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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 I �10 `a m c v i' m l 0 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 pa smon 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~ full CernPaants alRh fldrent Codas In rdriora sysmm�most arrrsrt eodo:t}fiepsn'tnantbeaua'altrrieontptaAe;?)0rasiiRdwllaAt Qxparrswn rain le s+fFlytlat lire*/stMA sltntarMzy M Phawpt auras abCo adleatnpltreerlgtrM7}eertl0a�palpal'ser _ bj;fj�qrnrber of bedoam.OR Must be dsnontnted to be h lJ"Ilanct with cuRtnt codes spedlshrapeRWAtirfhopastSyamf nthdsata twn**Mlor %ftOyAMkMabnaMlMk3p=m aertpt4ernneedhgaprsnpef'srOiMnpai.NOMAnysytdorI t 2 lendrartappAwNpRttRWIN l4tthat wail rest hM adrtrn kMtot do t1w RnervtAna eenomI haN g4mee wkh est.rt end+IACra dunofendkWasomkda dandeldhesetve Mort bo demomhated td be h ht eertglaMo wilt torment ��a tyar+ne Ny dills folaw4rg fir&%pLa wve 11 dom a ft&V"FAMI sd a to of nimp ON r 0 lego"W eerhm Oadlto d d � ar-eapanucrr rain It. arklon"the fyriam kperkrdtayMaMaeadw�t¢modrauhu arataf,aelMsae ell/ fetklf+a Can tOMttane. !kaapa airs r nutbr of badeerta Car cheats ensppraesd Mtret OMSK at a tillittut4 of a nN MV aaptle hdt and*RWO f, sygs4 eba syt«n WAR eranreapKWMdnrstedofdt" adrnacanFeedWRV Melwtmft 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 No atrucant or era 0o ge that weld mL*In an*Omit kr"ot M the r"Iry the f SV atabm of the aystern 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 Codes n40R r d n0llp to 9-Flow a nit IR-tim -lop by the 4a10 DV,t: Me— -Am— Mile 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 �r ^—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 .� . • ••