HomeMy WebLinkAbout2023/01/24 - BOH Packet MASON COUNTY
COMMUNITY SERVICES
Building,Planning,Environmental Health,Community Health
MASON COUNTY BOARD OF HEALTH
January 24,2023
;L-qm4� PUBLIC 3:00 PM
Commission Chambers
HEALTH411 North 51h Street
Shelton,WA 98584
Meeting ID: 834 8034 3274
Passcode: 721009
DRAFT AGENDA
1. Welcome and Introductions Chair
2. Approval of Agenda—ACTION Board Members
3. Resolution—Set Meeting Dates—ACTION Board Members
4. Elect Officer Positions—ACTION Board Members
5. Approval of Minutes(September&November 2022) Board Members
—ACTION
6. Health Officer Report Dr. Keri Gardner
7. Administration Report Dave Windom
a. Board Positions
b. Strategic Plan
c. Fiscal
8. Environmental Health Report Ian Tracy
Update to Septic Regulations—ACTION
9. Community Health Report Melissa Casey
a. COVID Report
b. Tuberculosis
c. Presentation
10. Other Business and Board Discussion Board Members
11. Public Comments
12. Adjourn
If special accommodations are needed,please contact McKenzie Smith at(360)427-9670 ext.589 or
msmithAmasoncoun,wa.aov
Mason County Public Health
415 N 6t'Street,Bldg. 8, Shelton WA 98584,
Phone(360)427-9670 ext.400 ❖ Fax(360)427-7787
RESOLUTION NO. 23-01
A Resolution setting the 2023 meeting dates for the Mason County Board of Health
WHEREAS,the Public Health and Human Services department supports the administrative
requirements of the Mason County Board of Health and provides public notice; and,
WHEREAS,the Board of Health meets regularly to address the public health needs of Mason County;
and,
NOW,THEREFORE,BE IT RESOLVED,by the Mason County Board of Health that the meetings
for 2023 will be held at 3:00 p.m. on the following dates:
January 24,2023
March 28,2023
May 23,2023
July 25,2023
September 26,2023
November 28,2023
DATED this 24th day of January,2023.
ATTEST MASON COUNTY,WASHINGTON
BOARD OF HEALTH
MASON COUNTY,WASHINGTON
McKenzie Smith,Clerk of the Board
Darrin Moody,Hospital District#1
Kathy McDowell,City Commissioner
Kevin Shutty,Commissioner
Randy Neatherlin,Commissioner
Sharon Trask,Commissioner
Peggy Van Buskirk,Hospital District#2
Gary Plews,Fire Commissioner
Keri Davidson,Shelton School Board
MASON COUNTY BOARD OF HEALTH PROCEEDINGS
411 North 51'Street,Shelton,WA
September 27,2022
Attendance: Randy Neatherlin,County Commissioner;Kevin Shutty,County Commissioner; Sharon Trask,
County Commissioner;Dr.Keri Gardner,Health Officer;Darrin Moody,Hospital District No. 1;Peggy
VanBuskirk,Hospital District No. 2;Kathy McDowell,City of Shelton;Keri Davidson, Shelton School Board;
Ian Tracy,Environmental Health Manager;Todd Parker;Haley Foelsch;Tim Wood,FCS Group; Steve P,
Central Mason Fire Commissioner;Mike Shults, Compliance Supervisor ORCAA;Jeff Johnston,Executive
Director ORCAA;Odelle Hadley, Senior Monitoring Specialist ORCAA; Todd Chase,AICP,LEED AP FCS
Group;Lauren Whybrew,Engineer ORCAA;McKenzie Smith,Clerk of the Board; and Dedrick Allen,
MasonWebTV.
1. Chair Peggy VanBuskirk called the meeting to order at 3:00 p.m.
2. Approval of Agenda
Kathy McDowell/Dr. Keri Gardner moved and seconded to approve the agenda as presented. Motion
carried.
3. Approval of the July 26,2022 Minutes
Kathy McDowell/Cmmr.Neatherlin moved and seconded to approve the July 26,2022 Board of Health
minutes as presented with the addition of Kathy McDowell as an attendee. Motion carried.
4. Health Officer Report
Dr. Gardner shared that COVID-19 cases have been less frequent and milder but encourages constituents
to get another booster shot. The latest booster has been updated to cover the BA4 and BA5 variants.
Focus will be pivoted back to Foundational Public Health Services(FPHS)such as screening and
treatment of Hepatitis C. Partnerships are being ramped up with Mason Health,the tribes, Corrections
departments,and other community stakeholders. The response to the opioid crisis is also being
improved. Mason County has the highest rate per capita of opioid fatalities in Washington state. The
biggest contributors include opiates and methamphetamines. Successes include lowering the Monkey
Pox outbreak and having vaccinations available to those who are high risk. The City of Shelton brought
Public Health into the Homelessness Task Force which was created to address the housing needs of the
community.
5. Administration Report
The administration report is available in the Board of Health packet.
Keri Davidson asked when the guidance for schools may be updated? Dr. Gardner answered that changes
are expected but the Department of Health has not shared when that information will be released.
6. Environmental Health Report
Ian Tracy shared that due to delays and spending out water quality grants from COVID impacts to
operations,the Department of Health has extended several grants through December 31,2022.
7. Community Health Report
Melissa Casey shared the July through August health report. As a new manager,her focus is working
with staff and understanding their day-to-day work.
8. Other Business and Board Discussion
No other business or board discussion.
9. ORCAA Presentation
Jeff Johnston,Executive Director at the Olympic Region Clean Air Agency(ORCAA), shared an air
quality report. ORCAA,with authority from the Washington Clean Air Act,oversees six counties
(Clallam,Grays Harbor,Jefferson,Mason,Pacific, and Thurston)and enforces local,state,and federal
clean air laws and regulations. ORCAA has a nine-member board consisting of County Commissioners
and City Council members from the three largest cities(Lacey,Olympia,and Tumwater)in the Olympic
Peninsula jurisdiction. 90%of revenue comes from fees(permits,asbestos notifications,and per capita
assessments)and state and federal grants. The Department of Ecology provides the on-the-ground air
quality work. Particulate pollution is a main focus which includes home heating sources such as wood
stoves. There is a wood stove replacement program in place that is open to individuals in Thurston
County and parts of Mason County. Individuals,when replacing a non-compliant stove,are eligible for
$750 when replacing a pellet stove and$1,000 when replacing a wood stove with a natural gas or propane
appliance or$1,800 for an electric heat pump. There is also a wood stove recycling program that will
give individuals$500 for their wood stove. Education outreach is another main focus of ORCAA. The
ORCAA website will be redesigned and relaunched around February 2023.
Lauren Whybrew,ORCAA Engineer,shared that,under the Clean Air Act,ORCAA is responsible for
reviewing air permit applications and reviewing implications for proposed businesses or facilities. These
permit applications for outdoor air emissions are referred to as notice of constructions. A permit is
needed when fuel is burned(boilers, crematories, and coffee roasting),when liquids are treated or stored
(auto body shops with spray booths,gas stations,breweries,and wastewater treatment plants),when there
is potential for dust or particulate(sawmills,abrasive blasting,and gravel pits),or when products are
manufactured or processed(chemical manufacturing plants,mechanical paper mills,commercial
composting, food processing plants,veneer and plywood production, and landfills). ORCAA is also
involved with soil vapor extractions(air sparging). Marijuana facilities do not require a notice of
construction application.
Odelle Hadley, Senior Monitoring Specialist at ORCAA,discussed that Washington primarily monitors
Particulate Matter(PM)2.5 and ozone concentrations. PM2.5 is any airborne particle with a diameter
less than 2.5 micrometers. Total suspended particulate(TSP)matter are particles such as smoke and dust
that are small enough to remain in the air. Each County has at least one PM2.5 air monitor to monitor the
worst ambient air quality. Data is used to evaluate compliance, determine is a burn ban is required,and
allow the public to make informed decisions. The Air Quality Index(AQI)shows if there is any level of
health concern. Historically,air quality worsens in the winter due to wood stoves. In June 2019 and June
2020,Purple Air sensors were installed to determine if the current monitor location property represented
Mason County. Currently there are eight Purple Air sensors in the County. Also shared were tools to
stay informed about the current air quality as well as ORCAA contact information.
Mike Shults,Compliance Supervisor at ORCAA, shared there are three main areas of focus regarding the
inspection standpoint. Marijuana farms generally have an agricultural exemption;however,odor is still
considered an air pollution. ORCAA will not inspect the marijuana facility but will work with the facility
to limit or reduce odors. Most commonly ORCAA is known for smoke—wood stove,campfire,land
clearing fires, etc.—and will respond to complaints but do not issue permits. Permits go through the Fire
Marshal's office. The last area of focus is asbestos and demolition. ORCAA requires individuals to get
demolition permits and an asbestos survey for said demolitions and works with the County to ensure all
the proper permits have been applied for. An asbestos survey is also required for some remodels.
10. Housing Needs Assessment
Todd Chase,Economic Services for FCS Group,gave a Mason County Housing Needs Assessment
presentation. Discussion topics included project objectives, emerging trends, stakeholder input,housing
needs,and next steps. A Housing Needs Assessment(HNA)analyzes housing data,public input, and
existing policies to create or amend the housing action plan and comprehensive plan update.
Tim Wood,Assistant Project Manager for FCS Group,discussed the population growth forecast for
Mason County. The medium growth forecast equates to 19,686 people and over 10,130 new housing
units over the next 20 years. For housing construction permit trends,2,250 new housing units have been
built over the past 5 years. Mason County housing inventory showed 34,000 total housing unites with
nearly 1 in 3 homes being used for seasonal use only. Home types include single-family detached,
townhomes/plexes,multi-family, and manufactured home/other. These dwellings are also categorized by
owner-occupied,renter-occupied, and seasonal/vacant. The home value index,based on the Zillow
median home value, shows an increase of 23.4%in Belfair and 29.5%in Shelton from January 2020 to
January 2022. Severe rent burdens show that nearly 3 in 10 renters pay over 50%of their income on rent.
Mason County and Shelton both exceed the State average for poverty and ALICE(asset limited, income
constrained,employed)households. 4 out of 10 households meet these criteria. A graph was shared for
Mason County at-risk subgroups. This includes victims of domestic violence, senior citizens,persons
with disabilities,veterans,individuals with mental illness,and homeless families with and without
children. Households identifying as Hispanic or Latino was also shared.
Todd Chase shared that community stakeholders include housing non-profits,developers,and real estate
brokers which help"ground truth"the data and provide perspectives on existing housing issues and
policies. The top barriers are funding for new public housing,voucher navigator staff,timing of public
sewer/water and power extensions in the Urban Growth Areas(UGAs),and housing costs rising quicker
than incomes. Opportunities are City and County revenue from the Affordable Housing Levy,immediate
market demand for rentals and mobile home parks,recent City of Shelton code changes,the Belfair
Environmental Impact Statement(EIS), and the veteran's village. The new housing need is 11,573
dwellings over the next 20 years with an immediate demand of over 326 government-assisted units and
market demand for 376 rental units. The housing need is then broken down by class(upper,upper
middle, lower middle,very low,extremely low,and other). The next step is to refine and accept the
HNA then consider policies that promote housing production as part of the Housing Action Plan and
Comprehensive Plan update. Strategies include zoning and code changes,reducing regulatory
impediments,financial incentives,financial resources,tax exemption and abatement, land acquisition,
lease, and partnerships, and other custom options.
11. Public Comment
No public comment at this time.
12. Adjourned at 4:34 p.m.
ATTEST MASON COUNTY,WASHINGTON
BOARD OF HEALTH
MASON COUNTY,WASHINGTON
McKenzie Smith,Clerk of the Board
Darrin Moody,Hospital District#1
Kathy McDowell,City Commissioner
Kevin Shutty,Commissioner
Randy Neatherlin,Commissioner
Sharon Trask,Commissioner
Peggy Van Buskirk,Hospital District#2
Gary Plews,Fire Commissioner
Keri Davidson, Shelton School Board
MASON COUNTY BOARD OF HEALTH PROCEEDINGS
411 North 511 Street,Shelton,WA
November 29,2022
Attendance: Randy Neatherlin,County Commissioner; Sharon Trask,County Commissioner;Dr.Keri
Gardner,Health Officer;Peggy VanBuskirk,Hospital District No.2; Ian Tracy,Environmental Health
Manager;Melissa Casey,Community Health Manager;McKenzie Smith, Clerk of the Board;Emily Layman,
and Dedrick Allen,MasonWebTV
1. Chair Peggy VanBuskirk called the meeting to order at 3:02 p.m.
2. Approval of Agenda
No quorum.
3. Approval of the September 27,2022 Minutes
No quorum.
4. Health Officer Report
Dr. Gardner shared active cases of Tuberculosis have been identified and contact tracing and
notifications are being performed. Community screening events are being planned. Respiratory
illnesses are surging there are high rates of Respiratory Syncytial Virus(RSV),Influenza A, and
COVID. Hospital occupancy rates are high. Continue getting vaccinated and practicing hand
sanitizing, staying home when sick, and consider wearing a mask.
Funding was received from the State to address outstanding need regarding Hepatitis C. A case
manager is being employed through Public Health and an experienced Pharmacist is being
contracted with for clinical consultation. Rates of treatment remail low. If left untreated,
Hepatitis C can lead to liver failure, liver cancer, and death. Public Health will reach out to local
health systems to provide education on treatment. A public education campaign to raise
awareness will be done in the coming year. Hepatitis C is curable and does not need to be a
chronic condition.
5. Administration Report
Dave Windom attended the Washington State Association of Counties (WSAC)Leadership
Convention. The legislative session was covered during the meeting. Washington state received
$271 million of funding through Foundational Public Health Services(FPHS). If more funding is
received from the legislative session,there is a new project model. Funding for 2023 is stable
from FPHS funding and from the Consolidated Contract(ConCon). The leadership team
discussed the Public Health Accreditation Board standards which provides more documentation
and is a lengthy and expensive process. The Pathways model is like accreditation but shrunken
down to just FPHS-type activities. This will allow results to be shown.
At the annual meeting in January will the Board of Health Chair will be selected, and Board
composition and recruiting will be discussed. Board membership can be rotational and keep in
line with legislation. Meetings will also be a hybrid model—both in person and via Zoom.
Latest statistics for COVID are 39.5 cases per 100,000 people per week with an average
hospitalization of one per day. Death rates have been very low since September. There were four
suicides in the last month which was a high for 2022.
Permitium has been implemented which is a birth certificate and death certificate program. This
allows individuals to submit requests at home and is available in 116 languages.
The strategic plan will be presented at the January Board of Health meeting.
6. Environmental Health Report
Ian Tracy shared that the logo has been finalized for Public Health and is changing the documents
to have that new logo.
7. Community Health Report
Melissa Casey introduced the new Health Educator,Emily Layman,who will be working on
Public Health campaigns for social media. The community forum event at the Civic Center was
successful. Partners included the Shelton Police Department,the Sheriff's Office,the School
District, True North Program, and the Skokomish Tribe. Over 80 people showed up in person
and over 500 views online.
Melissa has also been busy with Tuberculosis work and contract tracing. There was a meeting
with the TB Regional Health Collaborative and Mason Health to streamline processes. There
have been insurance and language barriers.
Public Health was selected as a WIC service provider in Shelton and is partnering with Mason
Health and the YMCA.
8. Other Business and Board Discussion
No other business or board discussion.
9. Set 2023 Meeting Schedule
Dave Windom shared that the meeting will not need to be moved around due to holidays.
10. Public Comment
No public comment at this time.
11. Adjourned at 3:28 p.m.
ATTEST MASON COUNTY,WASHINGTON
BOARD OF HEALTH
MASON COUNTY,WASHINGTON
McKenzie Smith,Clerk of the Board
Darrin Moody,Hospital District#1
Kathy McDowell,City Commissioner
Kevin Shutty,Commissioner
Randy Neatherlin,Commissioner
Sharon Trask,Commissioner
Peggy Van Buskirk,Hospital District#2
Gary Plews,Fire Commissioner
Keri Davidson, Shelton School Board
From the Director I Desk 7A1
January 2023
Welcome to 2023
These past two months have been incredibly busy with the continuing response to COVID,
influenza, and other public health-related issues.
We're starting off the year in a much better place than last year with case rates under 100 as
opposed to 1800/100,000 a year ago.
7-Day' 14-Day
Jan 2022 Jul 2022 Jan 2023
Influenza came back in 2022 and into early 2023 after being mostly absent for the past two
years. While being early, it exhibits a fairly traditional steep climb and decline and is
approaching baseline.
Figure 4:Syndromic Surveillance,Percentage of Hospital Visits for a Chief Complaint of ILI,or
Discharge Diagnosis of Influenza,by CDC Week,Washington,2019.2023
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40 44 40 52 4 0 12 10 20 24 20 32 30
CDC Week
2019-2020 2020-2021 2021-2022 + 2022-2023
From the Director Is Desk
l
We are moving ahead with WIC preparation. We are currently in the process of approving a
budget and developing MOA's with our partner organizations.
Financially we're looking good and current graphs are included in the packet. This legislative
session has an ask for additional FPHS dollars but with the many other asks around housing,
mental health, and homelessness, I don't expect much progress on the FPHS front, but I don't
expect a decline either.
We have added a public health educator and added equipment and software to allow us to
vigorously use video education as a primary means of outreach into the community. We've also
been approved to fill an epidemiologist position which will focus our efforts on data collection
and interpretation for Mason County.
2023 has been a wild ride so far with much to talk about on the 24cn
David Windom, MSHS
Director
MASON COUNTY
r .
Public Health & Human Services
Strategic2023 -2025
Plan
Creating a safe and healthy Mason County
The 2023-2025 Mason County Public Health Strategic Plan serves as a tool for guiding the
allocation of agency resources and focusing development efforts proactively. It also serves as a
vehicle for communicating with our partners to ensure that all people have the opportunities
they need to thrive in a safe and healthy Mason County.
wood
_f• _
Contents
I.Introduction.....................................................................................................................................................................................3
I1.Planning Process.........................................................................................................................................................................4
I1I.Guiding Statements..................................................................................................................................................................5
Vision................................................................................................................................................................5
Mission.............................................................................................................................................................5
Values...............................................................................................................................................................5
IV.Context and Challenges..........................................................................................................................................................6
PublicHealth....................................................................................................................................................6
Workingin the Community..............................................................................................................................7
V.Strategic Goals,Objectives,and Initiatives................................................................................................................10
VI.Implementation.......................................................................................................................................................................11
AppendixA..........................................................................................................................................................................................12
ShortTerm Work Plans 2023.........................................................................................................................12
2 1 P a g e
I. Introduction
Mason County Public Health the functions of community health, environmental health,
behavioral health, housing and vital statistics to create an integrated public health and
human services delivery model.
In an effort to become nimbler, keeping pace and anticipating changing needs in our
business areas, we launched a strategic planning process in 2022 and completed it in
2023.
The planning process aimed to address five (5) strategic questions:
✓ How do we remain responsive to changing community needs?
✓ How do we communicate who we are and what we do?
✓ How do we maximize our resources across all offices?
✓ What is an effective process for determining our priorities?
✓ What competencies should we build in the organization?
In response to these questions we developed:
SEVEN (7) CORE PUBLIC HEALTH OBJECTIVES
• Effective Internal & External Communications
• Responsive Customer Service
• Coordinated Community Planning
• Technology to Improve Outcomes
• Employ Continuous Quality Improvement
• Standardize Departmental Policies & Procedures
• Maintain Competent Workforce
3 Page
II. Planning Process
Mason County conducts many data collection and planning efforts, both within the
agency and in coordination with other organizations in the region. The 2023-2025
Mason County Public Health Strategic Plan does not attempt to duplicate other planning
efforts, but rather serves as a tool for guiding us in our organizational development.
Recognizing that community health and community development are both are changing
very rapidly made constructing a five (5) year plan less feasible than in times past, so a
shorter-term plan was developed.
New factors that have influenced our planning and our goals include:
Public Health
• Healthier Washington Initiative '
• Accountable Communities of Health (ACH — Regional Level)
• Mini-Communities of Health (County Level)
• Foundational Public Health Services (ensuring a basic level of foundational public
health services is available in all Washington counties)
Human Services
Ongoing planning efforts will continue to emphasize staff involvement, interdepartmental
coordination, dialogue, learning, and creativity.
The approach to planning for Mason County Public Health is not "what more can we do?"
but rather, "how can we best fulfill our mission and uphold our mandates in a way that is
sustainable and meets our community's needs?"
4 1 P a g e
III. Guiding Statements
Vision
A Healthy and Safe Mason County
Mission
Mason County Public Health is a collaborative effort that strives to protect quality of life by
working to create and maintain a safe, vibrant, and healthy community.
Values
■ Mason County Public Health fosters and endorses an environment of Respect in all
areas of our daily activities along with a non judgmental outlook toward the
people we serve and those with whom we work amongst.
■ Integrity guides each employee to uphold professional ethics and serve with
honesty,fairness, and loyalty.
■ As stewards of the community, we hold ourselves Accountable for our behavior,
performance, and all resources entrusted to our department.
■ We are Committed to using the least intrusive method possible to achieve optimal public
health—informing and educating wherever possible, directing and regulating only when
necessary.
■ Recognizing individual strengths, we encourage Teamwork throughout our Department
by the active collaboration to;solve problems, make decisions, and achieve common
goals.
5 1 P a g e
IV. Context and Challenges
Public Health
Over the past 100 years, the lifespan of the average American has increased by thirty (30) years
with twenty-five (25) of those attributed to improvements in public health. Today, public
health is challenged to continue those advancements. Across the United States, public health
departments are undergoing major changes. There is a growing understanding that public
health must be viewed as a community system, not as a centralized agency providing one-on-
one services. To make a lasting impact, the focus of public health agencies has been shifting
towards prevention, community engagement, and system change. With reduced funding and
staffing levels stretched thin, even the direct public health services mandated by federal, state,
and county legislature are being re-examined as opportunities to encourage community
awareness and collaboration.
The Three Core and Essential Public Health Services are:
Assessment
• Monitor health status to identify community health problems
• Diagnose and investigate public health problems and hazards in the community
• Evaluate effectiveness, accessibility, and quality of personal and population-based
health services
Policy Development
• Develop policies and plans that support individual and community health efforts
• Enforce laws and regulations that protect health and ensure safety
Assurance
• Link people to needed personal health services and assure the provision of healthcare
when otherwise unavailable
• Assure a competent public health workforce
• Inform, educate, and empower people about health issues
• Mobilize community partnerships to identify and solve health problems
Mandated Public Health Services include:
➢ Monitor, investigate, and report on communicable diseases
➢ Control communicable diseases through appropriate vaccine distribution and
monitoring
➢ Improving the health of families and communities
➢ Enforce environmental health regulations including on-site sewage, solid waste disposal,
food safety, water, and air quality
➢ Maintain vital records (e.g. birth and death certificates) in partnership with the
Washington State Department of Health (DOH)
➢ Respond to public health emergencies and natural disasters
6 1 P a g e
The local Board of Health advises the department, county, and partner groups by advocating for
policies and systems to protect the most vulnerable populations. In addition, Mason County
Public Health, holds a much larger responsibility for monitoring the overall health of the
community and directing public resources toward the greatest benefit.
Working in the Community
Rural community vitality depends on maintaining adequate infrastructure, having access to
services, enhancing business and economic opportunities, and establishing policy settings to
foster desired outcomes. Local vitality relies on communities "rethinking" assets, developing
networks, building local cooperation, and acting on local passion and motivation.
In addressing these aspects, current approaches to rural and regional development in Mason
County represent only a partial approach. Current legal requirements and fee-driven services
largely focus on permitting by; Board directives, adopted codes, and provisions established in
past practices have been reactive processes. While these continue to be crucial elements of
Public Health, a more comprehensive approach is necessary including:
➢ Reexamining agency assumptions,
➢ Better fostering community confidence,
➢ Understanding assets by addressing data gaps,
➢ Fostering new and existing public and private partnerships.
To develop a strategic plan for Mason County Public Health as a whole, staff analyzed internal
strengths and weaknesses, and external opportunities and threats (SWOT), identified by staff
during the first quarter of 2022.
Strengths
• Dedicated employees
• Talented employees
• Educated employees
• We educate!
• Accomplish a lot with limited resources; creative
• Community partnerships and relationship building
• Focused forward
• Funding
• Measurable outcomes/addressing goals
• Employees work independently—intrinsically motivated
• Flexibility and growth to meet evolving needs/not so rigid that we can't bend
Weaknesses
• Retention
• Loss of institutional knowledge
• Presentation—regarding building space and ADA accessibility
• Onboarding and consistent training
• Clear expectations
7 Page
• Formal implementation of training
• General/basic computer skills
• Salary(tied to retention,competitiveness)
• Communication
• County website (public records request)
• Medical officer involvement
• Written standards
• Job descriptions vs. classifications
• Lack of county car
• Non-profit capacity/ability(subcontractors)
• Interdepartmental collaboration (silos between programs)for collective Impact
• Thurston-Mason (Mason gets crumbs)
• Enforcement and accountability regarding compliance
Opportunities
• Communication
• Opportunities for mobility
• County website (interactive, informative,vibrant and attractive)
• Written standards
• FPHS definitions
• Compliance
• Partnership with hospital and YMCA for WIC and family planning
• County-wide programming(all areas, not just North/South Mason)
• Local forum and HBH for gaps
Threats
• Budgets (grants not sustainable;volume of grants/grant management
• Public will
• Political will
• Compliance
• Non-competitive salaries; no opportunities for growth or mobility= poor retention
• (even within classification and/or with added responsibilities vs.time in seat)
• Public records requests
GOALS
• SmartGov=July priority; at least one SME in each department(EH, CH, clerical,finance)
• Code Enforcement: different lines of authority and processes(i.e. legislation, constitution, etc)—
would a supervisor approve?
• Website: county website must be primary; link to healthymason.com?; include other programs(i.e.
land records)
• Re-branding Public Health: logo still relevant, change the name on the logo
• Drought plan mostly PH vs. building due to water(comp plan)
• BOH: nearly done; need to implement term limits
• Maintaining and transitioning Covid team/post-covid priorities(duties include assessing leading
causes of death)
• 4 regional PH coordinators/officers: we already have existing relationships(individually)with DOH
8 1 P a g e
• Vital records website(free,ordered on-line; convenience fee($4)to person ordering; 107 different
languages
• Concerns include: eligibility,tech support(i.e. kiosk in lobby), matching photo ID w/forms
• Additional Goals: sustainable funding and expansion of BH programs; retention and sustaining
institutional knowledge; other departments grow,what about our department?
FPHS/Other Gaps
• Measurable outcomes
• Crisis response/stabilization
• Navigator program (coverage for tribes,youth, elderly, N. Mason underserved, rely on DCR—rarely
show or very delayed (stationed out of Thurston)
• N. Mason prevention grant for youth/adolescents and other outlying schools (lack of MH/SUD
prevention services statewide (for youth)
• Solid Waste vouchers/expansion (removal, including RV's; overflow of dumps; lack of transportation
to dumps biggest issue)
• ACE's and impact on life expectancy: make a foundation in healthcare, environment,etc.
• Software- upgrade to full Adobe suite/pro; data encryption/encrypted email (Outlook only encrypts
internally)
• MCH—autism assessments/long wait list and limited funding; centralized referral system (how do
we do and fund here); early learning coalition, parents as teachers,etc. (require BSN,workforce
gaps)
• Community Health Car—needed for home visits
• Sexual assault services for males—expand Turning Pointe's services
• Monthly Forum/Resource Event; cover a specific topic,and showcase our programs to the
community;the opportunity to ask questions and conduct general education; people are more
informed (less fear), safe space to talk about uncomfortable topics; rotate where hosted
Challenge#1: Build a strong organizational culture that demonstrates confidence and pride in
our department's collaborative approach, diversified expertise, and problem-solving skills to
provide quality services to our community.
Challenge#2: Strengthen, expand and enhance community partnerships to facilitate improved,
integrated Public Health.
Challenge#3: Streamline workflow processes by capitalizing on today's technology and
utilizing quality improvement tools to increase efficiency and reduce department and consumer
costs.
Challenge#4: Think proactively, monitor, and strategically plan to anticipate forces of change,
(trends, events, and factors occurring from the broader environment) that may impact our
community. Identify and implement strategies for potential threats and opportunities.
9 1 P a g e
V. Strategic Goals, Objectives, and Initiatives
Strategic Goal I: Transition from COVID (Challenges 3, 4)
Objective A: Redirect COVID team efforts
1. Transition COVID team members to address gaps within the department
in epidemiology, program evaluation, and community assessments
2. Direct efforts towards programs that benefit the most vulnerable
populations in Mason County by providing services such as WIC, health
education, and data gathering and interpretation
3. Increase focus on housing, mental health, and behavioral health as
aspects of a healthy community
Objective 8: Seek New Revenue
1. Seek grant funding that either supplements current work or allows a
shift from low return on investment programs into higher performing or
more relevant programs based on needs assessments (promote multi-
family development, low-income projects, and transitory housing
programs)
2. Seek non-traditional partners in funding that have a vested interest in
keeping populations healthy and out of the healthcare system thereby
reducing overall healthcare costs such as managed care organizations
3. Actively participate in the Foundational Public Health Services works that
seek to design a permanent, stable funding methodology that addresses
citizen health and safety across the county
4. Participate in regional collaboratives which are tasked with sharing
revenue across the region (emergency preparedness, promoting
professional development and retention practices)
Strategic Goal 2: Build and Strengthen Public Health and Engagement (Challenges
1, 2, 3)
Objective A: Build community understanding and investment in Public Health
1. Develop strong communication plans that are adaptive and vibrant
2. Participate and lead in local community coalitions to implement
interventions and community-based solutions to prevention priorities
3. Use the inherent skills of public health to serve as the chief health
strategist for local communities
Objective e: Create a Culture of Quality Improvement
1. Increase program accountability and performance
10
2. Ensure all staff have a working understanding of program development
and evaluation
3. Increase intradepartmental knowledge of all programs and/or services
Objective C: Reinforce and Support a Skilled and Informed Workforce
1. Advance the expertise and capacity to identify, track, analyze, and
communicate department information and data
2. Establish ongoing training programs to promote a culture of flexibility,
adaptability, and customer service
3. Assure appropriate tools and technology are available for staff to
perform required tasks
4. Cross-train staff and provide training for possible future initiatives
Strategic Goal 3: Promote Healthy Environments and Lifestyles (Challenges 1,2,3,4)
Objective A: Promote Developed and Natural Environments That Protect the Public's
Health and Safety
1. Collaborate with community partners and stakeholders
2. Convene community partnerships to inform, educate and share resources
3. Collaborate with state, county, and regional entities that provide
expertise related to issues of concern within our communities
4. Participate in community-based outreach to address issues of public
concern
Objective 8: Promote Behaviors That Protect and/or Improve Lifestyles
1. Collaborate with community partners and stakeholders
2. Participate in projects or initiatives to change behaviors
3. Educate the public, empowering individuals to initiate change
4. Initiate workflow processes that increase departmental efficiencies and
improve public perception
VI. Implementation
The 2023-2025 Mason County Public Health Strategic Plan represents an ongoing process of
setting priorities, reflecting on what is being learned, and taking realistic steps forward. The
Strategic Plan provides the organizational guideposts for staff and management to discuss and
determine where to focus time and resources. At the broadest level, the implementation of the
three (3) year Strategic Plan occurs through the development and monitoring of the annual
work plans.
111 Page
In addition to reviewing the work plans annually, the Strategic Planning Team will review
indicator data yearly. Upon review of this data, the Strategic Plan will be updated or changed
as needed. Following the data review in 2020, the Strategic Planning Team will begin revising
the Strategic Plan for the next two (2) year cycle.
Objectives and initiatives for strategic goals are not listed in rank order. They will be addressed
through various methods concurrently. Once this Strategic Plan has been accepted and
approved, the work plans will be developed and reviewed on the following schedule:
Quarter/Year Activity
Q1—2023 Develop 2023 work plans
Q3—2023 Adopt the 2023-2025 Strategic plan
Q4—2023 Review 2023 work plans
Develop 2023 work plans
Q2—2024 Review indicator data
Q4—2024 Review 2023-2025 Strategic Plan
Review 2024 work plans
Develop 2025 work plans
Q1—2025 Review current data, reassess community needs
Q2—2025 Publish 2025 work plans
Q4—2025 Review 2025 work plans
Develop 2026-2029 strategic plan
Develop 2026 work plans
Q1—2026 Adopt the 2026-29 Strategic Plan
Appendix A
Short-Term Work Plans 2023
➢ Long Range Planning Work Plan Administration and Policy Initiatives)
➢ Environmental Health Work Plan
➢ Community Health & Human Services Work Plan
12
2018 - 2022 Cash Flow
110001000
8001000
600,000
400,000
200,000
0
-200,000
Jan Fe Mar ay Jun Jul Aug o c
-400,000
-600,000
-800,000
-11 000,000
2018 2019 2020 2021 2022
F- County T ra n s fe r i n
Revenue Contribution Mental Health
°
° 2%
Fees
11%
Federal Dollars
Revenue
by
45%
Permits
So
e 11%
State Funding
23%
Federal Dollars State Funding Permits
Fees County Contribution Transfer in Mental Health
21500,000
21 000,000
11500,000
11 000,000
5001000
0
Federal State Funding
Dollars
B udE
Internal EXPENDED
Intergovernmental Charges
0% 6%
Services Salary and
29% Wages
42%
Supplies
5%
Benefits
18%
Budgeted vs Expended
$2,000,00 0
$11800,00 0
$1,600,00 0
$1,400,00 0
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000 ■ ■
$0
C 0r
■ Budget Expended
County Gov
BARs Report 2021 3%
Fed Other
19%
Fees&permits
27%
DOH
1%
FPHS
3%
State Assist to County
Fed through DOH 6%
37%
Other State
5%
County Gov Fees&permits DOH FPHS State Assist to County Other State Fed through DOH Fed Other
Mason County Environmental Health Building Permit Policies- Requirements Based on Location of Proposal
New, Replacement, or Remodeled Living Unit Served by Existing On-Site Septic System
Location Type of Proposal EH Requirements
Expansion Septic system
Increase in sewage flow, number of bedrooms(as shown on approved septic Must have asbuilt,satisfactory O&M inspection within last year,and
permit),or living space greater than 200 ft2,OR be in full compliance with current code.
Any structural or use change that would result in an adverse impact on the Reserve
existing septic system/reserve or potential conforming septic system/reserve. Must be in full compliance with current code.
Septic system
Low Impact Expansion Must have asbuilt,satisfactory O&M inspection within last year,and
Increase in living space greater than 200 ft2,WITHOUT any expected increase in a septic system that meets Treatment Level B. Disposal component
Shoreline sewage flow or number of bedrooms(as shown on approved septic permit),AND
must consist,at a minimum,of a non-failing drainfield,deep trench
On-Site System No structural or use change that would result in an adverse impact on the existing
or dry well.
located within 100 ft septic system/reserve or potential conforming septic system/reserve. Reserve
At minimum,a repair designated by a licensed septic designer that
of regulated shoreline meets requirements of WAC 246-272A.
Non-expansion Septic system
No increase in sewage flow,number of bedrooms or living space greater than 200 Must have asbuilt and satisfactory O&M inspection within last year.
ft2,AND Reserve
No structural or use change that would result in an adverse impact on the existing At minimum,a repair designated by a licensed septic designer that
septic system/reserve or potential conforming septic system/reserve. meets requirements of WAC 246-272A.
Structural Repair
Septic system
Routine maintenance and repair of roofs,foundations,or walls without
restructuring the basic floor plan of the residence. Satisfactory 0&M inspection within last year.
Expansion
Septic system
Increase in sewage flow or number of bedrooms,OR
Must have asbuilt,satisfactory O&M inspection within last year,and
Any structural or use change that would result in an adverse impact on the
be in full compliance with current code.
Non-Shoreline Reserve
existing septic system/reserve or potential conforming septic system/reserve.
On-Site System Must be in full compliance with current code.
located greater than
Septic system
100 ft from regulated Non-expansion Must have asbuilt and satisfactory 0&M inspection within the last
shoreline No increase in sewage flow or number of bedrooms(as shown on approved septic
permit),AND year.
Reserve
No structural or use change that would result in an adverse impact on the existing
At minimum,a repair designated by a licensed septic designer that
septic system/reserve or potential conforming septic system/reserve.
meets requirements of WAC 246-272A.
Page 1 of 2. Under review 11/18/22. Referenced in MCC 6.76.060(4)
Mason County Environmental Health Building Permit Policies
EH Review Materials and Interpretation
Asbuilt
Must have original documentation of septic system installation. An approved septic design is
insufficient. The asbuilt record shows how system was installed. An updated record drawing may be
required if insufficient information is available on existing records to determine system compliance
and/or location.
No Asbuilt
If no original asbuilt exists, applicant will need to hire a Licensed Septic Designer to locate existing
system and provide an "After the Fact" asbuilt showing system location and size in relation to existing
buildings, property lines, shorelines, etc.
Full Compliance with Current Code
For a system to meet current code,the approved permit must show the system installed complies with
current state and local regulations. Systems installed with an approved permit will be considered in
compliance with current code if the date of final approval is within the past five years.
Existing systems/reserves approved as non-compliant or approved under WAC 246-272A repair
standards may not be in full compliance with current code and may require an upgrade and/or approved
waivers with mitigation.
Operations and Maintenance (O&M) Inspection
Must have complete satisfactory Operations and Maintenance inspection within the last year of building
permit application submittal date. If most recent report on file shows an unsatisfactory service event,
the system will need to be repaired or permit may be conditioned depending on situation. If system
history shows any cause for concerns that were never addressed, additional requirements and/or
conditions may apply.
Regulated Shoreline
See MCC 17.50.060 and Shoreline Environmental Designations layer on Mason County GIS map.
Shoreline Living Space 200 ft2 Requirement
Square Footage is typically measured on all floors of structure(s) and counts towards anything
considered "Living" (ex. living room, bedrooms, kitchens, bathrooms, dens, offices, etc). Garages, shops,
sheds square footage shall be excluded towards the total.
Page 2 of 2. Under review 11/18/22. Referenced in MCC6.76.060 (4)
Environmental Health On-Site Sewage Requirements Based on Location of Proposal
New, Replacement, or Remodeled Living Unit Served by Existing On-Site Sewage System
Location Type of Proposal EH Requirements EH Review Materials and Interpretation
Expansion Drainfield Approved Permit on File
Increase in sewage flow,number of bedrooms(as shown Must be demonstrated to be in full compliance On-site Inspection may be necessary if there is insufficient
on approved septic permit),or square footage greater with current codes information to determine system compliance,or if system is located
than 200 ft2,OR within an environmentally sensitive area
Reserve Area
Any structural or use change that would result in an Must be demonstrated to be in full compliance No Approved Permit in File,System Installed since April 1992
adverse impact on the existing drainfield/reserve or with current requirements Applicant must apply for an on-site permit,expose the ends of each
potential conforming drainfield/reserve lateral to verify lengths,dig one test holes in close vicinity to
drainfield,2 test holes in an area suitable for drainfield repair,and
initiate an inspection by EH staff.
Low Impact Expansion
Increase in square footage greater than 200 ft2, Drainfield No Approved Permit in File,System Installed Prior to April 1992
WITHOUT any expected in sewage flow or number of Must consist,at a minimum,of a non-failing An as-built drawing must be provided by a professional engineer or
septic tank and drainfield,deep trench,or dry
bedrooms(as shown on septic permit),AND certified designer,the as-built must show system layout in detail,
well depth of drainpipe from original grade,and designate an area suitable
Shoreline No structural or use change that would result in an for drainfield repair;homeowner as-builts will be accepted if key
locaeOn-Site Systemd within 100 ft adverse impact on the existing drainfield/reserve or Must participate in O&M program system components are exposed and verified by an EH inspection.
locate potential conforming drainfield/reserve
of regulated shoreline Reserve Area EH inspection,When Required
Must consist,at a minimum,of a Table 9 repair, Any required on-site inspection will be initiated by the applicant
and if not shown on the must be submitted by applying
for an EH Review
Non-expansion the applicant as a signed,scaled plot plan
No increase in sewage flow,number of bedrooms or
square footage greater than 200ft2,AND Full Compliance with Current Codes
In order for a system to meet current code: 1)the permit must be
No structural or use change that would result in an accurate and complete;2)the as-built document verify that the
adverse impact on the existing drainfield/reserve or system substantially complies with current state and local
potential conforming drainfield/reserve Drainfield regulations;and 3)a certified Operations and Maintenance report
Must consist,at a minimum,of a non-failing within the past 12 months must indicate the system is not failing
septic tank and drainfield,deep trench,or dry (systems in use less than 12 months are exempt from needing an
well,as verified by the applicant O&M report).Note:Any system installed under an approved permit
Structural Repair will be considered in compliance with current code if the date of
Routine maintenance and repair of roofs,foundations,or final installation inspection was within the past five years.
walls without restructuring the basic floor plan of the
residence Drainfield Non-Failing System
Must be demonstrated to be in full compliance Any of the following findings would indicate a failing system;
with current codes evidence of sewage discharge to ground or surface evidence the
Expansion system is periodically inundated with ground or surface water,
Increase in sewage flow or number of bedrooms,OR Reserve Area evidence of ponding effluent within the system,the system consists
Must be demonstrated to be in full compliance of an unapproved method of disposal,such as a cess pool,or
Any structural or use change that would result in an with current requirements evidence from the indicates the system is failing;NOTE:hi order to
adverse impact on the drainfield/reserve or potential confirm the non-failing status of a system that has been in use than
conforming drainfield/reserve 12 months,the applicant must submit a certified O&M report from
Non-Shoreline Drainfield the past 12 months the non-failing status of the system.
On-Site System Must consist,at a minimum,of a non-failing
located greater than septic tank and drainfield,deep trench,or dry Table 9 Repair
100 ft from regulated well that have been determined by the Health A repair or replacement on site system where the installation of a
Non-expansion Dept.to be functioning adequately,and confirming system is not possible due to limitations in vertical
No increase in sewage flow or number of bedrooms(as separation and/or horizontal setbacks.Table 9 repairs utilize
shown on approved septic permit,AND Reserve Area enhanced treatment systems as outlined in WAC246-272A-0280.
Must consist at a minimum of a Table 9 repair,
No structural or use change that would result in an and if repair area is not permit,must be O&M statement recorded on propeM title.
adverse impact on the existing drainfield/reserve or submitted by the applicant on a signed,scaled
potential conforming drainfield/reserve plot plan
Environmental Health On-Site Sewage Requirements Based on Location of Proposal
New,Replacement.orRemcdeled Living Unit Served by Existing On-Site Sewage System
pansren ra le
eCaatt h"wapo Over,fxrlbr of 10ir"n(as roast on spprveed teptk Must bt demonstrated to be h fuA eemphnee with ourrork cedes
pemtl,or square%mat Water Dun 2001t2,OR
Reserve Area
Any structural er use dmir"thotw*M rnuR h an adnot hpsd on Must M damensbated to M h fuA eompAsnee with eunnt mo kemema
tM tAstkr 02tifletdhesarna atentkl satrromrar d[rsidddlraserra
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him naaehsgarataaage Fatter 8am2001t2,VMMIT"ma"dsd
h arwape liew or rubs of b*&a*rila(as~an teplk penwt},AND
reanpOaMrvAkwnenk+edt�he+pPNsnk*1i'7eeardz-slManM+ll--
No iWadwal or Iret dmge Cat world ra ut h dr an aorso knpaet on CM eslsthp sRedaiMalrpq,
daa neFeheserre or e dahAsM7ttansMeshorcw* Approp art s
C"ft 3y*m 1Matedwtkhh Onaao hepoctkC My 6s f+aee Ktnoraea haufadrt hhrmdkn is Momira arstwe oeeparfw,r�
1103tA slarebw
aystoen le lotatsd aAtMn M oma*ranerltaAy*nraah!arse
T*M IC
on•aapanslon M M*onohd,at a mhkraarr.of a ba faftp seytk tank PM drairdield, Ih Approved P~In Fat,Ar,mbm hstaMj Siegel,Aera!oral
we oreraaao h aewapa lbw,eeber of badrvema or square feeesye Wetter deep trench,or drywN Appannl Waal oPPh for an ar'sso porael,atone tM onde K eM Ytorti N aw1[ykn�la, errleal lale k
2M Rt AND Must artici ate in O&M DmLam.
cintakkty n dahkK 2 teat Mtn In an area out blo for dm*SW repair,and MlI ae kaltelewgdM*K
No stnrdrnl or up Nanpa Cut ward rest h an atone krgaet in tM sld+tarp Reserve Am No Apprnvod Pont In FR%tystam keAatled Frlerta Apr!"a
drandeldhrserra at patynal tad"dandeldhaaem Must offlkli ,at a rrA*m r,,of a Tabled repair,and knot 21"oa tM M sa•bdl trawerp nest M prwM.d h x profnsiard anpkretr r ert�a4 deslgwrlw arDlt narstshw
mint be aabmaled Cra a Acurk as a signed,sealed plot pief: sy em It"A h dohL d"M of d'skppt from enparl Wade.and ddplata M ara aMaWe1rdtlMley tape!
MlrwowtwraMpAs wil be:nepttd Rkay systsn astgalerRa an armaaM aid by m @MlRpw0
qur epee ra re
Ice the"WonMca and repsIr of reek bur dsdons,or waft witnektl Must tenstat.at a MhW"%of a Dl fowkg slpde tank and MrahUK 2M a,opatn.r4 When lteglksd
etstruRrrkq the btsk lour phi M the resMsnee deep kenM,r dry sal,as rertAed by Inc appleant Arty rogilreQ ona3te hap+dbn sdA a hahttQ bf 0rt appltant app" for ea EN it~
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aertpt4ernneedhgaprsnpef'srOiMnpai.NOMAnysytdorI t 2 lendrartappAwNpRttRWIN
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soM poop tromk rdytral that homobeen ddermhad bythe MnM Dept k0cotovemirlstom ls%*c NOTE Itimlrnscoftea eneWAlp ad[wdtt y,l�AtlirtEaalastlMw
tobsfandltrftadegntaly,and e=synra.rMsppem ITAMelAnMtaeektllled"I" roaxapadalAl�reporttafnmapast>>saya
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dahAddha W Wlal drahMdd'mmm
Table d Ropdr
Rnt"t Ares A rapak r reptaeemokR en sae ayetom store ealftla%of a metfin ey aysMrls frrt paaeble AerMts�k
Must comist at a mirkm n of a Tsbts t repair,and If tepak area is not nrtkd ooparatfen snd)r horhvntd eetboeks.Table d npaka utIn erltaneadl giew rj Asls aesilft"I l
.mars!M sdsnited Ot a ARIx on a o d sited n WAC 2<tt-272•tOSt.
area O&M statementrecorded on property titles
ow•a-Iwrr:Aer�h4atrarnts•spesMad•an•gokCtrOR
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r
• MASON COUNTY
Public Health&Human Services
COMMUNICABLE DISEASE & HOUSING &
NOTIFIABLE CONDITIONS* HOMELESSNESS
320 cases of COVID-19 Emergency Shelters
Community Lifeline: The BOCC approved
35 cases of Chlamydia additional funding to Community Lifeline so
the shelter can be open 24/7, beginning in late
64 Contact TB tests December. There is a 35 bed capacity for single
adults, with 34 people currently in the shelter.
*CD rates are suppressed for all nonzero counts which are<10
Turning Pointe: HVAC repairs have reduced
SUBSTANCE USE - capacity by 50% at the domestic violence
shelter from mid-December - mid-January.
MOBILE OUTREACH Currently there are 6 households (16
individuals) sheltered.
.0 Crossroads: Continues to operate 16 units of
family shelter, serving 29 individuals.
Syringes
Exchanged -.
The Youth Connection: Continues to operate 6
units of shelter, serving 9 young adults
between ages 18-24.
SUBSTANCE USE OVERDOSE DATA TO ACTION (OD2A)
PREVENTION
COALITION
We have conducted 3youth listening :_'
sessions, two focused on alcohol and Successful overdose
one on marijuana.The CHOICE High Reversals with Naloxone
School Leadership Group will be Note that as of November,we are now collecting all overdose reversals
presenting at this months BOH that occurred since the last time we saw that participant.Previously we
collected one overdose reversal per refill engagement,so it is not accurate
meeting• to compare this report with previous reports.
We are also working on a March 2023 • 285 Naloxone Kits distributed
Prevention Summit, in partnership • 649 new people trained on overdose prevention,
with the Skokomish Tribe, Family recognition, and response - including 600
Education & Support Services (FESS), students at Oakland Bay Junior High School
and CHOICE Regional Health • Re-engaged with 50 participants to give refills
Network.
• MASON COUNTY
Public Health&Human Services
• : t iiiiiiiiiiiiiiiiii IN111111111 L •
MATERNAL CHILD HEALTH
Elizabeth Custis, RN, Ped-BC, received her Pediatric Nursing credential from the
American Nurses Credentialing Center.This certification provides evidence of the
expansion of professional knowledge and evidence of continued competence in
infant and child health. Elizabeth has prioritized work in Communicable Disease,
Active TB case management, and case management of TB contacts. She also
assisted in the planning, notifying, interviewing, and testing of 44 staff and
students at a local school for possible TB exposure.
BEHAVIORAL HEALTH & RECOVERY ^
SUPPORT TRANSPORTATION PROGRAM
LEAD
This program provides transportation to substance use and Active Cases
mental health related medical appointments, inpatient and
outpatient substance use and mental health treatment,
recovery support meetings, UAs,jail re-entry services, and BEHAVIORAL HEALTH
other necessary support services for Mason County residents NAVIGATOR PROGRAM
in substance use and mental health recovery.
• 443 transports by the Patty Wagon (in county)
• 21 transports by Gethsemane Ministry (out of county)
Total Contacts
RURAL COMMUNITIES OPIOID RESPONSE PROGRAM (RCORP)
Mason County Public Health & Human Services continues to work in partnership with Mason
Health, Olympic Health and Recovery Services, and North Mason Regional Fire Authority to
provide substance use disorder services to the community. In addition to connecting
individuals to prevention, treatment, and recovery supports, RCORP staff have also worked
alongside MCPHHS staff at the Mobile Outreach, Transit Center Overdose Outreach Table, and
Behavioral Health Navigator outreach.
During this reporting period, MCPHHS's RCORP staff Christina Muller-Shinn and Coroner Jaime
Taylor provided evidence-based drug education classes to the entirety of Oakland Bay Junior
High School - 10 classes over two days. There was a great response from both the students and
the teachers.
Christina was also a presenter and panelist at the Youth Substance Use Community Forum on
Fentanyl in November.
PIP-
Melissa - - Manager
MASON COUNTY
Public Health& Human Services
• : ' 1.14 Ilk •
What's new this month?
This December, we facilitated a successful tuberculosis (TB) Screening event at
CHOICE High School. We tested 36 students and 8 staff members for a total of 44
people.
This was a joint effort that would not have been possible without the invaluable
contributions and support of Mason Health and the King County Regional TB
Collaborative. We thank them for their partnership!
AF
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^—RIF
q,�
MASON COUNTY
Public Health& Human Services
• : Ilk= : lk •
Coming up...
Annual Point in Time (PIT) Count
Mason County has been working with community partners to prepare for the
annual point-in-time count to conduct a census of people experiencing
homelessness in Mason County. The event will be on January 27th. Individuals
will be asked where they slept on the night of January 26th.
* * got
AS
CO U NT 2023
POINT IN TIME
nn
FPIDAY, JANUAPY
. ■
ST BETWEEN
.� .
• ••