Chapter 6.72.030
Solid Waste Handling
(i) Solid Waste Flow Control
(1) Facility Description. The Facility designated is declared to be the Mason County Eells
Hill Transfer Station located at 501 W. Eells Hill Road, Shelton, Washington.
(2) Geographic Area Affected. The geographic area subject to this flow control, and for
which a required use order may be issued pursuant to and shall constitute all areas
located within Mason County.
(3)Type and Quantities of Solid Waste. The types and quantities of solid waste, which
shall be subject to this flow control ordinance and for which a required use order may be
applicable, shall include commercial acceptable waste generated in Mason County,
Washington.
(4) Businesses Subjected to this Ordinance,The business subjected to this flow control
ordinance and who may be required to use the Eells Hill Transfer Station under a
required use order are the following:
a. Mason County Garbage and Recycling, when collecting solid waste within the
area of Mason County.
(5)Tipping Fees/Rates and Charges. The tipping fee to be charged to the required users
of the Facility shall be payable to Mason County and set by the Consumer Price Index
(CPI-U) for each area of Mason County. The rates are available at the Mason County
Solid Waste Division;and can be found at the Utilities and Waste Management/Solid
Waste Division website.
(6) Effective Period,The effective period for enforcement of this municipal waste flow
control ordinance shall be from January 1, 2020, through December 31, 2030. The
effective date of this solid waste flow control ordinance is January 1, 2020.
(7) Authorization. The Board of County Commissioners pursuant to Chapter 36.58.040
RCW of the Washington State Legislature may establish by ordinance a system or
systems of solid waste handling for all unincorporated areas of the county or portions
thereof and designate disposal sites.
(8) Exceptions to Required Use. (Insert language)
1
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k
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CONTRACT NO. E
INTERLOCAL AGREEMENT i
BETWEEN KITSAP COUNTY AND MASON COUNTY REGARDING SOLID WASTE
COMMERCIAL FLOW CONTROL
This agreement is executed between Kitsap County ("Kitsap") and Mason County ("Mason")
implementing commercial solid waste flow control within Mason County; requiring Mason
County Garbage to haul to Eells Hill Transfer Station rather than Kitsap.
BACKGROUND
WHEREAS, RCW 36.58.040 allows Mason County to designate disposal sites when a
private hauler is collecting in a geographic area lying in.more than one county; and
WHEREAS, Chapter 70.95 RCW, a County may designate adisposal site or sites for all
solid waste collected in the unincorporated areas pursuant to the provision of the
Comprehensive Solid Waste Management Plan:
WHEREAS, Mason County Solid Waste Management Plan states the need to"evaluate
the physical and economic impacts of implementing flow control at Mason County solid waste
facilities„and "to keep waste currently goingto other counties in the Mason County system".
WHEREAS, Mason County owns.and operates the Eells Hill Transfer Station and the
Union, Belfair and Hoodsport drop off facilities, and
WHEREAS, the County exports solid waste collected from all facilities, by contract, from
the Eells Hill Transfer Station by truck to Chehalis and from there by rail transportation to the
Roosevelt Regional Landfill
WHEREAS; Mason County Garbage currently hauls four to five thousand tons of
commercial/residential solid waste from the northern outskirts of Mason County to Kitsap
County's facility; and
WHEREAS, Mason County would like to implement commercial flow control, requiring all
commercial/residential solid waste disposed of at the Eells Hill Transfer Station; and
WHEREAS, implementing commercial flow control will result in an annual increase in
revenues to the Solid Waste Division that may be used to improve county solid waste facilities
and operations; and
WHEREAS; Washington State Department of Ecology's guidance on flow control to
local governments is to use authority to direct moderate solid waste to certain facilities to use as
a tool to ensure financial sustainability; and
WHEREAS, Kitsap and Mason County have came to an agreement that establishing
commercial flow control will benefit both county facilities, reduces capacity issues for Kitsap and
creates more revenue for Mason; and
WHEREAS, Mason finds it is in the best interest of their citizens and the county to enter
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into an interlocal agreement pursuant to RCW 39.34 regarding commercial flow control in
Mason County; and
WHEREAS, Kitsap and Mason are authorized to enter into Interlocal Agreements
pursuant to Chapter 39.34 RCW;
NOW THEREFORE, the parties mutually agree as follows:
The recitals are hereby incorporated into the Agreement by this reference.
Kitsap will no longer allow commercial waste from Masson unless requested in writing by
Mason for emergency relief and agreed upon by both parties,
This Agreement shall commence on Lfind;shall extend through December
31, 2029. The parties may agree to extend this Agreement for 10-years by amendment as set
forth below.
Mason County may terminate this Agreement whenever Maso determines, in its sole
discretion that such termination is in the best interests of Mason County.; Termination of this
Agreement by Mason at any time during the term, Whether ft r.default or convenience, shall not
constitute a breach of this Agreement.
Mason and Kitsap agree to defend, indemnify and hold harmless each other, at their
sole expense, including attorneys' fees, from and-against any and all claims, demands, losses,
damages, liabilities, and expenses of any nature whatsoever, including, but not limited to
personal injury or property.damage, arising out of the performance of this Agreement, whether
the demand, loss or,claim is due to the negligence of either Mason, or Kitsap, or of their elected
and appointed officials, officers, employees and agents, except for injury or damages caused by
the sole negligence or Willful misconduct of either Kitsap or Mason, its elected or appointed
officials, officers, employees or agents_
This Agreement may be amended only upon the written agreement of the parties
executed with the same formalities;required for the execution of this Agreement. There will be a
review process to evaluate the physical and economic impacts if an extension is desired.
This Agreement shall be filed with the Mason County Auditor pursuant to RCW 39.34 or,
alternatively, listed by subject on Mason's website.
Any notices shall be mailed to:.
For Kitsap County: For Mason County:
Kitsap County Public Works Mason County Public Works Department
Solid Waste Division Utilities and Waste Management Division
614 Division Street, MS-27 100 W Public Works Drive
Port Orchard, Washington 98366 Shelton, Washington 98584
Attn: Patricia Campbell Attn: Loretta Swanson
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DATED this day , 2019 DATED this day 2019
BOARD OF COUNTY COMMISSIONERS BOARD OF COUNTY COMMISSIONERS
MASON COUNTY,WASHINGTON KITSAP COUNTY,WASHINGTON
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KEVIN SHUTTY, Chair EDWARD E.WOLFE, Chair
SHARON TRASK, Commissioner CHARLOTTE GARRIDO, Commissioner
RANDY NEATHERLIN, Commissioner ROBERT GELDER, Commissioner
ATTEST: ATTEST:
Melissa Drewry, Clerk of the Board Dana Daniels,.Clerk of the Board
Approved as to form: Approved as to form by the Kitsap County
rim Whitehead, Chief DPA Prosecuting Attorney's Office
NOTICE OF HEARING
NOTICE IS HEREBY GIVEN that the Board of Mason County
Commissioners will hold a public hearing at the Mason County Courthouse
Building I, Commission Chambers, 411 North Fifth Street, Shelton, WA 98584 on
Tuesday, December 17, 2019 at 9:30 a.m.
SAID HEARING will be to present the added section to Mason County Code Ch.
6.72 "Solid Waste Handling Code,"Section .030 establishing (I) "Solid Waste Flow
Control"
A copy of the update is available on the County website at: www.co.mason.wa.us on
the Utilities Waste Management Solid Waste homepage under"News and Links".
If special accommodations are needed, please contact the
Commissioners' office, (360) 427-9670 (Shelton), (360) 482-5269 (Elma) or
(360) 275-4467 (Belfair), Ext. 419 or any questions contact Loretta Swanson, 360-
427-9670, Ext. 450.
DATED this day of 2019.
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
Melissa Drewry, Clerk of the Board
cc: Journal - Publ 2t: 12/5/19 and 12/12/19
(Bill: Public Works, 100 W Public Works Drive, Shelton, WA 98584)
ROAD FUNCTIONAL CLASS REVISIONS
Brockdale Rd. FROM McEwan Prairie Road (MP 3.003)TO McReavy Road (MP 4.805)
LENGTH: Miles 1.802
Brockdale Rd. FROM Island Lake Road (MP 1.973)TO McEwin Prairie Road (MP3.003)
LENGTH: Miles 1.03
North Shore Road FROM Begin Gravel Road (MP 19.72)TO End Gravel Road (MP25.483)
LENGTH: Miles 5.763
Dalby Road FROM South Shore Road (SR-106) (MP 0.00)TO McReavy Road (MP .992)
LENGTH: Miles 0.992
Dayton Airport Rd FROM Railroad Tracks(MP 1.657)TO Corrections Center Entrance (M.P 1.774)
LENGTH: Miles 0.117
Dayton Airport Road FROM Shelton Matlock Road (MP 0.00)TO Railroad Tracks (MP 1.657)
LENGTH: Miles 1.657
Agate Road FROM Timberlake Drive (MP 5.378)TO Pickering Road (MP 6.656)
LENGTH: Miles 1.278 miles
Golden Pheasant Road FROM US— 101 (MP 0.059)TO Story Road (MP 0.080)
LENGTH: Miles 0.021 (110.88 ft.)
Golden Pheasant Road FROM Story Road (MP 0.080) TO Delight Park Road (0.954)
LENGTH: 0.874 Miles
Johns Prairie Road FROM Shelton City Limits TO SR-3
LENGTH: Miles 3.26
NE Pickering Road FROM Harstine Island Bridge Road (MP 3.323)TO Agate Road (MP 6.281)
LENGTH: 2.958 Miles
Tahuya Blacksmith Rd FROM Mt. View Rd (MP 2.189)TO Bear Creek Dewatto Rd (MP 7.885)
LENGTH: Miles 5.696
Island Lake Drive FROM Brockdale Road 0.00 TO Island Lake Road 0.737
LENGTH: 0.737 Miles
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Lydia Buchheit
DEPARTMENT: Community Services-Public Health EXT: 404
BRIEFING DATE: 11/18/19
PREVIOUS BRIEFING DATES:
If this is a follow-up briefing, please provide only new information
INTERNAL REVIEW (please check all that apply): ❑ Budget/Finance Human Resources
Legal D Other— please explain
ITEM: Request to Amend Behavioral Health Treatment Sales Tax contracts to extend for 6
months from January 1, 2020-June 30, 2020 in order to not interrupt services while the
impact of the MCO Behavioral Health Funding changes are evaluated on our community
provider's services.
EXECUTIVE SUMMARY: (If applicable, please include available options and potential
solutions):
BUDGET IMPACT: Funding is available in the Treatment Sales Tax Fund.
PUBLIC OUTREACH:(include any legal requirements, direct notice, website, community
meetings, etc.)
RECOMMENDED OR REQUESTED ACTION:
Move to Action Agenda for approval
ATTACHMENTS:
Amendment #1 of BH contracts for NWRII, BHR, Consejo and PCHS
Briefing Summary 11/12/2019
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Lydia Buchheit
DEPARTMENT: Community Services-Human EXT: 404
Services
BRIEFING DATE: 11/18/19
PREVIOUS BRIEFING DATES:
if this is a follow-up briefing, please provide only new information
INTERNAL REVIEW (please check all that apply): ❑ Budget/Finance Human Resources
Legal Other — please explain
ITEM: Change the TST funding support to the jail in 2020 from paying for Nursing services
to paying for Psychiatric ARNP services and medications.
EXECUTIVE SUMMARY: (If applicable, please include available options and potential
solutions):
Mason County jail has been receiving up to $150,000 reimbursement from the
Treatment Sales Tax for RN services. We have discussed and Chief Hanson and Lt.
Shchoeneberg have agreed that the focus of the TST funding is to be on MH and SUD
support and treatment and in 2020 the funding will be used to reimburse these services
which include the Psychiatric ARNP and psych and SUD medications up to the same amount.
BUDGET IMPACT: Same amount of funding, just exchanging sources.
PUBLIC OUTREACH:(Include any legal requirements, direct notice, website, community
meetings, etc.)
RECOMMENDED OR REQUESTED ACTION:
Approval of change of support source.
ATTACHMENTS:
Briefing Summary 1 1/12/2019
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Todd Parker
DEPARTMENT: Public Health EXT: 293
BRIEFING DATE: 11/18/19
PREVIOUS BRIEFING DATES:
If this is a follow-up briefing, lease provide only new information
INTERNAL REVIEW (please check all that apply): ❑ Budget/Finance ❑ Human Resources
❑ Legal ❑ Other- please explain
ITEM:
Consolidated Homeless Grant and Local Document Recording Fees: 5-year Plan
EXECUTIVE SUMMARY: (If applicable, please include available options and potential
solutions):
Washington state law requires that each local homeless housing task force
develop and recommend to its local government legislative authority, a five-year
homeless housing plan for its jurisdictional area. The local plan must be
consistent with the local plan guidelines issued by the Department of Commerce.
A local government may amend the task force's proposal and ultimately must
adopt a local plan consistent with these guidelines no later than December 2,
2019.
This is a working plan. After the plan is submitted to Commerce, feedback will be
given, and local jurisdictions will be expected to incorporate the feedback into
their plans. It is TBD how milestone marks will be evaluated and updated on the
local plans.
BUDGET IMPACT: None
PUBLIC OUTREACH:(Include any legal requirements, direct notice, website, community
meetings, etc.)
All agency outreach and all the different forums that contributed to the plan is
documented within.
RECOMMENDED OR REQUESTED ACTION:
Move the 5-year plan to the action agenda for adoption
ATTACHMENTS:
5-year plan
Briefing Summary 11/12/2019
Mason County 5-Year Homeless Housing Plan
December 2019 — December 2024
Background
Washington State law requires that each county develop a five-year homeless housing
plan that is consistent with the local plan guidelines issued by the Department of
Commerce.
Recognizing the seriousness of the homeless crisis, the Washington State Legislature passed
the Homeless Housing and Assistance Act (Chapter 43.185C RCW) in 2005 (the "Act"). The
Act, along with legislation, allows the collection of surcharges on documents recorded for the
sale and/or transfer of real property to fund homeless programs. The document recording
surcharge funds ("surcharge funds") are used by the state and local government agencies to
reduce homelessness.
The Consolidated Homeless Grant Program (CHG) is awarded to Counties through a biennial
process. Each county subgrants these funds to support a variety of activities that target
households with an area median income of less than 30%. These funds are governed by the
contract between the Department of Commerce and the county and the manual "Guidelines for
the Consolidated Homeless Grant". These funds support administration, operations, and
facilities support for such programming as emergency shelters, transitional housing, rapid re-
housing, diversion, coordinated entry, and data collection and reporting.
2163 Funds (RCW 36.22.179) Homeless Housing and Assistance: The Homeless Housing
Grant Program was created in Washington State by Engrossed Second Substitute House Bill
(ESSHB) 2163 on August 1, 2005. The law created a document recording fee on certain
documents to be utilized by local jurisdictions to reduce homelessness. Funds are obtained
through an imposed surcharge on document recording fees of real property, dedicating funding
to low-income and very-low income individuals. Administration of the grant funds are shared
between local governments and the state. Eligible uses of the funds are to provide housing and
shelter for homeless people including, but not limited to: Grants to operate, repair, and staff
shelters; grants to operate transitional housing; partial payments for rental assistance;
consolidated emergency assistance; overnight youth shelters; grants and vouchers designated
for victims of human trafficking and their families; and emergency shelter assistance; and fund
the homeless housing grant program.
In the Local Plan Guidelines, the Department of Commerce's Office of Adult and Family
Homelessness references RCW 43.185C.160 to state the role of the local government as
follows, "While local government has the authority to subcontract with other entities, the local
government continues to maintain the ultimate responsibility for the homeless housing program
within its borders". Mason County Community Services Department of Public Health provides
the administration and oversight of subcontracting the above funds to local entities and strives
to optimize the use of these resources and its authority to reduce homelessness. The Public
Health Department further serves as the backbone organization to help local entities
collaborate, achieve collective impact, meet project level and system wide performance
measures, supports the State vision of"no person left living outside", and are aimed at ending
homelessness.
Strategic Plan
Objective #1
Quickly identify and engage people experiencing homelessness under the state
definition, and all unaccompanied youth under any federal definition, through
outreach and coordination between every system that encounters people
experiencing homelessness.
Measures of Success
A) Communities with Street Outreach projects: Increase percentage of exits to positive
outcome destinations to the level of the top performing 20 percent of homeless crisis
response systems nationwide.
B) Compliance with state and federal Coordinated Entry Data Collection requirements
in order to build and maintain active lists of people experiencing homelessness and to
track the homelessness status, engagement and housing placements for each
household.
Strategies
1) Use marketing, street outreach and coordination between every agency that
encounters people experiencing homelessness to quickly identify and engage people
experiencing homelessness into emergency shelter and services that result in a housing
solution.
2) Form a CE Advisory Board to develop and maintain policies and procedures that are
recommended to Crossroads Housing, the lead Coordinated Entry agency, to adopt.
This advisory board will also evaluate prioritization practices and vulnerability
assessments.
3) Work with the Department of Commerce's Coordinated Entry manager in the
development of a CE advisory board, prioritization, policies and procedures, and
implementation of the CE Core Elements Manual's best practices and Coordinated
Entry Management and Data Guide.
4) System Collaboration and marketing: A) Expand marketing to tribes, jail, law
enforcement, hospital, schools, food banks, DSHS, Veterans, and behavioral health
agencies; B) Marketing to key agencies to ensure households have access to and are
referred to CE
5) Street Outreach: A) Leverage current street outreach programs and/or partner with
agencies coordinate outreach efforts that quickly identify and engage people
experiencing homelessness; B) Continually develop street outreach efforts to engage
targeted populations such as veterans and unaccompanied youth
6) Quickly identify and engage subpopulations and partner with agencies that serve
these populations to achieve functional zero for each
7) Identify and implement staff trainings such as diversion, progressive engagement,
motivational interviewing, trauma informed care, etc.
8) Apply for additional funding sources to aid the street outreach, diversion,
engagement process, and establish a youth CE access point
Current Condition
Crossroads Housing developed Coordinated Entry in May 2016 as a response to a 100
Day Challenge" to house all children experiencing unsheltered homelessness and
create lasting system change. Coordinated Entry became locally knows as the Housing
Crisis Support Center in 2017 and serves all of Mason County through three access
points Crossroads Housing, Community Action Council and North Mason Resources.
All subpopulations access coordinated entry the same and one vulnerability assessment
is used for all subpopulations. The vulnerability assessment caters to barriers to
housing rather than true vulnerability to illness and death. Community Action Council's
HEN program became an access point for single adults in 2018. The current state of
street outreach is fragmented happening through independently funded grant programs
such as Opioid Response, PATH, WorkSource personnel and a veteran volunteer.
Most agencies wait for individuals to come to them rather than the agencies going out to
people experiencing homelessness. Opportunities exist to partner with these existing
systems as well as "missing systems" such as the local housing authority, school
district, tribes, jail, and emergency departments.
Actions to Meet State Objective #1
Success is measured by meeting deadlines and the Objective Measures of Success
Action Activity / Program Responsible Timeline /
Party Milestone
Compliance with 1) Form CE Advisory Board Crossroads 2019— Form CE
Washington State 2) Implement all policies and Housing (Lead Advisory Board
Coordinated Entry procedures required by the WA CE Agency) &
Guidelines and State CE Guidelines CE Advisory 2019-2020—
Consolidated
019-2020—
Consolidated Homeless 3) Consider implementation of Board A. Implement P&P
Grant the Coordinated Entry Core per WA State CE
Elements Manual Guidelines and from
Strategies used: #2, 3 4) Implement CE system as Commerce
outlined in the CE Management recommendations
and Data Guide (data collection from CE Evaluation
requirements) B. Implement all
5) CE Advisory Board to recommendations
evaluate the CE system and by the Dept. of
document in CE P&P Commerce CE
6) Build and maintain active evaluation from
lists of persons experiencing April 2019
homelessness (also captured in
Objective#2) 2020— Evaluate and
consider implementation
CE Core Elements
Annually— update P&P
Quickly identify and 1) Expand programs by Crossroads 2019—Apply for OHY
engage people applying for funding. For Housing and YHDP Funding to
experiencing example, OHY and YHDP to expand youth services
homelessness expand marketing, street Youth Funding:
outreach efforts, and a youth CE I Shelton Family 2 By December 2020—
Strategies used: #1, 4, access point Center, Coffee Compliance with
5, 6, 8 2) Comply with the WA State Oasis, and Marketing and Street
CE Guidelines Marketing Crossroads Outreach sections of CE
Section 3.2; Identify all systems Housing Guidelines and annual
that encounter people evaluation of these
experiencing homelessness and efforts
expand CE agency connections
to target veterans, adults, 2, 3) 2019—2024—
chronically homeless, families continuously evaluate
(HH w/minors) and access points, coverage
unaccompanied youth. and marketing efforts
3) Comply with the WA State
CE Guidelines Street Outreach 4) By December 2020
Section 3.5; continually develop implement process to
methods to identify and engage connect CE to Medicaid
unaccompanied youth enrollment
4) Incorporate Medicaid
eligibility screening and 5) Shelter utilization
enrollment into CE to leverage rates increase 5% per
FCS Medicaid Benefit Programs year or maintain 100%
and improve individual health
5) Swiftly enter willing 6) By December 2020
participants into emergency implement referral
shelter process as outlined in
6) Partner with agencies that CE Core Elements
are in street outreach capacity:
Quick Response Team, 7) By December 2020
PATH/STR, Community Youth marketing plan
Services, Veterans outreach, approved
Mobile Outreach/Syringe
Exchange, Mobile Clinic, law
enforcement
7) CE lead agency to have a
marketing plan in place to
conduct agency outreach to
"missing s stems".
Tracking and Reporting CE lead agency to report on the Crossroads Report submitted
homelessness status, annually to the CE
Relates to: Measure of engagement and housing Advisory Board,
Success B placement for each HH beginning July 2020
Increase Staff Training 1) Comply with all trainings Crossroads and Annual Training log
required by the Dept. of Mason County from each agency with
Strategies used: #7 Commerce the goal that 90% of the
2) Provide training in trauma staff meet training
informed care, diversion and requirements
progressive engagement
3) Agencies keep a training log
on program staff
4) Lead CE agency to provide
trainings required in the WA
State CE Guidelines (e.g. Street
Outreach Section 3.5
Objective #2
Prioritize housing for people with the greatest need
Measures of Success
A) Compliance with state and federal Coordinated Entry requirements for all projects
receiving federal, state and local homeless funds.
B) Consider implementation of the Coordinated Entry Core Element recommendations
and the Office of Homeless Youth's "Five recommendations for making Coordinated
Entry work for youth and young adults
C) Successful implementation of prioritization policies for all projects receiving federal,
state and local homeless funds, resulting in prioritized people consistently housed in a
timely manner.
D) Department of Commerce CHG Grant sections 2.1.1, 8.4.2 and 8.4.4 - Prioritize
unsheltered homeless households and Increase percent served of unsheltered
homeless households by 5% or maintain compliance level.
Strategies
1) Create prioritization policies according to the WA State CE Guidelines and CE Core
Elements
2) Revamp the vulnerability assessment and continually evaluate its effectiveness in
prioritizing those with the greatest need
3) Focus By-Name meetings on the prioritization of households for programs and
services they qualify and continue problem solving support among case managers
4) Discuss and consider implementation of the Coordinated Entry Core Element
recommendations and the Office of Homeless Youth's "Five recommendations for
making Coordinated Entry work for youth and young adults
Current Condition
Current Assessment and Prioritization Process: All households that contact or are
referred to Coordinated Entry and are literally homeless complete an intake using a
vulnerability assessment with a program staff person and referred to programs they
qualify for and that have open capacity. A master list, prioritized by vulnerability, is kept
and twice per month a "by-name list" meeting is held to discuss the status and next
steps for households on this list. The vulnerability assessment contains items that are
barriers to housing and the same assessment is used for all subpopulations.
Opportunities exist to partner with our local housing authority on prioritization and to
revamp the vulnerability index to be more focused on vulnerability and less on barriers.
As in Objective #1, staff training in progressive engagement, motivational interviewing
and diversion will help in the engagement of households experiencing homelessness
and aid in resolving their housing crisis. In 2018, Mason County's unsheltered entries in
FY18 was 70.6% and FY19 76% while the state average is 54%. Mason County meets
the compliance level of the Consolidated Homeless Grant. A stakeholder group began
meeting in November of 2017 focused solely on supporting veterans obtain housing and
other services.
Actions to Meet State Objective #2
Success is measured by meeting deadlines and the Objective Measures of Success
Action Activity / Program Responsible Timeline /
Party Milestone
Compliance with all 1) CE Advisory Crossroads & 2019—2020: CE
Prioritization Policies Board/Governing Body to Coordinated Advisory Board to work
develop, evaluate and revamp Entry Advisory to immediately review,
Strategies used: #1, 2, prioritization policies through Board create policies and
3, 4 monthly meetings that are in procedures with work at
accordance with WA State CE monthly meetings. Full
Guidelines and Consolidated P&P adopted by
Homeless Grant December 2020.
2) Evaluate vulnerability
assessment and adjust based 2020: Quarterly review
on recommendations by the CE to evaluate new P&P
Advisory Board and make necessary
3) Implement Coordinated Entry adjustments
Core Elements and Office of
Homeless Youth's Five 2021 -2024 annual
Recommendations as review and update,
recommended by the CE once new policies are
Advisory Board fully implemented
4) Build and maintain active
lists of persons experiencing
homelessness that prioritizes
those in greatest need. By-
name meetings held monthly to
prioritize, and problems solve
housing solutions for high
utilizers.
Increase percent served 1) Evaluation of master list, Crossroads 2020—2024 Continue
of unsheltered vulnerability index and by-name to serve Z 60%
homeless households meetings to prioritize people unsheltered homeless
(or maintain current rate with the greatest need into households
if in compliance with the emergency shelter, transitional
Dept. of Commerce housing, homeless prevention,
CHG Grant) or any permanent housing
project intervention.
Strategies used: #1, 2, 2) Prioritize households with
3, 4 unsheltered homelessness in
their history
Objective #3
Operate an effective and efficient homeless crisis response system that swiftly
moves people into stable permanent housing
Measures of Success
A. Increase percentage of exits to permanent housing to the level of the top
performing 20% of homeless crisis response systems nationwide
a. Increase percentage of exits to permanent housing from emergency
shelters to at least 50%
b. Increase percentage of exits to permanent housing from Transitional
Housing Projects to at least 80%
c. Increase percentage of exits to permanent housing from Rapid Rehousing
Projects to at least 80%
B. Reduce system returns to homelessness after exit to permanent housing to less
than 10% (ES 10%, RRH & TH 5%)
C. Reduce average length of time homeless of those served to less than 90 days
Strategies: the following strategies are items that have been identified that need to
change or improved upon to make the crisis response system more effective and
efficiently move people into permanent housing
1) Coordinated Entry collaborates with all shelters to ensure program participants are
referred to coordinated entry to access rapid rehousing programs and a housing plan is
developed for all shelter guests. Shelter case managers implement progressive
engagement, employment and other means to help shelter guests become housed.
Case managers also collaborate with the rapid rehousing staff when a shelter guest
needs rental assistance to enter housing.
2) Housing and Behavioral Health providers partner to engage people into treatment
and assist those in need of housing to remain stably housed
3) Consider innovative solutions to transitional housing such as master leasing units
(home or apartment) where the lease can be transferred to the tenant
4) Maximize resources to house people, especially where funds exist for targeted
subpopulations (e.g. various funds such as VASH, SSVF, local grants, Office of
Homeless Youth, local organizations)
5) Improve data quality to minimize error responses to housing destination that impact
"exits to permanent housing" and improves confidence in the data measuring this
outcome
6) Housing and Behavioral Health Advisory Board to evaluate the crisis response
system at least annually, identify gaps and make funding recommendations to the
BoCC to invest in intervention types and agencies that are successful in achieving
outcomes and reducing homelessness toward functional zero. Leverage Treatment
Sales Tax Funds to assist with the housing and homelessness crisis for individuals
involved in treatment and recovery programs.
7) All agencies that receive funding and operate programs that have "percent exits to
permanent housing" as an outcome measure, must conduct landlord outreach.
Collaborative efforts among agencies are strongly encouraged in these landlord efforts.
Agencies are made aware of all landlord outreach trainings available throughout a given
year.
8) Use contract monitoring as a tool to work with agencies to develop robust housing
stability plans for all program staff performing case management duties
Current Condition - Metrics 7/1/17 to 6/30/18
Total Length of Exits to Returns to Unsheltered
Project Time Permanent Homelessness Entries
Entries Homeless Housing
(days)
WA State 82,446 174 59% 15% 53%
Mason 805 83 37% 13% 70%
Count
Emergency 323 23% 16%
Shelters
Rapid 89 74% 5%
Rehousing
Transitional 9 86% 29%
Housing
Current Conditions — Comments
• Three emergency shelters: adult, family and domestic violence. The adult
shelter operates under a 7-month special use permit and prior to 2017 was open
when the temperatures were 32 degrees or below. In the 2017-2018, this shelter
received enough funding to remain open for 100 consecutive days during the
coldest months. During 2018-2019 the shelter received enough funding to be
open for the 6-month duration of the special use permit. For the 2019 — 2021
grant cycle the adult shelter is open for 7 continuous months. Fire code
upgrades are a requirement under the special use permit that prevents the
shelter from being open year-round or from the capacity raised from 35 to 50
individuals. The family shelter is 7 units and the domestic violence center has 12
units.
• Transitional Housing: 5 units are owned by Crossroads Housing and 7 homes
are master leased also through Crossroads
• Rapid Rehousing: Crossroads operates a rapid rehousing program and
Community Action Council operates the HEN rapid rehousing program
• Housing and Behavioral Health Advisory Board created in August of 2018 to
evaluate the crisis response system, identify gaps, leverage funding sources, and
make funding recommendations to the BoCC
Opportunities exist to expand landlord relations, expand shelter capacity, find creative
housing solutions to improve exits to permanent housing, community prioritization, and
improve agency collaboration to house program participants.
Actions to Meet State Objective #3
Success is measured by meeting deadlines and the Objective Measures of Success
Action Activity / Program Responsible Timeline /
Party Milestone
Improve System Exits 1) Prioritize shelter participants Crossroads
(shelter+ RRH + TH) to for RRH Housing (ES,
PH by 20 percentage 2) Create robust Housing RRH) 2022 Milestone—at
points Stability Plans Community target; 2024 maintain
3) Create housing transition Action Council rate
Strategies used for all plans for shelter guests when (RRH)
exits to permanent shelter closes and partner with Community
housing: #1, 2, 3, 4, 5, all agencies during this time Lifeline (ES)
6 4) Partner with behavioral Turning Pointe
health agencies (ES)
5) By name lists both intra and
Increase Shelter Exits to inter agency Crossroads, 2022 Milestone—at
PH to 50% 6) Leverage technology for Community target; 2024 maintain
sharing information and Lifeline, Turning rate
collaborating with other Pointe
Maintain Transitional agencies Crossroads 2022 Milestone—at
Housing Exits to PH or 7) Work with Housing Authority target; 2024 maintain
at least 80% on prioritization process where rate
Increase Rapid funding allows Crossroads 2022 Milestone—at
Rehousing Exits to PH 8) Expand shelter capacity target; 2024 maintain
to at least 80% (year-round shelter for adults rate
Increase Rapid and use CHG funds according Community 2022 Milestone—at
Rehousing Exits (HEN) to allowable expenses when no Action Council target; 2024 maintain
to PH to at least 80% shelter beds are available), rate
partner with churches for over-
flow, emergency and identified
populations (e.g. elderly and/or
HH w/minor children)
9) Determine whether a year-
round shelter is needed for
adults and how this will be
funded
10) Improve the referral
process as outlined in the CE
Core Elements Guidebook
Improve Data Quality 1)A program manager or Crossroads, Monthly data review to
director reviews data quality Community monitor data quality
Strategies used: #6 frequently and trains staff Lifeline, Turning standard measurements
regularly Pointe,
2) Reduce unknown response Community
errors Action Council
Increase the number of 1) Agencies work together to Crossroads, Agencies report landlord
Landlords renting to approach property management Community outreach efforts
households in need of companies and other similar Lifeline, Turning quarterly to Mason
supportive services large firms Pointe, County
and/or people 2) Landlord event annually and Community
experiencing outreach by all agencies with Action Council
homelessness exits to permanent housing
outcome requirements
Increase the number of 3) Landlord outreach is a
master-lease units requirement for all programs
(homes) that have percent exit to
permanent housing outcome
Strategies used: #1, 3, goals.
4, 7 4) Engage WA Landlord
Association, Housing Authority
and Realtor Associations
Staff Training 1) Staff attend landlord Crossroads Monthly and Annually
outreach trainings Housing depending on type of
Strategies used: #1, 2, 2) General Trainings: Data Community training
3, 4, 5, 6, 7, 8 quality, progressive Action Council
engagement, case Community Beginning July 1, 2019:
management, motivational Lifeline Agencies keep a
interviewing, follow up Turning Pointe training log that is
submitted along with
Agency document training in log quarterly reports to the
for ro ram staff County
Reduce Returns to 1) Case management and Crossroads 2022 Milestone—at
homelessness supportive services continue Housing benchmark by
after the person/family is housed Community intervention type
Strategies used: #1, 2, to ensure stability and partner Action Council
3, 4, 8 with Behavioral Health agencies Community
where appropriate Lifeline
2) Use By-Name meetings to Turning Pointe
match people to the right
programs and supportive
services
Reduce Length of time 1) Improve marketing efforts to Crossroads, By December 2020, 5%
homeless improve community awareness Community reduction in unknown
so crisis is captured as quickly Action Council, responses
Strategies used: #1, 2, as possible (i.e. quick response) Community
3, 4, 8 2) Case management training Lifeline, Shelton
on progressive engagement and Family Center,
partnering with RRH programs North Mason
3) Improve Case management Resources
training to decrease"no contact'
or"unresponsive participants" to
reduce unknown responses in
data quality section
3) Increase CE access points to
include emergency shelter
locations
Objective #4
A projection of the impact of the fully implemented local plan on the number of
households housed and the number of households left unsheltered, assuming existing
resources and state policies.
Measures of Success
An estimate of people experiencing homelessness that will be housed during 2024 after
successful implementation of the local plan using existing resources, and the count of
households left unsheltered at a point in time in 2024, based on credible data and
research; including the data assumptions, calculations, and related citations necessary
for outside parties to review and reproduce the estimate.
Strategies
1) Use tools provided by the Department of Commerce to assist in this prediction
2) Use data from a variety of sources to project an estimate
3) Use the data to identify housing solutions that will end homelessness
Current 2014 2015 2016 2017 2018
Condition
PIT Count
Unsheltered 224 139 289 98 96
Sheltered 127 111 127 118 136
TOTAL 1 351 250 1 416 216 232
Actions to Meet State Objective #4
Success is measured by meeting deadlines and the Objective Measures of Success
Action Activity I Program Responsible Timeline I
Party Milestone
Projection of 1) Use the Department of Mason County 2024: a)42 HH housed
unsheltered homeless Commerce Tool for the Public Health with non-HEN RRH
individuals by 2024 predictive calculation for HH and CE funds; b)45 HH housed
remaining unsheltered Advisory Board with HEN; c) Using the
Strategies used: #1, 2, 2) Use historical data to project monitoring tool, a
3 how many HH will be housed prediction of
each year and in 2024 Unsheltered
3) Use the CE Advisory Board Households remaining =
meetings to examine progress 69
toward goals
4)Annual reports to the
community that shows data and
illuminates ro ress
Objective #5
Address racial disparities among people experiencing homelessness
Measures of Success
Completion of an initial analysis using a racial equity tool and data provided by the
Department of Commerce
Current Condition
Mason County is a rural county that has experienced minimal population growth since
2010 (Population 2010 = 60,699 and 2018 = 65,507). About 85% of the population lives
in the unincorporated areas of the county. According to the WA State Office of
Financial Management, in 2017, Mason County's population was 63,190. Coordinated
Entry completed assessments on 999 individuals or 1.5% of the population. The age
categories on the census data do not match HMIS and confound age group
comparisons. 27% of the general population is under the age of 24 while 53% under
the age of 24 accessed CE showing that a larger portion of the individuals under the
age of 24 accessed CE either as an individual or part of a household. The inverse is
true of those over the age of 24. 73% of the general population compared with 47%
that accessed CE over the age of 24. 37% of the population that accessed CE
identified as male, 62% as female and less than 1% transgender. A challenge in
analyzing the data for disproportionality, underserved, and/or underrepresented is that
HMIS allows a "client refused" or "doesn't know" answer which represented 9% of the
population that accessed CE. Races that accessed CE at a higher proportion in the
general population are American Indian (0.7% higher), Black (1.3% higher), and 2 or
more races (3% higher). In contrast, races that accessed CE at a lower proportion are
Asian (0%, 1% less), White (13% less), and Pacific Islander remained the same at 1%.
Mason County Racial Equity Analysis Tool Data:
All(ACS)' In Poverty(ACS)' Experienting Homelessness Experiencing Sheltered Experiencing Unsheltered
All In Families with All In Families With In Families In Families In Families
Children Children All with Children All with Children All with ChiNren
All People 61,569 45,711 10,045 5,117 222 % 130 86 92 10
RK.
White 51,865 84% 38,897 85% 6,764 67% 3,239 63% 184 83% 67 70% 102 78% 60 70% 82 89% 7 70%
Black 949 2% 860 2% 341 3% 81 2% 5 2% 3 3% 5 4% 3 3% 0 0% 0 0%
Native 1,932 3% 1,604 4% 534 5% 462 9% 3 1% 1 1% 1 1% 1 1% 2 2% 0 0%
Asian/Pacific Islander 1,110 2% 593 1% 273 3% 48 1% 1 0% 0 . 0 0% 0 0% 1 1% 0 0%
Other/Multi-Racial 5,713 9% 3.757 8% 2,133 21% 1,287 25% 29 13% 25 26% 22 17% 22 26% 7 8% 3 30%
Ethnicity
Hispanic 5,694 9% 4,011 9% 2,810 28% 2,008 39% 16 7% 15 16% 11 8% 11 13% 5 5% 4 40%
Non-Hispanic 55,875 91% 41,700 91% 7,235 72% 3,109 61% 195 88% 80 83% 117 90% 74 96%1 78 85% 1 6 60%
The table illustrates how the entire population of the county when broken down by race
compares to subsets of people experiencing poverty, were counted in the PIT count and found
in sheltered and unsheltered living conditions. The white race represents 84% of the population
when all people are counted. In poverty, this drops to 67% and from 85% to 63% when
comparing families. The multi-race category represents 9% of the entire population yet 21%
living in poverty. In the multi-race category this is even higher for families representing 8% of
the total population and 25% living in poverty. The Black and Asian races are consistent in
Mason County when comparing the overall population with those in poverty. The Native race
sees a higher rise in people experiencing poverty (5%) when compared to the entire population
(3%); this is even greater in Native families 4% vs. 9%. When compared to the number that live
in poverty, the other/multi-racial category is greater than what is found in people experiencing
homelessness of the same race. White and multi-racial families are the only two races counted
in unsheltered living conditions.
Youth and unaccompanied youth have been a challenge to count in the Point in Time Counts.
Two agencies have expanded services in Mason County that serve youth and we are optimistic
that youth will be reached and better represented in the 2020 PIT count.
From the Department of Veterans Affairs, it is estimated there are 8,000 veterans that live in
Mason County. The following table shows the number of veterans counted through the PIT
Count and over the course of a year through Coordinated Entry that have been literally
homeless. A duplex that serves veteran families and a single-family home that acts a
transitional, group home for single veterans are funded with state and local sources. A Thirty
tiny home village is scheduled to open in July of 2020 that serves veterans.
Veterans PIT Count Coordinated Entry
2018 23
7/1/17 —6/30/18 46
2019 9
7/1/18—6/30/19 17
Actions to Meet State Objective #5
Success is measured by meeting deadlines and the Objective Measures of Success
Action Activity / Program Responsible Timeline /
Party Milestone
Address racial Use racial equity tool provided All Agencies; By December 2020 the
disparities among by the Department of Coordinated CE Advisory Board will
people experiencing Commerce Entry Advisory complete an analysis of
homelessness Coordinated Entry advisory Board the racial equity data.
board and agencies evaluate
data and devise plans to Annual review by CE
minimize any disparities that Advisory Board,
exist thereafter.
Discussion Questions: the following questions serve as a starting point, and will be further
examined in the monthly Coordinated Entry Advisory Board meetings
How does your county compare to other like size counties in the state? Are any groups over or
underrepresented in the homeless population?
All Population Mason Grays Walla Clallam Chelan
Harbor Walla
White 84% 88% 85% 88% 83%
Black 2% 1% 2% 1% 0%
Native 3% 5% 1% 5% 1%
Asian/Pacific 2% 2% 2% 2% 1%
Islander
Other/multi-racial 9% 4% 11% 5% 15%
Hispanic 9% 10% 21% 6% 31%
Non-Hispanic 91% 90% 79% 94% 69%
Experiencing Mason Grays Walla Clallam Chelan
Homelessness Harbor Walla
White 83% 88% 85% 79% 92%
Black 2% 0% 2% 2% 1%
Native 1% 8% 5% 13% 1%
Asian/Pacific 0% 1% 2% 1% 2%
Islander
Other/multi-racial 13% 3% 6% 5% 0%
Hispanic 7% 4% 17% 4% 21%
Non-Hispanic 88% 89% 82% 88% 76%
When comparing to other counties in the general population and those experiencing homelessness, the
top three races represented are white, other/multi-racial and native. The native and other/multi-racial
have similar ranges from 1% to 15% in the general population and from 0% to 13% in those experiencing
homelessness. In the above comparison, Mason County has one of the lowest percentages of Hispanic
residents. All counties have Hispanic populations lower that are experiencing homelessness.
What does the family data look like compared to all households?
All Population Mason Grays Walla Clallam Chelan
Families Harbor Walla
White 85% 90% 87% 90% 84%
Black 2% 0% 1% 1% 0%
Native 4% 5% 1% 5% 1%
Asian/Pacific 1% 2% 1% 1% 1%
Islander
Other/multi-racial 8% 4% 10% 3% 15%
Hispanic 9% 10% 22% 6% 31%
Non-Hispanic 91% 90% 78% 94% 69%
Families Mason Grays Walla Clallam Chelan
experiencing Harbor Walla
homelessness
White 70% 100% 85% 79% 91%
Black 3% 0% 5% 4% 1%
Native 1% 0% 0% 15% 1%
Asian/Pacific 0% 0% 0% 0% 0%
Islander
Other/multi-racial 26% 0% 10% 3% 8%
Hispanic 16% 0% 45% 0% 27%
Non-His anic 83% 100% 53% 94% 71%
White, native and other/multi-racial are the top three races represented in the overall population and
those experiencing homelessness. Homelessness is higher among Hispanic families than what is shown
in the general population for all comparable counties.
In PIT Counts, are there significant differences between unsheltered and sheltered counts?
Sheltered—All Mason Grays Walla Clallam Chelan
Population Harbor Walla
White 78% 93% 88% 79% 90%
Black 4% 0% 4% 5% 1%
Native 1% 2% 30% 14% 2%
Asian/Pacific 0% 0% 1% 0% 0%
Islander
Other/multi-racial 17% 1 5% 5% 3% 8%
Hispanic 8% 0% 18% 0% 23%
Non-Hispanic 90% 87% 1 79% 92% 74%
Unsheltered—All Mason Grays Walla Clallam Chelan
population Harbor Walla
White 89% 86% 80% 79% 96%
Black 0% 0% 0% 0% 1%
Native 2% 11% 10% 21% 1%
Asian/Pacific 1% 2% 4% 0% 0%
Islander
Other/multi-racial 8% 2% 6% 0% 1%
Hispanic 5% 3°/a 12% 0% 19%
Non-Hispanic 85% 89% 88% 1 100% 78%
In Mason County the white race is underrepresented in the sheltered population while in comparable
counties it is overrepresented. It appears that in Mason County races that represent a minority are
seeking and being sheltered.
Are there specific local or state conditions that might lead to differences?
The groups were unable to identify any state factors currently. Locally, it is speculated that with only one
family, one adult and one domestic violence shelter not all races may be comfortable staying. These are
areas to further inquire upon.
Objective #6:
Supportive Efforts aimed at Ending Homelessness
The local plan guidance from the Department of Commerce requires that plans are
aimed at ending homelessness. This section of the plan addresses the community
efforts needed to achieve this goal and reaching functional zero for at least two
subpopulations.
Measure of Success
Functional zero for at least two subpopulations (Consolidated Homeless Grant section
8.4.3)
Strategies
1) Use "2060" Local Document Recording Fees and tax revenue retained under HB
1406 to implement an affordable housing and preservation program
2) Workforce Housing Collaborative Team to expand resources that focuses on
affordable rental housing and affordable home ownership for people that are working,
and housing cost burdened
3) Create a Housing Trust Fund Task Force to identify community needs and housing
projects that results in a Housing Trust Fund application
4) Apply for other grant funding to aid the crisis response system and provides
additional funding to end homelessness within subpopulations
5) Work with City and County Planning and Permitting departments on ways to attract
development and, if needed, incentivize private developers, revise codes, and lift
restrictions that make it challenge to build
6) Improve the viability of the Mason County Housing Authority
7) Support state and local initiatives that increase housing stock
8) Support the 30-unit Tiny Home village for veterans
9) Explore innovative, tenant-based permanent supportive housing solutions
10) Consider alternative living arrangements such as RV's and ADU's as allowable
within city limits and Mason County
Current Condition
An Interlocal Agreement between the City of Shelton and Mason County was adopted in
February of 2019 for affordable housing and homeless services. In April 2019 the City
of Shelton will vote on land for an approved and funded 30-unit tiny home village for
veterans. Washington state is faced with a housing shortage. When it comes to
attracting developers' rural counties, like Mason, are slightly disadvantaged due to
higher risk and smaller returns on investment. 490 homes are needed each year to
keep pace with projected population growth over the next 20 years. Rural communities
are also challenged with organizational capacity to purchase property, manage these
properties and provide additional services for supportive housing homes. The Housing
Trust Fund (HTF) is a complicated application that takes experienced developers, seed
money and local agencies to submit the application, own and operate the properties and
arrange for service provisions. Therefore, an HTF work group or task force is needed to
complete a competitive application.
Washington State vacancy rates are around 3% and rent prices, the primary driver for
homelessness, continue to rise. Mason County is in a tier that evaluates vacancy rates
every five years which does not give an accurate reflection of any given year.
Actions to support the goal of ending homelessness
Success is measured by meeting deadlines and the Objective Measures of Success
Action Activity / Program Responsible Timeline /
Party Milestone
Increase market rate 1. Recruit developers City and County Year over year increase
housing 2. Explore ways to incentivize Planning and in permits for building
developers Building
Strategies used: #1, 2, 3. Encourage micro-units, Departments
5, 6, 7, 10 studio and one-bedroom units
for single adults
Increase workforce 1. Recruit developers Work Force One project completed
housing (affordable 2. Explore ways to incentivize Housing by 2024
rental and home developers Collaborative
ownership)
Strategies used: #2, 5,
6, 7, 10
Increase Public Housing 1. Explore opportunities to Housing Ongoing
expand the capacity of the Authority and
Strategies used: #1, 2, Housing Authority BoCC
3, 4, 5, 6, 7, 8, 9 2. Encourage studio and one-
bedroom units for single adults
Implement HB 1406
Increase permanent 1. Identify key agencies, recruit Housing Trust HTF application
supportive housing units and build Housing Trust Fund Fund Task submitted by 2024
Team Force
Strategies used: 1, 3, 4,
5, 7, 8, 9
Evaluate the capacity 1. Use of"2060" and HB 1406 Mason County Ongoing
needs for emergency funds to identified housing Public Health,
shelter and transitional needs Crossroads
housing 2. Identify needs and work with Housing,
other organizations on shelter Community
Strategies used: 1, 2, 3, capacity Lifeline and
4, 7, 10 1 Turning Pointe
Recommendations to the State
The local plan guidance from the Department of Commerce, "strongly encourages local
governments to include in their plans recommendations to the state for changes in state
laws, policies and resources that may be necessary to further reduce homelessness
and work toward the goal of ending homelessness as defined under the federal criteria".
The Housing Task Force is inspired by the opportunity to provide recommendations to
the state that can reduce homelessness. A full list of recommendations can be found in
Exhibit B, while the top recommendations include systemic changes that are
summarized in the following areas:
1. Increase subsidized and supportive housing for people with chronic health
conditions: 50% of our population experiencing homelessness report that it is
due to a chronic health condition. Mental illness represents roughly 30% of this
group and those with substance use disorder about 20%. A commitment from
the state to provide the supportive housing, especially in medically underserved
communities would have the greatest reduction in homelessness (30 — 50%).
2. Innovative housing solutions for unaccompanied minor youth: Consider
ideas such as dormitory housing for public schools.
3. Criminal Justice System Reform: A recommendation to include re-entry and
transition services as staple services that are part of the criminal justice system
and not dependent on local funds to develop, RFP and contract out these types
of services.
4. Relentless pursuit to uncover root causes of homelessness and poverty
and work, with a laser focus, to provide solutions that are aimed at ending
homelessness and poverty
a. High standards and accountability on public schools to produce
graduates that are career and/or college ready
5. Increase housing stock that is affordable to working households:
a. Bold and pioneering reform of the housing market
b. Create an index that measures home ownership (i.e. mortgage paid
ofd that is monitored with the vigor and scrutiny as the
unemployment rate and used to assess the effectiveness of
legislative efforts: We recommend legislation and reform avoid actions
that maintain status quo, keeps people in debt (and renting), and only
works to "manage" the problem.
c. Examples: Consider that in 1950 the United States median income was
$4,237 and the median home price only 1.7 times that at $7,354.
According to the Washington State Office of Financial Management, in the
year 2000 home prices were 3.5 times and in 2010 4.5 times the average
wage. In 2017 the average household wage was $61,893 while the
median home price was $348,900 or 5.6 times the household wage.
Layer in costs that are associated with housing expenses and are used to
determine affordability such as insurance, utilities, and property tax which
are also on the sharp rise. As these trends continue, how can housing be
affordable or within reach? Two-parent households have few options
other than both adults working to attempt to keep pace with the rapidly
increasing housing prices. With home prices outpacing even two person
working households this solution was short-lived. Additional expenses
such as day care add to the financial burden as families work to cover
rising housing costs. As day-care facilities have strict hours of operation
(and charge high fees for late pick-up) this can limit work opportunities and
earning potential of many households. Imagine the limitations and strain
on single-parent households. While reducing permit times, allowing
ADU's and making regulatory changes will make some improvements, we
recommend being open to courageous reforms that result in all people
having access to a place they can call home.
Attachment A
Housing Task Force Participating Agencies
According to the local plan guidelines, each local homeless housing task force must
develop and recommend to its local government legislative authority, a five-year
homeless housing plan for its jurisdictional area.
The following table lists the agencies that participated in the development of the five-
year homeless housing plan and represent the local housing task force collectively. All
groups had the opportunity to evaluate and comment on all aspects of the plan.
Housing Task Force Legend:
Provider Leadership Group: Members include executive directors, CEO's, program
directors and/or program managers of housing and behavioral health agencies funded
with housing and treatment sales tax funds. These are the key decision makers in the
community that can have the most impact on the system measure of success
outcomes.
Housing Coalition: Members include a wide range of agencies and program staff from
housing, behavioral health, school district, law enforcement, and other agencies that are
directly or indirectly involved in the need for affordable housing and the homelessness
crisis response system. The purpose of this group is networking, collaboration,
information/training sessions, and provides feedback as to the gaps that exist within the
County to serve households.
Housing and Behavioral Health Advisory Board: This board is advisory to the Board
of County Commissioners (BoCC) and the seven-member board includes: one county
commissioner, one city council member, Behavioral Health Organization, one board of
health member, and three citizen members (one representing each commissioner
district). The purpose of this group is to evaluate request for proposals, provide the
strategic direction for funding, gap identification and use this information to make
funding recommendations to the BoCC. The Housing and Behavioral Health Advisory
Board role is to provide final review and input into the five-year plan and make the
recommendation to the local government legislative authority to accept the plan.
Coordinated Entry Advisory Board: A multi-faceted group with a stake in having a
coordinated access system operate within the county for all households experiencing a
housing crisis. This board is responsible for the general management of the
coordinated entry system and facilitate coordination among all projects within the
system. The roles of this board include system design planning, policy development
and oversight, oversight management of the system and workflow, community
engagement and system evaluation.
Youth Homeless Demonstration Project (YHDP): 23 rural counties in Washington
State were selected to apply for federal funding under the YHDP grant to end youth
homelessness with a specific target on unaccompanied youth. A regional approach
was taken where 6 regions were formed to develop a regional approach and systems to
optimize the funding and best serve youth in each community. Regions and agencies
within each region competed for funding through an RFP process. Many agencies
across five counties were involved in the development of a homeless youth response
system that resulted in funding awards to each county and informed this plan. Only
agencies from Mason County are listed in the table below.
WorkForce Housing Collaborative: This work group grew out of an affordable
housing summit to address affordable housing issues for working households as
defined by earning 60% to 140% of the area median income. The group involves city
and county directors and staff, local businesses, builders, real estate representation and
a local financial institution. The goal of this group is to make recommendations that will
increase the affordable housing stock in the community.
The following table summarizes agency involvement in community meetings:
Housing Youth
and Coordinated Homeless
Provider WorkForce
Housing Behavioral Entry Demonstration
Agency//Group Leadership Housing
Group Coalition Health Advisory Project(MHDP) Collaborative
Advisory Board Development
Board Group
Crossroads Housing* x x I x x x
North Mason Resources x x x
Community Lifeline* x x x
Community Action Council x x x
Shelton Family Center x x x
Turning Pointe x x x
Quixote Communities x x
Northwest Resources II x x x
Peninsula Community
Health Services x x x
Behavioral Health
Resources x x
Consejo Counseling x x x
Coffee Oasis x
McKinney-Vento Liaisons x
HOST Homes x x x
ResCare x
Real Estate Agents x
Sierra Pacific Inc. x
Peninsula Community
Credit Union x
Chamber of Commerce x
City of Shelton
Administrator x
County Planning/Permit
Department x
County Commissioner(1) x
City of Shelton Council(1) x
Board of Health x
Behavioral Health
Organization x
Citizen Members(3) x
Mason County Public
Health x x x x x x
*includes staff with lived experience of previous homelessness
Attachment B
Recommendations to the State
Estimated Cost
Law Policy Resource Category Topic Rationale Impact on Estimate,
Homelessness if
if adopted applicable
A) Revamp criminal justice
system to implement re-entry
and transition services. right
now,these services are
contracted out and it doesn't
seem to be a core value of the CJ
system.
B)Re-examine Medicaid
suspension while incarcerated.
Taxpayers pay for the health care
of inmates either through public
medical system or through the
Criminal and criminal justice system
L P civil law Re-entry contracting medical care. What's
enforcement less expensive?
C)If it is not possible to continue
Medicaid while incarcerated,
create a system where the
persons benefits are enacted as
soon as they are released. No
delay in access to care due to
rules.
D)Provide more support in the
jail and prison to improve re-
entry and transition processes.
E)Put systems in place so people
do not exit to homelessness
A) Standardize processes and
programs between the jail and
prison. The system,reentry and
access to services should not
Criminal and differ.
L civil law Jail and Prison B)Provide the person released
enforcement with a bus ticket and a voucher
for a meal at a fast food
restaurant. Minimal provisions
may keep the person from
reengaging in criminal activity
and associates.
Criminal and Criminalization Stop cities from passing
L civil law of ordinances that criminalize
enforcement homelessness homelessness such as it being
illegal to sleep in a vehicle.
Reduce housing barriers in the
Housing First following areas so people with
and Low these barriers have a fair and
L P Barriers equitable chance at housing:
Barrier 4 g:
Approaches Criminal history
Sex offenders
Credit history
eviction history
Housing First Create a state-wide background
and Low Tenant check system that centralizes
L Barrier Background backgrounds and reduces the
Approaches Checks application costs that are barriers
for no to low income households
A) Create a state-wide common
application that is standardized
so applicants don't have to spend
Housing First Lantime filling out different
L and Low Rentrd al applications.B) Reduce or
Barrier Applications eliminate the application fee as
Approaches this is a barrier for the number of
places a person experiencing
homelessness can submit
applications.
A) More involvement from
Economic Development Council,
WorkSource,Economic
Development Council and
regional WorkForce Councils to
increase the availability of jobs
especially in rural communities
Reduce the to reduce transportation
L P Other need for (commute)costs and increase
subsidies wages through competition.
B) Promote independence of
families and individuals in
independent living situations
(review data when new jobs are
available from big box employers
and the impact this has in
communities)
Union jobs in the City prevent
people experiencing
homelessness to have entry level
jobs such as cleaning,
maintenance,etc. There is lots
of encouragement for our
homeless folks to"get a job"yet
because of addiction issues,
L P R Social Services Employment health,or other issues,they are
not able,consistently,to work;
or even if they are able to work,
they have background issue that
keep them from being hired.A
day-labor program would
provide income and
encouragement to be more
frequently in shape enough to
work.
A) Improve,reframe or create
new laws increasing access to
medical care and treatment for
LGBTQ. Example,Foster parent
L P Social Services LGBTQ denies hormone medicines.
B)More stringent neglect laws:
Youth kicked out of the home
into homelessness due to gender
identity
C)Non exclusionary language in
policies and procedures
Increase access to day care for
very low income. Lack of day
care prohibits people from
seeking better employment,the
L P Social Services Day Care ability to go back to school to
increase earning power,enroll in
treatment programs or balance
the demands of trying to
accomplish more than one of $800 per
areas mentioned(e.g.job and child per
school) month
More emphasis including
requirements on state agencies
(e.g.DSHS)to be leaders in the
local community and act as the
State Agency backbone organizations for
L P Social Services Collaboration collaborative efforts with the
&leadership non-profits that are providing
complementary and
supplementary services. Too
much siloed programming and
operations exits creating barriers
to serving those in greatest need.
A) Improve transitions for those
aging out of foster care.
Programmatic funding creates
gaps in services and the ability to
L R Social Services Foster Care house or keep people housed.
B) Improve training for social
workers,especially equity based
and working with marginalized
populations
C) Increase job readiness and
intern programs
D) Educate social workers on
resource navigation
State Increase the number of ADA
affordable approved units. For example,
L P R housing ADA Units just make all units on the first
resources floor of a multi-unit complex ADA
compliant.
The stress of not having a legal
parking place,and thus the
reality of frequent disruptions to
sleep,stress on children living in
vehicles,and the expense of fuel
to"move on"make persons less
State able to sort out their lives and
L P R affordable Ordinances take advantage of what services
housing may be available.
resources
Has sufficient"safe park&sleep"
space been designated within
reasonable distance from
services?[yes/no;where is the
space located;data on number
and date of uses]
A)Make living outside an
individual and public health and
safety issue. Fire codes dictate
shelter capacity and if it can be
operated year-round. Make
provisions(state-wide)for
emergency declarations when
weather conditions are such that
shelters can shelter more
State people.B)Include more funding
L P R affordable Emergency so shelters can be open 24/7 and
housing Shelters not have to send people out into
resources extreme weather during the day.
Much of the anger about
homeless folks,and thus
reluctance to do anything for
them,is based on day-time
behavior in town/retail areas.If
a day shelter could be provided,
there would be less public
presence and less antagonism on
the part of the community.
A better option for RVs than
simply"safe parking"places
would be locations where they
could stay for extended times
State with garbage and sanitation
L P R affordable RV's facilities available.
housing
resources Are permanent-residence RV
camps available within a
reasonable distance from
services?[yes/no;location,
number of sites available]
Expand A) More 1 bedroom,studio,
definition of ADU's,tiny homes,hostels,
"home"and community living(aka dorm
match"home" room),etc.especially for single
State needs to adults and elderly
P affordable individual B) Don't allow cities to make it
housing "wants"and illegal to sleep in a vehicle-
resources pass laws that criminalizes homelessness
allow more C) Designate areas in the cities
freedom for and counties where it is legal to
people to feel camp,sleep in a vehicle
housed D) Allowances to live in RV's
State-wide there is a housing
shortage and we encourage all
efforts to promote new
construction especially in rural
counties that are at a
competitive disadvantage to
builders. Rural America's
housing challenge is
compounded by developers'
focus on projects with greater These
State profitability in urban and metro changes
affordable New areasA) Provide incentives for would allow
L P housing Construction private developers at the state communities
resources level that are not driven solely by to build more
local authorityB) Reduce permit housing per
time(many projects cannot be dollar value
completed because the cost
when the permits are approved
is much greater than at the time
it was bid due to increases in
labor and material costs while
the permit is processingC) More
lenience and flexibility in
permitting processD) Re-
evaluate the criteria to
determine prevailing wage
requirements especially in rural
counties
E) Reduce the requirements and
barriers to have volunteers assist
with the construction for publicly
funded housing
F) Exempt non-profits serving
the very low income from paying
prevailing wage on new
State construction(the organization is
affordable New not able to help as many people
L P Construction due to increased cost going to
housing
resources (continued) wages instead of more units)
G) State approved house designs
for local jurisdictions to adopt to
accelerate projects and reduce
expenses OR pre-approved
housing stock plans to accelerate
projects and reduce expenses
including innovative pre-
fabricated house solutions
Require some checklist of actions
a jurisdiction has taken on its
own,independent of state
dollars,as part of the grant
process would demand some
level of commitment on the part
of local government.A Mayor
said in public meeting that the
$300-$500 rentals we need,
especially for single adults,will
not be provided by private
developers—that it depends on
partnerships between local
Planning governments,non-profits,and
State Commission& the private sector;there is
L P affordable Comprehensive currently nothing to require,or
housing Plan even encourage,that
resources Enforcement participation on the part of local
government.Requiring a
checklist could be pseudo-
enforcement of the GMA/Comp
Plan mandate that the housing
element"make adequate
provision for"housing for all
economic segments.There is
currently no enforcement of this
mandate,nor is there a
requirement that a jurisdiction
develop and adopt an
"Affordable Housing Incentive
Plan"which the RCW provides
fo r.
Pass legislation or change
policies where a household does
not have to supply application
fees,background checks and
various deposits,first/last month
rent. Create a Common,State-
wide available on-line and allow
non-profit agencies to run
Remove backgrounds that can be good
Barriers: for 30 days to help households
State Vouchers-Sec afford multiple applications.
L P affordable 8,VASH, These additional,upfront costs
housing application are a barrier to people becoming
resources fees, housed. Provide incentives to
background landlords or expand features of
checks,etc. the landlord mitigation program
to cover costs to landlords so
they don't have to ask for these
upfront costs. Include Housing
Authorities in Rural Counties to
participate where they do not
have the operating capital to
have staff let alone pay for
repairs.
increase buildable lots by
prioritizing critical infrastructure
State investment including public
affordable sewer systems,water,roads,etc.
L P housing Infrastructure This is essential to the level the
resources playing field between rural and
urban development
opportunities competing to
attract developers/projects.
Consider increasing housing
stock rental by encouraging the
construction of accessory
dwelling units(ADU's)on existing
State parcels and new construction
affordable with zoning,fee,and permitting
L P housing ADU's waivers exclusively tied to deed
restrictions requiring a)long-
resources term rentals;b)households
earning less than 80%of AMI;
and c)increase the number of
people that can live and work in
the same community
State
affordable Reform Be open to significantly
L P housing rethinking current housing
resources practices and policy
Reduce code requirements when
repurposing buildings to keep
living affordable and provide
more shelter space. The goal is
State no person left living outside. If
L P affordable Repurpose a24 hr.grocery store was to code
housing Buildings and people could be in all day
resources and night,but now must have
increased fire protection,
sprinklers,etc.when turned into
a shelter. Isn't it more
dangerous to be left outside?
The current,competitive RFP
process makes it difficult for rural
and underserved counties to
compete for the funding. Rather,
take a large portion of the HTF
money and allocate it to the
communities with the highest
need. The state can select
developers and finance experts
regionally for project
development and equitable
access of the funds for the few
State Housing Trust agencies in the state that can
affordable Fund/ navigate the complex HTF
L P process. The data is already in
housing Supportive HMIS to show where the needs
resources Housing are,but also reference other
indexes such as medically
underserved counties to
prioritize project development.
Just pick the highest need
communities and start building
permanent supportive housing
units. Create a state team that
helps communities through the
process and those on the
pipeline waitlist gather funding
to be build ready when it is their
turn. 1 30-40%
People can barely afford rent and
utilities let alone maintenance
costs,therefore:A) Create ways
for home owners to cover the
costs of maintaining the property
State Home Quality, so the quality of homes in a
L P affordable eliminate community remain high;reduce
housing substandard substandard housing(example a
resources housing type of escrow account for
maintenance. (Work to
eliminate the need to take out
more loans)B)Improves physical
and mental health when home
quality is maintained;C)Add
maintenance costs to the
definition of affordable housing
Work with state,municipal and
county government to remove
legislative barriers in the land
code. Consider a cost-benefit
analysis of revising zoning
regulations and enhancing
State policies that encourage
affordable sustainable growth. This could
L P housing Code include reducing lot size
resources requirements,leveraging deed
restrictions,increasing zoning
density to allow more multi-
family units on previously single-
family zoned properties and
coding supporting of ADU's as
part of an affordable housing
strategic plan
offer a user-friendly code that is
both clear and less restrictive.
Consider,where possible,
State aligning zoning changes at the
affordable city and county level to be
L P housing Code identical,especially for any new
resources zoning of ADU's. Appropriately
staff offices that provide
customers the service to do
projects and provide permitting
efficiently with reasonable fees.
Provide tax incentives for
landlords that rent to people that
are very low income especially
with background challenges
State provided the renter is utilizing
L P affordable Landlord case management services.This
housing Incentives can be done by eliminating
resources property taxes for each building
that houses highly vulnerable
populations or services those
with high barriers to housing and
employment.
Is a permit required before a
building can go vacant—must it
be renewed annually?[yes/no;
what is the fee?how is this
enforced?number of residential
permits issued?]
State
L P affordable Permits Council candidates,in response
housing to the"Boise Decision"have
resources discussed the use of vacant
buildings for increased shelter
space.If there was a substantial,
annual permit fee for any vacant
building(as is done,for instance,
in Spokane)finding shelter
and/or housing could be easier.
Is a business license,based on an
annual inspection for safe and
sanitary conditions(not"code"),
required of landlords(similar to
license/inspection required of
restaurants)?And does the
State Landlords-
license require an affirmation
L P affordable Healthy that landlords will not
housing Housing discriminate based on economic
resources status?
Safe,sanitary housing reduces
the cost of emergency room
visits,makes success in school
easier,and encourages stable
housing conditions.
Are tiny homes on wheels(that
is,stick-built structures)allowed
on residential lots?
[yes/no]There are persons of
State modest means who have tried to
affordable opt for a tiny home on wheels—
L P housing Tiny Homes they have funds to build and/or
purchase one but no land other
resources than a friend who has offered
space.Current law considers
these as recreational vehicles
and thus not legal within the
county.
Use property in foreclosure to
provide affordable housing. It is
State hard to see vacant properties
L affordable Foreclosure when we have a housing
housing property shortage. Give first right of
resources refusal to non-profits to
purchase the property before it
goes to the bidding process.
State Create ways for assisted living
L affordable Assisted living centers provide the permanent
housing centers supportive housing needed for 15%
resources those with chronic physical
illness or mental illness
A) Housing prices increasing at a
rate much faster than wages
forcing more people in the
household to work just to cover
State housing costs
affordable Housing Prices B) Contain housing costs so
L housing (both mortgage family values can be preserved
resources
and rent) and parents are both forced to
work and then have their
children raised by others,
especially when most of their
cost is to cover day care and very
little can actually contribute to
housing and the reason they are
working in the first place. 32%
State
P affordable Vouchers- Vouchers are not portable This
housing Portability may apply also apply to HUD
resources housing vouchers.
Provide incentives and ways to
State Non-profit coordinate with Habitat for
R affordable builder, Humanity(or similar agency)to
housing developer remodel some of the city owned
resources incentives vacant buildings for permanent
supportive housing.
State
behavioral
L P health policy State priorities
and
investment
Transparent dashboard with
ranking of items funded
A) Set reasonable performance
outcome benchmarks that reflect
items that are not controllable by
the housing crisis response
system. Example: percent exits
to permanent housing depends
State data largely on availability and type of
P R collection and Performance Benchmarks housing stock. Homelessness is
reporting rising for single adults and
elderly,yet single unit dwellings
are rare.
B)Assess vacancy rates annually
for all counties and use this to
set realistic performance
benchmark outcomes.
Remove domestic violence
shelters from the percent exit to
permanent housing criteria.
State data Performance There are laws that prevent them
P collection and from asking certain questions
reporting Benchmarks g
and working with case managers.
DV shelters are more of a safe
refuge and having exit criteria
conflicts with this purpose.
DoC to provide standardization
for the Balance of State in the
following:
State data Vulnerability Index
P collection and Standardization Coordinated Entry P&P
reporting State Strategic Plan
Implementing housing first and
low barrier best practices that
are research based
A) Promote Solution Based
Funding and reward solutions
that work(bonus funding
State options)
homeless B) Reduce rules,policies,
housing Programmatic requirements that increase
P barriers to delivering program Funding g services
contract C) CHG Guidelines keep growing;
requirements CE Guidelines are now 30 pages,
5 year plan guidance-attention
to rules and requirements keep
growing and seem to make it
more difficult to house people.
A) Allow local governments
more in administration and
create a separate amount for the
financial and programmatic
administration. Example,local
governments scramble to take on
more grants to retain staff,yet
the administration costs do not
State cover the additional time to
homeless process invoices and conduct
P housing Administration financial monitoring of contracts.
program allocation The financial side can be a
contract bottleneck for how many grants
requirements a department can accept and
manage.6) Administration dollar
allowance does not match
expectations for the funds in the
increased number of rules,
reports and requirements to
make system improvements in
the community(this takes a lot
of outreach and consultative
effort with the non-profits)
A) Focus strategic plan on the
root causes of homelessness and
why we are not ending
homelessness
B) have communities develop
plans that address reasons
people are not being housed
C) None of the objectives are the
reason we are not ending
homelessness
D) HB 2163 tasks the
Department of Commerce for
ending homelessness. The office
State of adult and family homelessness
homeless and office of homeless youth
P housing 5-year plan have been created and more
program guidance administrative layers and rules
contract put in place. Have all
requirements departments in Commerce that
can work together on ending
homelessness(i.e.Economic
Development)create a state plan
to make this happen and fund
accordingly.
E)Move away from"crisis"
management. While a crisis
response system may be needed
initially,it shouldn't keep
growing or it isn't working.
Emphasis needs to shift to
proactive and preventative
measures that drastically reduce
the need for crisis response.
Has the Existing Building Code
been adopted AND is it actively
publicized and utilized by city
planners?[yes/no;examples of
public information campaign&
data on actual usage)
State Land Use
L P Laws and Code This code has lesser standards
Policies for existing buildings and thus,
would,especially if paired with
required landlord licensing and
rental inspection,encourage
better maintenance and repair,
and thus healthier living
conditions for renters,some of
whom are in subsidized housing.
Has the Tiny House Addendum to
the IRBC been adopted and is it
actively publicized and utilized?
[yes/no;examples of public
information campaign&data on
actual usage]
State Land Use
L P Laws and Code This code would allow multiple
Policies very small homes to be built on
one lot,increasing affordable
housing.The city was,at one
time talking about allowing three
tiny homes to combine on one
sewer connection to reduce
building costs.
State
P R Technical LGBTQ Improve education efforts:A)
Assistance and Emergency Shelters not
Training accommodating all gender
identitiesB)Employment
discrimination
State State approved
Technical training DoC to provide trainings
R Assistance and programs or surrounding the implementation
Training providers of contractually obligated
trainings
An unwritten strategy is to fund
non-profits to do the work and
meet system and program
performance benchmarks. Many
non-profits would benefit from
State business,leadership and staff
Technical Training for development trainings that
R Assistance and non-profit would help their organizations
Training organizations grow and build the capacity to
operate more effective programs
and expand services. Example,
rural counties have not received
responses to RFP's because there
is not the local capacity to
provide the services.
A) landlords continue to
discriminate based on income
B)Revamp housing rules for
people on a fixed income that
have been deemed unable to
work. How are people supposed
Supports for Fixed income to cover rent,food and other
L P people with (SSDI) basic necessities on$500/month
disabilities as example? While ABD are now
HEN eligible(improvement)how
will the$197 cover all the other
basic expenses?
C) Stop legislating programs that
only partially assist a person or
household
Increase the hours and routes of
public transportation to give
people more access to jobs. The
routes,type and times of public
transportation severely limit
employment options and access
to social services.
Transportation Increase public Much of our problem with
L P R Policy transportation locating low-income housing,
access shelters,etc.is that we have such
limited space with transportation
available 7 days a week—thus
limiting accessibility to
emergency services,meals,and
shelter beds.Every-day service to
areas where multi-unit housing
might accommodate more low-
income housing would increase
the feasibility of building it.
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Casey Bingham
DEPARTMENT: Public Health EXT: 562
BRIEFING DATE: 11/18/19
PREVIOUS BRIEFING DATES:
If this is a follow-up briefing, please provide only new information
ITEM: Consolidated Contract CLH18253 Amendment 11
Amends Statement of Work for:
1. Injury and Violence Prevention: Adds 50,000 of funding for Overdose
Prevention for the time period of 9/1/19 to 8/31/2020
2. Office of Drinking Water Group B Program: Moves $272 from expired
funding cycle to current funding cycle.
BUDGET IMPACTS: This increasing Amendment provides an increase of $50,000 that
has been budgeted for in the current and the 2020 budget period
RECOMMENDED OR REQUESTED ACTION: Move Amendment 11 CLH18253
Consolidated Contract to the Action Agenda.
Briefing Summary 11/13/2019
MASON COUNTY PUBLIC HEALTH
2018-2020 CONSOLIDATED CONTRACT
CONTRACT NUMBER: CLH18253 AMENDMENT NUMBER: 11
PURPOSE OF CHANGE: To amend this contract between the DEPARTMENT OF HEALTH hereinafter referred to as
"DOH", and MASON COUNTY PUBLIC HEALTH hereinafter referred to as"LHJ", pursuant to the
Modifications/Waivers clause, and to make necessary changes within the scope of this contract and any subsequent
amendments thereto.
IT IS MUTUALLY AGREED: That the contract is hereby amended as follows:
1. Exhibit A Statements of Work, attached and incorporated by this reference, are amended as follows:
® Adds Statements of Work for the following programs:
• Injury&Violence Prevention(IVP)-Overdose Data to Action-Effective September 1, 2019
® Amends Statements of Work for the following programs:
Office of Drinking Water Group B Program-Effective January 1,2018
❑ Deletes Statements of Work for the following programs:
2. Exhibit B-11 Allocations,attached and incorporated by this reference, amends and replaces Exhibit B-10 Allocations
as follows:
® Increase of$50,000 for a revised maximum consideration of$1,061,177.
❑ Decrease of for a revised maximum consideration of
❑ No change in the maximum consideration of
Exhibit B Allocations are attached only for informational purposes.
3. Exhibit C-10 Schedule of Federal Awards,attached and incorporated by this reference, amends and replaces
Exhibit C-9.
Unless designated otherwise herein,the effective date of this amendment is the date of execution.
ALL OTHER TERMS AND CONDITIONS of the original contract and any subsequent amendments remain in full force
and effect.
IN WITNESS WHEREOF,the undersigned has affixed his/her signature in execution thereof.
MASON COUNTY PUBLIC HEALTH STATE OF WASHINGTON
DEPARTMENT OF HEALTH
Date Date
APPROVED AS TO FORM ONLY
Assistant Attorney General
Page 1 of 7
AMENDMENT #11
2018-2020 CONSOLIDATED CONTRACT
EXHIBIT A
STATEMENTS OF WORK
TABLE OF CONTENTS
DOH Program Name or Title: Injury&Violence Prevention (IVP)-Overdose Data to Action -Effective September 1,2019.........................................................6
DOH Program Name or Title: Office of Drinking Water Group B Program -Effective January 1,2018..................... ..
Exhibit A,Statements of Work
Page 2 of 7 ConUract Number CLH 18253-11
Revised as of September 16,2019
AMENDMENT #11
Exhibit A
Statement of Work
Contract Term: 2018-20207
DOH Program Name or Title: Injury&Violence Prevention(IVP)-Overdose Data to Local Health Jurisdiction Name: Mason County Public Health
Action-Effective September 1,2019
Contract Number: CLH18253
SOW Type: Ordinal Revision#(for this SOW) Funding Source Federal Compliance Type of Payment
®Federal Subrecipient (check if applicable) ®Reimbursement
Period of Performance: September 1,2019 through August 31,2020 ❑ State ®FFATA(Transparency Act) ❑Fixed Price
❑Other ❑ Research&Development
Statement of Work Purpose: Mason County Public Health(MCPH)will support strategy 6-Establishing Linkages to Care by collaborating and coordinating among public
health partners to establish seamless linkages to care via"warm hand-offs"between the various entities.Mason County will use existing partnerships and systems to engage the
community,including emergency medical services,emergency departments,jails,public safety,mental health and substance use treatment providers,diversion programs,courts,
and syringe exchange. It will build both client and agency awareness of existing resources,enhance those resources,and deploy technology to facilitate successful care linkage and
coordination.
Revision Purpose: N/A
Chart of Accounts Program Name or Title CFDA# BARS Master Funding Period Current Change Total
Revenue Index (LHJ Use Only) Consideration Increase(+) Consideration
Code Code Start Date End Date
FFY19 OVERDOSE DATA TO ACTION PREV 93.136 333.93.13 77520290 09/01/19 1 08/31/20 0 50,000 50,000
TOTALS 0 50,000 50,000
Task Task/Activity/Description *May Support PHAB Deliverables/Outcomes Due Date/Time Frame Payment Information
Number Standards/Measures and/or Amount
I. Collect and analyze opioid response plan data. Progress Report: Report data, Quarterly progress Monthly invoices for
Conduct continuous quality improvement on the findings and analysis. reports to DOH for all actual cost
opioid response plan and system.Data is collected Demonstrate how data informs tasks. reimbursement will be
on all response activities in Mason County.This Mason County linkages to care submitted to DOH.
includes outreach events,trainings,naloxone and opioid response plan Due Dates:
distribution,overdoses,provider reports etc. This activities. Demonstrate how September-November Total of all invoices
data is utilized to inform quality improvement for work aligns with Overdose due December 10,2019. will not exceed
the community referral and linkage system. Data to Action(OD2A)logic December-February due $50,000 through
model. March 10,2020. August 31,2020.
2. Conduct continuous community education on Progress report: list training
opioid and other substance use risks and treatment dates, locations,attendance and March-May due June 10, (See Special Billing
resources through group and individual trainings, objective of trainings; lessons 2020. Requirements below.)
outreach activities at transit center,shelters,jail, learned and successes with
outreach,education and
Exhibit A, Statements of Work Page 3 of 7 Contract Number CLH 18253-1 1
Revised as of September 16,2019
AMENDMENT#11
Task Task/Activity/Description *May Support PHAB Deliverables/Outcomes Due Date/Time Frame Payment Information
Number Stan dards/Measures and/or Amount
syringe exchange,mobile outreach,Quick linkages to care.Are there June-August final report
Response Team,to link individuals to care. procedures or policies that for this funding period
MCPH has developed? due September 30,2020.
Demonstrate how work aligns
with 0132A logic model.
3. Facilitate academic detailing opportunities for Progress report: list
primary care providers on safe opioid prescribing, opportunities,#of trainings,
overdose prevention and buprenorphine-based outcomes,changes in
medication-assisted treatment(MAT). prescribing and any new
waivered prescribers as an
outcome of these opportunities.
Demonstrate how work aligns
with 0132A logic model.
4. Participate in quarterly calls with DOH and grant Collaboration with grant
partners. Share lessons learned and successes.More partners and DOH to improve
frequent one on one calls with DOH when needed. statewide efforts to address the
opioid/all drug epidemic.
*For Information Only:
Funding is not tied to the revised Standards/Measures listed here. This information may be helpful in discussions of how program activities might contribute to meeting a
Standard/Measure. More detail on these and/or other Public Health Accreditation Board(PHAB)Standards/Measures that may apply can be found at:
hnp•//www_phaboard org/wp-content/uploads/PHAB-Standards-and-Measures-Version-I.O.ndf
Special Requirements
Federal Fundine Accountability and Transaarency Act(FFATA)
This statement of work is supported by federal funds that require compliance with the Federal Funding Accountability and Transparency Act(FFATA or the Transparency Act).
The purpose of the Transparency Act is to make information available online so the public can see how the federal funds are spent.
To comply with this act and be eligible to perform the activities in this statement of work,the LHJ must have a Data Universal Numbering System(DUNS®)number.
Information about the LHJ and this statement of work will be made available on USASpending.gov by DOH as required by P.L. 109-282.
Restrictions on Funds(what funds can be used for which activities,not direct payments,etc.)
• Subrecipients may not use funds for research.
• Subrecipients may not use funds for clinical care except as allowed by law.
• Subrecipients may use funds only for reasonable program purposes, including personnel,travel,supplies,and services.
• Generally, subrecipients may not use funds to purchase furniture or equipment.
• No funds may be used for:
o Publicity or propaganda purposes,for the preparation,distribution,or use of any material designed to support or defeat the enactment of legislation before any
legislative body the salary or expenses of any grant or contract recipient,or agent acting for such recipient,related to any activity designed to influence the enactment
of legislation,appropriations,regulation,administrative action,or Executive order proposed or pending before any legislative body.
Exhibit A, Statements of Work Page 4 of 7 Contract Number CLH 18253-11
Revised as of September 16,2019
AMENDMENT #11
o In accordance with the United States Protecting Life in Global Health Assistance policy,all non-governmental organization(NGO)applicants acknowledge that
foreign NGOs that receive funds provided through this award,either as a prime recipient or subrecipient,are strictly prohibited, regardless of the source of funds,
from performing abortions as a method of family planning or engaging in any activity that promotes abortion as a method of family planning,or to provide financial
support to any other foreign non-governmental organization that conducts such activities. See Additional Requirement(AR)35 for applicability
Oitips://www.cdc.gov/grants/additionalrequirements/ar-35.htm1).
• Program funds cannot be used for purchasing naloxone, implementing or expanding drug"take back"programs or other drug disposal programs(e.g.drop boxes or disposal
bags),purchasing fentanyl test strips,or directly funding or expanding direct provision of substance abuse treatment programs. Such activities are outside the scope of this
NOFO.
Monitoring Visits(frequency,type)
DOH program staff may conduct site visits up to twice per funding year.
Special Billing Requirements
Billing on an A 19-1 A invoice voucher must be received by DOH monthly.
Special Instructions
The following funding statement must be used for media(publications,presentations,manuscripts,posters,etc.)created using OD2A funding:
This publication(journal article,etc.)was supported by the Grant or Cooperative Agreement Number,NU I 7CE925007,funded by the Centers for Disease Control and Prevention.
Its contents are solely the responsibility of the authors and do not necessarily represent the official views of the Centers for Disease Control and Prevention or the Department of
Health and Human Services.
DOH Program Contact DOH Program Contact DOH Fiscal Contact
Rachel Meade Jennifer Alvisurez Tami Davidson
Opioid Overdose Prevention Specialist Opioid Overdose Prevention Project Manager Contracts Coordinator
Rachel.MeadeAdoh.wa. og_v Jennifer.Alvisurez(i�doh.wa.gov Tami.Davidson(@doh.wa.gov
360-236-2846 360-236-2845
Exhibit A, Statements of Work Page 5 of 7 Contract Number CLH 18253-11
Revised as of September 16,2019
AMENDMENT #11
Exhibit A
Statement of Work
Contract Term: 2018-2020
DOH Program Name or Title: Office of Drinking Water Group B Program - Local Health Jurisdiction Name: Mason County Public Health
Effective January 1,2018
Contract Number: CLH18253
SOW Type: Revision Revision#(for this SOW) 3 Funding Source Federal Compliance T pe of Payment
❑Federal <Select One> (check if applicable) Reimbursement
Period of Performance: January 1,2018 through December 31,2020 ® State ❑FFATA(Transparency Act) ®Fixed Price
❑Other ❑ Research&Development
Statement of Work Purpose: The purpose of this statement of work is to provide financial support to LHJs implementing local Group B water system programs.
Revision Purpose: The purpose of this revision is to move expenditures for the February consolidated contract payment from FY2 Group B Programs for DW(FO-SW)to Op
Permit fees SRF 10%match(FO-SW)in reference to JV#30325261.
Chart of Accounts Program Name or Title CFDA# BARS Master Funding Period Current Change Total
Revenue Index (LHJ Use Only) Consideration None Consideration
Code Code Start Date End Date
GFS-Group BFO-SW) N/A 334.04.90 24230103 01/01/18 06/30/18 2,500 0 2,500
FY2 Group B Programs for DW FO-SW) N/A 334.04.90 24230105 07/01/18 06/30/19 5,000 -272 4,728
GFS-Group B(FO-SW) N/A 334.04.90 24230103 07/01/19 06/30/20 2,500 0 2,500
GFS-Group BFO-SW) N/A 334.04.90 24230103 07/01/20 12/31/20 2,500 0 2,500
Op Permit Fees FO-SW) N/A 334.04.90 24234600 02/01/19 02/28/19 0 272 272
TOTALS 12,500 0 12,500
Task *May Support PHAB Memorandum of Payment
Number Task/Activity/Description Standards/Measures Deliverables/Outcomes Agreement Number Information and/or
Amount
I Implement a partial Group B water system An executed joint plan of Reference DOH JPR# Lump sum payment
program. responsibility(JPR)with DOH CLH2O495 (See Special Billing
identifying responsibilities of a Requirements)
partial Group B program.
*For Information Only:
Funding is not tied to the revised Standards/Measures listed here. This information may be helpful in discussions of how program activities might contribute to meeting a
Standard/Measure. More detail on these and/or other Public Health Accreditation Board(PHAB)Standards/Measures that may apply can be found at:
http_//www phaboard orv-/wp-contcnt/uploads/PHAB-Standards-and-Measures-Version-1.0.pdf
Exhibit A, Statements of Work Page 6 of 7 Contract Number CLH 18253-1 1
Revised as of September 16,2019
AMENDMENT#11
Prozram Specific Rea uirem ents/Narrative
Special Billing Requirements
For January 1,2018—June 30,2019,the LHJ shall submit three semi-annual invoices as follows: $2,500 in the first half of each calendar year(no later than May 15)and$2,500 in
the second half of each calendar year(no later than November 15). Payment cannot exceed a maximum cumulative fee of$5,000 per year.
For July 1,2019—December 31,2020,the LHJ shall submit two invoices as follows: $2,500 between July 1,2019—June 30,2020(no later than May 15,2020)and$2,500
between July 1,2020—December 31,2020.Payment cannot exceed the amounts indicated during the time periods above.
DOH Program Contact DOH Fiscal Contact
Denise Miles Karena McGovern
Southwest Regional Office DOH Office of Drinking Water
DOH Office of Drinking Water 243 Israel Rd SE
243 Israel Rd SE Tumwater,WA 98501
Tumwater,WA 98501 Karena.Mc o� vernAdoh.wa. og_v
Denise.MilesAdoh.wa.gov (360)236-3094
(360)236-3028
Exhibit A, Statements of Work Page 7 of 7 Contract Number CLH 18253-11
Revised as of September 16,2019
EXHIBIT B-11
Mason County Public Health ALLOCATIONS Contract Number: CLH18253
Contract Term:2018-2020 Date: September 16,2019
Indirect Rate as of January 2018: 13.71%
Indirect Rate as of January 2019: 14.53% DOH Use Only
BARS Statement of Work Chart of Accounts Funding Chart of
Federal Award Revenue Funding Period Funding Period Period Accounts
Chart of Accounts Program Title Identification# Amend# CFDA* Code** Start Date End Date Start Date End Date Amount Sub Total Total
NEP 5-6 Onsite Sewage Management OOJ88801 Amd 2,8 66.123 333.66.12 01/01/18 06/30/19 10/01/14 08/31/19 $10,904 $85,330 $85,330
NEP 5-6 Onsite Sewage Management OOJ88801 N/A,Amd 8 66.123 333.66.12 01/01/18 06/30/19 10/01/14 08/31/19 $74,426
PS SSI 1-5 OSS Task 4 01J18001 Amd 2,8 66.123 333.66.12 01/01/18 06/30/19 07/01/17 06/30/19 ($13,337) $86,541 $86,541
PS SSI 1-5 OSS Task 4 OIJ18001 N/A,Amd 8 66.123 333.66.12 01/01/18 06/30/19 07/01/17 06/30/19 $99,878
FFY17 EPR PHEP BPI LHJ Funding NU90TP921889-01 Amd 2 93.069 333.93.06 01/01/18 06/30/18 07/01/17 07/02/18 $9,062 $28,979 $28,979
FFY 17 EPR PHEP BPI LHJ Funding NU90TP921889-01 N/A 93.069 333.93.06 01/01/18 06/30/18 07/01/17 07/02/18 $19,917
FFY 18 EPR PREP BP Supp LHJ Funding NU90TP921889-01 Amd 5 93.069 333.93.06 07/01/18 06/30/19 07/01/18 06/30/19 $888 $49,341 $49,341
FFY 18 EPR PHEP BPI Supp LHJ Funding NU90TP921889-01 Amd 4 93.069 333.93.06 07/01/18 06/30/19 07/01/18 06/30/19 $48,453
FFY19 PHEP BPI LHJ Funding NU90TP922043 Amd 10 93.069 333.93.06 07/01/19 06/30/20 07/01/19 06/30/20 $49,342 $49,342 $49,342
FFY19 Overdose Data to Action Prev NU17CE925007 Amd 11 93.136 333.93.13 09/01/19 08/31/20 09/01/19 08/31/20 $50,000 $50,000 $50,000
FFY18 Prescription Drug OD-Supp NU17CE002734 Amd 8 93.136 333.93.13 09/01/18 08/31/19 09/01/18 08/31/19 $35,000 $110,000 $173,027
FFY 18 Prescription Drug OD-Supp NU17CE002734 Amd 4 93.136 333.93.13 09/01/18 08/31/19 09/01/18 08/31/19 $751,000
FFY17 Prescription Drug OD-Supp U17CE002734 Amd 2 93.136 333.93.13 01/01/18 08/31/18 09/01/17 08/31/18 $29,627 $63,027
FFY17 Prescription Drug OD-Supp U17CE002734 N/A 93.136 333.93.13 01/01/18 08/31/18 09/01/17 08/31/18 $33,400
FFY 17 Increasing Immunization Rates NH231P000762 Amd 3,4 93.268 333.93.26 07/01/18 06/30/19 07/01/18 06/30/19 $5,600 $5,600 $5,600
FFY20 PPHF Ops NH23IP922619 Amd 9 93.268 333.93.26 07/01/19 06/30/20 07/01/19 06/30/20 $500 $500 $1,000
FFY 17 PPHF Ops NH231P000762 Amd 3,4 93.268 333.93.26 07/01/18 06/30/19 07/01/18 06/30/19 $500 $500
FFY17 317 Ops SNH231P000762-05-00 N/A 93.268 333.93.26 01/01/18 06/30/18 04/01/17 06/30/18 $1,423 $1,423 $1,423
FFY17 AFIX 5NH231P000762-05-00 N/A 93.268 333.93.26 01/01/18 06/30/18 04/01/17 06/30/18 $4,293 $4,293 $4,293
FFY20 VFC Ops NH231P922619 Amd 9 93.268 333.93.26 07/01/19 06/30/20 07/01/19 06/30/20 $5,600 $5,600 $7,828
FFY17 VFC Ops 5NH231P000762-05-00 N/A 93.268 333.93.26 01/01/18 06/30/18 04/01/17 06/30/18 $2,228 $2,228
FFY20 MCHBG LHJ Contracts B04MC32578 Amd 10 93.994 333.93.99 10/01/19 09/30/20 10/01/19 09/30/20 ` $67,694 $67,694 $191,503
FFY19 MCHBG LHJ Contracts B04MC32578 Amd 4 93.994 333.93.99 10/01/18 09/30/19 10/01/18 09/30/19 $67,694 $67,694
FFY 18 MCHBG LHJ Contracts B04MC31524 Amd 2 93.994 333.93.99 01/01/18 09/30/18 10/01/17 09/30/18 $5,344 $56,115
FFY 18 MCHBG LHJ Contracts B04MC31524 N/A 93.994 333.93.99 01/01/18 09/30/18 10/01/17 09/30/18 $50,771
FY2 Group B Programs for DW(FO-SW) Amd 11 N/A 334.04.90 07/01/18 06/30/19 07/01/17 06/30/19 ($272) $4,728 $4,728
FY2 Group B Programs for DW(FO-SW) Amd 3 N/A 334.04.90 07/01/18 06/30/19 07/01/17 06/30/19 $5,000
Page 1 of 3
EXHIBIT B-11
Mason County Public Health ALLOCATIONS Contract Number: CLHIS253
Contract Term:2018-2020 Date: September 16,2019
Indirect Rate as of January 2018: 13.71%
Indirect Rate as of January 2019: 14.53% DOH Use Only
BARS Statement of Work Chart of Accounts Funding Chart of
Federal Award Revenue Funding Period Funding Period Period Accounts
Chart of Accounts Program Title Identification# Amend# CFDA* Code** Start Date End Date Start Date End Date Amount Sub Total Total
GFS-Group B(FO-SW) Amd 10 N/A 334.04.90 07/01/20 12/31/20 07/01/19 06/30/21 $2,500 $2,500 $7,500
GFS-Group B(FO-SW) Amd 10 N/A 334.04.90 07/01/19 06/30/20 07/01/19 06/30/21 $2,500 $2,500
GFS-Group B(FO-SW) N/A N/A 334.04.90 01/01/18 06/30/18 07/01/17 06/30/19 $2,500 $2,500
Op Permit Fees(FO-SW) Amd I l N/A 334.04.90 02/01/19 02/28/19 07/01/17 06/30/19 $272 $272 $272
Healthy Communities Amd 10 N/A 334.04.91 07/01/19 06/30/20 07/01/19 06/30/21 $1,370 $1,370 $1,370
SFY2 Lead Environments of Children Amd 4 N/A 334.04.93 07/01/18 06/30/19 07/01/18 06/30/19' $1,500 $1,500 $4,500
SFY1 Lead Environments of Children Amd 2 N/A 334.04.93 01/01/18 06/30/18 07/01/17 06/30/18 $1,500 $3,000
SFY1 Lead Environments of Children Amd 1 N/A 334.04.93 01/01/18 06/30/18 07/01/17 06/30/18, $1,500
Rec Shellfish/Biotoxin Amd 9 N/A 334.04.93 07/01/19 06/30/20 07/01/19 06/30/21 $3,500 $3,500 $11,000
Rec Shell fishBiotoxin N/A N/A 334.04.93 01/01/18 06/30/19 07/01/17 06/30/19 $7,500 $7,500
Wastewater Management-GFS Amd 9 N/A 334.04.93 07/01/20 12/31/20 07/01/19 06/30/21 $30,000 $30,000 $120,000
Wastewater Management-GFS Amd 9 N/A 334.04.93 07/01/19 06/30/20 07/01/19 06/30/21 $301,000 $30,000
Wastewater Management-GFS Amd 5 N/A 334.04.93 07/01/18 06/30/19 07/01/17 06/30/19 $43,274 $43,274
Wastewater Management-GFS Amd 5 N/A 334.04.93 01/01/18 06/30/18 07/01/17 06/30/19 ($43,274) S16,726
Wastewater Management-GFS N/A,Amd 5 N/A 334.04.93 01/01/18 06/30/18 07/01/17 06/30/19 $60,000
FPHS Funding for LHJs Amd 10 N/A 336.04.25 07/01/20 12/31/20 07/01/19 06/30/21 $42,000 $42,000 $126,000
FPHS Funding for LHJs Amd 10 N/A 336.04.25 07/01/19 06/30/20 07/01/19 06/30/21 $42,000 $42,000
FPHS Funding for LHJs Dir Amd 3 N/A 336.04.25 07/01/18 06/30/19 07/01/17 06/30/19 $42,000 $42,000
YR 20 SRF-Local Asst(15%)(FS)-SS Amd 3 N/A 346.26.64 01/01/18 12/31/18 07/01/17 12/31/18 ($12,000) $0 $0
YR 20 SRF-Local Asst(15%)(FS)-SS N/A,Amd 3 N/A 346.26.64 01/01/18 12/31/18 07/01/17 12/31/18 $12,000
YR 21 SRF-Local Asst(15%)(FS)SS Amd 10 N/A 346.26.64 01/01/18 06/30/19 07/01/17 06/30/19 ($13,600) $11,200 $11,200
YR 21 SRF-Local Asst(15%)(FS)SS Amd 7,10 N/A 346.26.64 01/01/18 06/30/19 07/01/17 06/30/19 : $800
YR 21 SRF-Local Asst(15%)(FS)-SS Amd 6,10 N/A 346.26.64 01/01/18 06/30/19 07/01/17 06/30/19 $12,000
YR 21 SRF-Local Asst(15%)(FS)-SS Amd 3,10 N/A 346.26.64 01/01/18 06/30/19 07/01/17 06/30/19 $12,000
YR 22 SRF-Local Asst(15%)(FO-SW)SS Amd 10 N/A 346.26.64 01/01/19 12/31/19 07/01/19 06/30/21 $13,600 $13,600 $13,600
Sanitary Survey Fees(FO-SW)-SS State Amd 7 N/A 346.26.65 01/01/18 12/31/19 07/01/17 12/31/19 $800 $24,800 $24,800
Sanitary Survey Fees(FO-SW)-SS State Amd 6 N/A 346.26.65 01/01/18 12/31/19 07/01/17 12/31/19 $12,000
Sanitary Survey Fees(FO-SW)-SS State N/A,Amd 3,6 N/A 346.26.65 01/01/18 12/31/19 07/01/17 12/31/19 $12,000
Page 2 of 3
EXHIBIT B-11
Mason County Public health ALLOCATIONS Contract Number: CLH18253
Contract Term:2018-2020 Date: September 16,2019
Indirect Rate as of January 2018: 13.71%
Indirect Rate as of January 2019: 14.53% DOH Use Only
BARS Statement of Work Chart of Accounts Funding Chart of
Federal Award Revenue Funding Period Funding Period Period Accounts
Chart of Accounts Program Title Identification# Amend# CFDA* Code** Start Date End Date Start Date End Date Amount Sub Total Total
YR 20 SRF-Local Asst(15%)(FS)-TA Amd 3 N/A 346.26.66 01/01/18 12/31/18 07/01/17 12/31/18 ($2,000) $0 $0
YR 20 SRF-Local Asst(15%)(FS)-TA N/A,Amd 3 N/A 346.26.66 01/01/18 12/31/18 07/01/17 12/31/18 $2,000
YR 21 SRF-Local Asst(15%)(FS)TA Amd 10 N/A 346.26.66 01/01/18 06/30/19 07/01/17 06/30/19 ($4,000) $0 $o
YR 21 SRF-Local Asst(15%)(FS)-TA Amd 6, 10 N/A 346.26.66 01/01/18 06/30/19 07/01/17 06/30/19 $2,000
YR 21 SRF-Local Asst(15%)(FS)-TA Amd 3, 10 N/A 346.26.66 01/01/18 06/30/19 07/01/17 06/30/19 $2,000
YR 22 SRF-Local Asst(15%)(FO-SW)TA Amd 10 N/A 346.26.66 01/01/19 12/31/19 01/01/19 06/30/21 $2,000 $2,000 $2,000
$1,061,177 $1,061,177
TOTAL
Total consideration: $1,011,177 GRAND TOTAL $1,061,177
$50,000
Total Fed $734,207
GRAND TOTAL $1,061,177
Total State $326,970
*Catalog of Federal Domestic Assistance
**Federal revenue codes begin with"333". State revenue codes begin with"334".
Page 3 of 3
Exhibit C-10 Schedule of Federal Awards AMENDMENT#11
Date:September 16,2019
MASON COUNTY HEALTH SERVICES-SWV0001893.04
CONTRACT CLH18253-Mason County Public Health
CONTRACT PERIOD: 01/01/2018-12/31/2020
DOH Total Amt Allocation Period
hart of Accounts Program Title BARS Federal Federal Start End Contract Amt CFDA CFDA Program Title Federal Agency Name Federal AwardFederal Grant Award Name
Award Date Award Date Date Identification Number
Puget Sound Action Agenda:
PS SSI 1-5 OSS TASK 4 333.66.12 08/02/16 $5,000,000 01/01/18 06/30/19 $86,541 66.123 Technical Investigations and Environmental Protection Agency 01J18001 PUGET SOUND SHELLFISH
Implementation Assistance Region 10 STRATEGIC INITIATIVE LEAD
Program
Puget Sound Action Agenda:
NEP 5-6 ONSITE SEWAGE MANAGEMENT 333.66.12 01/09/11 $2,490,000 01/01/18 06/30119 $85,330 66.123 Technical Investigations and Environmental Protection Agency OOJB8801 PUGET SOUND RESTORATION
Implementation Assistance Region 10 PROJECT
Program
Public Health Emergency Department of Health and Human PUBLIC HEALTH EMERGENCY
FFY19 PHEP BPI LHJ FUNDING 333.93.06 06/29/19 $11,307,904 07/01/19 06/30/20 $49,342 93.069 Preparedness Services Centers for Disease Control NU90TP922043 PREPAREDNESS(PNEP)
and Prevention COOPERATIVE AGREEMENT
Department of Health and Human HOSPITAL PREPAREDNESS
FFY18 EPR PHEP BPI SUPP LHJ FUNDING 333.93.06 08/01/18 $11,062,782 07/01/18 06/30/19 $49,341 93.069 Public Health Emergency Services Centers for Disease Control NU90TP921889-01 PROGRAM AND PUBLIC HEALTH
Preparedness and Prevention EMERGENCY PREPAREDNESS
COOPERATIVE AGREEMENT
Public Health Emergency Department of Health and Human HPP AND PHEP COOPERATIVE
FFY17 EPR PREP BPI LHJ FUNDING 333.93.06 07/18/17 $11,062,782 01/01118 06130/18 $28,979 93.069 Preparedness Services Centers for Disease Control NU90TP921689-01 AGREEMENT
and Prevention
Injury Prevention and Control Department of Health and Human WASHINGTON STATE DEPARTMENT
FFY19 OVERDOSE DATA TO ACTION PREV 333.93.13 08/12/19 $4,390,240 09/01/19 08/31/20 $50,000 93.136 Research and State and Services-Centers for Disease Control NU17CE925007 OF HEATLH OVERDOSE DATA TO
Community-Based Programs and Prevention-National Center for ACTION
Injury Prevention and Control
Injury Prevention and Control Department of Health and Human PRESCRIPTION DRUG OVERDOSE
FFY18 PRESCRIPTION DRUG OD-SUPP 333.93.13 05/31/17 $6,223,623 09/01/18 08/31/19 $110,000 93.136 Research and State and Services Centers for Disease Control U17CE002734 FOR STATES
Community Based Programs and Prevention
Injury Prevention and Control Department of Health and Human PRESCRIPTION DRUG OVERDOSE
FFY17 PRESCRIPTION DRUG OD-SUPP 333.93.13 03/16/16 $4,031,632 01/01/18 08/31/18 $63,027 93.136 Research and State and Services Centers for Disease Control U17CE002734 FOR STATES
Community Based Programs and Prevention
Immunization Cooperative Department of Health and Human IMMUNIZATION GRANT AND
FFY20 VFC OPS 333.93.26 07/01/19 $9,234,835 07101/19 06/30/20 $5,600 93.268 Agreements Services Centers for Disease Control NH231P922619 VACCINES FOR CHILDREN PROGRAM
and Prevention
Immunization Cooperative Department of Health and Human IMMUNIZATION GRANT AND
FFY20 PPHF OPS 333.93.26 07101119 $9,234,835 07101/19 06/30120 $500 93.268 Agreements Services Centers for Disease Control NH231P922619 VACCINES FOR CHILDREN PROGRAM
and Prevention
Immunization Cooperative Department of Health and Human IMMUNIZATION GRANT AND
FFY17 VFC OPS 333.93.26 03/03/17 $1,201,605 01/01/18 06/30/18 $2,228 93.268 Agreements Services Centers for Disease Control 5NH231P000762-05-00 VACCINES FOR CHILDREN'S
and Prevention PROGRAM
Immunization Cooperative Department of Health and Human IMMUNIZATION GRANT AND
FFY17 PPHF OPS 333.93.26 06/29/18 $3,634,512 07/01/18 06!30/19 $500 93.268 Agreements Services Centers for Disease Control NH231P000762 VACCINES FOR CHILDREN'S
and Prevention PROGRAM
Immunization Cooperative Department of Health and Human IMMUNIZATION GRANT AND
FFY17 INCREASING IMMUNIZATION RATES 333.93.26 06/29/18 $1,722,443 07101/18 06/30/19 $5,600 93.268 Agreements Services Centers for Disease Control NH231P000762 VACCINES FOR CHILDREN'S
and Prevention PROGRAM
Immunization Cooperative Department of Health and Human IMMUNIZATION GRANT AND
FFYi7 AFIX 333.93.26 03/03117 $1,672,289 01/01/18 06/30118 $4,293 93.268 Agreements Services Centers for Disease Control 5NH231P000762-05-00 VACCINES FOR CHILDREN'S
and Prevention PROGRAM
Immunization Cooperative Department of Health and Human IMMUNIZATION GRANT AND
FFY17 317 OPS 333.93.26 03103!17 $575,969 01/01118 06/30118 $1,423 93.268 Agreements Services Centers for Disease Control 5NH231P000762-05-00 VACCINES FOR CHILDREN'S
and Prevention PROGRAM
Maternal and Child Health Services Department of Health and Human MATERNAL AND CHILD HEALTH
FFY20 MCHBG LHJ CONTRACTS 333.93.99 11/14/18 $2,225,977 10/01/19 09/30120 $67,694 93.994 Block Grant to the States Services Health Resources and B04MC32578 SERVICES BLOCK GRANT
Services Administration
Page 1 of 2
Exhibit C-10 Schedule of Federal Awards AMENDMENT#11
Date:September 16,2019
MASON COUNTY HEALTH SERVICES-SWV0001893-04
CONTRACT CLI-118253-Mason County Public Health
CONTRACT PERIOD: 01/01/2018-12/31/2020
DOH Total Amt Allocation Period
Chart of Accounts Program Title BARS Federal Federal Start End Contract Amt CFDA CFDA Program Title Federal Agency Name Federal Award Federal Grant Award Name
Award Date Award Date Date Identification Number
Maternal and Child Health Services Department of Health and Human MATERNAL AND CHILD HEALTH
Block Grant to the States
FFY19 MCHBG LHJ CONTRACTS 333.93.99 11/14/18 $2,225,977 10101118 09/30119 $67,694 93.994 Services Health Resources and B04MC32578 SERVICES BLOCK GRANT
Services Administration
Maternal and Child Health Services Department of Health and Human MATERNAL AND CHILD HEALTH
FFY18 MCHBG LHJ CONTRACTS 333.93.99 10120117 $1,650,528 01101/18 09/30/18 $56,115 93.994 Block Grant to the Stales Services Health Resources and B04MC31524 SERVICES
Services Administration
TOTAL $734,207
Page 2 of 2
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Kell Rowen
DEPARTMENT: Planning EXT: 286
BRIEFING DATE: November 18, 2019
PREVIOUS BRIEFING DATES: None
If this is a follow-up briefing, please provide only new information
INTERNAL REVIEW (please check all that apply): ❑ Budget/Finance ❑ Human Resources
❑ Legal ❑ Other— please explain
ITEM: Place on November 26, 2019 Action Agenda to set a Public Hearing for December 17,
2019 to consider amendments to Title 17, Chapter 17.23 Festival retail district (Belfair Urban
Growth Area).
EXECUTIVE SUMMARY: (If applicable, please include available options and potential
solutions): Proposed amendment to Title 17 Chapter 17.23 - Festival retail district; amending
Section 17.23.020 (28) to strike the requirement for residential on upper floors.
BUDGET IMPACT: None
PUBLIC OUTREACH:(Include any legal requirements, direct notice, website,community
meetings, etc.) 60-day notice to Washington State Department of Commerce (October 8,
2019); Planning Advisory Commission (PAC) notice to Journal (October 10 & 17, 2019); PAC
public meeting (October 21, 2019).
RECOMMENDED OR REQUESTED ACTION: Approval to set a Public Hearing for
December 17, 2019 to consider amendments to Title 17, Chapter 17.23 Festival retail
district (Belfair UGA).
ATTACHMENTS: Notice of Hearing; proposed amendments
Briefing Summary 11/8/2019
NOTICE OF HEARING
NOTICE IS HEREBY GIVEN that the Board of Mason County Commissioners will
hold a public hearing at the Mason County Courthouse Building I, Commission
Chambers, 411 North Fifth Street, Shelton, WA 98584 on Tuesday, December 17, 2019
at 9:15 A.M.
SAID HEARING will be to consider adopting the following Code amendment:
• Title 17— Chapter 17.23 Festival Retail; Section 17.23.020 Allowed uses
If you have questions, please contact Kell Rowen (360) 427-9670, Ext. 286. If
special accommodations are needed, please contact the Commissioners' office, 427-
9670, Ext. 419.
DATED this 26th day of November 2019
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
Clerk of the Board
c: Journal- Publish 2x: December 5& 12, 2019
(Bill: Community Development-615 W.Alder, Shelton, WA 98584)
ATTACH M ENT A
17.23.010-"FR" Festival retail distrinct—Purpose.
The primary purpose of the festival retail district is to combine business, cultural and civic
activities into a cohesive community focal point which promotes pedestrian usage. Locations generally
are areas not significantly impacted by critical areas and slopes.The district encourages pedestrian-
oriented uses such as retail trade uses (excluding certain types of auto-oriented uses), eating and
drinking places, hotels and motels, personal service uses, civic and educational uses, and special
events (including a farmers' market). Professional offices and residential uses are permitted on upper
floors to add vitality to the area and support businesses. Building heights are limited to four stories,
but can go up to five stories in the downtown area if the development provides substantial
pedestrian-oriented space. Overall commercial and residential densities are limited by height limits,
parking requirements, site constraints, market conditions, and design guidelines. Design guidelines
encourage pedestrian-oriented site and building design, good pedestrian and vehicular access,
pedestrian amenities and open space, parking lot landscaping, and the integration of developments
with the natural environment. Outdoor spaces within these areas should function as social settings for
a variety of experiences, adding to the comfort and complexity of life in a village center environment,
while maintaining a human scale and an ability for easy pedestrian circulation.
17.23.020-Allowed uses.
Uses allowed in the FR district shall be as follows:
(1) Alcoholic beverage sales: package stores and wine shops;
(2) Antique shops;
(3) Appliance and communication equipment repair shop and/or sales;
(4) Art galleries and artist studios;
(5) Art and craft supplies, retail;
(6) Bakeries,with on-site sales;
(7) Bars and taverns other than those associated with full menu food service;
(8) Bicycle shops;
(9) Book stores;
(10) Banks and financial institutions;
(11) Barber and beauty shops;
(12) Commercial child care centers;
(13) Clothing sales and rentals and shoe stores;
(14) Delicatessens;
(15) Dry cleaners and laundries not including laundromats;
(16) Fabric and yard goods stores;
(17) Florists;
(18) Food specialty shops, including: baked goods, meats, health foods, candies;
(19) Furniture stores under fifty thousand square feet;
ATTACHMENT A
(20) Grocery stores under fifty thousand square feet;
(21) Hotels/motels as long as rooms are on upper floors;
(22) Household specialty shops, including: plumbing, lighting, heating/cooling;
(23) Hardware stores under fifty thousand square feet;
(24) Hobby shops;
(25) Jewelry stores;
(26) Locksmiths;
(27) Medical offices, excluding clinics,on upper floors;
(28) Multi-family dwelling units on
(29) Music stores, recordings and instruments;
(30) Paint and glass shops;
(31) Pharmacies, dispensing;
(32) Photographic studios;
(33) Printing shops, publishing and reproduction;
(34) Professional offices on upper floors;
(35) Radio and television broadcasting stations;
(3Q 37 Restaurants, cafes and food stands;
(374 38 Retail shops not otherwise named which are under five thousand square feet;
t3&) 39 Second hand stores and pawn shops;
(3�) 40 Sporting goods stores;
(444 41 Stationary and office supply stores;
{41} 42 Theaters, live stage;
424L43_)_ Theaters, motion picture;
(434L44)_ Vehicle parts stores.
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Kell Rowen
DEPARTMENT: Planning EXT: 286
BRIEFING DATE: November 18, 2019
PREVIOUS BRIEFING DATES: None
If this is a follow-up briefing, please provide only new information
INTERNAL REVIEW (please check all that apply): X Budget/Finance ❑ Human Resources
❑ Legal ❑ Other— please explain
ITEM: Authorization to apply for a non-compete grant from Department of Ecology (ECY)
for the required periodic update of the County's Shoreline Master Program.
EXECUTIVE SUMMARY: (If applicable, please include available options and potential
solutions): There is no required grant match. Grant monies will be used for staff time and
equipment. Consultants will not be utilized. Equipment may include lap top and tv screen for
downstairs conference room for use in the required Shoreline PreApplication conferences, and a touch
screen web browser for the Permit Assistance Center to allow the public seeking permits to determine
information about their property including, but not limited to Shoreline Environmental Designation,
presence of critical areas and FEMA floodplain location. Equipment can be maintained by the County
after the close of the grant award.
BUDGET IMPACT: Grant award for Counties, including Mason County is $84,000 to be used
from July 2019 through June 30, 2021. Planning staff anticipates starting the update in
January 2020 through June 2021.
PUBLIC OUTREACH:(Include any legal requirements, direct notice,website, community
meetings, etc.)There is no public outreach requirement to formally apply for the grant, but
there will be a public outreach component, with public meetings, including public hearings
during the SMP update process.
RECOMMENDED OR REQUESTED ACTION: Authorize the Planning Department to apply
for the ECY grant in the amount of$84,000.
ATTACHMENTS: Letter from ECY; July 12, 2019
Briefing Summary 11/13/2019
StAp,£
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y
STATE OF WASHINGTON
DEPARTMENT OF ECOLOGY
PO Box 47600.Olympia,WA 98504-7600•360-407-6000
711 for Washington Relay Service•Persons with a speech disability can call 877-833-6341
July 12,2019
David Windom,-Community Services Director
Mason County
411 North Fifth Street
PO Box 279
Shelton,WA 98584
Dear David Windom:
As the next rounds of periodic review of Shoreline Master Programs(SMP) get under way,the
Department of Ecology is awarding grants to cities,towns,and counties to help fund this work.
Grant funding for cities and towns'is based on population,while funds for counties are a set
amount.I am pleased to inform you that Ecology will offer Mason County a grant of$84,000.
Please let us know by October 31,2019 whether or not you plan to accept the grant.If you do not
want the grant,we will reallocate it to other jurisdictions.You are not required to accept the
grant funding;however,your jurisdiction is required to complete a periodic review of your SMP.
The grant will expire on June 30,2021.
During the SMP comprehensive update process, some jurisdictions worked with others in their
region to develop policies and regulations as well as supporting materials. We encourage you to
consider collaborating with other jurisdictions for your periodic review work in order to address
common issues and improve efficiency.
Grant management:
In order to receive grant funds,your jurisdiction must submit a grant application through
Ecology's online grant and loan management system known as EAGL(Ecology's
Administration of Grants and Loans).All deliverables related to your periodic review work must
be uploaded in EAGL. Quarterly payment requests and progress reports are also required.
EAGL grant applications for periodic review will be available on July 16,2019.I recommend
that you get started with your application as soon as possible,as it can take some time to get a
grant agreement in place.Please visit our Grants and Loans webpage at
hgs:Hecology wa�ov/About-us/How-we-we -loans#Annly for information about
setting up Secure Access Washington(SAW)and EAGL accounts.We plan to offer training
about EAGL in the near future.An overview of the SMP grants, grant management and related
resources are provided in our Shoreline Master Program Periodic Review Grants:2019-21
Funding Guidelines available at
hfts�//fortress wa gov/ecy/publications/Summar—Pages/1906007.h tm1.
Guidance:
Ecology has developed guidance documents for periodic reviews. Our Shoreline Planners
Toolbox,located at hgp•//www ecy.wa gov/prouams/sea/shorelines/smp/toolbox.html,includes
links to the following: Summary of the rule(WAC 173-26-090),checklist,checklist guidance,
public participation plan example, scope of work template,FAQ, and various example
documents. Click on the Periodic Review heading.We expect that you will find this information
helpful.
To learn more about the SMP grant funding and application parameters,please visit our
Shoreline Master Programs grant web page, located at hns•//ecoloogy.wa.gov/About-us/How-
we-operate/Grants-loans/Find-a_g,rant-or-loan/Shoreline-Master-Program-grants
Ecology contact:
Your initial Ecology contact for the periodic review work is Kim Van Zwalenburg, Senior
Shoreline Planner at(360)407-6520 or kvan461@ecy.wa.gov.Please ask your staff person
assigned to the SMP periodic review to contact Kim Van Zwalenburg in order to initiate the
periodic review process and ask questions.
We look forward to working with you.Thank you.
Sincerely,
Brian Lynn
Coastal/Shorelands Section Manager
Shorelands and Environmental Assistance Program
cc: Kim Van Zwalenburg
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Kell Rowen
DEPARTMENT: Planning EXT: 286
BRIEFING DATE: 11/18/2019
PREVIOUS BRIEFING DATES: None
If this is a follow-up briefing, please provide only new information
INTERNAL REVIEW (please check all that apply): ❑ Budget/Finance ❑ Human Resources
❑ Legal ❑ Other— please explain
ITEM: New appointment to the Planning Advisory Commission (PAC).
EXECUTIVE SUMMARY: (If applicable, please include available options and potential
solutions): Robert"Mac" McLean has applied to be appointed to the Planning Advisory Commission.
The PAC is a 7-member commission with only 5 members for the last year.This appointment would
leave only one vacant (at-large) position open.
BUDGET IMPACT: None
PUBLIC OUTREACH:(Include any legal requirements, direct notice, website,community
meetings, etc.) None
RECOMMENDED OR REQUESTED ACTION: Appoint new member to the PAC
representing Commissioner District 1.
ATTACHMENTS: Application and resume for Robert F. "Mac" McLean
Briefing Summary 11/5/2019
d�
���'�CG /\ cc:CMMRS Neatherlin,Shutty&Trask
��0 Clerk
�wSON COO NOV 04 209 JVMSON COUNTY COMMISSIONERS
411 NORTH FIFTH STREET
Mason County SHELTON VIA 98584
Commissioners Fax 360-427-8437;Voice 360-427-9670, Ext'.419;275-4467 or 482-5259
�xsd
I AM SEEKING APPOINTMENT TO Mason County Planning Advisory Commission
NAME: Robert F."Mac"McLean
ADDRESS: PO Box 143 PHONE: 360-
CITY/ZIP: VOTING PRECINCT: WORK PHONE:
Allyn 98524 Victor E-MAIL:
(OR AREA IN THE COUNTY YOU LIVE) com
i
------------------------------------------------------------------- ---•---------------------
COMMUNITYSERVICE EMPLOYMENT:(IF RETIRED. PREVIOUS EXPERIENCE)
i
(ACTIVITIES OR MEMBERSHIPS) COMPANY: Alaska Dept. Fish&Game ---32 yrs. yRS
-8ga"J_ {eRb8F,4k19Ad-G& 9R
Enhancement Group; Member,Mason County POSITION: Regional Supervisor/Habitat Biologist
.League of 141 men Voters
COMPANY: Alaska Dept.Natural Resources —5 yrs. yRS
POSITION: Regional Manager
--------------------------------------------------------------------------------------------
In your words,what do you perceive is the role or purpose of the Board, Committee or Council for which you are applying:
She_Plaoning_Advisory-Commission's primary role is to pro-vide-policy_recommendations_tolhe_Board_of County____ _—
Commissioners relative to long-term comprehensive planning(Comprehensive Plan,Shoreline Master Plan),zoning,
variances,arid other development regulations. Comprehensive planning is essential to development of flie Cum ity's
economic well-being and preservation of its quality of life Ad-hoc development inevitably leads to diminishment of_
future economic opportunities and our quality of life. I believe a diverse citizens advisory committee can best integrate
What interests,skills do you wish to offer the Board,Committee,or Council?
I h2ve extensive work experience in au a4d4xk-magement4Aanning,aati_#>"rt°of
balancing property rights with the long-term public good. My natural resources background is particularly relevant to
e upcoming update ot our 6horeline Master Plan.
Please list any financial, professional, or voluntary affiliations which may influence or affect your position on this Board:
(i.e.create a potential conflict of interest)
Board Member,Hood Canal Salmon Enhancement Group;Property Owner-121 E.Wisteria Lane,Allyn WA
Your participation is dependent upon attending certain trainings made available by the County during regular business hours
(such as Open Public Meetings Act and Public Records).The trainings would be at no cost to you.Would you be
able to attend such trainings? Yes
Realistically,how much time can you give to this position?
Quarterly Monthly Vol Weekly Daly
Office Use Only
Appointment Date
Signature Date
Terni Expire Date
Robert F. "Mac" McLean
PO Box 143
Allyn, WA 98524
Mr. McLean has over 40 years of experience conducting state and federal environmental reviews
and fish habitat permitting; baseline freshwater, hydrology, and water quality assessments; fish
passage research, and stream channel restoration. He evaluated and permitted a wide variety of
resource development activities including transportation infrastructure construction, and forestry,
mining, oil and gas, and hydro development projects. He was the former Regional Supervisor for
the Alaska Department of Fish and Game(ADF&G) Habitat Division based in Fairbanks, AK with
budgetary, permitting and enforcement responsibility for Western and Northwestern Alaska,
Interior Alaska, and all North Slope activities. Throughout his career, he reviewed and issued
ADF&G permit authorizations and provided comments to other state and federal agencies for over
25,000 projects. Mr. McLean has extensive professional experience with wildlife inventories;
aquatic habitat impact assessment, and restoration/mitigation activities; fish habitat and wetland
permitting; culvert fish passage (new and retrofit); evaluation of riverine hydrology, diversion, and
hydrokinetic projects; design and monitoring of riverine restoration projects; and permit
compliance review. After retirement from state service in 2011, Mr. McLean was a Senior Aquatic
Biologist for OtterTail Environmental, Inc., and is a founding partner and Senior Aquatic Biologist
with 651' Parallel, LLC.
Mr. McLean has extensive experience with federal, state, and tribal coordination and with
Essential Fish Habitat consultation under the Magnuson-Stevens Act in Alaska. He was an
ADF&G representative on the Interim U.S.-Canada Yukon River Salmon Treaty Restoration and
Enhancement Subcommittee (1997-2005); Alaska University Transportation Center Grant Review
Committee (2008-2010); and the State-Federal Coordination Team, Mineral Management
Service, Norton Sound Outer Continental Shelf Mining (1987-1990). Mr. McLean has authored
more than 30 publications related to natural resource research and management in Alaska;
chaired and participated in Alaska resource committees; at the House Resource Committee's
request, co-authored substitute language for the Mining Reclamation Act(1989); co-authored
portions of the Alaska Department of Environmental Conservation's water quality mixing zone
regulations and implementation policy; and taught or presented at various courses and
workshops.
Throughout Mr. McLean's ADF&G career, he served as ADF&G's liaison and principle
researcher on joint ADF&G, University of Alaska Fairbanks, and Alaska Department of
Transportation and Public Facilities fish passage research (1985-2011). He co-
developed the ADF&G/ADOT&PF culvert evaluation software and design standards and
was the principle author of the current ADF&G/ADOT&PF Memorandum of Agreement
on culvert fish passage. He contributed to development of the U.S. Forest Service's
FishXing culvert evaluation software and the Federal Highway Administration's manual
1
Design of Fish Passage for Bridges and Culverts. He served on fish passage advisory
committees for the Washington Department of Transportation and the U.S. Bureau of
Land Management (Oregon).
PROFESSIONAL EXPERIENCE
Board Member, Hood Canal Salmon Enhancement Group, Belfair WA,2018 to present.
Co-Founder and Principal Aquatic Biologist, 65th Parallel, LLC, 2013-present
Senior Aquatic Biologist, OfterTail Environmental, Inc., 2011-2013
Deputized Law Enforcement Officer for Alaska fish and game statutes and regulations,
1988-2011
Regional Supervisor, Division of Habitat,Alaska Department of Fish and Game, 2008-2011
Regional Manager, Division of Habitat Management and Permitting,Alaska Department of
Natural
Resources, 2003-2008
Habitat Biologist, Division of Habitat and Restoration,Alaska Department of Fish and Game,
1982-2003
Fisheries Biologist, Division of Fisheries Rehabilitation and Enhancement,Alaska Department of
Fish and
Game, 1980-1982
Fisheries Biologist/Special Projects Coordinator, Division of Commercial Fisheries,Alaska
Department
of Fish and Game, 1975-1979
Fisheries Biologist, Division of Commercial Fisheries,Alaska Department of Fish and Game,
Summer
1973, Summer/Fall 1974, Summer 1975
Research Manager,Arctic Services, Inc., 1980
PROFESSIONAL CERTIFICATIONS/AFFILIATIONS
Habitat Protection and Restoration Evaluation Team,Alaska Sustainable Salmon Fund,2014.
Alaska Miners Association Fisheries Committee, 2011-2013
American Fisheries Society-Western Division, 1991 to present
Practical Factors and Considerations Related to Culvert Inspections. Certification, Institute
Practicing
Engineering, 2010
Academy for Supervisors. Alaska Department of Administration, 2009
Culvert Hydraulics. Certification, Institute Practicing Engineering, 2007
State of Alaska Representative, Restoration and Enhancement Subcommittee, U.S.-Canada
2
Yukon River
Interim Salmon Treaty, 1997-2005
Managing Diversity.Alaska Department of Administration, 2003
Documenting NEPA and Transportation Decision Making. Federal Highways Administration, 1998
Rosgen Applied Fluvial Geomorphology. Certification, 1992 and 1994
Mining Reclamation Workshop. Environmental Protection Agency, 1992
Fisheries Habitat Improvement Workshop.American Fisheries Society, 1991
Systematic Development of Informed Consent. Institute for Participatory Management and
Planning
(Bleiker), 1990
ADF&G Representative, State—Federal Interagency Fish Passage Task Force, 1985-2003
ADF&G Representative, Bering Straits Native Corporation's Habitat Committee, 1989-2003
ADF&G Representative, State-Federal Coordination Team for Norton Sound Outer Continental
Shelf Mining,
U.S. Mineral Management Service, 1987-1990
Basic Law Enforcement.Alaska Department of Public Safety, 1988
Effects of Dredging on Anadromous Fishes of the Pacific Coast. University of Washington,
Fisheries
Research Institute, 1988
Mercury in the Marine Environment. Mineral Management Service, 1988
Highways Hydraulics.Certification, Federal Highways Administration, 1988
Highways Hydrology. Certification, Federal Highways Administration, 1986
PROFESSIONAL AWARDS
Coastal American Partnership Award. Presented with letter of appreciation from Vice-President Al
Gore, 2000
ADF&G Habitat Outstanding Employee Award, 1985
WORKSHOP PRESENTATIONS
Fish Passage Through Culverts(Co-Presenter).Alaska Chapter,American Water Resources
Association
Anchorage,AK. 2000.
Wetland Surface Flow and Stream Crossings(Invited Speaker). Oil Practices and Gas Practices
and
Technologies on Alaska's North Slope. U.S. Department of Energy Workshop.Anchorage,AK.
2000.
Culvert Fish Passage Workshop(Co-Presenter). Bureau of Land Management. Coos Bay, OR.
1999.
Fish Passage Through Culverts Workshop(Co-Presenter). National Marine Fisheries Service.
3
Santa Rosa,
CA. 1998.
Biotechnical Stabilization—An Integrated Approach to Riverbank Stabilization(Workshop
Moderator).Chena
Riverfront Commission and Fairbanks Soil and Water Conservation District with participation
by the U.S.
Army Corps of Engineers—Waterways Experiment Station,Vicksburg, Mississippi. Fairbanks,
AK. 1997.
Mine Permitting. University of Alaska Fairbanks. Taught portions of Mine#493 senior level course.
1996.
Fisheries Bioengineering Section Symposium(Co-Presenter).American Fisheries Society—
Western Division
Annual Meeting. Portland, OR. 1993.
Mining Reclamation Symposium(Session Co-Chair). Environmental Protection Agency.
Anchorage,AK. 1993.
Mining Reclamation Short Course(Instructor).Alaska Mining Association.Anchorage,AK. 1991.
Fisheries Habitat Improvement Workshop(Co-Chairman).American Fisheries Association.
Fairbanks,AK. 1991.
Fish Passage Workshop(Session Co-Chair).American Fisheries Association—Alaska Chapter.
1986.
PUBLICATIONS Over 30 publications related to:
Culvert fish passage research and culvert design;
Stream channel restoration;
Mining reclamation;
Effects of off-road vehicles on fish and wildlife habitat;
Alaska Fisheries Atlas; fish and wildlife inventories;
Fisheries rehabilitation and enhancement evaluations;
Economic valuation of fish and wildlife resources;
Gravel mining guidelines; and
Water intake structures and guidelines.
4
MASON COUNTY
BRIEFING ITEM SUMMARY FORM
TO: BOARD OF MASON COUNTY COMMISSIONERS
FROM: Monty Cobb, Superior Court Judge
Renee Cullop, Therapeutic Court Program Manager
DEPARTMENT: Superior Court - Therapeutic Courts EXT: 206
BRIEFING DATE: 11/18/19
PREVIOUS BRIEFING DATES:
If this is a follow-up briefing, please provide only new information
INTERNAL REVIEW (please check all that apply): ❑ Budget/Finance ❑ Human Resources
❑ Legal ❑ Other— please explain
ITEM: MOU with Homes First for Therapeutic Court transitional housing
EXECUTIVE SUMMARY: (If applicable, please include available options and potential
solutions): Homes First owns and manages a home at 420 S 7th, Shelton, WA. The home
was purchased with a combination of funds from Homes First, Washington State and Mason
County with the intention of it being a shared home for homeless Veterans. It is our
understanding the agreement was amended in 2019 to include other single adults who need
a supportive group home setting. Therapeutic Courts has participants who are in need of
transitional, supportive housing.
We propose that the County enter into a MOU with Homes First to provide transitional,
supportive housing for 3-6 Therapeutic Court participants to assist them in achieving
stability. Participants would abide by all terms and conditions of their contract and court
ordered service plan.
BUDGET IMPACT: Budget impacts are unknown at this time. Criminal Justice Treatment
Act funds are available to pay all or a portion of a flat monthly fee. Participants would pay a
user fee based on income at a flat rate or sliding scale.
PUBLIC OUTREACH:(Include any legal requirements, direct notice, website, community
meetings, etc.)
RECOMMENDED OR REQUESTED ACTION: Work with Therapeutic Courts to enter into
an MOU with Homes First to provide transitional, supportive housing for participants.
ATTACHMENTS: None.
Briefing Summary 11/13/2019