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HomeMy WebLinkAbout2025/09/22 - Briefing Packet Commission meetings are live streamed at http://www.masonwebtv.com/ and public comment is accepted via email msmith@masoncountywa.gov; mail to Commissioners Office, 411 N 5th Street, Shelton, WA 98584; or phone at (360) 427-9670 ext. 419. If you need to listen to the Commission meeting via telephone, please provide your telephone number to the Commissioners’ office no later than 4:00 p.m. the Friday before the meeting. If special accommodations are needed, contact the Commissioners' office at Shelton (360) 427-9670 ext. 419 Briefing Agendas are subject to change, please contact the Commissioners’ office for the most recent version. Last printed 09/17/25 at 2:07 PM BOARD OF MASON COUNTY COMMISSIONERS DRAFT BRIEFING MEETING AGENDA 411 North Fifth Street, Shelton WA 98584 Week of September 22, 2025 Monday Noon WA State Association of Counties Zoom Meeting* Virtual Assembly *This is being noticed as a Special Commission meeting because a quorum of the Mason County Commission may attend this event and notification is provided per Mason County Code Chapter 2.88.020 - Special Meetings. Monday, September 22, 2025 Zoom link available on the Mason County website Commission Chambers Times are subject to change, depending on the amount of business presented 9:00 A.M. Closed Session – RCW 42.30.140(4) Labor Discussion 10:00 A.M. Treasurer – Brittany Pearson 10:10 A.M. Public Works – Loretta Swanson 10:15 A.M. Public Health – David Windom 10:45 A.M. Support Services – Travis Adams 11:15 A.M. Mason County Code Chapter 5.18 Temporary Outdoor Public Events (TOPE) - Workshop Commissioner Discussion – as needed Tuesday, September 23, 2025 Zoom link available on the Mason County website Commission Chambers 10:00 A.M. Utility Rate Workshop 1 EXHIBIT A MASON COUNTY REVENUE (CASH HANDLING) POLICIES AND PROCEDURES May 2019 Updated June 2025 2 Table of Contents Sec�on Topic Page 1 Authority 2 Policy and Procedures Overview 3 Custodial Responsibility and Liability 4 Revenue Handler Training and Compliance 5 Revenue Handler Compliance moved into sec�on 4 6 5 Revenue Receiving Du�es a. Opening Ac�vity b. Receip�ng County Money c. Refunds 7 5 d. Closing Ac�vity moved into sec�on 5 e. Balancing Cash Drawer moved into sec�on 5 8 6 Checklist for Loca�ng Differences 9 7 Revenue Over and Short Policy 10 8 Revenue Transmital Forms 11 9 Payments Received in the Mail 12 Acceptance of Checks moved into sec�on 5 13 10 Bank Returned (NSF) Checks 14 11 Credit/Debit Card Use 15 12 Accoun�ng and Physical Control Over Revenue Receipts a. Preparing Receipts 16 13 Deposit of Funds with the County Treasurer 17 14 Direct Deposit to Banks Financial Ins�tu�on(s) 18 Transfer of Bank Funds to the County Treasurer moved into sec�on 14 19 15 Reconcilia�on of Bank Financial Ins�tu�on Accounts Statements 20 16 Pety Cash Imprest Accounts 21 17 Repor�ng of Misappropria�ons or Losses 22 18 Counterfeit Money a. Altered Currency moved into sec�on 5 23 19 Safeguarding Funds in an Emergency • Fire, Bomb Threat 24 Temporary Employees as Cash Handlers moved into sec�on 4 25 20 Non-County Money • Found Property a. Unclaimed Property 21 Unclaimed Property 26 22 Robbery 3 27 Glossary Appendices • Robbery Suspect Descrip�on Report • Currency Strapping • Federal Reserve Check Handling Endorsement Rules • Transposi�on/Difference Chart • When Money Wears Out or is Damaged • Treasurers Sample Transmital Form • Report of Loss/Overage • Altered /Raised Money • Revenue Handler Cer�fica�on Form • Imprest Account Custodian Iden�fica�on Form A B C D E F G H I J 4 Revenue/Cash Handling Policies and Procedures I. AUTHORITY SECTION 1 – AUTHORITY RCW 36.29.010 describes the following general du�es of the County Treasurer, which pertain to cash handling: • shall receive all money due to the county and disburse it on warrants issued to and atested to by the county auditor. • shall issue an original receipt to the person making payment and shall retain a duplicate receipt for all money received other than taxes. • Shall write on the face of all warrants when paid, the date of redemp�on, and. • shall maintain financial records reflec�ng receipts and disbursements by fund in accordance with generally accepted accoun�ng principles. RCW 43.09.240 requires all en��es for whom the county treasurer serves as treasurer must deposit all monies received within twenty-four hours of receipt in an account designated by the county treasurer unless a waiver is granted by the county treasurer. II. POLICY AND PROCEDURES SECTION 2 – OVERVIEW Many of the revenue handling du�es and responsibili�es assigned to the county treasurer by law entail ac�on by other county officers, employees, and agents. In order to To assure that all county employees responsible for handling revenue are aware of their du�es, the following policy and procedures will provide rules and guidelines for all revenue handlers in employed by or volunteers on behalf of Mason County. III. CUSTODIAL RESPONSIBILITY & LIABILITY SECTION 3 – CUSTODIAL RESPONSIBILITY AND LIABILITY A custodian is personally responsible for all county revenue within his/her span of control and may be held liable for any loss occurring, unless the loss was caused by an act of God, a the�, or statutory excep�on applies. • All county revenue handlers shall comply with their departments and/or the county’s policies and procedures. All revenue handlers who fail to comply with their departments or the county’s adopted policies and procedures may be subject to disciplinary ac�on. • All revenue handlers who obtain custody of county money may be held liable for the loss of that money un�l such �me as the money is deposited with one of the county treasurer’s authorized agents. • All revenue handlers will be covered as listed under the Mason County Resolu�on #38- 19, Establishment of Bond Requirements for Mason County Elec�on Officials and Other Public Officials or as covered under Mason County’s Crime Insurance Policy. 5 • All transfers of custody for county revenue shall be documented on a Transmital Form approved by the county treasurer. The form shall acknowledge the exchange of custody for county revenue by the signatures of the person transferring and the person accep�ng custody. • A revenue handler shall use a writen receipt, form or log to document that he/she exercised due care diligence by immediately turning over custody of that said county revenue to the appropriate departmental finance manager, custodian, or designated party. • A departmental finance manager, custodian, or designated party who issues a writen receipt, form, or acknowledges by log acceptance of custody of county revenue is liable for the �mely deposit of that revenue. The liability for �mely deposit starts with the original receipt of county money revenue by a county officer, employee, or agent and ends when the county money revenue is deposited with the county treasurer. • A deposit of county revenue to an approved bank branch a�er-hours drop box is considered a deposit with the county treasurer. To use this procedure an agreement must be signed between the bank receiving the deposit and the county treasurer prior to the deposit. • A deposit of county revenue to an approved bank branch in person is considered a deposit with the county treasurer. Approval to deposit directly to an approved bank branch must be issued between the department and by the county treasurer. • Deposits in transit to either the treasurer’s office or to an approved bank branch should must be contained transported in a locking deposit bag or tamper resistant deposit bag. In no instance should the employee making the deposit have access to the contents of the deposit bag. IV: REVENUE/CASH HANDLER TRAINING SECTION 4 – REVENUE HANDLER TRAINING AND COMPLIANCE • New county revenue processing handling employees shall review the Mason County Revenue (Cash Handling) Policies and Procedures prior to any cash revenue handling ac�vi�es du�es. Said review shall be signed off by the employee and confirmed by either Human Resources, the Department Head or Department Supervisor, using the Revenue Handler Cer�fica�on Form (See Appendix I). Human Resources, the Department Head or Department Supervisor, shall provide the county treasurer with a copy of the writen signed confirma�on that the employee has reviewed the Cash Handling Policies and Procedures. • A temporary employee(s), hired by a department, may be u�lized as a revenue handler(s) only a�er such employee(s) have reviewed this policy and signed off on the Revenue Handler Cer�fica�on form. (See Appendix I) • A temporary employee(s), hired through a third-party agency, may be u�lized as a revenue handler(s) only if they are bonded or insured through the third-party agency. Departments should make an inquiry of the third-party agency as to the employee’s bonding status and document prior assigning du�es. Temporary employees are required 6 to review this policy and sign off on the Revenue Handler Cer�fica�on form. (See Appendix I) • Departments are required to have revenue handlers, departmental cashiers and other designated par�es review and sign off on such review of the Cash Handling Policies and Procedures every four years (see Appendix I). County Department Heads or Department supervisors shall require all revenue handlers within their department to review the Mason County Revenue (Cash Handling) Policies and Procedures every four (4) years. The Department Head or Supervisor is responsible for providing updated Revenue Handler Cer�fica�on forms to the county treasurer. (See Appendix I) IV: REVENUE HANDLER COMPLIANCE combined with sec�on 4 • Each department is responsible for revenue handling compliance within their department. Departments may request that the county treasurer’s office periodically inspect and report on the department’s revenue handling procedures. • The county treasurer’s report of inspec�on will indicate whether or not the department’s system of revenue handling procedures is sa�sfactory within the guidelines set out in this policy and may include suggested improvements. • Departments will be responsible for upda�ng or training revenue handlers should the county treasurer’s report require ac�on by the department. VI: REVENUE RECEIVING DUTIES SECTION 5 – REVENUE RECEIVING DUTIES A. Opening Ac�vity Whenever possible cash drawers/registers should not be shared. Individual cash drawers/registers are preferred. However, if staffing or office environment dictates otherwise, only one person shall have control of a cash drawer/register on any given day. The designated departmental cashier revenue handler for that day or shi� shall be the custodian of the cash drawer/register or drawer, unless employees revenue handlers have their own cash drawers/register. Only one person should have control of cash. During lunch hours or in the absence of the cashier revenue handler, two employees may handle cash transac�ons. However, both employees must be present during the transac�on and both employees must verify all cash received and disbursed from the cash in the cash drawer/register in wri�ng. • Each revenue handler shall sign a receipt acknowledging responsibility for any required change funds. • Revenue handlers should never process their own business or that of family or close friends. Transac�ons should be given to another revenue handler to process the payment. • No employee or other checks may be cashed either from a cash drawer/register, change fund or pety cash. 7 • Revenue handlers shall set up their individual cash drawers/registers in a consistent manner with all bills face up and going in the same direc�on, i.e. smallest denomina�ons on the right and next larger denomina�ons to the le�. Checks, money orders, two, fi�y and one hundred dollar bills placed under the drawer, if there is no preset place for these bills. If there are not enough preset spaces within the cash drawer/register addi�onal denomina�ons and other forms of payment (i.e. checks) should be placed under the cash drawer/register. • When accep�ng currency o Count each bill by looking at the faces on the currency, not the denomina�ons on the corners.  Altered/Raised Currency – is the taking of a genuine bill such as a $1- or $5-dollar bill and then replacing these corners with the corners of a larger bill such as a $10, $20 or $50 bill. It is best prac�ce to count currency by looking at the face of the bill(s) not at the denomina�on in the corners. (See examples – Altered/Raised Money, Appendix H).  Mu�lated Currency – is currency that has been damaged. It is not a crime to have or spend mu�lated money, but part of your job is to help remove it from circula�on and to ensure that it is not overvalued. Torn bills present special challenges, because the bank only pays out for bills that are mostly complete; the US Treasury requires two serial numbers for full payment. Ask your customer to give you a complete bill, if possible. Suggest that the customer take the torn bill to his or her bank. Bank rules for accep�ng torn money are quite strict.  A bill must be more than 50% intact or show ¾ of both serial numbers for the bank to pay full value.  If a bill is less then 50% intact, the bank will probably pay nothing, ensuring a loss to the county. o Recount each denomina�on as many �mes as it takes to get the same total twice. o Revenue handlers accep�ng larger denomina�ons ($50 - $100) may wish to have another employee verify the count to assure accuracy. o For large bills $50 or more, use fraud detec�on devices (See Counterfeit Money page ??) • When accep�ng checks o Do not accept two party checks. This is a check made payable to someone other than Mason County and endorsed as payable to Mason County. The county has no recourse, should funds not be available to cover the check. o Verify the check is dated no later than the date it is received by the revenue handler. These are known as Post Dated Checks. DO NOT accept a postdated check. Return the check to the issuer to correct the date. o Verify the check is not dated 180 days or 6 months prior to the current date. These are known as Stale Dated Checks and will not be honored by financial ins�tu�ons. DO NOT accept a stale dated check. Return the check to the issuer correct the date. 8 o Verify that the check is signed. o Be sure the legal writen line on the check is correct for the payment and matches the numerical amount listed. (RCW 62A.3-114 – The writen amount is the correct amount for legal purposes. A bank will only accept the amount on the legal writen line). Checks whose amount on the legal writen line are not correct should be returned to the customer to correct and ini�al before acceptance. Departments may have specific policies that may allow for payment of the writen legal line, check with your Department Head or Department Supervisor. o Watch for special wording on the check that may cause it to be void (i.e. “Not good for over $1,000” or “Void a�er 30 days”. Any special instruc�ons take precedent over state law. o No foreign check should be accepted unless it states, “Payable in US Funds”. o Accept checks for only the amount owed. Never give cash back for a check issued for more than the amount owed. Payments that are received that are over or under the amount owed should be returned to the issuer, unless, set out in specific writen department policy. o Endorse the back of the check immediately upon receipt. o In departments with no recourse (i.e. Solid Waste has a customer that paid to the dump and the service cannot be reversed or cancelled), Revenue handlers should require picture ID when the individual paying by check is not known. Be sure to check the ID to the check and the check writer. A driver’s license number should be writen on the face of the check. Excep�ons may be set out in writen department policy. • Revenue handlers shall must always complete a transac�on in its en�rety before proceeding to with another transac�on or offering assistance to helping another customer. • During the day, when the cash drawer/register begins to get full and when �me allows, paperclip or rubber band excess currency. Large sums of money currency should be removed periodically and secured in a safe within the department or office in the event of a robbery (departments will need to iden�fy based on transac�onal history what would be considered a large sum and create a logbook for removal and securing cash currency in these instances). (See banding, strapping guidelines Appendix B and Robbery page??). • US Title 31 Sub�tle IV Ch. 51 Subchapter 1 s5103 states “United States coins and currency are legal tender for all debts, public charges, taxes and dues.” Loose coins will be accepted in minimal quan��es only. Coins Amounts equaling or exceeding the minimal roll (ex: fi�y or more pennies, fi�y or more dimes) will be accepted if rolled by the depositor. Rolled coins may require the name, phone number and other iden�fying informa�on (i.e. court case number, account number, tax parcel number) of the person offering such rolled coin as tender. Note: Banks would prefer no iden�fying informa�on listed on the rolled coin. Departments may want to consider having a “Coin Acceptance Policy” should the department want to further limit the number of coins they will accept. 9 B. Receip�ng All monies (checks or cash) must be receipted immediately upon acceptance. All funds’ monies and receipts must be placed in a lockable cash drawer/register or cash register; the cash drawer/register must be locked at all �mes when no one its custodian/revenue handler is not in atendance in the receip�ng area. • All county Revenue handlers shall record all correc�ons of previously recorded receipted transac�ons, such as refunds, voids and cancella�ons on a permanent daily collec�on journal. All such correc�ons must be reported to and signed off by the department finance manager or designated party. Depending on your software programs, this may already be accounted for or documented. If your software programs provide such accountability a separate daily collection journal may not be necessary. • Any correc�on shall be reported to the departmental finance manager or designated party. The revenue handler and departmental manager or designated party shall each ini�al and date the correc�on in the daily journal. Depending on your software program, this may already be accounted for. C. Refunds A refund is given a�er the original collec�on transac�on has been completed. A refund returns funds back to the payee. This ac�on is taken at the direc�on of the department finance manager or designated party. Department heads may authorize their officers and employees revenue handlers to make an immediate documented refund of collect county money that conforms to the following condi�ons. • Revenue handlers shall must refund the original payment to the payer only upon presenta�on of proof of iden�fica�on and a writen documented request. The transac�on must be cancelled/voided. These types of transac�ons are typically done the same day. • Revenue handlers shall not give “cash back” from a check. • If the money has already been deposited with the Treasurer, the refund shall only be made by Treasurer’s check. Departments will provide a writen request for the a refund to the Treasurer’s office. Please allow for 10 business days for refunds to be issued by the treasurer’s office. Refunds are processed within two weeks. VII. D. Closing Ac�vity now combined into sec�on 5 Persons Revenue handlers who collect county money monies from the public shall balance their cash drawer/register at the end of their work shi�. Preparing a cash reconcilia�on may consist of coun�ng collected monies, filling out a cash count document as s�pulated by the employee’s department, and preparing a deposit slip. • All coun�ng and/or balancing should occur out of public view in a loca�on away from the collec�on area whenever possible. E: Balancing Cash Drawer • At the end of a shi�, the revenue handler needs to account for all increases and decreases of cash of the money (currency and checks) in the cash drawer/register. This process is referred to as balancing - the accoun�ng of all county funds monies received that day. Balancing involves adding currency, coin, and checks, and debit/credit card 10 transac�ons (where appropriate), determining the total amount of revenue received, as documented on the permanent record receipt(s), subtrac�ng the beginning cash and comparing the total money with the total receipt transac�ons. These dollar amounts should be the same. Each revenue handler may have their own method for balancing their drawer/register. However, there are several steps that all revenue handlers should have in common. • Remove all currency, coins and checks from the drawer or cashbox or cashbox. Revenue handlers must count the currency and coins and list by denomina�on on the daily cash count sheet. Monies should be counted as many �mes as it takes to get the same total twice. (See the example on currency and coin strapping guidelines Appendix B). • Revenue handlers should list all checks on either using an adding machine tape, a deposit slip or computer-generated slip worksheet and transfer the number of checks and the total dollar amount to the daily cash count sheet. Checks should be restric�vely endorsed according to federal law. (See Appendix C). The remainder of the back of the check must be le� blank. All iden�fica�on nota�ons, such as the driver’s license number if required by the department, or receipt number must be placed on the front of the check. • Revenue handlers should then “buy” from the remaining cash on hand to bring the beginning cash for the next day/shi� back to the preferred mix of currency denomina�ons as determined by the revenue handler’s department. • Department Finance Managers or designated party shall fill out the transmital forms and distribute copies as follows: o To the departments designated depositor, who will then provide o Two copies to the Treasurer’s office with the deposit for in person deposits or o One copy via email to the Treasurer’s office at treastransmitals@masoncountywa.gov along with a verified copy of the deposit receipt if the deposit is made directly to the local bank branch. o One conformed copy stays with the department to be filed. • The designated depositor shall then insert the cash and checks the completed document into the designated locking or tamper proof deposit bag or envelope with the cash and/or checks to be deposited and store it in a safe place un�l delivered to the treasurer’s office or bank branch. o REMINDER: All deposits must be transferred to the place of deposit in a locked or tamper proof deposit bag. The employee delivering the deposit should not have access to the contents of the deposit. VIII. SECTION 6 – CHECKLIST FOR LOCATING DIFFERENCES Note: This checklist is unique to the Treasurer’s Office. Other departments may create their own writen guidelines for determining differences. • Have another person recount all currency and coins. • Have another person recount all strapped currency. • Rerun totals on property tax, excise tax and miscellaneous receipts. 11 • Compare checks to tax receipts and check detail lis�ng. • Recheck electronic fund transfers (EFT) deposits with receipts. • Scan the checklist for amount of the difference. • Compare checks to check list. • Break down the deposit. • It may be helpful to refer to the difference chart. (See Appendix D) • Do not throw out trash in wastebaskets or recycling boxes un�l balanced. Place trash in vault overnight if necessary. Note: It may be helpful to refer to the difference chart Appendix D to see if the error or difference could be a transposi�on of numbers. IX SECTION 7 – REVENUE OVER AND SHORT POLICIES All monies received are to be deposited intact with the county treasurer. If, upon balancing daily receipts, it is discovered that the money to be deposited does not equal the total amount of the receipts, a cash over/short situa�on exists. • A revenue handler has a shortage when an uninten�onal collec�on error is made either due to negligence, an act of God, or a the�. Leaving money unatended and not properly safeguarded is an example of a revenue handler’s negligence that could result in a loss of county money. • A revenue handler has an overage when too much money is collected and the excess cannot immediately be returned to the customer. • If, a�er an appropriate search and recalcula�on, the over/short situa�on s�ll exists, take the following steps: o Complete the transmital form to the Treasurer’s Office as documented by the receipts. o If the money to be deposited exceeds the receipt amount, record the overage as a posi�ve amount to the revenue code for Cashier’s Overage and Shortages. o If the money to be deposited is less than the receipt amount, record the shortage as a nega�ve amount to the revenue code for Cashier’s Overages and Shortages. o For overages and shortages in excess of $50.00 or more, call it to the aten�on of the department head or department supervisor Elected Official who must then bring it to the aten�on of the county treasurer via “Report of Loss” form. The “Report of Loss” form should accompany the transmital form and deposit. The Treasurer will provide the County Auditor with a copy of the “Report of Loss” form. (See Repor�ng of Losses page ??). o For over/short transac�ons of $10.00 $15.00 or less, the Treasurer’s policy is to allow for over/short to be accepted as payment in full for tax payments. County departments may wish to create their own policies and procedures for the acceptance of transac�ons that may be over/short with a specific dollar threshold. 12 o Under no circumstances shall a revenue handler or employee take or supplement money to be deposited for deposit in order to force the deposit to balance with receipts. o Under no circumstances shall a county office or department maintain a “slush fund” of money in order to accumulate overage amounts or pay shortage amounts. X. SECTION 8 – REVENUE TRANSMITTAL FORMS In order to complete the deposit of county funds, Revenue handlers and/or The designated department employees custodian or finance manager need to must complete a “Transmital Form”, when making deposits. The form documents the distribu�on of monies to the FUNDS and BARS for that deposit. (See Appendix F). • The County Treasurer’s Office will maintain an original of a “Transmital Form” for each county department. A so�ware generated “Transmital Form” will be accepted by the Treasurer’s Office only if it meets the forma�ng requirements approved by the Treasurer’s Office. • Departments should contact the Treasurer’s Office in advance of a deposit when they need addi�ons or subtrac�ons to FUNDS and BARS made to their “Transmital Form”. • Departments must contact the Auditor’s Finance Department for any requests for FUND and BARS addi�ons associated with grant funding. The Auditor’s Finance Department will no�fy the Treasurer’s Office of the correct FUND and BARS to be added to a “Transmital Form”, who will then no�fy the department of the addi�on. • Departments may only use “transmital forms” that are generated by their so�ware programs where applicable with approval of the Treasurer’s Office. “Transmital Forms” generated by department so�ware programs must be in the same format as the “Original” Transmital Form of record with the Treasurer’s Office. • A “Transmital Form” should be submited for all amounts collected and deposited by the revenue handler department. To ensure that the monies are distributed to the correct FUND and BARS, the form should iden�fy the FUND and BARS number(s)m the deposit money’s fund ownership and the source of the collec�on. the following informa�on. o The name of the county department. o The FUND name, BARS number, descrip�on and amount. o Date of Deposit o Signature of preparer, email and or phone number o The total amount of the deposit and breakdown by cash, check and other. To complete the form correctly it must include: a. The signature of the preparer b. The collec�ng loca�on c. The amount of the deposit and breakdown of cash and check amounts. d. Distribu�on instruc�ons (FUND AND BARS) XI. SECTION 9 – PAYMENTS RECEIVED IN THE MAIL 13 • Open mail and segregate remitances “Transmital Forms” from other mail. (If staffing allows, the person processing the mail and preparing the revenue for data entry should not be the same person processing the receipts through the cash register). • Put Place all unprocessed mail in the a locked secured area or safe overnight if not completed by the end of the day. • Prepare non-cash payments (checks, money orders and dra�s) for immediate deposit with the county treasurer. Envelopes should not be separated from the enclosed payment un�l they are finished being processed or receipted. • Use an endorsement stamp to restric�vely endorse payment to the county treasurer. The treasurer will provide endorsement stamps upon request. • Establish an audit trail link between the check and the remitance accoun�ng form “Transmital Form” or Daily Cash Sheet. The audit trail (generally a receipt number and or so�ware receip�ng report) should provide you with enough informa�on to allow you to reverse a the remitance accoun�ng payment transac�on when a deposited check is returned for non-sufficient funds (NSF) or other return reason. (See Bank Returned NSF page ??). • If you a revenue handler receives have a check that is payable to the county but lacks informa�on necessary to complete the accoun�ng receip�ng process, the check should be returned to the issuer reques�ng more informa�on. • If you a revenue handler receives have a check that is payable to the county but lacks any informa�on that would allow you to return it to the issuer for more informa�on, make a photocopy of the check (for your informa�on and file appropriately for further reference) and present the original check to the Treasurer’s Office where a receipt will be issued and the check will be deposited with the bank. The Treasurer’s Office places the money in a holding fund referred to as the Treasurer’s Trust Fund and records it un�l the deposit can be iden�fied and transferred to the correct county fund. • If you a revenue handler knows a check belongs to the county, but is not due to your that department’s ac�vi�es, forward the check should be forwarded to the appropriate county department. Be sure to date-stamp the payment envelope with the date you received it before forwarding it on. XII. ACCEPTANCE OF CHECKS (combined with Sec�on 5) 1. When accep�ng checks over the counter, revenue handlers should: • Check the writen amount and the numerical amount. They must be the same. State law says if there is a difference between the two, the writen amount is the correct amount for legal purposes. RCW 62A.3-114. The revenue handler can “guarantee” a check for the correct amount by wri�ng such on the face of the check and ini�aling the guarantee. • Be sure the payer signs the check. 14 • Watch for special wording on a check that may cause it to be void. (i.e. “Not good for over $1000.00 – or- “Void a�er 30 days”. Any special instruc�ons take precedent over state law. • Accept checks for the amount owed only. Never give cash bank for a check issued for more than the amount owed. Payments received that are over or under the amount owed should be returned to issuer, reques�ng the correct amount be submited, unless set out in specific writen department policies. • Departments may adopt the Over/Short Policy “$10.00 rule”. The $10.00 rule allows for payments under the amount owing to be accepted and applied to the customers account by $10.00 or less, and considered “short”. Payments over the amount owing by $10.00 or less, may be accepted and applied to the customers account and be considered “over”. The posi�ve/nega�ve amount shall be posted to the appropriate over/short BARS revenue line for the department. • Note the date of issuance on a check, checks writen 180 days (6 months) prior to today’s date may not be honored by the bank. Revenue handlers should refuse acceptance of a post dated or stale dated check. • No foreign checks should be accepted unless they state, “Payable in US Funds”. • Never accept a two-party check. This is a check made payable to someone other than Mason County and endorsed to Mason County. • In departments with no recourse (i.e. Solid Waste – a customer has paid to dump and the service cannot be reversed or cancelled), Revenue handlers should require picture ID when the individual paying by check is not known. Be sure to check the ID to the check and the check writer. A driver’s license number should be writen on the face of the check. (Excep�ons: Specific writen department policy, Treasurer’s Office, Courts, Permi�ng). • No employee or any personal checks may be cashed either from a cash drawer, change fund or pety cash. • Employees should never process their own business or that of family or close friends. • A restric�ve endorsement should immediately be placed on the back of the check. When deposi�ng funds with Mason County Treasurer the following example should be followed. Mason County Health Department For Deposit Only Mason County Treasurer (Treasurer’s account number) Or, when deposi�ng into a bank account other than that maintained by the Mason County Treasurer: Mason County Health Department For Deposit Only (your account number) XIII. SECTION 10 – BANK RETURNED CHECKS 15 This policy applies to all checks made payable to the County Treasurer or a county department, which are returned by the bank a financial ins�tu�on. Checks may be returned due to insufficient funds, closed account, invalid signature, stop payment, or any other condi�on making the check invalid. • The bank will redeposit NSF checks one �me. If returned the second �me or for other reasons the Bank will debit the Treasurer’s account and deliver the check(s) to the Treasurer. • The Treasurer’s Office staff will contact the appropriate department to obtain a “Transmital Form” with the appropriate FUND and BARS numbers to make the debit. • The Treasurer’s staff will debit (nega�ve receipt) the iden�fied FUND and BARS account numbers accordingly and provide the department with a copy. in the amount of the returned check. • Ac�on should must be taken by the department involved to stop service, or revoke taxes, license or permit, or other suitable ac�on. Departments with no recourse to collect on NSF checks, should no�fy the Prosecu�ng Atorney’s Office if the amount exceeds $200.00, or if criminal prosecu�on is an�cipated. No new goods or services will be provided un�l payment is received for the prior goods or services. The department will adequately document the ac�on taken in their files and records. • The county will accept only the following as payment for a bank returned check: (Excep�ons may include but are not limited to when a check was issued on wrong or closed account and mistakenly used by the customer). o Cash o Money Order o Bank issued cashier’s check • A returned item processing fee will be charged on all returned checks as prescribed by Resolu�on; the processing fee to be deposited to the appropriate FUND and BARS for the Treasurer. For the current returned item process fee – contact the Treasurer’s Office. Please contact the Treasurer’s Office for informa�on on the “Returned Item” fee amount. • If feasible, departments may want to maintain a list of persons people who have checks returned by the bank financial ins�tu�on and determine an internal policy for refusing acceptance of further checks. Mul�ple returned checks for the same person should be referred to the Prosecu�ng Atorney for possible criminal prosecu�on. • Departments who have legisla�ve or court-appointed procedures for returned checks are exempt from this procedure (i.e. District Court, Superior Court and the Auditor’s Office/DOL). XIV: SECTION 11 – CREDIT/DEBIT CARD USE Acceptance of payment by credit/debit cards has proven to have benefits such as but not limited to; ease of use through electronic technology, mail and processing float reduc�on, improvement in funds availability, less risk associated with defec�ve checks, reduce delinquent collec�ons, more �mely payments and reduced interest and penal�es for customers. 16 • County departments may u�lize credit/debit cards for payment of services or goods unless prevented by statute or policy. Processing fees associated with the use of any credit/debit card must be assumed by the customer, unless special approval has been granted by the BOCC. • In an effort to coordinate all aspects of credit/debit card acceptance program and maintain Payment Card Industry Security Standards (PCI DSS), all departments par�cipa�ng in the use of credit/debit cards must implement credit/debit card use through the county treasurer. In no case will a revenue handler, county employee or county department keep a record of credit/debit card account informa�on for its customers. Please refer to the adopted County Credit/Debit Card Policy. XV: SECTION 12 – ACCOUNTING AND PHYSICAL CONTROL OVER REVENUE RECEIPTS Accoun�ng control and physical control over cash revenue receipts should be established at the point where funds first become accessible to county personnel employees. • Ini�al control of over-the countyer receipts should be established through the use of using a sequen�al number receip�ng process provided by a so�ware program, cash registers, or by using pre-numbered, mul� copy receipt forms. UNDER NO CIRCUMSTANCES should redi-form receipts be used. The use of REDI- FORMS should only be used in emergency circumstances (i.e. so�ware programs or cash registers are inoperable). Revenue handlers must atach a copy of the REDI-FORM receipt to the formal county receipt for cross reference. • The departmental cashier or accoun�ng clerk department finance manager or designated party will account for all prenumbered, mul�-copied cash receipts forms that are printed issued for that department. Voided receipt forms will not be destroyed but kept in number order with other receipts on file record in such department offices. • All receipt books (if issued) to outside collec�ons sites should be logged out and signed for by the department finance manager for the department and the revenue handler it was assigned to. The numerical sequence of receipt books and all prenumbered receipts issued to outside collec�on sites shall be accounted for. A: PREPARING RECEIPTS The following informa�on should be entered contained on all receipts: o Department name and address receiving the payment o Date the payment was received o Fund Number(s), BARS, Brief Descrip�on of Revenue Type and Amount o The name of the department or person making the payment o The name or ini�al of the revenue handler taking the payment o Breakdown by currency type (i.e. cash, check, credit/debit card, EFT) o Receipt number o Amount o Date 17 o Name of person or department transferring the funds into your account o Name and number of fund(s) o BARS or other accoun�ng system revenue number as applicable o Breakdown of the type of monies received (i.e. cash, checks) o The ID of the cashier receiving the monies XVI: SECTION 13 – DEPOSIT OF FUNDS WITH THE COUNTY TREASURER Receipts Monies received must be deposited in the bank with a designated financial ins�tu�on or with the county treasurer within 24 hours of receipt. Funds collected on the weekend, or a holiday may must be deposited with a designated financial ins�tu�on or with the county treasurer on the next business day if funds monies can be secured safely in a safe un�l such �me. or funds may be deposited in the night deposit at the bank where the account is held. If monies cannot be secured safely, arrangements can be made for night deposit drop at a local designated financial ins�tu�on branch where the county treasurer’s account(s) is held. Arrangements for night deposits must be made through the county treasurer’s office. The only excep�ons to daily deposits must be by writen agreement with the county treasurer. The treasurer has the discre�on to grant an excep�on when daily deposits are not administra�vely prac�cal or feasible for up to one week pursuant to RCW 43.09.240. Deposits may be made directly to the Treasurer’s bank designated financial ins�tu�on account through an ACH (Automa�c Clearing House) or EFT (Electronic Funds Transfer) transac�on. Departments reques�ng such deposits must contact the treasurer’s office for approval and the designated financial ins�tu�on account informa�on. When a department is aware of a pending ACH/EFT deposit (i.e. from a grant, State or Federal agency, outside vendor or any other revenue source), the treasurer’s office shall must be no�fied of the expected ACH/EFT revenue payment before it is received in the treasurer’s designated financial ins�tu�on account. The department shall must forward a “Transmital Form” for use by the treasurer’s office to account for and deposit receipt such revenues. XVII: SECTION 14 – DIRECT DEPOSIT TO BANKS FINANCIAL INSTITUTION(S) The circumstances in which funds of the are deposited directly into an account other than the account held by the Mason County Treasurer should be minimal and limited to situa�ons, which fall into the categories as follows: County departments with treasurer’s office approval for direct deposit to a designated bank financial ins�tu�on must deposit to a bank financial ins�tu�on account designated by the county treasurer with the following excep�ons: o Off-site receip�ng takes place at a distance from the county courthouse or county campus where it is not feasible to drive to the treasurer’s office daily to 18 make deposits. The Bank financial ins�tu�on designated by contract with the Mason County Treasurer should be used, unless there is no branch in the community to which deposits are made. A writen agreement to open an account with another financial ins�tu�on with the county treasurer shall must be entered into with the county treasurer prior to crea�ng such an account. o Trust and/or Res�tu�on funds accounts with banks designated by the courts. o Imprest funds where checking accounts are maintained at a designated financial ins�tu�on (pety cash, revolving funds, drug funds etc.) All requests for Imprest funds accounts must be obtained through the treasurer’s office and approved by resolu�on through the BOCC. When monies are directly deposited into another financial ins�tu�on, must be transferred to the county treasurer’s designated financial ins�tu�on account (either electronically or by check) daily unless an excep�on to daily deposits has been approved by the county treasurer, then transfers must be made at least weekly. (Excep�ons: Pety Cash, trust, res�tu�on and restric�ve accounts). XVIII: TRANSFERS OF BANK FUNDS TO THE COUNTY TREASURER moved up to sec�on 14 When funds are direct deposited into another bank, they must be transferred to the County Treasurer (either electronically or by check) at least weekly when amounts in the account total more than $500. Express permission to do so must be granted by the county Treasurer in wri�ng. (Excep�on: pety cash, trust or restricted funds). XIX: SECTION 15 – RECONCILIATION OF BANK FINANCIAL INSTITUTION STATEMENTS Bank Financial Ins�tu�on accounts must be balanced (reconciled) to the bank statements monthly. All funds financial ins�tu�on statements must shall be reconciled by a person department finance manager or designated party not having daily checking financial ins�tu�on account management responsibilityies or for preparing and signing the checks (i.e. preparing and/or making deposits, preparing and signing checks). Copies of reconciled bank statements are required to must be submited to the treasurer’s office on a monthly basis to meet the required State repor�ng. XX: SECTION 16 – PETTY CASH IMPREST ACCOUNTS For the purposes of this manual policy, Imprest accounts Pety Cash includes pety cash, change funds, working funds, revolving accounts, cash drawers, ect; (i.e. any sum of money or other resources set aside for such specific purposes as minor disbursements, such as making change or similar uses). If pety cash is disbursed, it must be restored to it’s original amount at least monthly by a warrant drawn and charged to the applicable opera�ng fund. The amount of the warrant should equal the aggregate of the disbursements. • All pety cash Imprest accounts will be pre-approved by the county treasurer for validity. County Commissioners The BOCC must then authorize each pety cash the Imprest account by resolu�on or ordinance; likewise subsequent increases or deceases in the 19 imprest account. Any subsequent changes to Imprest accounts must follow the process above. • The pety cash or Imprest account shall be established by issuing a warrant. When established by warrant the transac�on is a non-budget item. • The county auditor or designated party shall must include the authorized amount of all such pety cash Imprest accounts in the county’s general ledger. • All pety cash, revolving funds and Imprest accounts must have a custodian of the funds account iden�fied and filed on file with the Mason County county treasurer ’s office . (See Appendix J). • The custodian shall must assure that the pety cash or Imprest account is kept in a safe or secured area. • The person A county employee receiving the money disbursement from an Imprest Account, must sign the receipts, before being reimbursed. Receipts for reimbursement should be cancelled by some means to prevent reusing. • The fund Imprest accounts may not be used for personal cash advances even if secured by check or other IOU. • If When pety cash is funds are disbursed from an Imprest account, it must be replenished at least monthly. The replenishment should be subject to the same review and approval as processed accounts payable invoices. Replenishment must be by voucher with the appropriate receipts atached. Receipts should show: o Date o Amount o Recipient o Purpose • The person receiving the money, must sign receipts. • Receipts should be perforated or canceled by some other means to prevent reuse. At the �me of replenishment, the custodian should ensure that the balance remaining in the pety cash Imprest account together with the amount of the replenishment voucher equals the authorized pety cash or Imprest account amount. • The department finance manager or designated party shall assure that the amount in the pety cash or Imprest account(s) are periodically counted and reconciled by someone other than the custodian. • Pety Cash and Imprest accounts should must be replenished by the end of the fiscal year so that expenses will be reflected in the proper account period and the Imprest accounts authorized balance(s) are reflected in the proper accoun�ng period. • When an individual’s appointment as custodian is terminated, the fund Imprest account must be replenished and reconciled and the Imprest Account before being turned over to the disbursing officer new custodian. The County Treasurer must be no�fied of a change in custodian at the �me the event occurs. XXI: SECTION 17 – REPORTING OF MISAPPROPRIATIONS OR LOSSES In the event of a suspected or detected loss of public funds, or assets or other illegal ac�vity, it is important that correct procedures be followed in order to minimize the loss, 20 assist inves�ga�ons, prevent improper setlements, expedite bond claims and protect employees from false accusa�ons. • Any person who discovers a loss or the� of county money or assets, shall must immediately no�fy the department supervisor or elected official. • The department supervisor/elected official should must immediately report the any suspected loss of $50.00 or more to the county auditor and county treasurer using the “Report of Loss” form located in Appendix G.(See Appendix G) The county treasurer will provide a copy of the “Report of Loss” form to the county auditor or designated party. • The county auditor and/or county treasurer shall must immediately report the any significant suspected loss to the State Auditor, Regional Audit Manager, the County Prosecu�ng Atorney and any other par�es who may need to know of the loss. • DO NOT atempt to correct the loss. Report it as previously stated. • DO NOT destroy andy per�nent records. All original records should be secured in a safe place, such as the vault in the Auditor’s Office or in the case of a loss in the Auditor’s Office then the Treasurer’s Office vault, un�l the Office of the State Auditor completes the inves�ga�on. Reference: State of Washington Office of State Auditor “Reporting Possible Misappropriations of Public Resources” procedure. • Follow procedures outlined in Cash Over and Short Policy. It is not considered a misappropria�on or the� of county resources if a loss complies with the department’s writen over/short policy and is receipted to the appropriate FUND and BARS to iden�fy the transac�on. XXII. SECTION 18 – COUNTERFEIT MONEY Revenue handlers shall be supplied by their departments with counterfeit detec�on pens. Departments will supply all revenue handlers with counterfeit detec�on tools (i.e. pens, lights, counterfeit detec�on counters). At a minimum, revenue handlers should swipe twenty-dollar bills and higher denomina�ons with a counterfeit detec�on pen at the �me of acceptance. If funds being accepted by a Revenue Handler are suspected of being counterfeit, the following procedure is to be observed. • DO NOT accept it the bill(s) as payment. • DO NOT return the money to passer. • No�fy department head, department supervisor and Risk Management Director. • Note the passer’s descrip�on, the descrip�on of any companion and if possible, the license number of the vehicle used. (Document the transac�on using form Appendix A). • Contact Dispatch and report the incident. Depending on the department loca�ons, law enforcement responders may be a city police officer or a county sheriff deputy. Only call 911 if the situa�on escalates into an emergency and no�fy courthouse security if applicable. • Write your ini�als and date on the bill(s) using a post it note. • Handle the bill(s) as litle as possible to preserve any fingerprints and place it in a protec�ve cover. • Surrender the bill(s) only to law enforcement authori�es. 21 • If a counterfeit bill(s) is detected in the close out/balancing process, report as a cash shortage with a nota�on of the balancing document. • If a counterfeit bill is detected during the deposit process either with the county treasurer’s office or financial ins�tu�on branch o Surrender the bill(s) to the county treasurer’s office or financial ins�tu�on branch teller. o No�fy your department head or department supervisor. o Make the appropriate adjustment(s) to the “Transmital Form” and or deposit slip. o Make the appropriate adjustment(s) to the accoun�ng so�ware system. o Follow the procedures listed above to the extent possible. o No�fy supervisor/department head immediately. Follow the procedures listed above to the extent possible. a. Altered Currency – Taking a genuine bill and tearing off a corner or two of a smaller bill such as $1 or $5 bill and then replacing these corners with the corners of a larger bill such as a $10, $20 or $50 bill is altering currency. The original larger denomina�on bill is s�ll redeemed at full value as mu�lated money with one or more corners missing. The Treasurer’s Office recommends as a standard prac�ce coun�ng currency by looking at the face on the bill not at the denomina�on in the corners. (See example Appendix H). moved to sec�on 5 XXIII: SECTION 19 – SAFEGUARDING FUNDS MONEY IN AN EMERGENCY In the event that If an emergency occurs and/or evacua�on of the department or worksite is imminent; a�er determining the safety of all persons in the immediate work area, all cash/checks must be secured in a locked loca�on. Responsibility lies with the Department Director and/or their designee designated party. o FIRE, BOMB THREAT – In the event of a fire or bomb threat, secure all money by locking the cash drawer or cash register and vacate the building as soon as possible immediately. Remember in the situa�on of a fire or bomb threat, protec�ng people is of greater importance than retrieving and securing county funds monies. If there is adequate �me, secure money in a safe or vault and then vacate the premises. XXIV TEMPORARY EMPLOYEES AS CASH HANDLERS – MOVED TO SECTION 4 Temporary employees, hired through a third party agency, may be u�lized as Revenue Handlers only if they are bonded or insured through the third party agency. Departments should make inquiry of the leasing agency as to the employee’s bonding status and document before assigning du�es. Temporary employees are required to review the County Revenue Handling Policy before handling any revenue following the procedures as set in Sec�on IV, REVENUE/CASH HANDLER TRAINING of this policy and procedures. 22 Temporary employees hired by a county department may be u�lized as a revenue handler following the procedures set out in Sec�on IV. REVENUE/CASH HANDLER TRAINING of this policy and procedures. XXV: SECTION 20 – NON-COUNTY MONEY • Found Property: Non-county money found by a county officer, employee or agent while performing county du�es. o Any county officer, employee, or agent who finds non-county money while performing county du�es shall immediately Such county officer, employee or agent must turn the money and a report over to the county treasurer within 24 hours of being found. The county treasurer will deposit the non-county money into the Treasurer’s Trust Fund and hold it un�l it can be returned to the righ�ul owner if iden�fied. The treasurer will hold the funds money in Trust for no more than six (6) months. If such funds the money are is not iden�fied the funds money will be deposited as “Unclaimed Property” into the appropriate county FUND & BARS. SECTION 21 – UNCLAIMED PROPERTY (NEW) • Unclaimed Property: Money (i.e. uncashed warrants/checks issued by the county) belonging to an owner who cannot be located by a county officer, employee, or agent responsible for returning the money (i.e refunds, payment for service, ect.) to the owner. o The county treasurer acts as an agent for county departments (excep�on: courts and taxing districts) where the owner of monies cannot be located. If a�er the county department performing a due diligence process to deliver such funds to the owner, the payable but “unclaimed money becomes “UNCLAIMED PROPERTY” and the Treasurer will report such funds to the Washington State Department of Revenue, as set out in State statute. XXVI: SECTION 22 – ROBBERY Robbery is the most threatening condi�on a county employee/revenue handler might experience. It is important for county employees/revenue handlers to be trained on how to counteract robbery as well as know the procedures to follow during and a�er a robbery. The average robbery takes 90 seconds from start to finish so be prepared to act quickly. • Consider installing “panic butons” if not already installed. • Be sure staff is trained on where “panic butons” are located, if available. • Consider crea�ng a “Robbery in Progress” code word and share the code word with department staff. Crea�ng such a code would alert employees to avoid the area un�l safe. PROCEDURES TO FOLLOW DURING A ROBBERY These procedures should be familiar to all county employees, not just the revenue handler(s) long before they should ever be needed. Department head(s)/Department 23 Supervisor(s) are responsible for making sure their employees are well acquainted with them. • ALWAYS ASSUME THERE IS A WEAPON EVEN IF YOU DON’T SEE ONE. • ALWAYS DO EXACTLY AS THE ROBBER ASKS – atempt no heroics. You may put the lives of innocent people in jeopardy when you try to be a hero. • Be polite and accommoda�ng. A nervous The person is commi�ng the robbery is nervous and may be desperate. Do not upset or antagonize the robber. Make every atempt to remain calm and try not to upset or antagonize the robber. The calmer you are the calmer the robber will remain. • Keep talking to the robber. Explain your every movement such as “now I am taking the key out of this drawer to unlock it”. • Avoid making any quick movements that might alarm the robber. • Observe the robber but don’t stare. Try to remember any dis�nguishing features of the robber. You will be asked to describe the robber at a later date by comple�ng the enclosed descrip�on form. (See Appendix A) • Watch over all evidence le� by the robber. Remember everything the robber touches and try not to touch those things. • Listen to the voice, inflec�ons, names, slang and so forth that the robber uses. • Do Not leave the premises, call 911, or use your security call buton un�l it safe to do so. PROCEDURESS TO FOLLOW AFTER A ROBBERY These procedures should be familiar to all county employees, not just the revenue handler(s) for use a�er a robbery has occurred and once the robber has le� the building. • Close your cash drawer or cash register. • Lock the entrance door and no�fy your immediate supervisor about the robbery. • Department Head/Supervisor should ask any staff in the area to relocate to another area of the department. Staff should remain calm and be asked not to discuss the robbery un�l asked to do so by law enforcement. • Call 911 with the following informa�on. o Who you are (your name) o Your address (i.e street address, building number and department name) o What happened (i.e. I would like to report a robbery) o Where you are located (i.e. department name, 1st floor, 2nd floor ect.) • Protect the area where the robber may have le� fingerprints un�l the police/sheriff law enforcement arrives. • Complete the Suspect Descrip�on Report (See Appendix A). • Do Not speak to anyone un�l law enforcement responds arrives, then speak only to the law enforcement officer(s) responding to the scene and complete any required reports. • You may be asked to take the names and address of those who witnessed the robbery. 24 • No one except authori�es and your department official should be allowed in the facility a�er the robbery. • The affected department sharing the same building or a shared lobby with other departments must no�fy those departments that the robbery occurred and to please stay away from the area un�l a�er it has been cleared by law enforcement. GLOSSARY ACH – Automated Clearing House Transfer EFT – Electronic Fund Transfer An electronic payment system in the US that allows money to be transferred directly between financial ins�tu�on accounts. EFT covers all electronic payments, while ACH is a specific type of payment. In other words, all ACH payments are EFTs, but not all EFTs are ACH payments. Altered/Raised Currency Currency that has been changed or tampered with to atain a greater amount for the currency than its face value. This differs from counterfeit money, which is en�rely fake. Hold The restric�on of payment or part or all of the funds in a account. Beginning Cash - Beginning Cash Currency and coins in a cash revenue handler’s drawer or cash register at the beginning of the day. Cash - Ending Currency and coins in a revenue handler’s drawer or cash register a�er balancing at the end of the day. Cash Drawer/Cash Register Drawer Used to store currency, coin and checks during cash revenue handler’s shi� when comple�ng transac�ons. This drawer should be locked when the cash handler is away for any reason. Whether it is a cash drawer or a cash register, it must have the ability to be always locked, but especially when not in use. Check – Business/Personal Dra� or order on a bank to be drawn upon a deposit of funds for the payment of a certain sum of money to a person named or to a bearer and payable on demand. A writen order instruc�ng a financial ins�tu�on to pay a specific amount of money from the writer’s account to the payee named on the check. 25 Check – Cashier’s A cashier’s check is a check guaranteed by a bank, drawn on the bank’s own funds are signed by a cashier. Cashier’s checks are treated as guaranteed funds because the bank, rather than the purchaser, is responsible for paying the amount. A guaranteed form of payment issued by a financial ins�tu�on, drawn from its own funds, and signed by a financial ins�tu�on employee. Check – Money Order O�en used by people who do not have checking accounts. A secure alterna�ve to cash or personal check. One of the main benefits of a money order is that it is more trusted than a personal check, because it is prepaid. Money orders can be obtained at many loca�ons. Just like a check a money order may have a stop payment placed on it by the purchaser. Check MICR Line Magne�c Ink Character Recogni�on. Magne�c codes on the botom of a check that indicate bank financial ins�tu�on rou�ng number, account number, and check number and the dollar amount of check that provides a way for the a machine to read the check. Payee Check - Payee Party to whom a check is payable. Payer Check - Payer Party signing the check issuing the payment. Postdated Check Check – Post Dated Check dated ahead. It is not payable un�l the date writen on the check. A check writen with a future date, meaning the check should not be cashed un�l that date. DO NOT accept postdated checks. Stale Dated Check Check – Stale Dated Check is for a prior date 180 days or more before today’s date. Bank may no longer honor check. A check that is considered no longer valid because it has not been cashed or deposited within a certain period, typically six (6) months, a�er it was writen. Financial Ins�tu�ons are not obligated to accept or process a stale check. DO NOT accept stale dated checks. Returned Item Check – Returned Item An item returned unpaid by the bank. A check that cannot be processed by the 26 financial ins�tu�on because the account it was drawn on is closed or for other reasons funds are not available. Stop Payment Check – Stop Payment No�fica�on that a restric�on has been placed on one’s ability to cash a par�cular check. A A formal request made to a financial ins�tu�on to cancel a check or payment that has not yet been processed. Generally issued for a check has been lost or stolen, or if payment no longer should be made. A stop payment is ini�ated by the customer. Clearing Account A temporary holding account where transac�ons are recorded before being finalized and allocated to their specific accounts. Counterfeit Currency or coins that have been fraudulently manufactured. Crea�ng counterfeit money is a felony. Makers are subject to fines and imprisonment. Currency created illegally to resemble genuine currency, with the intent to deceive and defraud. Producing or using it is a criminal offense. Deposit To leave money with a bank financial ins�tu�on or Treasurer’s Office for credit to a bank an account or fund. Deposit Slip Paper slip or form on which the depositor lists cash and other items to be deposited. Dual Controls A situa�on in which two people work together coopera�vely in the verifica�on of one another’s work. Method of maintaining security whereby two individuals must be present during transac�ons involving risk. Dual control is accomplished through the property aggrega�on of key and combina�on assignments for entry into secured areas. Dual control is o�en used in conjunc�on with separa�on of du�es, which means different people should handle different parts of a process. For example, one person might ini�ate a payment, and another person must approve it. Embezzlement A fraud commited when an employee steals or assists another to steal. Fraudulent 27 misappropria�on of money or property entrusted to one’s care. A financial crime involving the the� or misappropria�on of money or property by someone who is entrusted with those assets due to their posi�on of trust, such as an employee or an agent. Endorsement Signature placed on the back of a nego�able instrument according to law, which transfers the instrument to another party. The signature of the check’s payee on the back of the check. It signifies the payee’s acceptance of the funds and approval for the check to be cashed or deposited. Financial Ins�tu�on A company engaged in the business of dealing with financial and monetary transac�ons such as deposits and currency exchange (bank, credit union, other). Financial Ins�tu�on Account Hold A temporary restric�on by a bank, credit union, ect. that prevents the account holder from accessing funds. It is o�en placed to protect the financial ins�tu�on and the customer and can last from a few days to a week, depending on the reason. Forgery The altera�on of a document or instrument with fraudulent intent. Fraud An atempt to obtain funds in other than appropriate and legal means. Guaranty/Bond Deposits Money deposited with the county treasurer’s office and held in trust during a specified period of �me. This money is generally refundable if not needed or specific criteria have been met. Iden�fica�on Informa�on piece A document (i.e. drivers license) that guarantees that its holder is truly who he or she claims to be and who it detailed on the informa�on piece. Imprest Account A loan or advance of money. An account established for a specific purpose, typically handling small, rou�ne expenses or making change. (i.e. pety cash, cash drawers/registers). It is characterized by a fixed balance that is periodically replenished 28 a�er funds are spent. This ensures that a predetermined amount is always available for the designated purpose. Loss of Money A cash revenue handler obtains physical custody of money and then due to negligence, the� or other reasons cannot deposit that money with the county treasurer. Monies Money A type of currency (i.e. cash, coins, checks, money orders, cashier checks, dra�s, warrants or travelers checks. Only accept US forms of currency or money. No Recourse When a department is unable to stop or reverse services for a customer whose check for such service is returned for non-payment. NSF – Non-Sufficient Funds Checks or ACH transac�ons returned by a bank financial ins�tu�on due to insufficient funds in such bank account. Overage Amount by which cash or its equivalent exceeds the proper balance. An uninten�onal collec�on error made by a revenue handler. Where the physical amount of cash is over the expected amount. Such overages will be accounted for using the appropriate FUND AND BAR. Over/Short Account Policy Specific account whose departments can use to document when a deposit is over or short. Departments may adopt the Treasurer’s policy of $10.00 threshold for over/short. When it makes financial sense for a department to accept an amount other than the exact amount due. Departments must adopt a policy threshold for over/short transac�ons and account for such transac�ons using the appropriate FUND AND BARS. Pety Cash – now iden�fied under Imprest A revolving fund for very limited purposes. They provide a given amount of cash on hand, the primary purpose being to provide change. Some pety cash funds are used for small expenditures and reimbursed by voucher. 29 Revenue See monies Money generated from normal business opera�ons. Shortage An uninten�onal collec�on error made by the cash revenue handler such as he/she did not obtain physical custody of money or a change making error. Where the physical amount of cash is short from the expected amount. Such overages will be accounted for using the appropriate FUND AND BAR. Action Items: Discussion Items: • Engineering Construction Tech position Commissioner Follow-Up Items: Upcoming Items: MASON COUNTY PUBLIC WORKS COMMISSIONER BRIEFING September 22, 2025 Briefing September 22, 2025 Briefing Items → Health Care Authority LEAD Contract Amendment – Melissa Casey → Youth Connection Contract Amendment – David Windom Discussion Items → Commerce Monitoring Reports – Melissa Casey → Emergency Shelter Options – Melissa Casey Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Melissa Casey Ext: 404 Department: Public Health Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): 9/22/25 Agenda Date(s): 9/30/25 Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other (Please ensure proper internal review channels have been followed, this is the responsibility of the requesting Department) Item: Health Care Authority Contract Amendment – Law Enforcement Assisted Diversion (LEAD) Program Background/Executive Summary: LEAD is a model framework that supports community-based alternatives to jail and prosecution for people whose unlawful behavior stems from unmanaged substance use, mental health challenges, or extreme poverty. LEAD is designed to provide care coordination for people with complex, ongoing, unmet behavioral health needs and/or income instability who may lack shelter/housing, income, food, health care, and social networks, and for whom existing systems prove inaccessible, overly complicated, or insufficiently responsive. The program strives to yield results that include a reduction in arrests, time spent in custody, and/or recidivism; increase access to and utilization of non-emergency community behavioral health and/or substance use services; reduction in the utilization of emergency services; and reduction in cost for the justice system in comparison to processing cases as usual through the justice system. Public Health will continue to facilitate the LEAD Program by subcontracting to a licensed behavioral health service agency, Olympic Health & Recovery Services, which will provide intensive case management services to individuals recently arrested and/or at high risk for arrest and divert willing individuals known to commit offenses related to behavioral health conditions to social services in lieu of jail booking and prosecution. There is no carryover funding from the prior contract; therefore, the total maximum compensation for the biennium is $989,055. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): $989,055 total contract amount from Washington State Health Care Authority; amounts to be passed through to subcontractor and retained for Mason County Administration to be determined Public Outreach: N/A Requested Action: Move contract to 9/30/25 action agenda for approval Attachment(s): HCA Contract No: K7592-01 Washington State 1 LEAD Services Health Care Authority HCA Contract No. K7592-01 CONTRACT AMENDMENT for Law Enforcement Assisted Diversion (LEAD) HCA Contract No.: K7592 Amendment No.: 01 THIS AMENDMENT TO THE CONTRACT is between the Washington State Health Care Authority and the party whose name appears below, and is effective as of the date set forth below. CONTRACTOR NAME CONTRACTOR doing business as (DBA) Mason County Public Health and Human Services CONTRACTOR ADDRESS CONTRACTOR CONTRACT MANAGER 415 N 6th Street Shelton, WA 98584 Name: Melissa Casey Email: mcasey@masoncountywa.gov AMENDMENT START DATE AMENDMENT END DATE CONTRACT END DATE July 1, 2025 June 30, 2027 June 30, 2027 Prior Maximum Contract Amount Amount of Increase Total Maximum Compensation $515,000.00 $989,055.00 $1,504,055.00 WHEREAS, HCA and Contractor previously entered into a Contract for Law Enforcement Assisted Diversion (LEAD), and; WHEREAS, HCA and Contractor wish to amend the Contract pursuant to Section 4.4, Amendments, to continue existing work through State Fiscal Year 2027; NOW THEREFORE, the parties agree the Contract is amended as follows: 1. Section 3, Special Terms and Conditions, Subsection 3.2, Term, is amended to extend the Contract End Date to June 30, 2027. 2. Section 3, Special Terms and Conditions, Subsection 3.3, Compensation, Subsection 3.3.1, is amended to increase Total Maximum Compensation by $989,055.00 from $515,000.00 to $1,504,055.00. 3. The following attachments previously incorporated into this Contract no longer apply: a. Attachment 2, Budget and Staffing Plan; b. Attachment 3, Narrative Report; c. Attachment 4, Monthly LEAD Implementation Reports - Staffing; d. Attachment 5, Monthly LEAD Implementation Reports – Flex Funds; and e. Attachment 6, End of Year Report. Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 2 LEAD Services Health Care Authority HCA Contract No. K7592-01 4. Attachments are hereby attached and incorporated herein as follows: a. Attachment 1a, Statement of Work; b. Attachment 2, LEAD Operational Work Group (OWG) Meeting Report Template; c. Attachment 3, LEAD Policy Coordinating Group (PCG) Meeting Report Template; d. Attachment 4, Technical Assistance (TA) Report; e. Attachment 5, LEAD Quarterly Report Template; and f. Attachment 6, LEAD Site Self-Assessment Report Template. 5. This Amendment will be effective July 1, 2025 (“Effective Date”). 6. All capitalized terms not otherwise defined herein have the meaning ascribed to them in the Contract. 7. All other terms and conditions of the Contract remain unchanged and in full force and effect. The parties signing below warrant that they have read and understand this Amendment and have authority to execute the Amendment. This Amendment will be binding on HCA only upon signature by both parties. CONTRACTOR SIGNATURE PRINTED NAME AND TITLE DATE SIGNED HCA SIGNATURE PRINTED NAME AND TITLE DATE SIGNED Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Annette Schuffenhauer 9/10/2025Chief Legal Officer Melissa Casey Washington State 3 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 1a ATTACHMENT 1a Statement of Work 1. Purpose The Contractor shall facilitate the Law Enforcement Assisted Diversion (LEAD) Program, providing services that adhere to the core principles of LEAD as noted in Substitute Senate Bill (SSB) 5380 and Revised Code of Washington (RCW) 71.24.589, which indicates that HCA must partner with the national LEAD Support Bureau to expand availability of Law Enforcement Assisted Diversion (LEAD) Programs statewide. 2. Background In 2020, the LEAD model was used as a template to establish pilot site programs in Mason, Snohomish, Thurston, and Whatcom Counties. LEAD is a field-based program involving case management and coordination with law enforcement. Contacts with individuals often happen in the field (e.g., someone camping in a park). Rather than law enforcement arresting individuals, the LEAD contractor is contacted, and a LEAD Case Manager arrives at the scene to evaluate the individual’s capacity and eligibility for LEAD services. 3. Definitions 3.1 DBHR (Division of Behavioral Health and Recovery) – A division within HCA that provides funding, training, and Technical Assistance (TA) to community-based providers for prevention, intervention, treatment, and recovery support services to people in need. 3.2 LEAD (Law Enforcement Assisted Diversion) – A model framework that supports community- based alternatives to jail and prosecution for people whose unlawful behavior stems from unmanaged substance use, mental health challenges, or extreme poverty. The LEAD model originated in Seattle in 2011 and is founded on evidence-based core principles that include advancing safety, health, and equity by equipping communities with improved ways to respond to issues flowing from unmet behavioral health needs and extreme poverty. LEAD is designed to provide care coordination for people with complex, ongoing, unmet behavioral health needs and/or income instability who may lack shelter/housing, income, food, health care, and social networks and for whom existing systems prove inaccessible, overly complicated, or insufficiently responsive. 3.3 LEAD Program Director – A member of the Contractor’s staff. 3.4 LEAD Support Bureau – A national organization that provides strategic guidance and TA to local entities and for implementation and administration of LEAD programs with fidelity to the LEAD core principles. 3.5 PDA (Purpose.Dignity.Action.) – Formerly known as the Public Defenders Association. PDA provides TA for the LEAD program site selection, implementation, and evaluation. It is a third- party organization that advocates for social service programs in Washington State and serves as the parent organization supporting the National LEAD Support Bureau and LEAD efforts statewide. 3.6 Recovery Navigator Program – RCW 71.24.115 outlines the scope of activities for the Recovery Navigator Program as a pre-arrest diversion program operated by the regional behavioral health administrative service organizations in Washington State. Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 4 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 1a 4. The HCA Contract Manager shall: 4.1 Work together with the Contractor to ensure that the Contractor’s administration of the program adheres to LEAD standards and requirements. 4.2 Respond to questions and issues, as needed. 4.3 Coordinate the provision of TA and training. 4.4 Monitor program development and implementation, and ongoing operations. 5. The Contractor shall administer the LEAD program in fidelity to the LEAD Model, as referenced in RCW 71.24.589, and in coordination with the HCA Contract Manager, including, but not limited to: 5.1 Align program efforts with other pre-existing, similar work in the region (e.g. Recovery Navigator Program under RCW 71.24.115 and arrest and jail alternative under RCW 36.28a.455). 5.2 Develop case management protocols necessary to maintain LEAD standards and requirements for the purposes of independent site evaluations. 5.3 Establish and maintain effective procedures, programs, and/or processes to ensure appropriate program operations and the submission of program monitoring reports to HCA associated with this Contract. 5.4 Implement referral functions, to include, but not limited to: 5.4.1 Accepting referrals to identify possible LEAD program participants. 5.4.2 Tracking the use of external referral links to receive referrals from program partners and other social service resources in the community who identify possible program participants. 5.4.3 Referring program participants to local community agencies for appropriate services, including but not limited to the following: a. Substance use; b. Mental health; and c. Behavioral health assessment and treatment. 5.4.4 Monitoring the program to ensure that referrals are sufficient to occupy the funded case managers within or near an average caseload of twenty (20) active participants, per case manager. 5.5 Providing a periodic satisfaction survey to participants, officers, and stakeholders within the last quarter of the LEAD program. Use the participant surveys to evaluate LEAD program participation and engagement. 5.6 Upon request, participating in presentations to key state and local stakeholders on progress. Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 5 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 1a 6. The Contractor, through the LEAD Program Director, shall coordinate with national LEAD Support Bureau for guidance regarding: 6.1 Training on policies and protocols for LEAD referrals and diversion-eligible offenses; 6.2 Developing and refining a LEAD program site evaluation plan, to the extent this is not provided for by other statewide evaluation initiatives, with the intent of yielding results that include but are not limited to: 6.2.1 Reduction in arrests, time spent in custody, and/or recidivism for the LEAD program participants; 6.2.2 Increase access to and utilization of non-emergency community behavioral health and/or substance use services; 6.2.3 Reduction in the utilization of emergency services. 6.2.4 Increased resilience, stability, and well-being for LEAD program participants; and 6.2.5 Reduction in cost for the justice system in comparison to processing cases as usual through the justice system. 6.3 Providing intensive case management services that shall adhere to the LEAD core principles recognized by the LEAD Support Bureau. 6.4 Maintaining the governance structure consisting of an executive committee, called the Policy Coordinating Group (PCG) and the Operational Work Group (OWG) to include, but not limited to: 6.4.1 The purpose of the PCG is to support the development and modification of any overarching policies to reflect the program site’s intentions, and to develop the local vision for the program, including (but not limited to) eligibility criteria and referral policies. Membership may include, but is not limited to: a. Community-based organizations; b. Local government; c. Law enforcement making referrals to the LEAD program; d. Prosecutors considering cases involving LEAD participants; e. LEAD project managers; f. Public health experts; and g. Organizations led by and representing individuals with past justice system involvement, and/or civil rights organizations addressing racial and/or disability justice. 6.4.2 The OWG shall be made up of members appointed by the PCG to facilitate the regular operations of the LEAD program. 6.4.3 Ensure that the LEAD program is managed to achieve expected outcomes that are measurable and will be used in the future to evaluate the performance and to ensure accountability for the use of this funding. Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 6 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 1a 6.4.4 Coordination of care for LEAD participants through identifying, monitoring, discussing, and addressing operational, administrative, and client-specific issues. 6.4.5 Schedule, convene, facilitate, and keep records of meetings, at least monthly, in coordination with the HCA Contract Manager. a. Meetings may be scheduled as frequently as necessary to maintain the integrity and operation of LEAD. b. As needed, to inform decisions made by the PCG, the LEAD Program Director shall coordinate and schedule presenters and subject matter experts to address members at LEAD PCG meetings. c. Work with PDA and the HCA Contract Manager to determine if an alternate schedule is needed. 6.4.6 Develop and provide an agenda to LEAD OWG and/or PCG members for each meeting. a. Discussions regarding specific program participants at meetings shall be permitted only if the program participant has provided a signed Release Of Information (ROI) form to LEAD staff or a LEAD OWG or PCG member. b. Ensure that the LEAD program is managed to achieve expected outcomes that are measurable and will be used in the future to evaluate the performance and to ensure accountability for the use of this funding. c. The LEAD Program Director will meet at least monthly with, and provide all meeting agendas, minutes, and pertinent documents to, the HCA Contract Manager. d. Provide OWG reports to the HCA Contract Manager via the MFT portal, and in accordance with the due dates, rates and instructions referenced in Section 7, Deliverables Table and Attachment 2, LEAD Operational Work Group Meeting (OWG) Report Template. e. Provide PCG reports to the HCA Contract Manager via the MFT portal, and in accordance with the due dates, rates and instructions referenced in Section 7, Deliverables Table and Attachment 3, LEAD Policy Coordinating Group (PCG) Report Template. 6.5 TA 6.5.1 The LEAD Program Director will participate in TA calls with the PDA TA team at least quarterly, or more often, if applicable. 6.5.2 The LEAD Program Director/Coordinator will follow the guidance provided by PDA TA team. 6.5.3 The Contractor will provide TA reports prepared by the LEAD Program Director to the HCA Contract Manager via the MFT portal, and in accordance with the due dates, rates and instructions referenced in Section 7, Deliverables Table, and Attachment 4, Technical Assistance (TA) Report Template. Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 7 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 1a 6.6 Maintaining employees and/or contract support positions, including, but not limited to the following positions, or their equivalents, as approved by the HCA Contract Manager: 6.6.1 Outreach Coordinator; 6.6.2 Clinical Supervisor; and 6.6.3 Case Manager. 6.7 Provide quarterly reports to the HCA Contract Manager via the MFT portal, and in accordance with the due dates, rates and instructions referenced in Section 7, Deliverables Table, and Attachment 5, LEAD Quarterly Report Template. 6.8 Self-assessment 6.8.1 Work with the HCA Contract Manager to facilitate a self-assessment; and 6.8.2 After the self-assessment is completed, provide a completed report to the HCA Contract Manager via the MFT portal, and in accordance with the due dates, rates and instructions referenced in Section 7. Deliverables Table, and Attachment 6, LEAD Site Self- Assessment Report Template. 7. Deliverables Table 7.1 The Contractor shall provide reports in accordance with the referenced Attachments, due dates and rates. 7.1.1 The HCA Contract Manager shall provide templates to Contractor as needed. 7.1.2 The Contractor shall use the current templates and format to fulfill reporting deliverables. 7.2 The Contractor shall transmit all reports via the Washington Technology Solutions (WaTech) Managed File Transfer (MFT) portal. 7.3 The contractor shall notify the HCA program manager via email within five (5) business days after documents are uploaded into the MFT portal, attaching the A-19 invoice to the email for any reports provided. 7.4 The Contractor may invoice for indirect costs to cover administrative and operational expenses, as long as the Total Maximum Compensation noted for Deliverable 6 for the Contract is not exceeded. 7.5 For reports that are due quarterly, the following is how the quarters are identified: Quarter Range Q1 July – September Q2 October – December Q3 January – March Q4 April - June Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 8 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 1a 7.6 Report Tables 7.6.1 Report Table for SFY2026 # Description Att Rate Date Range Due Date Amount Direct Costs 1. Submit LEAD OWG meeting minutes detailing topics discussed, actions taken, and any future action items assigned 2 $17,000.00 per month x 12 months July 2025 through June 2026 July 2025 – June 2026: Due the 15th of each month, following each month of service $204,000.00 2. Submit PCG meeting minutes detailing topics discussed, actions taken and any further items assigned 3 $17,000.00 per quarter x 4 quarters Q1-Q4 SFY2026: The 15th of the month following the end of each quarter $68,000.00 3. Submit reports demonstrating monthly TA calls with the PDA TA team 4 $68,000.00 4. Submit LEAD Quarterly Reports 5 $68,000.00 5. Submit a copy of your annual LEAD site self- assessment, with site development plan 6 $41,570.45 per report x 1 copy February 15, 2026 $41,570.45 Subtotal, Direct Costs $449,570.45 6. Indirect (administrative) costs N/A Up to 10% of each monthly invoice July 2025 through June 2026 July 2025 – June 2026: Due the 15th of each month, following each month of service $44,957.05 Total Maximum Compensation for deliverables completed in SFY2026 $494,527.50 Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 9 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 1a 7.6.2 Report Table for SFY2027 # Description Att Rate Date Range Due Date Amount Direct Costs 1. Submit LEAD OWG meeting minutes detailing topics discussed, actions taken, and any future action items assigned 2 $17,000.00 per month x 12 months July 2026 through June 2027 July 2026 – May 2027: Due the 15th of each month, following each month of service June 2027: With final invoice $204,000.00 2. Submit PCG meeting minutes detailing topics discussed, actions taken and any further items assigned 3 $17,000.00 per quarter x 4 quarters Q1-Q3 SFY2027: The 15th of the month following the end of each quarter Q4 SFY2027: With final invoice $68,000.00 3. Submit reports demonstrating monthly TA calls with the PDA TA team. 4 $68,000.00 4. Submit LEAD Quarterly Reports 5 $68,000.00 5. Submit a copy of your annual LEAD site self-assessment, with site development plan 6 $41,570.45 per report x 1 copy February 15, 2027 $41,570.45 Subtotal, Direct Costs $449,570.45 6. Indirect (administrative) costs N/A Up to 10% of each monthly invoice July 2026 through June 2027 July 2026 – May 2027: Due the 15th of each month, following each month of service June 2027: With final invoice $44,957.05 Total Maximum Compensation for deliverables completed in SFY2027 $494,527.50 Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 10 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 2 ATTACHMENT 2 LEAD Operational Work Group (OWG) Meeting Report Template 1. Purpose: Provide ongoing details and status of the activities of all local LEAD Operational Workgroup (OWG) meetings. 2. Format: Word document template, as provided by the HCA Contract Manager 3. Components: 3.1. Date; 3.2. Name of person completing this report; 3.3. Number of the Contractor’s OWG meetings that were held during the current report month; 3.4. Narrative description of any actions taken or assigned tasks denoting future activities that came out of any meetings that took place; and 3.5. Attached a copy of the meeting agenda, showing the following: 3.5.1. Date; 3.5.2. Time; 3.5.3. Participants; and 3.5.4. Topics. Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 11 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 3 ATTACHMENT 3 LEAD Policy Coordinating Workgroup (PCG) Report Template 1. Purpose: Provide ongoing details and status of the activities of all local LEAD Policy Coordinating Group (PCG) meetings. 2. Format: Word document template, as provided by the HCA Contract Manager 3. Components: 3.1. Date; 3.2. Name of the person completing the report; 3.3. Number of the Contractor’s Policy Coordinating Group (PCG) meetings that were held during the current report month; 3.4. Narrative description of any actions taken or assigned tasks denoting future activities that came out of any meetings that took place. 3.5. Attached copy of the meeting agenda, showing the following: 3.5.1. Date; 3.5.2. Time; 3.5.3. Participants; and 3.5.4. Topics. Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 12 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 4 ATTACHMENT 4 Technical Assistance (TA) Report Template 1. Purpose: Provide ongoing details and status of TA activities 2. Format: The Contractor may submit monthly LEAD TA meeting minutes or use this template for this report. LEAD Program Technical Assistance Report Health Care Authority - Division of Behavioral Health and Recovery MONTHLY PROGRESS REPORT Report Month/Year ☐ July ☐ August ☐ September ☐ October ☐ November ☐ December ☐ January ☐ February ☐ March ☐ April ☐ May ☐ June Year ________ Name of individual completing Report: Please enter responses for each question below, for the month indicated. If the deliverable is incomplete, please list your Plan of Correction (POC) that includes lead person, actions to be taken, and target date for completion. 1. List any tech assistance sessions with the LEAD WA TA team that occurred in the current month 1.1 If no, please explain; 1.2 If yes, please provide a short narrative that includes: 1.2.1 Date; 1.2.2 Time; 1.2.3 Staff members involved; 1.2.4 Topics; 1.2.5 Concerns, and 1.2.6 Other relevant information. 2. Have any new training or informational materials been developed as part of presentations or outreach efforts for your program. If yes, please attach a copy of such materials to this report. 3. Was there any communication or outreach with local stakeholders (whether organizations or individuals) during this report period? 4. Describe any other significant program milestones. 5. Summarize any barriers encountered and plans to overcome with a timeline. 6. Please attach any other relevant materials created that are being developed or revised. Have TA needs changed since the last reporting period? If yes, describe what has shifted and why. 7. Are there recurring or systemic challenges that TA alone has not resolved? Please describe and note if additional structural, funding, or policy support is needed. Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 13 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 5 ATTACHMENT 5 LEAD Quarterly Report Template 1. Purpose: Assist in tracking and providing quarterly LEAD activity information, graphics, screenshots and narratives. 2. Format/Components: 3.1 Excel spreadsheet template, as provided by the HCA Contract Manager, or other format/method, as approved by the HCA Contract/Program Manager. 3.1.1 Referral type (screen shot provided below) 3.1.2 Admitted to LEAD (screen shot provided below) 3.1.3 Race (screen shot provided below) Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 14 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 5 3.1.4 Gender (screen shot provided below) 3.1.5 Age (screen shot provided below) 3.1.6 Housing status (screen shot provided below) 3.1.7 Intake (screen shot provided below) Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 15 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 5 3.1.8 1st response system (screen shot provided below) 3.1.9 Participant engagement (screen shot provided below) 3.1.10 Service connections (screen shot provided below) Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 16 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 5 3.2 Word document narrative 3.2.1 Name of LEAD site 3.2.2 Contract # 3.2.3 Date 3.2.4 Describe key partnerships 3.2.5 Key successes 3.2.6 Work accomplished 3.2.7 Challenges: 1. Description of barriers identified that impact service provision. 2. Narrative on attempts to resolve barriers, including plans and timeline for addressing them. 3. Number of days between initial referral and intake assessment for participants. 4. Staffing changes since the last reporting period, with explanations of positions and locations impacted. 5. Participant success stories or programmatic accomplishments of note. 6. Significant programmatic growth accomplishments or achievements. 7. Have any partnerships (new or existing) contributed to program success this period? Describe how these partnerships are supporting participant engagement or outcomes. 3.2.8 Describe any trends in participant needs or characteristics observed in this reporting period (e.g., increases in co-occurring disorders, housing insecurity, age groups)? 3.3 Metrics in an Excel spreadsheet, or equivalent tables/graphics, as approved by the HCA Contract Manager 1. AGGREGATED DEMOGRAPHICS FOR INDIVIDUALS ADMITTED, INCLUDING BUT NOT LIMITED TO: a. RACE: 0 b. GENDER: 0 c. AGE: 0 d. HOUSING STATUS: 0 2. AGGREGATED NUMBERS FROM THE INITIAL LEAD INTAKE : a. SELF-REPORTED BEHAVIORAL HEALTH: 0 b. EMPLOYMENT STATUS (EX: WORKING, NOT WORKING, JOB SEEKING ACTIVITIES): 0 c. FAMILY STATUS: 0 d. FINANCIAL AND INCOME STATUS: 0 Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 17 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 5 3. NUMBER OF POLICE CONTACTS RELATED TO CRIMINAL BEHAVIOR/SUSPECTED CRIMINAL BEHAVIOR: 4. NUMBER OF ARRESTS-CATEGORIZE BY TYPE: 5. NUMBER OF CONTACTS WITH FIRE/EMERGENCY MEDICAL SYSTEM (EMS): 6. NUMBER OF TIMES TEAM MEMBERS MEETS WITH PARTICIPANTS-CATEGORIZED BY TYPE: a. CASE MANAGEMENT: 0 b. PEER COUNSELING: 0 c. BRIEF OUTREACH: 0 7. NUMBER OF REFERRALS TO SERVICE-CATEGORIZED BY TYPE: a. MENTAL HEALTH: 0 b. SUBSTANCE USE DISORDER (SUD): 0 c. MEDICAL: 0 d. HOUSING: 0 e. INSURANCE: 0 f. BENEFITS: 0 g. FOOD: 0 h. SHELTER: 0 i. EMPLOYMENT: 0 j. OTHER: 8. NUMBER OF CONNECTIONS TO SERVICES-CATEGORIZED BY TYPE: a. MENTAL HEALTH: 0 b. SUBSTANCE USE DISORDER (SUD): 0 c. MEDICAL: 0 d. HOUSING: 0 e. INSURANCE: 0 f. BENEFITS: 0 g. FOOD: 0 h. SHELTER: 0 i. EMPLOYMENT: 0 j. OTHER Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Washington State 18 LEAD Services Health Care Authority HCA Contract No. K7592-01 Attachment 6 ATTACHMENT 6 LEAD Site Self-Assessment Report Template 1. Purpose: Assist in tracking and providing quarterly LEAD activity information, graphics, screenshots and narratives. 2. Format: Word document template, as provided by the HCA Contract Manager 3. Components: 3.1 Work with LEAD TA to set up instruction and training for the site development tool and submit a copy of your results by February 15th of each year. 3.2 Please submit results to the MFT portal and email grace.burkhart@hca.wa.gov within three (3) days of MFT portal submission. Docusign Envelope ID: 5D9979E0-6541-4F2B-BF49-B898BF94410C Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: David Windom Ext: 260 Department: Public Health Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): 22 September Agenda Date(s): Click or tap here to enter text. Internal Review: ☐ Finance ☐ Human Resources ☒ Legal ☐ IT ☒ Risk ☐ Other (This is the responsibility of the requesting Department) Item: Contract amendment for Youth Connections Background/Executive Summary: o Strike “Page 16, Eviction Prevention, Item 7: “Before any rental arrears payments are made the household must be connected to the Dispute Resolution Center.” o Replace with “Youth Connections should work with their local Dispute Resolution Centers (DRC) if one exists within the service area. DRCs can be an essential pathway to collaborate and negotiate for mutual gain to prevent evictions and maintain positive landlord relationships.” o Strike Page 17 item 7 “Secure an MOU with the Bremerton Housing Authority and prioritize referrals to obtain Section 8 Housing Vouchers before enrolling in the Rapid Re-Housing Program” o Replace with “Youth Connection may Secure an MOU with the Bremerton Housing Authority and prioritize referrals to obtain Section 8 Housing Vouchers before enrolling in the Rapid Re-Housing Program Budget Impact (amount, funding source, budget amendment, etc.): None Public Outreach: Briefing Requested Action: Approve contract change Attachment(s): 1 Contract Between Mason County and Shelton Family Center dba The Youth Connection Professional Services Contract #25-032 Amendment #1 IT IS MUTUALLY AGREED THEREFORE: That the Original Contract is hereby amended as follows: • EXHIBIT A: SCOPE OF SERVICE o Strike “Page 16, Eviction Prevention, Item 7: “Before any rental arrears payments are made the household must be connected to the Dispute Resolution Center.”  Replace with “Youth Connections should work with their local Dispute Resolution Centers (DRC) if one exists within the service area. DRCs can be an essential pathway to collaborate and negotiate for mutual gain to prevent evictions and maintain positive landlord relationships.” o Strike Page 17 item 7 “Secure an MOU with the Bremerton Housing Authority and prioritize referrals to obtain Section 8 Housing Vouchers before enrolling in the Rapid Re-Housing Program”  Replace with “Youth Connection may Secure an MOU with the Bremerton Housing Authority and prioritize referrals to obtain Section 8 Housing Vouchers before enrolling in the Rapid Re-Housing Program ALL OTHER TERMS AND CONDITIONS of the original Contract and any subsequent amendments hereto remain in full force and effect. IN WITNESS WHEREOF, the undersigned has affixed his/her signature in execution thereof on the ______day of , 2025. CONTRACTOR MASON COUNTY PUBLIC HEALTH & HUMAN SERVICES __________________________________ _________________________________________ Susan Kirchoff, Executive Director David Windom, Director Shelton Family Center Mason County Public Health & Human Services Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Melissa Casey Ext: 404 Department: Public Health Briefing: ☒ Action Agenda: ☐ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): 9/22/25 Agenda Date(s): Click or tap here to enter text. Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other (Please ensure proper internal review channels have been followed, this is the responsibility of the requesting Department) Item: Department of Commerce Homeless Response Monitoring Reports Background/Executive Summary: The Consolidated Homeless Grant Guidelines (CHG 2.2.3.1) require lead grantees to ensure subgrantee compliance with all requirements identified in the guidelines. A risk assessment must be conducted, and a monitoring plan must be developed for each subgrantee within six months of contracting; subgrantees must be monitored for program and fiscal compliance at least once within the grant period. Mason County Code Title 2, Chapter 2.21, Purchasing and Contracting Policy (Section 6.5) also requires risk assessments before subcontracting and annually thereafter, as well as monitoring of financial and program performance and grant requirements. Subcontractor monitoring conducted by the Department of Commerce in the previous fiscal year produced findings of non-compliance and required corrective actions (Low Barrier Monitoring). The Coordinated Entry Assessment was a comprehensive monitoring that addressed a broad range of policies and procedures, such as the referral process, staff training, how client and staff feedback inform governance and policy decisions, and case conferencing practices. Mason County’s Coordinated Entry System is ranked at 3% meeting standards, 63% room for improvement, and 33% areas of concern. In FY24-25, Public Health contracted with a third-party to conduct subrecipient monitoring. This resulted in an adverse finding in the Department of Commerce’s monitoring of the county’s policies and procedures. Commerce strongly recommends that the county resume administering programmatic monitoring due to staff’s technical expertise, proven success overseeing CHG implementation, and serving as a leader in the community and at the state level. Public Health is seeking guidance and direction from the board on evidence-based strategies and best practices for monitoring subcontractor performance against industry standards and providing technical assistance, training, and corrective action as needed to ensure a high-quality and effective homeless response system. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Informational/Commissioner discussion Attachment(s): CHG Monitoring Low Barrier Monitoring Report CE Pilot Report Remote (desk)1 1/24/2025 2 Mason County Public Health and Human Services 2 Henry Bennett henry.bennett@commerce.wa.gov 360-725-5053 No Yes Yes Guidelines Reference Results Corrective Action Required Recommendations 7.2 In compliance=all in HMIS 2.2.3.1 Discrepancy=incomplete or insufficient Risk assessments and monitoring plans were submitted, but there are missing required elements with the monitoring plans. Missing elements include the monitoring dates, the type of monitoring, and the program requirements being reviewed. Corrective Action: Submit a written narrative OR revise submitted monitoring plans to be in full compliance with CHG Guidelines Section 2.2.3.1 for all CHG subgrantees. We recommend reviewing and aligning county policies and procedures with current practices to ensure full compliance with CHG Guidelines. Several discrepancies were identified: Risk Assessment Requirement County policy and CHG Guidelines Section 2.2.3.1 require risk assessments to inform monitoring plans for subgrantees. However, the 2024-25 monitoring report states it was based on "technical assistance meetings, reports, and direct observations" without referencing how risk assessments will inform the plan. On-Site Monitoring for High-Risk Subgrantees Policies specify on-site monitoring for high-risk subgrantees. However, Crossroads receiving a high-risk score of 88, no on-site monitoring was conducted. Focus on Corrective Actions The monitoring plan claims the department’s monitoring plan will focused on the areas where corrective action and performance improvements were required No supporting documentation was provided to verify this approach. 2.2.3.1 In compliance=has both and all components 2.2.3.1 Finding = Missing or missing most requirements No monitoring tool was submitted. The CHG guidelines do not require lead grantees to explicitly have a monitoring tool to complete monitorings. Yet, Sections 2.2.3.1 of the guidelines says it is the lead grantee’s responsibility to ensure their subgrantees are compliant with all programmatic requirements for the grant. Additionally, it is Commerce’s responsibility to ensure lead grantees are following all sections of the CHG Guidelines. Regardless of the naming convention the lead grantee uses, be it a tool, form, template, checklist, etc., they must be able to show their review of programmatic compliance; including client file reviews and ensuring all required policies and procedures are in place and being followed. The county’s monitoring policy and procedure does mention the use of a monitoring tool to conduct contract monitoring including programmatic elements like client file review. Contract Section 15 Subcontracting states “in no event shall the existence of a subcontract operate to release or reduce the liability of the Contractor to COMMERCE for any breach in the performance of the Contractor’s duties.” While the county has contracted with a third-party CPA to handle monitoring, they must follow their own policies and procedures and the terms of the contract to develop and ensure compliance of any monitoring activities of CHG-funded subgrantees. See the CHG Monitoring Report and CHG Client File Review forms for help developing your own tools. Corrective Action: Submit a monitoring tool that ensures program compliance with all CHG guidelines. Grant #: Total Number of Findings: Requirement Subgrantee Administration Grantee has risk assessments and monitoring plans. Commerce PM Contact Info: Lead Grantee Administration (Local Government Leads Only) Locally funded programs entered into HMIS? Grantee has monitoring tool that ensures program compliance with all requirements in the CHG guidelines Consolidated Homeless Grant (CHG) Monitoring Report 2023-2024 Commerce Program Manager: Does grantee provide direct Service? Does Grantee sub-grant CHG funds? Monitoring Results Detail Subgrantees: Crossroads Housing, The Youth Connections, Community Action Council - Lewis, Mason, Thurston Additional Comments: Does grantee use CHG to fund facility-based programs? Grantee has risk assessment and monitoring policies and procedures. Total Number Discrepancies: Total Number Recommendations: Action Plan Due Date: Type of monitoring: Date: Lead Grantee Name: 2.2.3.1 Discrepancy=Monitoring reports are insufficient and/or there are discrepancies between monitoring report and CHG guidance The reviewed elements in the monitoring reports created by the third-party CPA do not include all elements of CHG program compliance, including review of client files and policies and procedures. Corrective Action: Submit a statement on how the county will ensure all elements of the CHG contract are appropriately monitored in a subgrantee monitoring moving forward. We find it concerning Mason County has not received the materials reviewed or the tools from the third-party CPA to verify subgrantee compliance with CHG programmatic guidelines. Given the CPA’s potential lack of technical expertise in reviewing program policies, client files, and the full range of CHG-funded housing interventions, we strongly recommend that Mason County resume administering programmatic monitoring for its CHG subgrantees. As the CHG lead, Mason County has a proven track record of successfully overseeing CHG implementation, conducting compliance monitoring, and serving as a leader within their community and at the state level. If the county decides to use the CPA for any portion of the programmatic monitoring going forward, Commerce requires the county to create a policy, procedure, and monitoring tool for them to use to ensure subgrantees are following CHG guidelines. Grantee appropriately monitors the activities of subgrantees to ensure program compliance with all requirements in the CHG guidelines Crossroads Housing County or Service Region: Mason County Jessica Metro - Program Manager CHG Lead Grantee Contact Person:Melissa Casey Jmetro@hcc.net CHG Lead Grantee Contact Person Email:Melissa Casey <MCasey@masoncountywa.gov> MCSRental Assistance Report Prepared By: Henry Bennett Rapid Re-Housing Both Say It Document It Response Yes- Complies Yes- Complies Not Applicable Not Applicable Yes- Complies Yes- Complies Yes- Complies Yes- Complies Unable to Determine No- Does Not Comply Tool says people with any sex offender status are ineligible for family shelter but can apply for EP and RRH. TH & RRH handbook says all people with sex offender level two or three are ineligible for RRH and TH programs at Crossroads. Corrective Action: Submit an explanation why the MSCRental Assistance project restricts people with sex offender status. TH & RRH handbook says evictions, poor rental history, and poor credit, etc. will be taken into consideration during application screening. Low barrier projects do not screen out based on having lack of rental history, poor credit or financial history (2.1.2.1). Corrective Action: Revise the handbook to not take into consideration evictions, poor rental history, and poor credit, etc. and resubmit by 6/21/25. Yes- Complies Yes- Complies Say It Document It Recommendations Yes- Complies Unable to Determine What are the consequences for households who cannot or do not mow their lawns? Yes- Complies Unable to Determine Rent subsidy calculation form needs to be updated. Current rent subsidy determination tool does not appear to include a budget of all HH costs the CHG Rent Subsidy Determination Tool does. Also says AMI is 30% which is referenced as the income eligibility for TH, not RRH. Corrective Action: Send tool used for RRH programs or consider adopting CHG Rent Subsidy Determination Tool or something similar. Revise the handbook and resubmit by 6/21/2025. If the project requires participants to pay a share of rent , the project uses progressive engagement and allows reasonable flexibility in payment. Emergency shelters must not require households to pay a share of rent or program fees. If the project operates gender segregated facilities, the project provides accessible services for each individual's gender identity or expression. Requirement If the project serves families with children, the project ensures equal access regardless of family composition or age of children. Project does not screen out based on listed criteria. Assessor: USE Eligibility Details Tab to determine compliance. Project does not screen out based on additional criteria. Assessor: USE Eligibility Details Tab to determine compliance Project Participation Project does not have work or volunteer requirements. This refers to requirements to secure employment or participation in community service volunteer hours. Low Barrier Project Monitoring Report Intake and Project Eligibility Agency Contact Person: Agency Contact Person Email: This project does not meet the CHG Low Barrier Housing Project Requirement Agency Name: HMIS Project Name(s): Project Type: Population Served: Project requires minimal documentation at intake. Monitoring Results: Project intake process is flexible. Requirement Page 1 of 3 Yes- Complies No- Does Not Comply TH & RRH handbook says CRH reserves the right to do random drug testing. If substance use is identified, CRH forces households to engage in a behavior contract and incorporate chemical dependency recommendations that must be followed by the household or they will be terminated from the program. Households in low barrier rent assistance programs cannot be terminated for failing to participate in supportive services or treatment programs nor can alcohol and/or substance use in and of itself be considered a reason for termination (2.1.2.2). Terminations must be used as a last resort and based on rules to maintain a safe environment and following the lease. Corrective Action: Remove requirements to comply with UA tests and engage in behavior contracts/supportive services when substance use is identified from policies and procedures. Submit a revised copy of the handbook by 6/21/25. Recommendation: Let households know that they must follow the lease to maintain their subsidy and housing when Crossroads is the landlord. Crossroads can still perform walkthroughs with proper notice and if they find something it will be addressed in the form of a referral to supportive services and letting the household know the potential consequences if the behavior continues or gets worse. If behavior continues and it's making an unsafe environment or breaking the lease, Crossroads can escalate. Yes- Complies Yes- Complies Yes- Complies Unable to Determine TH & RRH handbook says having alcohol, marijuana, or any illegal/controlled substance without prescriptions are program violations that could lead to terminations. Response Required: With households having their own unit with no shared common space, we are wondering, what is the reasoning for the rule that no drugs or paraphernalia is allowed in units? Commerce understands this may be due to the location and other occupancy of the building or another valid reason, but we would appreciate some clarification for our own understanding. See Common Challenges Section of HHRC Low Barrier Shelter: Policies into Practice program discharge section for recommended policies. Yes- Complies Unable to Determine Corrective Action: Update language and tone identified in Notes and Feedback on TH/RRH Handbook. Submit a revised copy. Project does not terminate services for alcohol and/or substance use in and of itself. Project does not terminate services for failure to 'make progress' on a housing stability plan. Project does not terminate services for failure to participate in supportive services or treatment programs. Project has realistic and clear expectations. Rules and policies are narrowly focused on maintaining a safe environment and avoiding exits to homelessness. Page 2 of 3   Having too little or no income No- Complies   Having poor credit or financial history Yes- Does Not Comply   Having poor or lack of rental history Yes- Does Not Comply   Having involvement with the criminal justice system No- Complies   Having active or a history of alcohol and/or substance use Yes- Does Not Comply   Having been impacted or affected by a crime No- Complies   The type or extent of disability-related services or supports that are needed No- Complies   Lacking ID or proof of U.S. Residency Status No- Complies   Other behaviors that are perceived as indicating a lack of “housing readiness,” including resistance to receiving services No- Complies Type in any eligibility criteria here Select One Select One Select One Select One Select One Select One Select One Select One Select One Select One Project denies services based on the following criteria: Intake & Project Eligibility Details Project denies services based on the following criteria: v3.5.1 Mason County Coordinated Entry Racial Equity Analysis Pilot Project Final Report Note of Thanks - Acknowledgement & Appreciation We want to take a moment to sincerely thank Mason County's community partners, Coordinated Entry (CE) staff, and all of the reviewers who dedicated their time, insight, and effort to participating in this Coordinated Entry Racial Equity Analysis. Your openness, honesty, and commitment throughout this process have been invaluable in helping us understand the strengths and areas for improvement within the Mason County CE System. The Coordinated Entry Racial Equity (CE RE) Analysis project is designed to recognize and uplift the unique strengths of each community while also identifying opportunities for improvement. Through this process, Commerce aimed to partner with communities to better understand if their Coordinated Entry system was both effective and equitable, and how those most impacted by homelessness are prioritized in their community. This analysis is not a compliance review or performance monitoring, but an intentional effort to look at CE systems through the lens of racial equity and best practices . The findings and feedback from this analysis will also help Commerce identify where technical assistance may be helpful to support your ongoing efforts toward equity. We understand that advancing racial equity is ongoing work, and we want to acknowledge the dedication and thoughtfulness demonstrated by Mason County staff and partners throughout this process. We deeply appreciate your continued efforts to improve the CE system and ensure it operates from an equitable lens and to the best of its ability. We look forward to continuing this work with you, supporting your work, and learning to improve and grow more equitable systems and outcomes for your community. Thank you for your time, partnership, and commitment. For more information regarding the CE RE analysis pilot project, go to Coordinated Entry Racial Equity Analysis Pilot Project Documents | Powered by Box. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 1 Table of Contents Acronyms and Common Terms .................................................................................................................... 2 Evaluation Framework ................................................................................................................................. 4 Mason County Analysis Summary ................................................................................................................ 5 A Closer Look at Equity in Mason County ..................................................................................................... 8 Staffing ....................................................................................................................................................... 9 Processes and Procedures ........................................................................................................................ 11 Access and Outreach ................................................................................................................................. 13 Client Experience ....................................................................................................................................... 16 Prioritization .............................................................................................................................................. 19 Assessment Tool ....................................................................................................................................... 20 Referral ..................................................................................................................................................... 22 Data .......................................................................................................................................................... 27 Recommendations ..................................................................................................................................... 29 Policy & Procedure Updates ................................................................................................................................... 29 Actions to Advance Equity ...................................................................................................................................... 30 Appendix ................................................................................................................................................... 33 List of Organizations that Participated in the Interview Process......................................................................... 33 Acknowledgments ..................................................................................................................................... 35 MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 2 Acronyms and Common Terms Acronym Term Definition CE Coordinated Entry Coordinated Entry is a system of intake, assessment, and referral that gets households in a housing crisis connected to available resources in the community. CHG Consolidated Homeless Grant The Consolidated Homeless Grant provides resources to fund homeless crisis response systems. Grants are made to local governments and nonprofits. Recipients of these funds establish assistance and housing programs to support communities in ending homelessness. HMIS Homeless Management Information System Homeless Management Information System is a database used by state and federally funded programs to collect and manage data gathered while providing housing assistance to people experiencing homelessness and households at risk of losing their housing. VSP Victim Service Provider Victim service providers are a diverse set of public and private organizations, including nonprofit and faith-based, governmental, health care, tribal, for-profit, educational, and other organizations that serve victims of crime or abuse. BNL By Name list, prioritization list, priority pool, Master list, etc. How people who have been assessed are organized to receive housing resources BoS CoC Balance of State Continuum of Care The Balance of Washington State Continuum of Care is organized to provide leadership and coordination in activities throughout its 34-county jurisdiction toward the goal of ending homelessness and working to prevent the occurrence of homelessness within the area. The Department of Commerce is the Collaborative Applicant for WA's BoS CoC and it is led by the Steering Committee. DV Domestic Violence Domestic violence is a pattern of abusive behavior in any relationship that is used by one partner to gain or maintain power and control over another intimate partner. Domestic violence can be physical, sexual, emotional, economic, psychological, or technological actions or threats of actions or other patterns of coercive behavior that influence another person within an intimate partner relationship. This includes any behaviors that intimidate, manipulate, humiliate, isolate, frighten, terrorize, coerce, threaten, blame, hurt, injure, or wound someone. MOU Memorandum of Understanding A formal written agreement between two groups or units. Typically, this is used to articulate how a partnership or collaboration will function. BIPOC Black, Indigenous, and People of Color BH/ MH Behavioral Health/ Mental Health SUD Substance Use Disorder LGBTQ+/ LGBTIQA+ Lesbian, gay, bisexual, transgender, intersex, queer/questioning, asexual Equity/Equitable Everyone has what they need to thrive. Race gender, sexual preference, etc. does not determine a person's outcome and experience Prioritization Prioritization is the policy that drives who will be considered the most in need to receive housing resources. Prioritize Prioritizing is the act of carrying out the policy. By-and-For Organization An organization that is operated by and for the community they serve. Their primary mission and history is serving a specific community and they MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 3 Acronym Term Definition are culturally based, directed, and substantially controlled by individuals from that population they serve. At the core of their programs, the organization embody the community's central cultural values. Governing entity, Governing body The structure of the community CE governing entity may be different in each community. It could be a board, a CE lead agency, the CHG lead grantee, housing task force, work group, etc. The community CE governing entity will decide on its structure, decision-making process, advisory processes, etc. People with lived experience People with direct personal experience in the subject matter being addressed. People who have experienced and/or have been directly affected by social or health issues. Trusted messengers An individual or entity that is seen as credible, reliable, and trustworthy by a specific audience when it comes to delivering information or promoting a message. Snapshot of Homelessness Report The Snapshot report combines client information from several state agency data systems in order to provide a comprehensive estimate of the homeless and unstably housed population in the state. Tribal partners Tribal partners are sovereign Tribal Nations, Tribal governments, and affiliated organizations that collaborate with community and government agencies to address housing and homelessness needs among American Indian and Alaska Native populations. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 4 Evaluation Framework Community-Provided Documents Pilot project communities were asked to provide relevant documentation regarding their local CE system, such as CE policies and procedures, governing body roster, training logs for CE staff, system flow chart, list of CE access points, community resource list, most recent evaluation of the CE system, any client surveys or feedback reading CE process, master list data and more. All documentation possibly containing any personally identifiable information (PII) submitted to Commerce by the community was done so through a secure file/managed file transfer system. Staff & Provider Interview Process The review team obtained a list of providers and organizations involved in the local CE system. The project lead connected with these local organizations regarding the pilot project and interview process and asked them to identify staff. The following criteria were used to identify the staff who would be contacted for the interview process: • CE Frontline Staff- Direct service staff completing CE screenings/ assessments and program enrollments as their primary job duties or the majority of the day -to-day responsibilities. • CE Referral Provider- Direct service CE participating program staff or a program manager that receives referrals from CE and would be able to speak to the types of referrals received from CE (i.e., RRH, YHP, PSH, etc.), the referral process, and any required documents for referrals. • Victim Service Provider (VSP) - Direct service CE staff that complete CE screenings/assessments or a program manager that works closely with CE, receives referrals from CE, would be able to speak to referrals received from CE. Members of the review team reached out to schedule interviews with frontline staff, the CE lead, the Consolidated Homeless Grant (CHG) lead, local victim service providers (VSP), and CE referral providers/participating projects receiving referrals through CE. The interview process consisted of two elements: a pre-interview survey and an interview. The interviews took place over the phone, in person, or virtually and involved a combination of leadership and CE staff. See Appendix A for a complete list of organizations that participated in the interview process. Data Evaluation Methods Once the requested documents were submitted, the review team analyzed them along with survey and interview responses to determine how closely they aligned with racial equity best practices for coordinated entry and the CE RE Analysis rubric tool developed by the planning team . Reviewers used the following ranking guide while analyzing the submitted documentation, staff/provider interviews, and responses. Exceeding—The CE system goes above and beyond requirements by incorporating best practices in racial equity, ensuring system changes to promote more racially equitable practices throughout the coordinated entry process. Meeting- The CE system meets program and measure requirements regarding racial equity best practices. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 5 Room for Improvement-The CE system is unclear and/or inconsistent. There are a few areas that could use some work/ TA. Area of Concern- The CE system is missing key elements and/or is harmful. Red flags, areas of concern. Mason County Analysis Summary The following sections of the summary will provide an overview of the strengths, areas for improvement, and potential concerns identified through the analysis process. This approach will provide a balanced view of the current performance and areas where enhancements could further strengthen the system. These insights will be high-level, highlighting the key areas where the CE system is doing well, such as staff feeling supported, ADA-accessible physical CE access points located directly on the local bus lines, and working relationships CE providers have established to connect households with community resources. Additionally, the summary identifies opportunities for growth and concerns that emerged during the analysis, such as inconsistencies between the policies and procedures and actual practices regarding when and how often assessments are administered, evaluation of the CE system, referral denials, etc. Overall Ranking: Room for Improvement The graph below shows overall rankings based on scores from each section of the rubric. For score ranking definitions, reference section above entitled "Evaluation Framework- Data Evaluation Methods. Strengths Staff Support and Workplace Inclusivity: Staff reported having the necessary resources to perform their jobs effectively, with their individual needs and identities being supported and addressed in the workplace. CE lead organizations have pathways to hiring staff with lived experience: Crossroads Housing (Crossroads; CRH) has two previous clients who are now permanent staff through a partnership with community jobs and Exceeding Meeting Room for Improvement Area of Concern Percentage 0.00%3.33%63.33%33.33% 0.00%3.33% 63.33% 33.33% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 6 work source programs. Youth Connection has the Youth Led Program (YLP), which allows them to hire one full time employee with lived experience to help identify and engage homeless and at-risk youth. Youth Connection also has TYC Voice, a youth advocacy board that can lead to employment at the Youth Connection. Physical accessibility: All physical CE access points are ADA-accessible and are located directly on the local bus lines. There are policies/procedures offering reasonable accommodations. There are many “points of access” within the county, such as behavioral health providers an d schools, that make referrals and directly connect people to CE. A wide variety of partners can do intakes, which are entered by the CE lead organizations (Crossroads and Youth Connection). This ensures that there is a “no wrong doo r” approach. Clear grievance and appeal process: The grievance and appeal processes are clearly defined, well- documented, and accessible through multiple platforms. Follow-up with Inactive Clients: Providers make multiple attempts to contact inactive clients (via phone, text, outreach, social media) within 30 days. Community Resource Connections: Reviewers consistently saw that CE providers and participating projects connected households with community resources and had working relationships with rental agencies, private landlords, housing authorities, etc. One of the CE leads has a case manager (landlord liaison) who works to facilitate and strengthen these relationships. Areas of Concern Lack of Representation: Reviewers could not identify a clear plan to incorporate people with lived experience into decision-making bodies, advisory committees, or the evaluation of the CE system. The CE Advisory Committee lacks formal representation from people with lived experience. Members primarily represent community organizations and service providers. Intake form and process: Reviewers found the intake form to be lengthy and complex (over 70 fillable questions), collecting extensive personal, medical, employment, and legal history information that may not be directly relevant to housing needs and could be harmful and intrusive. Reviewers also identified a lack of ongoing data analysis and documentation to evaluate the tool’s effectiveness and ensure equitable outcomes. Training Gaps: Many staff members, particularly from CE lead agencies, have not completed the required training, including local CE policy and Commerce on-demand training. Issues in Data and Service Delivery: There are unclear and conflicting timelines regarding inactive client management. There are also significant inconsistencies across agencies regarding practices, documentation, and referrals. Community Feedback and Outreach: Reviewers could not find clear evidence of feedback collection from households accessing services or specially targeted outreach efforts to marginalized communities, including those with language barriers. Reviewers consistently heard that there is a gap in access and services for single adults, the Hispanic population, the Spanish-speaking community, and especially the Guatemalan community, as many of them speak an indigenous language that is difficult to find translation for. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 7 Marketing and Strategic Communication: The P&P manual discusses how CE should have a strategic marketing plan to reach the community it is intended to serve, outlining examples of elements that CE marketing strategies must follow. However, reviewers could not locate the community's specific CE strategic marketing plans. Additionally, marketing materials are not currently available in the top three languages. During staff/ provider interviews, it was indicated that written materials were available in English and Spanish; however, no materials were submitted in any language other than English. All CE access site websites appear to be English only. Prioritization and Racial Equity: Policies and procedures do not clearly reflect how racial equity or intersectionality factors are integrated into prioritization, nor is there clear documentation showing the involvement of individuals with lived experience or populations disproportionately impacted by homelessness in the development of prioritization criteria or included in the decision-making process. Room for Improvement Integration and Outreach Strategies: There were mixed opinions regarding the integration of outreach teams with the local CE system, especially in targeting historically underserved and "hard-to-reach" communities. There was also a lack of clarity on who is responsible for building and maintaining relationships with By and For agencies and tribal partners. Case Conferencing and Diversion Practices: There were inconsistencies in the implementation of case conferencing, as the P&P manual lacked clear and consistent guidelines. There are monthly by -name meetings, and case conferencing is seen as valuable. However, participation is inconsistent, and the purpose, expectations, and practices around case conferencing remain unclear. Inconsistencies in Practice: There are inconsistencies between the policies and procedures and actual practice regarding when and how often assessments are administered. While memorandum of understandings (MOUs) are mentioned in the P&P manual, no signed MOUs appear to be in place based on submitted documentation and staff/ provider interview responses. Additionally, the P&P manual specifies that denied referrals should be documented and discussed at Coordinated Entry Committee meetings. However, based on the documentation submitted, reviewers could not verify the occurrence in practice. Resource List: The community provides a comprehensive resource list, but some areas appear more service - provider-centric. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 8 A Closer Look at Equity in Mason County The following sections offer a more detailed analysis and strategic insight into the community’s strengths, challenges, and opportunities for improvement regarding racial equity best practices. This analysis is not a compliance review or performance monitoring but an intentional effort to look at CE systems through the lens of racial equity and best practices. We understand that advancing racial equity is ongoing work, and we want to acknowledge the dedication and thoughtfulness demonstrated by Mason County staff and partners throughout this process. Information from the review of community-provided documents, CE staff/participating provider surveys, and interviews are included in the following sections: • Staffing • Processes and Procedures • Access and Outreach • Client Experience • Prioritization • Assessment Tool • Referrals • Data MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 9 Staffing Overall Ranking: Room for Improvement Exceeding Meeting Room for Improvement Area of Concern Workplace Equity CE Staff Representation CE Governing Body Representation Staff Training on Best Practices For score ranking definitions reference section Evaluation Framework - Data Evaluation Methods. Strengths In staff/provider interviews, it was highlighted that employees feel well-supported in their roles, with their needs and identities being addressed by leadership. Staff also appreciate the workplace's focus on self-care. Job descriptions submitted show efforts to attract a diverse pool of applicants by minimizing educational requirements and valuing transferable skills. Both Youth Connection and Crossroads offer similar pay for their CE positions. ” It's super open communication. We are a small community, and we are all friends. If I need something, I can always go to the direct. " "[Leadership] makes sure we have time for team building. We are currently doing monthly team-building events." Crossroads currently has two previous clients who are employed. This pathway is part of the partnership with community jobs and work source programs. Youth Connection has the Youth Led Program (YLP), which allows them to hire one FTE that has lived experience to help identify and engage homeless and at -risk youth. Youth Connection also has TYC Voice, our youth advocacy board that can lead to employment at the youth connection. Key Strengths: • CE staff reported having what they needed to do their jobs well • CE staff felt that their individual needs were being considered and promptly addressed, and their individual identities were being supported in the workplace. • Based on the documentation submitted, it appears that both CE lead organizations (Youth Connection and Crossroads) have similar pay for their CE positions. • Both CE organizations have established pathways for hiring individuals with lived experience. Areas of Concern In article 3, membership of the CE Advisory Committee by-laws, there does not appear to be any formal representative of individuals with lived experience, just representatives from community organizations. Based on the documentation submitted, reviewers were unable to identify an established relationship/ partnership with lived experience experts in the CE community/board. No documentation regarding plans to make a MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 10 meaningful effort to incorporate people with lived experience within board members or advisory committees where provided. Reviewers were unable to identify any formal partnership with lived experience experts at the county level, though efforts have been made to connect providers with these experts by sharing contact information for relevant coalitions. Barriers to connecting with lived experience experts include a lack of focus from county leadership and a top-down approach. Challenges related to individuals' ability to determine the starting point, collect, structure, and effectively implement feedback were voiced during interviews. Specific Areas of Concern: • Reviewers were unable to identify an established relationship/ partnership with lived experience experts in the CE community/board. • No documentation regarding plans to make a meaningful effort to incorporate people with lived experience within board members or advisory committees where provided. • Training logs appear to be outdated, and CE staff appear to be missing key training. Only one staff member (the program director at TPSA) has completed the local CE policy and procedures training. • Several staff members at the CE lead agencies have not completed all the Commerce on-demand trainings that are required prior to providing direct service. • Barriers to connecting with lived experience experts include a lack of focus from county leadership and a top-down approach. Room for Improvement Based on the documentation submitted, reviewers were unable to clearly identify incidences of CE working with community-specific liaison positions. The reviewers did see in the job announcement that organizations specifically called out wanting to hire someone who can speak Spanish. Lived experience is specifically called out in the Youth Connection job description. Training logs appear out of date. Recent entries appear to be in 2023, with a few in early 2024. However, the training listed appears to align with the training commerce offers/requires. During staff/provider interviews, reviewers hear requests for more resources they could use and related training for their specific positions. A couple of the trainings mentioned were learning more about the Homeless Management Information System (HMIS), coordinated entry systems, and coordinated entry best practices. Identified Challenges: • Reviewers could not identify clear instances of CE working with community-specific liaison positions in the submitted documentation. • Training logs appear to be outdated, and CE staff appear to be missing key training. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 11 Processes and Procedures Overall Ranking: Room for Improvement Exceeding Meeting Room for Improvement Area of Concern Power Sharing Implemented & Measures of Accountability Bias within the Application of Process and Procedures For score ranking definitions reference section Evaluation Framework - Data Evaluation Methods . Strengths The CE system in Mason County demonstrates strengths primarily in its structured grievance and appeal processes, which provide clarity, consistency, and transparency for clients. Grievance and appeal procedures are clearly defined, well-documented, and accessible via multiple platforms, including online, intake packets, and physical postings at CE locations. Additionally, annual evaluations conducted by the CE lead agency ensure that feedback from providers and, to some extent, households, informs continuous impr ovement of the CE system. The existence of past evaluation documentation, such as the Community Partner Survey (3.18.21) and CE Monitoring Information & Summary (9.5.23), underscores the system’s commitment to accountability. Key Strengths: • Comprehensive grievance and appeal policies are clearly outlined. • Accessibility of grievance procedures through multiple channels. • Documented annual evaluations incorporating provider feedback. Areas of Concern Critical concerns were identified around the effectiveness of power-sharing measures and accountability mechanisms within the CE governance structure. Despite established grievance and appeal procedures, it remains unclear if and how feedback from clients is meaningfully utilized in system-wide improvements. The absence of explicit policies or documentation around ongoing client engagement, systematic accountability, or external advocacy resources for grievance processes presents a significant gap. Furtherm ore, the absence of consistent and documented implicit bias training across CE staff raises concerns about potential biases influencing client interactions and access to services. Specific Areas of Concern: • Limited power-sharing with clients beyond individual grievance mechanisms. • Lack of clarity regarding the integration of client feedback into governance decisions. • Inconsistently documented implicit bias training, posing the risk of biased service delivery. Room for Improvement Challenges exist regarding the implementation of genuine power-sharing and accountability practices. The current governance structure and policies lack purposeful/intentional inclusion of individuals with lived MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 12 experience on decision-making bodies, such as the CE Advisory Committee, limiting the extent to which client voices influence policies and procedures beyond individual grievances. It is unclear how and if feedback from frontline staff and clients is collected and how this feedback systematically shapes CE policies at the governance level. Additionally, implicit bias training appears inconsistent, and there is insufficient documentation demonstrating that all staff involved in the CE system receive training to identify and mitigate implicit biases. While procedures exist that could indirectly limit bias, explicit mechanisms targeting implicit bias are not clearly outlined. Identified Challenges: • Lack of explicit representation of lived experience on advisory committees. • Inconsistency and unclear level of awareness regarding how client feedback shapes systemic decision- making. • Inconsistency and limited documentation in implicit bias training implementation. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 13 Access and Outreach Overall Ranking: Room for Improvement Exceeding Meeting Room for Improvement Area of Concern Access point locations in comparison to the needs in the community. Client facing document accessibility Mobile/Street Outreach offers to and with "hard to reach"/ historically underserved communities. Marketing strategy specifically targeting "hard to reach"/ historically underserved communities (Written materials). Relationships with By-and-Fors and Tribal Partners Partnership for CE related work with community specific liaisons and/or advocates For score ranking definitions reference section Evaluation Framework - Data Evaluation Methods . Strengths Based on the documentation provided, all physical CE access points are ADA-accessible and located directly on the local bus lines. Policies/procedures offer reasonable accommodations. Intakes are done by a wide variety of partners, and then those intakes are entered by the CE lead organizations (Crossroads and Youth Connection). This ensures that there is a "no wrong door" approach . It was reported that there is work to be done in developing true access points. With the agencies having offices in the two largest cities, this helps. Otherwise, there are many "points of access," such as behavioral health providers, schools, shelters, etc., that make referrals and directly connect people to CE. Youth Connection's social media has welcoming and somewhat diverse images. Youth Connection also spoke about connecting with an LGBTQ youth group at the high school. In staff/provider interviews, both Crossroads and Youth Connections spoke about their outreach efforts within the community, trying to make sure the distribution of resources is fair, breaking provider silos, and bringing Black, Indigenous and People of Color (BIPOC) or limited English proficiency (LEP) serving staff with them on outreach, specifically focusing on Spanish-speaking staff. Work on translating all their CE documents into Spanish (they have the HMIS form, but not the intake available in Spanish) is underway. Efforts have been made to expand services into the North Mason County area, which has historically had less access to community resources. Both lead agencies have opened offices in Belfair. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 14 Key Strengths: • All physical CE access points are ADA-accessible and are located directly on the local bus lines. • There are policies/procedures offering reasonable accommodations. • Intakes are done by a wide variety of partners. This ensures that there is a "no wrong door" approach. • Youth Connection social media has welcoming and somewhat diverse images. • Work on translating all their CE documents into Spanish is underway. • Both CE leads have opened offices in Belfair, expanding services into the North Mason County area. Areas of Concern Reviewers were unable to identify how and if CE leads were seeking or obtaining feedback from households accessing services. They were also unable to identify any specific effort to reach out to hard-to-reach or historically marginalized communities or plans to transition marketing materials to portray the diversity of the community. According to the CE policy and procedure manual, Crossroads Housing is responsible for outreach. There is no mention of efforts to include or plan alongside BIPOC community leaders , By and For Organizations or tribal partners. However, during staff/provider interviews, it was reported that Crossroads outreach staff bring BIPOC or LEP serving staff with them, specifically Spanish-speaking staff. During staff/ provider interviews, it was indicated that written materials were available in English and Spanish; however, no materials were submitted in any language other than English. All CE access site websites appear to be English only, though there is a "Hablamos Espanol" (we speak Spanish) at the bottom of Turning Pointe's website. Reviewers found that the community provided a very comprehensive resource list; however, it appears to only be in English and is more service provider-centric in the way that the services are described in some areas, such as "transitional housing." The reviewers found the format difficult to read/understand. Throughout staff/provider surveys and interviews, reviewers consistently heard that there is a gap in access and services for single adults, the Hispanic population, the Spanish-speaking community, and especially the Guatemalan community, as many of them speak an indigenous language that is difficult to find translation for. Specific Areas of Concern: • Reviewers were unable to identify how and if CE leads were seeking or obtaining feedback from households accessing services. • Reviewers were unable to identify any specific effort to reach out to hard-to-reach or historically marginalized communities or plans to transition marketing materials to portray the diversity of the community. • In interviews, reviewers heard that written materials were available in English and Spanish; however, no materials were submitted in any language other than English. • Reviewers consistently heard that there is a gap in access and services for single adults, the Hispanic population, the Spanish-speaking community, and especially the Guatemalan community. Room for Improvement Reviewers consistently heard that the relationship with by and for organizations and tribal partners is difficult; they have trouble collaborating. There also seems to be a disconnect, CE leads had different responses MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 15 regarding partnerships with tribal partners and By and For Organizations. There was mention of partnerships with By and For Organizations, but no details for how that relationship supports outreach to hard-to-reach populations. No MOU was provided, but they indicated that they signed MOUs with a local By and For Organizations. Some programs have more involvement with Tribes, but it is challenging. For example, Crossroads indicates they have a closer relationship with the Squaxin Island Tribe than the Skokomish Indian Tribe. Reviewers did not really see consistent contact regarding building relationships with By and For Organizations and tribal partners. They do work together, but it seems somewhat strained. Interviews with staff and providers highlighted challenges in integrating outreach teams into the local CE system, particularly in reaching historically underserved communities. Case conferencing and outreach efforts lack clear policies, consistency, and full participation from key partners. Additionally, there is no clear accountability for building and maintaining relationships with By and For Organizations and tribal partners. While street outreach was noted to be improving, efforts to engage encampments and underserved communities remain inconsistent, often relying on chance encounters and focusing on well-known "hot spots." There is also confusion about the role of outreach within CE and concerns about the effectiveness of ongoing outreach, given that many households remain on the CE list for extended periods. Strengthening collaboration with By and For Organizations and developing targeted outreach strategies, particularly for the Hispanic community, are identified areas for improvement. After reviewing CE access information on websites, reviewers found inconsistencies in accessibility across the various access points: • Community Lifeline (Single Adult Shelter): No clear information on how to access resources. • Community Action Council: No clear information on how to access resources. • Turning Pointe: Provides clear and easy-to-find access information. • Shelton Youth Connection: No clear information on how to access services. • Crossroads: Provides clear access information including expectations, but only in English. Based on information shared during staff/provider interviews it appears that one CE lead has established a partnership for CE related work with the McKinney Vento Liaison and one of the CE lead organizations mentioned having a case manager who serves as their landlord liaison, however, reviewers were unable to specifically/clearly identify how the community was making a meaningful effort to actively elicit the partnership and/or advice of community specific liaisons and/or advocates. Identified Challenges: • During interviews, it was reported that there are signed MOUs with a local By and For Organization, but no MOU was provided in the submitted documentation. • Reviewers consistently heard that the relationship with By and For Organizations and tribal partners are difficult; providers have trouble collaborating. • Reviewers were unable to specifically/clearly identify how the community was making a meaningful effort to actively elicit the partnership and/or advice of community specific liaisons and/or advocates. • Mixed opinions regarding the community's integration of outreach teams with the local CE system and outreach strategies, specifically targeting 'hard to reach'/ historically underserved communities. • Reviewers found that while some CE access points are displayed on websites, others lack clear information on how to access resources. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 16 Client Experience Overall Ranking: Room for Improvement . Exceeding Meeting Room for Improvement Area of Concern Integration of diversion services/ supports into the CE process Methods used to reduce possible harm during the intake process Addressing household's experiences & immediate needs Intake Practices Inactive Clients For score ranking definitions reference section Evaluation Framework - Data Evaluation Methods Strengths The CE system, specifically regarding client experience demonstrates several strengths, particularly in accessibility, intake environment, and documentation practices. Intake into CE is highly accessible, providing multiple entry points, including street outreach, shelters, encampments, a 24-hour hotline, and meeting clients in their communities. Additionally, Mason County employs a phased assessment approach that prioritizes addressing immediate housing needs during intake and removes mandatory documentation barriers. In interviews, CE staff talked about the different ways they try to make their spaces feel welcoming and trauma-informed that includes creating a calm atmosphere, offering snacks, using comforting décor, and having staff with lived experience. They also focus on meeting immediate safety needs and providing essentials like food, childcare, and transportation to help clients feel safe, supported, and comfortable. Key Strengths: • Multiple points of access available (street outreach, shelters, mitigation camps, phone, 24-hour hotline, meeting clients where they are). • A phased assessment approach is utilized. • Both CE lead organizations described their Interview spaces as welcoming décor, with calming atmospheres and supportive staff with lived experience. • Immediate safety concerns are prioritized during intake. • No mandatory documentation is required at intake. • Basic immediate needs (food, childcare, transportation) are considered during intake. Areas of Concern Several concerns exist within the Mason County Coordinated Entry system, notably regarding the intake forms/documents, cultural competency, follow-up processes, and standardization across agencies. Intake forms continue to include potentially harmful or intrusive questions, such as unnecessary medical details (COVID-19 status, medication, immunizations), which lack a clear connection to immediate housing needs. Training for CE staff is inconsistent, with significant gaps in trauma-informed care, racial equity, LGBTQIA+ competency, and diversity trainings, coupled with minimal evidence of culturally specific partnerships. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 17 Additionally, unclear and conflicting timelines regarding inactive client management and a lack of systematic data collection prevent understanding of client retention challenges. There are also significant inconsistencies across agencies regarding practices, documentation, and referrals, indicating a critical need for greater standardization, communication, and accountability across the community. • Specific Areas of Concern: • Intake forms still include unnecessary questions (COVID-19 status, doctor's names, medication details, immunizations) not tied to immediate housing needs. • Some intake questions could be harmful or intrusive and do not have a clearly defined purpose related to Coordinated Entry. • Inconsistent or incomplete trauma-informed care training among CE staff (approximately half trained). • Lack of clear or consistent racial equity, LGBTQ+ competency, or diversity training across the system. • Lack of clear evidence of culturally specific or culturally relevant partnerships in practice or formalized agreements. • Unclear or conflicting timelines on inactive status and exiting clients (policies mention 30 days and 60 days inconsistently). • No clear data collection or analysis to understand why clients drop out or who these populations might be. • Lack of clarity or evidence demonstrating whether intake staff demographics fully reflect the populations served. • Significant variance in practices, policies, training, and documentation across different intake locations/agencies. • Community Lifeline access point consistently noted as ineffective in providing referrals, creating a significant service gap. Room for Improvement The CE system demonstrated several challenges related to consistency, cultural competency, and staff training. Diversion practices exist but are inconsistent, with unclear information on available resources and limited evidence of culturally responsive diversion services. Feedback is collected in different ways, which may make clients uncomfortable and lead to inconsistent information. Additionally, staff training in racial equity, LGBTQ+ competency, and diversity, equity, and inclusion (DEI) are inconsistent. It is unclear whether intake staff reflect the communities served or not. There is limited documentation or clear policy guidance on assessing intersectionality and inclusivity within households, resulting in inconsistent consideration of diverse identities during intake. Cultural appropriateness and intersectionality are referenced but inconsistently practiced or documented. Outreach to inactive clients occurs but lacks standardization, clear timelines, and consistent re-engagement protocols. While policy mentions standard practice for client exit from services, staff interviews voiced inconsistent practices when it comes to exiting a household and reaching out to inactive clients. Identified challenges: • Diversion practices exist but aren't consistently applied or documented across the system. • Diversion assistance is mentioned (such as one-time financial help), but specifics or resources are unclear. • Limited evidence of culturally competent diversion services or staff trained consistently in diversion. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 18 • Collection methods vary significantly (surveys, suggestion boxes, follow -up calls), potentially impacting client comfort and consistency of feedback. • Unclear or inconsistent evidence that intake staff reflect the demographics of people experiencing homelessness. • Partial evidence of racial equity, LGBTQ+ competency, and DEI training exists but is inconsistent across agencies. • Limited evidence of training or clear policies on assessing intersectional identities within households. • No consistent practices around addressing diverse household member identities or experiences collectively during intake. • Limited consistent documentation or training regarding culturally specific resource referral or cultural competence among staff. • Outreach efforts to inactive clients occur and are documented, but are inconsistently applied, with unclear timelines for follow-up and re-enrollment. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 19 Prioritization Overall Ranking: Area of Concern Exceeding Meeting Room for Improvement Area of Concern Prioritization Factors Population Being Prioritized For score ranking definitions reference section Evaluation Framework - Data Evaluation Methods. Strengths The system outlines distinct prioritization procedures for the Housing and Essential Needs (HEN) program . The youth provider is using the youth-developed Balance of State Youth and Young Adult (YYA) tool to prioritize young people, which is also recommended for use by Commerce. Areas of Concern Critical concerns regarding prioritization practices include inadequate consistency, integration, and consideration of racial equity. While prioritization is based on vulnerability, the process lacks documented evidence of racial equity consideration. Interviews revealed inconsistent practices among agencies regarding how racial equity factors into prioritization decisions, with disparities in tie-breaker criteria ranging from duration on waiting lists to specific factors like disability status or being a person of color. Policies and procedures do not clearly reflect how racial equity or intersectionality factors are integrated into prioritization, nor is there clear documentation involving individuals with lived experience or populations disproportionately impacted by homelessness in the development of prioritization criteria. The tool itself has screening questions unrelated to housing needs and is potentially harmful to people who are being screened. Specific Areas of Concern: • Minimal evidence of racial equity integration into prioritization processes. • Conflicting or unclear responses regarding racial equity considerations during prioritization decisions. Room for Improvement The CE system faces considerable challenges regarding consistency and clarity in the prioritization process. Although prioritization factors are documented, it is not clear how these factors are weighted. Furthermore, significant inconsistencies exist in CE staff interview responses regarding prioritization tiebreakers, leading to potential disparities and confusion among service providers. Additionally, there is minimal evidence of clearly documented opportunities for households and service providers to contribute additional information during prioritization, limiting client choice in decision-making. Identified Challenges: • Inconsistent consideration of racial equity across providers. • Lack of clear, uniform policy regarding racial equity in prioritization processes MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 20 Assessment Tool Overall Ranking: Area of Concern For score ranking definitions reference section Evaluation Framework - Data Evaluation Methods . Exceeding Meeting Room for Improvement Area of Concern Quantitative Data Analysis Assessment Tool Qualitative Data Analysis Process Improvement For score ranking definitions reference section Evaluation Framework - Data Evaluation Methods . Strengths The Mason County CE system demonstrates strengths in its phased assessment approach and multiple access points. The phased approach, which includes diversion/problem -solving, immediate resource identification, and vulnerability scoring, is structured to prioritize effectively. The assessment tool is locally developed rather than using the Vulnerability Index- Service Prioritization Decision Assistance Tool (VI-SPDAT), reflecting community-specific needs. There has been documented effort to periodically test the assessment tool to evaluate its effectiveness and scoring consistency. Key Strengths: • Utilizes a structured, phased assessment approach • Periodic efforts to test and evaluate the tool’s scoring consistency and effectiveness • Locally developed tool specific to Mason County's needs rather than relying on tools that have been proven to be harmful (VI-SPDAT). Areas of Concern Critical concerns include the absence of involvement from people with lived experience or those from racial/ethnic groups overrepresented in homelessness data during the assessment tool’s development and evaluation. The assessment tool is inconsistently implemented across access points, and there are significant variations in how youth assessments integrate with the general CE system. Despite some testing, there is insufficient documented evidence demonstrating a reduction in racial disparities resulting from the use of the current assessment tool. Lastly, there is no clear, ongoing process to regularly gather and integrate feedback from people with lived experience or BIPOC communities to improve accessibility and equity of the assessment tool. Specific Areas of Concern: • No documented involvement of people with lived experience or BIPOC communities in the tool’s development, implementation, or evaluation • Insufficient evidence demonstrating a reduction in racial disparities resulting from the current assessment tool. • Lack of clear, ongoing qualitative feedback processes or systematic integration of feedback from impacted communities, particularly marginalized groups. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 21 • Absence of structured policies or documented procedures outlining regular, community -informed evaluation, improvement, and accountability mechanisms for the assessment tool. Room for Improvement Significant challenges include the length and complexity of the assessment tool, comprising over 70 fillable questions, which may lead to client discomfort or incomplete assessments. There are inconsistencies between the policies and procedures and actual practice regarding when and how often assessments are administered. The current assessment gathers extensive information not directly relevant to immediate housing needs, such as detailed medical history, employment, and legal history. Additionally, althou gh testing of the assessment tool has occurred, there is no clear documentation or systematic approach indicating ongoing data analysis or periodic evaluations to confirm equitable outcomes. Identified Challenges: • The assessment tool’s length and complexity (70+ questions) can be overwhelming, creating discomfort and potential barriers to completion for households • Tool collects extensive personal, medical, employment, and legal history information not directly related to immediate housing needs • Inconsistent implementation practices across CE access points, including unclear guidelines regarding the timing and frequency of assessments and reassessments • Limited ongoing quantitative data analysis or clear documentation to assess the tool’s effectiveness and equitable outcomes. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 22 Referral Overall Ranking: Room for Improvement Exceeding Meeting Room for Improvement Area of Concern Pre-Referral Process Case Conferencing Practices Referral Expectations Process for Making Referrals Referral Process Referral Denials For score ranking definitions reference section Evaluation Framework - Data Evaluation Methods. Strengths Staff/ providers reported that they make multiple attempts to follow up with inactive clients for up to 30 days through multiple methods of communication (phone, text, outreach, social media, etc.) Reviewers found consistency between the P&P manual and the majority of the staff/provider interview responses regarding clients' roles and responsibilities in the referral process. According to the P&P manual, households are responsible for following up on referrals, providing any needed documentation, and accepting or declining possible referrals (Client Choice). During Staff/provider interviews, it was consistently seen that CE providers and participating projects were connecting households with community resources and had working relationships with rental agencies, private landlords, housing authorities, etc. One of the CE leads has a case manager (landlord liaison) who specifically works with rental agencies, housing authorities, etc. Through Staff/provider surveys and interviews, when asked about the referral decision-making process, reviewers heard how providers are connecting households to as many resources as they qualify for and meet their personal goals. Crossroads keeps a list of community resources with what services are provided and what qualification for each of those resources. A few of the providers talked about going the extra mile in referring clients, often facilitating warm handoff to ensure the household is properly connected to the right service when possible. The P&P manual states, "All CE required projects will only do a referral rejection for the following reasons: Household is not eligible for the referral or has lost eligibility, does not have an opening for specific CE project, and the project has another situation such as temporary closure due to emergency. " Through staff/provider surveys and interviews, reviewers heard the main reasons for denials are being over income, not meeting the U.S. Department of Housing and Urban Development (HUD) definition of homelessness, not meeting program eligibility, or being out of the county. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 23 Key Strengths: • Staff are making multiple attempts to follow up with inactive clients for up to 30 days through multiple methods of communication (phone, text, outreach, social media, etc.) • Reviewers consistently saw that CE providers and participating projects were connecting households with community resources and had working relationships with rental agencies, private landlords, housing authorities, etc. • One of the CE leads has a case manager (landlord liaison) who specifically works with rental agencies, housing authorities, etc. • Providers connect households to as many resources as they qualify for that meet their personal goals and needs. • The P&P manual has identified and outlined specific reasons for referral project rejections. Areas of Concern Reviewers found that while intake and referral training is available to all CE staff, the training log shows that no one has completed it. Additionally, referrals are sent to the accepting agency, but the method of communication is unclear. The P&P manual identifies maintaining a prioritization list as part of the crossroads role; however, reviewers were unable to locate procedures for managing said list. Reviewers were unable to clearly identify what populations are being prioritized or if any of the factors given as examples within the P&P manual are being considered during the prioritization process. Reviewers were unable to locate information regarding the method the community is using to evaluate the length of time households are on the prioritization list before receiving a housing referral or if they are tracking that data. Through staff/provider surveys and interviews, reviewers identified the following 6 key reasons for the denial trends and patterns of who is dropping out of the process and why : 1. Pride and Embarrassment: Some individuals are hesitant to engage in services due to personal pride or embarrassment, which could potentially prevent them from accessing assistance. 2. Intake Issues: As the CE lead cannot guarantee each point of access completes the diversion process, when Crossroads receives an intake from the point of access, CE staff connect with the client in an effort to divert prior to entering the intake into CE. 3. Drop out of the process reasons: Clients sometimes drop out of the process due to addiction, lack of phone access, or moving out of the area. 4. Shelter Non-Participation: Despite efforts to engage them, the local shelter has not been acting as a point of access or referring clients for the past year (since April 2023). This has led to gaps in services and connections with clients who may be in need. 5. Language Barriers: Although language barriers have not directly resulted in denials, they have slowed down the referral process. There are also issues with follow-up, as households may not persist in trying to reach providers. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 24 6. Incomplete Documentation: Some clients fail to return necessary paperwork, such as landlord documentation for eviction assistance or rapid rehousing, which prevents further action on their cases. Due to high caseloads, staff cannot afford to follow up repeatedly without proper docu mentation. Specific Areas of Concern: • According to the training log, no one has received the local CE intake/referral training • Reviewers found mention of referrals being communicated to the accepting agency, but it was unclear how this is communicated. • Crossroads is identified in the P&P manual as being responsible for maintaining the prioritization list, however, reviewers were unable to locate procedures regarding the management of th is list. • Reviewers were unable to clearly identify what populations are being prioritized or if any of the factors given as examples within the P&P manual are being considered during the prioritization process. • Reviewers were unable to locate information regarding the community's method for evaluating the length of time households are on the prioritization list before receiving a housing referral or whether it consistently tracks that data. • Despite efforts to engage them, the local shelter has not been acting as a point of access or referring clients for the past year (since April 2023). Room for Improvement According to the P&P manual, placement on the master list is based on vulnerability score. For households with the same score, the households who completed the assessment first will be prioritized first -- this was not consistent with interview responses Wait time on Master List is dependent primarily on vulnerability score, with other factors including client involvement/engagement, funding availability, and housing availability. Unfortunately, a client with a low vulnerability score who may not be as engaged in participating in overcoming barriers to housing independence and connecting to additional resources can remain on the waitlist for a year plus. Currently, the oldest intake active on the wait list is 12/23/23. Reviewers found inconsistencies regarding how referral steps are being communicated to people. During staff/provider interviews, there were 2 responses. One agency stated they print a step-by-step guide, but they found no evidence of this in PnPs. Another agency stated they share the next steps verbally during intake. The local CE P&P manual states, “The housing navigator describes the options, program locations, amenities, program rules, and eligibility criteria for each program and works with the household to identify the best match(es).” According to the P&P manual, “Participants on the master list are designated as 'inactive' after 60 days without contact and may be skipped over for openings in services and exited.” Reviewers found the client follow-up policy and procedure timeline unclear and appeared to be inconsistent in practice. Some examples of this from interviews are: • Providers attempt to contact clients on the by-name list bi-monthly, sometimes weekly, to check in and connect with any needed resources. • If providers haven't had contact within a month (4 missed consecutive calls), the household goes 'inactive'; however, it is situational and as soon as they make contact, they are considered active again. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 25 • Providers just asked for 1 contact with any provider within a month while another provider stated if a client is unable to be contacted after three attempts, the client will be archived, and if the household continues to remain out of contact after three months, they will be exited. According to the P&P manual, Crossroads Housing is responsible for facilitating case conferencing meetings. Case conferencing is mentioned throughout the manual, but it is inconsistent, and reviewers were unable to identify any specific policies or procedures for it. An interviewee stated that it was a good idea, but not executed well. There are three by-name meetings monthly (Veterans; families & DV; Youth & single adults), but not all partners are participating in full, naming attendance and engagement as challenges. In addition, there appeared to be confusion regarding the case conferencing practices, meeting purpose, what should be discussed during the meetings, and participation in the meetings according to interview responses. Reviewers also heard the following challenges regarding case conferencing: The facilitators usually schedule two weeks out, so when HHS sends out meeting invites with only one week's notice, it is challenging. "We have tried to tell them that part of case conferencing can be used to staff openings when there are ties, but they haven't been using it in that way." Several roles and responsibilities appeared to be identified in the P&P manual for CE lead/staff that reviewers did not see identified or mentioned during staff/ provider surveys or interview responses. Reviewers also found Section 4 CE participation in the P&P manual unclear and confusing, especially the part regarding referrals to the participating project, which calls out two options for project entries. MOUs are mentioned in the P&P manual, even including an MOU template, but no signed MOUs appear to be in place based on submitted documentation and staff/ provider interview responses. During staff/provider interviews, it was reported that CE access points are currently using the vulnerability score and time on the list as a tiebreaker. The following challenge was voiced regarding assessment tools, prioritization, and referrals: "There are a lot of nuances that come out and complicate it. It really is for referring to the programs. Let’s say we take the most vulnerable into RRH, but we don't have a single (1 bedroom) or studio unit available. Well, probably the most vulnerable single person, unless they are willing to share housing, will not meet what is open. So, we take the most vulnerable that is going to meet the eligibility of what is open. Then you still have to work with the landlord, and in the end, it's who that landlord accepts. The prioritization really just gets them to the program, and then from there, sometimes that prioritization doesn't hold up." Reviewers found that the community provided a very comprehensive resource list outlining the organization’s information and services. However, the services described in some of the areas appear to be more service provider-centric. During staff/provider interviews, reviewers heard that when a provider makes referrals to CE, they don't really hear back, and the follow-up on the referrals has been challenging: "It's hit and miss sometimes." The P&P manual states, “Anytime a referral is denied, the CE provider making the referral should receive in writing the reason for the denial. Any declined referrals must be discussed at the next Coordinated Entry MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 26 Committee meeting in order to understand why it was denied, how to make better referrals in the future, and understand if any specific outreach or education would benefit the partner accepting referrals." However, based on the documentation submitted, reviewers were unable to verify any occurrence of this in practice. Identified Challenges: • According to the P&P manual, placement/ prioritization on the mast list is based solely on the vulnerability score. In the event of a tie, the households that completed the assessment first will be prioritized- this is inconsistent with interview responses. • Inconsistencies regarding how referral steps are being communicated to people. • The client follow-up policy and procedure timeline was unclear and appeared to be inconsistent in practice. • Case conferencing is mentioned throughout the manual, but it is inconsistent, and reviewers were unable to identify any specific policies or procedures for it. • Based on interviewee responses, there appeared to be confusion regarding the case conferencing practices, meeting purpose, what should be discussed during the meetings, and participation . • Several roles and responsibilities identified in the P&P manual for CE lead/staff that reviewers did not see identified or mentioned during staff/ provider surveys or interview responses. • Section 4 CE participation in the P&P manual was found to be unclear and confusing, particularly regarding referrals to the participating project where it calls out two options for entries into projects. • MOUs are mentioned in the P&P manual, but no signed MOUs appear to be in place based on submitted documentation and staff/ provider interview responses. • Reviewers found the services described in some of the areas on the community's resource list to be more service provider centric. • There was no documentation to verify the occurrence of referral denials being discussed at coordinated entry committee meetings, as outlined in the P&P manual. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 27 Data Overall Ranking: Room for Improvement Exceeding Meeting Room for Improvement Area of Concern Populations Accessing CE For score ranking definitions reference section Evaluation Framework - Data Evaluation Methods While evaluating this section of the analysis, the review team did not feel that sufficient information had been requested and collected by the pilot project communities to adequately evaluate these components. For this reason, the review team has chosen not to rank the last two sections of the data tab but rather focus on recommendations for evaluating data and what questions communities should be asking themselves when analyzing and comparing CE system data to the Snapshot report on homelessness and local CE policies and procedures. When developing policies and procedures, data evaluation methodology, and evaluation tools comparing CE system data to the community snapshot report data it's important to focus on the following questions: • Who is accessing CE? • What are the identified disparities between CE access data and our community snapshot report data? • Do our policies and procedures address the disparities? If not, what can we do to address them? • Which populations appear to be actually receiving prioritization, and how does that compare to the local prioritization policy? • What are the outcomes for the different populations? • If tools have changed, are there differences in the data? If so, is there a decrease in the previously identified disparities? • Does the data show who has historically received housing referrals from CE? • Looking at historical data, is there a difference in who is doing intakes and who is getting referrals? Strengths The Mason County Master list tracks household enrollments, project referrals, exits, etc. The following household demographic information is included on the Master list: • # of adults and identified gender • # of youth 18-24 and identified gender • # of kids and identified gender • Domestic Violence (Y/N) • Veteran (Y/N) • Chronically homeless (Y/N) MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 28 The community submitted document titled "Action Plan for CE prioritization and Assessment Community Workshop WA-501". This document outlined the community’s Action plan for improving its assessment tool and prioritization policy. Within the document, it appeared that the community had been looking at the Census, Snapshot report, 2023 Point in Time count (PIT), exits to permanent housing, profile on homelessness (racial equity data), and Homeless Prevention data for the community. The following is the CE access data for July 2024 (using HMIS program reports), and the Snapshot report for Mason County: Race & Ethnicity data of actively enrolled households in CE - July 2024. (410 individuals) Areas of Concern The P&P manual outlines that CRH outreach and housing partners will be invited to an annual CE advisory committee meeting to gather feedback, identify gaps, and improve the CE process in Mason County. It also mentions that CRH will provide annual training and marketing materials to ensure standardized access to resources, and will regularly review CE process metrics, with quarterly performance monitoring and reports shared with the community. However, based on submitted documentation and staff/provider interviews, reviewers were unable to identify any evidence of these activities, including the annual CE advisory committee meeting, regular metric reviews, quarterly performance reports, or annual CE training by Crossroads Housing. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 29 Recommendations This report provides recommendations derived from a racial equity analysis of the CE system. It is important to emphasize that this assessment is focused specifically on racial equity and best practices rather than CE guideline compliance or monitoring. We recognize and acknowledge Mason County’s ongoing efforts and commitment to advancing racial equity in your CE system and appreciate your continued dedication to creating more equitable services for all community members. In recognition of the inherent overlap between racial equity and policy guidelines, we have identified recommendations that also align with CE Guidelines requirements by placing an asterisk (*) next to them. The following is a checklist developed to help Mason County track and prioritize recommendations to advance racial equity in your community. Use of this list is voluntary and only intended to support your community in this work. Policy & Procedure Updates *Develop a procedure for managing and monitoring CE staff training logs, ensuring all CE staff have completed all required training. Develop a plan, policy, and procedures for how the local CE agencies will work with community -specific liaison positions and build strong working relationships. Develop and implement clear policies that demonstrate how client and staff feedback is systematically used to inform governance and policy decisions. Develop a plan, policies, and procedures regarding pay equity and annual pay equity analysis. *Develop clear policies and procedures that make the referral process easily available to individuals accessing services and community partners. Develop clear policies and procedures regarding case conferencing practices within your homelessness crisis response system where providers can staff their real-time by-name list and/or households with barriers that are experiencing homelessness or at risk of homelessness. Provide clear policies about assessment frequency and establish consistent criteria for updated assessments, such as client requests or changes in household circumstances. *Clearly document how each prioritization factor is weighted, providing transparent policies that specify weighting criteria and rationales. Develop tools, methodology, policies, and procedures for consistently comparing and evaluating CE system data (households accessing CE services, households completing intakes, households assessed, households receiving housing referrals, referral outcomes of households who received housing referrals, referral denials, etc.). Develop explicit written procedures to directly address and mitigate implicit bias in service provision (e.g., intake, assessments, and referrals). Create clear policies and training that ensure staff can clearly understand how household preferences, experiences, and choices are integrated into referral decisions. *Standardize clearly defined timelines for check-ins, inactivity, and reactivation, ensuring consistency across all agencies. For example, standardized 14-day check-ins, inactive status at 30 days, and formal exits at 60 days with clearly communicated pathways to re-engagement. *Develop clear policies and procedures that make the referral process easily available to individuals accessing services and community partners. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 30 *Ensure CE leads and staff are aware of their roles, expectations, and responsibilities in the CE referral process. *Develop policies and procedures that outline the specific criteria that must be met to override the prioritization policy. These referrals should be rare, clearly documented, and justified. Actions to Advance Equity Incorporate people with lived experience in multiple ways within the CE system structure. Formally include individuals with lived experience and frontline staff representation in governance structures such as the CE Advisory Committee. *Develop a plan to fully implement and clearly integrate the community's outreach strategy, specifically targeting 'hard to reach' or historically underserved communities through a variety of methods into the CE system. Track data correlated to the integration of the outreach efforts into the CE system. Identify and incorporate additional training, specifically targeting best practices when engaging with underrepresented communities for CE staff. Ensure all outreach teams have adequate resources to engage and interact with individuals whose primary language may not be the same as the outreach staff's while out in the field. Identify, develop, and implement CE system changes to address disparities between CE access data and the community's snapshot report data. Written material regarding CE is written in plain language (plain talk messages are clear, concise, and visually easy to read . They contain common words, rather than Jardon, acronyms, or unnecessary legal language). Develop a plan to expand and improve the availability of interpretive services/resources within the community for providers. Revise intake questionnaires to exclude intrusive or unnecessary questions not directly tied to immediate housing needs or eligibility. Establish formal, ongoing participation from individuals with lived experiences and disproportionately impacted racial/ethnic groups in prioritization policy development and review processes. Explicitly integrate racial equity factors into prioritization tools and policies, clearly documenting how these factors are considered. Ensure alignment of the practices of reviewing/evaluating referral denials at coordinated entry committee meetings , as stated in the policies and procedures manual, and implement any necessary changes to address disparities in the denial process. The assessment tool should be reviewed and revised by individuals with lived experience and community members with historically marginalized identities to ensure cultural relevance, accessibility, and equity. Regularly communicate outcomes and system changes resulting from client and staff feedback to promote transparency and accountability. Establish mandatory, annual implicit bias training for all CE staff, clearly documented and consistently applied across all roles and agencies. Develop a plan to fully implement and clearly integrate the community's marketing strategy, specifically targeting 'hard to reach' or historically underserved communities. Also, develop a system to track the correlation between marketing efforts and the individuals accessing services. All marketing materials portray the diversity of the community (photographs, colors & symbols used, etc.) Actively seek to establish partnerships, opportunities for involvement, and/or advice from local By/For organizations and tribal partners in the local CE system. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 31 Actively seek to elicit the partnership, opportunities for involvement, and/or advice of community -specific liaisons and/ or advocates in the local CE system. *Ensure all written material is available in the top three languages spoken within the community and is publicly available. Clearly define and implement protocols to ensure confidentiality during all intakes (online, in -person, or via phone). Regularly train all CE staff on confidentiality and security protocols. Train intake staff in conversational interviewing techniques to replace scripted intake processes, allowing clients to discuss their situations in a more comfortable, trauma -informed manner. Ensure that all CE staff complete comprehensive trauma-informed care training, with annual refresher courses clearly documented. Establish and regularly utilize standardized feedback methods (anonymous surveys or confidential suggestion boxes) consistently across all intake sites. Document intake phases, explicitly linking each phase of CE to immediate next steps or potential resources, providing clear pathways for housing crisis resolution. Provide a clear path for clients navigating the CE system, such as clear next steps, and partnering with clients on which resources would be most beneficial (that they qualify for) Consistently provide clients and community partners with an up -to-date resource list, preferably in multiple languages and in various formats (i.e., on the website, physical copy provided to clients, partners with flyers, and/or physical copies clearly visible). Establish formal partnerships or MOUs with culturally specific organizations to provide diversion services in a culturally competent and responsive manner. Document clearly the referrals provided, ensuring they align with cultural relevance. Regularly analyze and share data findings for continuous quality improvement. Develop clear channels and documentation processes allowing households and providers to submit additional relevant information influencing prioritization decisions. Regularly communicate opportunities for input and ensure transparency on how additional information impacts prioritization outcomes. Regularly evaluate prioritization data to ensure alignment with community equity goals. The current assessment tool should be reduced in length, focusing questions on essential information needed for prioritization and immediate housing needs. To ensure transparency, prioritize clear documentation about how and why assessment scoring or questions are modified, as well as who in your community participated. Create clear plans and processes to solicit and integrate qualitative feedback regularly from service users, particularly those from communities disproportionately affected by homelessness. Ensure the governing bodies responsible for evaluation include diverse representatives, including individuals with lived experience, to continually enhance accessibility and effectiveness of the assessment tool and CE system overall. Develop a clear methodology for evaluating the length of time households are on the prioritization list before receiving and/or being housed. Ensure copies of contracts and/or MOUs that clearly outline the expectations, role in the referral process, and responsibilities for all CE participating agencies (both required and voluntary) are made available. Develop clear plain language documentation or a standard script outlining the specific expectations of clients in the referral process, ensuring clients are informed of referral expectations. Track program referrals with specificity regarding housing type (scattered site, project -based housing, etc.) and household demographics to compare and evaluate the current referral process. MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 32 Ensure alignment of the practices of reviewing/evaluating referral denials at coordinated entry committee meetings as stated in the policies and procedures manual and implementing any necessary changes to address disparities in the denial process. Develop tools, methodology, policies, and procedures for consistently comparing and evaluating CE system data (households accessing CE services, households completing intakes, households assessed, households receiving housing referrals, referral outcomes of households who received housing referrals, referral denials, etc.). MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 33 Appendix List of Organizations that Participated in the Interview Process Reviewers reached out to seven organizations within the local CE system, of which five participated in the interview process. A total of ten interviews were conducted, including three with CE frontline staff, four with CE referral providers/ participating projects, two with CE leads, and one with the CHG lead. Organization CE System Participation Type CE Access Point (Population Served) Referral project types received from CE? Type of Interview # of Surveys Received # of Interviews Completed Type of Interview (In- person/Virtu al) Crossroads Housing CE Access Point All N/A CE Frontline Staff 2 2 In-Person In-Person Accepts CE referrals N/A Homelessness Prevention Emergency Shelter Rapid Re-Housing Street Outreach CE Referral Provider 1 1 In-Person CE Lead All N/A CE Lead 1 1 In-Person Shelton Family Center Dba The Youth Connection CE Access Point Youth N/A CE Frontline Staff 1 1 In-Person Accepts CE referrals N/A Homelessness Prevention Emergency Shelter Rapid Re-Housing Street Outreach CE Referral Provider 1 1 In-Person CE Lead Youth Specific CE Lead 1 1 In-Person Community Action Council CE Access Point HEN only N/A CE Frontline staff 1 0 N/A Accepts CE referrals N/A Homelessness Prevention Rapid Re-Housing CE Referral Provider 2 1 (3 staff present for interview) In-Person MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 34 Organization CE System Participation Type CE Access Point (Population Served) Referral project types received from CE? Type of Interview # of Surveys Received # of Interviews Completed Type of Interview (In- person/Virtu al) Turning Pointe CE Access point/ VSP Fleeing or attempting to flee DV N/A CE Frontline Staff/ VSP 0 0 N/A Community Lifeline Accepts CE referrals N/A Emergency Shelter CE Referral Provider 0 0 N/A Shelton Veteran Village Accepts CE referrals N/A Permanent Supportive Housing CE Referral Provider 1 1 In-Person Mason County Public Health & Human Services CHG Lead N/A N/A CHG Lead 1 1 (2 staff present for interview) In-Person MASON COUNTY COORDINATED ENTRY RACIAL EQUITY ANALYSIS FINAL REPORT 35 Acknowledgments Planning Team The CE RE Analysis Tool planning team consists of Commerce staff, County coordinators, people with lived experience, coordinated entry providers, and other stakeholders. Review Team from Washington State Department of Commerce- Housing Division- Data and Performance Unit Melisa Linden- Coordinated Entry Performance Specialist Andrea Arteaga- Performance Team Manager Makela Alem- Racial Equity Performance Specialist Alex Smith- Supportive Housing Performance Specialist Haley Foelsch- Homeless System Performance Specialist Autumn Nolan- Qualitative Data Coordinator www.commerce.wa.gov For people with disabilities, this report is available on request in other formats. To submit a request, please call 7 -1-1 and ask to be connected to 360-725-4000. Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Melissa Casey Ext: 404 Department: Public Health Briefing: ☒ Action Agenda: ☐ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): 6/9/25, 7/28/25, 9/22/25 Agenda Date(s): Click or tap here to enter text. Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other (Please ensure proper internal review channels have been followed, this is the responsibility of the requesting Department) Item: Emergency Shelter Options Background/Executive Summary: An RFP was released in Spring 2025 for FY26-27 Homeless Response System subcontracts. The county did not receive applications for a Single Adult Emergency Shelter; as a result, the Board has approved a reserve of $149,744 for allocation at a later date. As winter approaches, Public Health is proposing the following options for identifying and securing an emergency shelter provider before outdoor conditions become uninhabitable and hazardous: • Release a Request for Proposal soliciting a service provider to operate a night-by-night seasonal, colder weather shelter beginning November 1st through February 28th, with a capacity of 35 adults and expansion under hazardous weather conditions. • Contract with a previous or existing service provider to utilize a facility that is permitted to provide the service; 1099 employees for direct payments from the county Sample budget for enhanced shelter that includes one daily meal: Service Cost Total Cost Notes Staff $30/hour $86,400 2 shelter aids x 12 hr shifts for 120 days Meal $10/person per day $42,000 $350/day for 120 days Total - $128,400 Remaining balance may support utilities and admin costs Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): $149,744 reserved for Adult Emergency Shelter from Department of Commerce Consolidated Homeless Grant Contract No: 26-46108-20 Public Outreach: News Release and a competitive bid process per Resolution No. 2025-015 to select the service provider Requested Action: Commissioner discussion Attachment(s): Sample RFPs (2) Page 1 of 2 515 Grand Ave Wausau, WI 54403 Ph. 715-261-7800 March 10, 2025 Dear Interested Parties, The City of Wausau, in partnership with Marathon County, is pleased to release this Request for Proposal (RFP) for the operation of a 365-day-per-year Emergency Shelter and associated services. Like many communities across the country, Marathon County has experienced an increase in the number of unhoused individuals, making the need for stable and effective emergency shelter services more critical than ever. The City of Wausau and Marathon County are fortunate to have numerous organizations and individuals working to serve our unhoused population. The vision of City and County leadership is to develop a comprehensive strategic plan that involves collaboration between city and county employees, local nonprofit organizations, the faith-based community, and concerned citizens. This plan aims to streamline services, improve communication, and work toward reducing homelessness—ultimately reaching “functional zero.” Our most pressing priority is ensuring the stability and sustainability of emergency shelter services in our community. We seek proposals from organizations committed to providing reliable shelter services while collaborating with other agencies to deliver wraparound support that helps individuals transition into long-term housing solutions. Successful proposals should: • Demonstrate an understanding of the current state of homelessness in Marathon County and the existing services available. • Establish partnerships with other service providers to maximize resources for individuals experiencing homelessness. • Outline a clear timeline for launching shelter services and achieving the capacity expectations outlined in the RFP. • Include well-defined policies and procedures that ensure the safety, dignity, and progress of shelter residents toward self-sufficiency. RFP Timeline: • RFP Release Date: March 10, 2025 • Proposals Due: March 28, 2025 • Review and Selection of Proposals: Week of April 1, 2025 For any questions regarding this RFP, please contact: Page 2 of 2 515 Grand Ave Wausau, WI 54403 Ph. 715-261-7800 Matthew Barnes, Wausau Police Chief Ph: 715-261-7807 Email: Matthew.barnes@wausauwi.gov We appreciate your commitment to serving our community and look forward to reviewing your proposals. Sincerely, Chief Matthew Barnes Wausau Police Department Page 1 of 5 Request for Proposal (RFP) Emergency Shelter Services for the City of Wausau I. Purpose The City of Wausau is seeking proposals for the operation of an emergency shelter that will provide night shelter services 365 days per year for unhoused individuals in the community. The selected provider will deliver safe, secure, and dignified shelter services while working collaboratively with other agencies to assist individuals in securing long-term housing solutions. II. Competition Intended This RFP is open to all qualified entities with experience in emergency shelter operations. Proposals from organizations specializing in targeted demographics, such as women-only shelters, and from entities seeking to serve a portion of the overall number of unhoused individuals than sought by this RFP, are also welcome. Requester reserves the right to split the award amongst qualified proposers at its discretion. III. Shelter Facility Requirements The ideal facility should: • Accommodate up to 60 individuals per night, with a surge capacity of up to 75 individuals during extreme weather conditions, or other circumstances demonstrating need. • Ensure separate sleeping areas for men and women, with permanent walls and doors. • Provide additional segregation based on sobriety levels or other unique needs, if feasible. • Provide a nutritious evening meal for all shelter residents. IV. Scope of Services The selected provider must: • Offer a clean, safe, and sanitary shelter for unhoused individuals in compliance with federal, state, and local regulations. • Provide services with dignity and respect, recognizing the trauma and crisis experienced by unhoused individuals. • Ensure a fair and non-discriminatory admission process, operating 365 days per year, and agree to work to modify its admission process based upon request from the City of Wausau and Marathon County to meet requester’s needs. • Connect individuals with case management and support services to facilitate pathways to stability and services aimed at assisting individuals overcome barriers to locating and maintaining housing, including through the provision of access to the facility to case management professionals and other ancillary service providers. Page 2 of 5 • Maintain data collection systems in cooperation with the City of Wausau and Marathon County to track shelter utilization and demographics and provide updated data for analysis upon request. • Implement written health and safety procedures for residents, staff, and visitors and use appropriate measures to accommodate users with mental health diagnoses and concerns, including separation from other populations as practicable. • Establish a secure intake process to track service usage. • Maintain trained staff on-site at all hours of operation. • Work with the City of Wausau and Marathon County to establish an accountability mechanism to encourage participation in case management and supportive services (e.g., mental health treatment, substance abuse programs, job training) with the goal to transition individuals to longer term housing options as soon as possible. • Implement, after consultation with the City of Wausau and Marathon County, a requirement for individuals receiving shelter services to participate in the performance of services required by the shelter provider, as practicable and appropriate, including assisting in meal service and cleaning services. • Coordinate with the City of Wausau and Marathon County to develop and implement strategies to reduce the long-term need for shelter services. • Work to develop a self-sufficiency goal for the provision of shelter services, with a target date of the end of 2026 to provide said services without financial assistance from the City of Wausau or Marathon County. V. Financial Accountability & Budget This agreement will be a fixed fee contract with monthly payments. The selected provider must: • Submit an annual operating budget detailing projected expenses, including specifically describing any indirect (e.g., overhead) expenses included in project expenses. The budget must also reference any external funding sources contributing to the project. • Provide regular financial reports and budget documentation upon request and agree to submit monthly invoices detailing the specific costs incurred and services rendered. The specific form of the monthly invoices will be agreed to by the provider and the City of Wausau and Marathon County. • Be reimbursed only for costs included in the approved fixed fee contract and for services rendered by provider as specifically detailed in the monthly invoices. Any costs exceeding the fixed fee contract amount will be the provider’s responsibility. VI. Proposal Submission Format To enable the selection committee to fairly evaluate each proposal, interested providers must submit a proposal that includes: 1. Cover Letter Page 3 of 5 The respondent must submit a cover letter signed by an authorized representative of the entity committing the respondent to provide the services as described in this RFP. 2. Statement of Understanding of Services to Be Provided The respondent must provide a statement that explains its understanding of the City of Wausau’s and Marathon County’s needs and objectives and how its proposal would address them. The statement must: o Describe how shelter services will be delivered, including explaining specific hours of operation, shelter monitoring plans, and aspects of service provision referenced in section III and IV of this RFP. o Outline collaboration plans with other service providers. o Explain how individuals will be prepared for future housing opportunities. o Detail how existing programs and services will be integrated. o Describe how diverse populations and cultural differences will be managed. 3. Credentials and Experience The respondent must provide the following: o Detail past experience operating shelters and homeless services. o Organization Profile Information, including the identification of key personnel, a full staffing plan, and respective salary ranges for positions referenced in the staffing plan. 4. References The respondent must provide three (3) references (entity name, contact name, phone number, nature of service provision, and dates of service provision). References should be for entities/municipalities for which services similar to those sought by this RFP were delivered. VII. Evaluation Criteria (Scoring System) o Understanding of the services to be provided – 25 points o Credentials and related experience – 20 points o Suitability of proposed strategies and satisfaction of RFP terms – 35 points o Cost of services – 20 points VIII. Proposal Review Process o A Proposal Evaluation Committee of City and County staff will review all submissions. o The committee may request clarifications or interviews with selected providers. o Final selection will be based on the highest-scoring proposal that meets the City's needs. IX. Submission Process and Deadline Number of Copies Page 4 of 5 The Respondent must submit five (5) copies of the proposal in a single, sealed envelope or package to: City of Wausau Police Department Attn: Emergency Shelter Services 515 Grand Avenue Wausau, Wisconsin 54403 A. Closing Date The closing date for the receipt of all proposals is March 28, 2025 at 4:00 PM. All sealed proposals will be opened by the City of Wausau Board of Public Works on April 2nd at 11:00 AM at Wausau City Hall. 407 Grant Street. B. Proposals Proposals may be mailed or hand delivered. Proposals received after 4:00 PM on March 28, 2025 at 4:00 PM will not be accepted and will be returned to the Respondent. Actual receipt is required. Deposit in the mail is not sufficient. There will be no exceptions allowed. X. Cancellation The Purchaser reserves the right to cancel this solicitation; any or all proposals may be accepted, modified or rejected in whole or in part, and the City of Wausau and Marathon County further reserve the right to accept the proposal most advantageous to the Purchaser. XI. Proposals Content/Contractual Obligations All aspects of the proposal from a successful Respondent will become a contractual obligation. The Purchaser reserves the right to negotiate the award amount and budget items with the selected Respondent prior to entering into a contract. The contract may be modified only by written amendment duly executed by all parties. Justifiable modifications may be made in the course of the contract only through prior consultations with and written approval from the Purchaser. Failure of the successful Respondent to accept these obligations in the contractual agreement may result in cancellation of the contract. XII. Clarifications and /or Revisions to the Specifications and Requirements Any questions concerning this RFP must be submitted to: Matthew Barnes, Wausau Police Chief Ph: 715-261-7807 Email: matthew.barnes@wausauwi.gov Written questions must be submitted prior to 4 p.m. on Friday, March 21, 2025. Page 5 of 5 Responses to questions received from Respondents will be posted to the City of Wausau website, About Wausau, Requests for Proposals at www.wausauwi.gov on Monday, March 24, 2025. XIII. Award Procedure The Purchaser is the final approval authority for awarding contracts. The Purchaser reserves the right to reject any or all proposals, any part of a given proposal and to negotiate the award amount, authorized budget line items and specific programmatic goals with the selected Respondents prior to entering into a contract. XIV. Proprietary Rights The Request for Proposals and all responses thereto shall become public record after the award of the contract. XV. Notification of Approval or Non-Approval Each Respondent whose proposal is reviewed by the Purchaser shall receive notice of the determination of the funding or non-funding of the proposed project Each Respondent whose proposal was not funded shall be given the opportunity to discuss with the staff of the Purchaser the reason for non-funding or may write the Purchaser requesting the reasons for their decision. XVI. Appeal Process All appeals must be made in writing pursuant to the City of Wausau Procurement Code, and all appeals must fully identify any contested issues. Subjective interpretations by the Purchaser are not subject to protest or appeal. Written notice of appeal must be postmarked or received by the Purchaser Director within five (5) business days after the notice of award, unless a different period is provided for by the Purchasers Procurement Code, in which case the notice required by the Procurement Code would control. Mason County Administrator 411 N 5th Street Shelton, WA 98584 (360) 427-9670 ext. 419 Mason County Commissioner Briefing Items from County Administrator September 22, 2025 Specific Items for Review → CTE & Mason County Job Shadow Pilot Program Proposal – Kim Monroe → Letter of Support for Peninsula Alliance – Travis Adams → WA State Conservation Commission Contract for the Voluntary Stewardship Program (VSP) Amendments – Jennifer Beierle → August Financial Report – Jennifer Beierle Administrator Updates Commissioner Discussion Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Kim Monroe Ext: 422 Department: Human Resources Briefing: ☐ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): 7/28/2025, 9/22/2025 Agenda Date(s): Internal Review: ☐ Finance ☒ Human Resources ☒ Legal ☐ IT ☒ Risk ☐ Other (Please ensure proper internal review channels have been followed, this is the responsibility of the requesting Department) Item: CTE & Mason County Job Shadow Pilot Program Proposal 2025 Background/Executive Summary: The purpose of this proposal is to seek approval for Mason County to participate in a Career & Technical Education (CTE) Job Shadow Pilot Program in partnership with the Shelton School District. The program is designed to provide Shelton High School students with meaningful, hands-on learning experiences within County departments while also promoting careers in County government as a viable and rewarding pathway. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): There is no financial commitment required at this time. Any future costs will depend on the level of County involvement and may include in-kind contributions such as staff time for mentoring students or participation in advisory committees. Public Outreach: County participation would demonstrate leadership in supporting youth career development, enhance community outreach, and provide positive visibility for Mason County. Requested Action: Approve the proposal for the CTE & Mason County Job Shadow Pilot Program to allow the program to move forward with its scheduled start date of October 14th. Attachment(s): 1. Program Proposal 2. Program Flyer 3. CTE Risk & Waiver of Liability, Media Release and Confidentiality Agreement 4. Shelton School District CTE Academy Student Packet 2025 1 Proposal for CTE & Mason County Job Shadow Pilot Program Purpose The purpose of this proposal is to seek approval for Mason County to participate in a Career & Technical Education (CTE) Job Shadow Pilot Program in partnership with the Shelton School District. This program is designed to provide Shelton High School students with meaningful, hands-on learning opportunities within County departments, while also promoting County government as a career pathway. Background The Shelton School District CTE Academy connects students with real-world experiences that complement their classroom learning and prepare them for the workforce. By partnering with Mason County, the District hopes to expand opportunities for students to learn about public service, local governance, and career pathways within their community. This pilot program will allow a small group of students to shadow County staff, observe daily operations, and engage in projects that demonstrate the responsibilities and impact of local government. The goal is to encourage students to consider careers in Mason County and, over time, strengthen the County’s workforce pipeline. Pilot Program Structure Dates: October 14, 16, 21, 23, 28, 30 (Tuesdays & Thursdays) Time: 8:30 AM – 11:00 AM Participating Students: 8 total (2 with the Auditor’s Office, 6 with the Community Development Office) Format: Students will shadow County staff, attend meetings, observe operations, and participate in meaningful tasks and projects. 2025 2 Commitment: Departments are expected to provide students with hands-on experiences that reflect day-to-day operations and special initiatives. This program is not intended for clerical work alone. Additional Opportunities: Depending on resources and scheduling, enhancements such as student orientation, informational sessions with departments, or mock interview practice may be incorporated if feasible. Participating Departments The Auditor’s Office (2 students) • Observe election processes and understand the importance of elections. • Collaborate on a young voter outreach strategy and educational materials aimed at increasing youth participation. • Learn about archiving and document management. • Exposure to financial services. • “Day in the Life with the Auditor” overview of responsibilities and services. Community Development (6 students) • Exposure to current and long-range planning projects, attending public hearings, reviewing development applications, and learning how land use decisions are made. • Observing building inspections, plan reviews, and code compliance processes to see how safety and construction standards are applied in the field. • Experience customer interactions, learn about application intake and tracking systems, and understand how permits move through review and approval. Risk Management Students and guardians will complete the CTE Risk & Waiver of Liability, Media Release and Confidentiality Agreement and the Shelton School District CTE Academy Student Packet prior to participation. Shelton School District will coordinate transportation and provide insurance coverage. 2025 3 Students will not be transported in County or personal vehicles, nor will they travel to off-site locations. All shadowing activities will occur within County offices to eliminate transportation-related risks Benefits Introduces students to careers in local government. Builds a stronger connection between Mason County and Shelton School District. Supports workforce development by encouraging students to pursue public service careers locally. Provides professional growth opportunities for County staff through mentorship and engagement. Attachments 1. Program Flyer 2. CTE Risk & Waiver of Liability, Media Release and Confidentiality Agreement 3. Shelton School District CTE Academy Student Packet 2025 1 Acknowledgement of Risk & Waiver of Liability, Media Release and Confidentiality Agreement for Youth Programs PROGRAM: CTE & Mason County Job Shadow Pilot Program ACTIVITY: CTE Academy Students will job shadow County staff, getting a first-hand look at how we serve the community while exploring careers right here in Mason County. Name of Youth Participant: _______________________________________ Age: ______ Name(s) of Parent/Guardian(s): ________________________________________________ Please read this Acknowledgement of Risk and Waiver of Liability carefully and in its entirety; it is a binding legal document. By signature, with full knowledge of the facts and circumstances surrounding the ACTIVITY, I acknowledge my child’s participation in the ACTIVITY may expose them to actions, events, and environments that may be hazardous to their person and/or property. I acknowledge that I am solely responsible for any action that my child may participate in associated with this ACTIVITY or around this ACTIVITY, regardless if occurring before, during or after the period of the ACTIVITY. I have adequate applicable insurance necessary to provide for and pay any medical costs that may directly or indirectly result from my child’s participation in the ACTIVITY or otherwise understand that I am solely responsible for any medical costs that may directly or indirectly result from my child’s participation in the ACTIVITY. On behalf of myself and my estate, I hereby waive any right of recovery and release Mason County, its officials, employees, officers, agents and volunteers. I will indemnify, defend and hold Mason County, its officials, employees, officers, agents and volunteers (hereafter referred to as COUNTY) harmless with respect to any and all claims, injuries, damages, actions, liability and expenses including attorney’s fees and other professional fees in connection with bodily injury including death, personal injury and/or damage to property and costs arising from associated with my child’s participation in this ACTIVITY. 2025 2 It is my express intent that this Acknowledgement of Risk and Waiver of Liability shall bind my spouse, the members of my family and my estate, heirs, administrators, personal representatives and assigns. I further agree to save and hold harmless, indemnify and defend the COUNTY from any claim by the aforementioned parties arising out of my participation in the ACTIVITY. I recognize and acknowledge that the COUNTY makes no guarantees, warranties, representations, or other promises relative to the ACTIVITY, and assumes no liability or responsibility for injury or property damage that my child may sustain as a result of participation in the ACTIVITY. I further understand and agree that this is a release of liability and indemnity agreement, and it is intended to be as broad and inclusive as permitted by law. If any portion hereof is held invalid, it is agreed that the balance shall, notwithstanding, continue in full force and legal effect. SIGNATURES In signing this Acknowledgement of Risk and Waiver of Liability I hereby acknowledge and represent: (a) that I have read this document in its entirety, understand it, and sign it voluntarily; and (b) that this Acknowledgement of Risk and Waiver of Liability is the entire agreement between the parties hereto and its terms are contractual and not a mere recital. Further, I certify that I am the parent or legal guardian of the above-named participant in the ACTIVITY. On behalf of myself and my spouse, partner, co-guardian or any other person who claims the participant as a child. I acknowledge that my child and I have agreed to the terms and conditions of my child’s participation in the ACTIVITY, and I hereby give my consent to participation by my child in the ACTIVITY, and to receive medical treatment determined to be necessary. I further agree to hold harmless, indemnify and defend the COUNTY from and against all claims, demands or suits that my child has or may have. DATE: ___________________ PARENT/GUARDIAN(S) SIGNATURE(S): _______________________________________________ STUDENT SIGNATURE: _________________________________________________________ MEDIA RELEASE I recognize and acknowledge that COUNTY may record my child’s participation and appearance in ACTIVITY on any recorded medium (including, but not limited to video, audio, photos) for use in any form. I authorize such recordings and release COUNTY to use my child’s name, likeness, voice, and biographical material to exhibit or distribute such recordings in whole or part without restrictions or limitations for any educational or promotional purpose. No signature below represents my choice to opt out of this media release. DATE: ___________________ PARENT/GUARDIAN(S) SIGNATURE(S): _______________________________________________ STUDENT SIGNATURE: _________________________________________________________ 2025 3 CONFIDENTIALITY AGREEMENT As a participant in the Mason County CTE Job Shadow Pilot Program, I understand that I may observe, hear, or have access to confidential or sensitive information while shadowing County staff. To ensure privacy, professionalism, and trust, I agree to the following: 1. Confidential Information Confidential information includes, but is not limited to: Personal information about County employees or members of the public Financial, legal, or election-related records Information discussed in meetings not open to the public Any materials or conversations identified as “confidential” by staff 2. Non-Disclosure I agree not to share, discuss, or remove any confidential information I learn or observe during my participation in this program. I will not use confidential information for personal purposes or disclose it to friends, family, or on social media. 3. Respect for Records and Materials I will not make copies, take photographs, or remove any records or materials from County offices. If I am unsure whether something is confidential, I will ask my County supervisor before discussing or sharing it. 4. Professional Conduct I will act professionally, respectfully, and responsibly at all times during the program. I understand that violating this agreement may result in immediate removal from the program. 5. Acknowledgment by Student and Parent/Guardian I understand the importance of confidentiality and agree to follow the requirements above during and after my participation in the Mason County CTE Job Shadow Pilot Program. As the parent/guardian, I have reviewed this confidentiality agreement with my student. I understand and agree that I am also bound by these confidentiality requirements, and I will not share or disclose any confidential information I may learn through my student’s participation in this program. DATE: ___________________ PARENT/GUARDIAN(S) SIGNATURE(S): _______________________________________________ STUDENT SIGNATURE: _________________________________________________________ Teacher Recommendation Form Student Name: Grade: _______ School Year:_________ Teacher: _______________________________ Students must have a completed recommendation forms to be considered for a 20-hour Internship. This must be from a CTE Academy Teacher. Please return the recommendation form into the Academy Coach rather than the student. 21st Century Skills Assessment (employability): Social Skills Seldom Sometimes Often Consistently Exhibits Independence Demonstrates Leadership initiative Follows positive influences Respects classroom rules Responds positively to suggestions/requests Contributes in a group setting Expresses ideas appropriately Respects rights, opinions, & property of others Exhibits self-confidence Honesty/Integrity Work Habits Seldom Sometimes Often Consistently Makes good use of time Works cooperatively in a group setting Works well independently Completes tasks on time Follows oral instructions Follows written instructions Organizes self and materials Takes pride in appearance of work Assumes responsibility for homework Demonstrates consistency in performance Dependability Approach to Learning Seldom Sometimes Often Consistently Demonstrates persistence in learning Takes pride in accomplishments Enjoys new activities Challenges self Seeks out help when needed Notices details Exhibits problem-solving abilities Demonstrates creativity Takes risks Shows initiative Is curious and eager to learn Puts best effort into work Self-motivated How does the student adapt to change in roles, responsibilities, and environment? How does the student respond to feedback? In your opinion, what is the student’s potential for career and educational growth? Teacher’s Signature: Date: Email and/or phone number for any additional questions: Shelton School District  700 S First Street, Shelton, WA 98584  360.426.1687 REV 12/2022 20-hour Internship Application Turn in application to SSD Coordinator Student Legal Name ____________________________________________________Grade at Time of Application _____________________________________ Birth Date ____________________________________________________________Age at time of Application _______________________________________ Student Email _________________________________________________________Student Cell _________________________________________________ Street Address _____________________________________________________________________________________________________________________ Mailing Address (if different than above) ________________________________________________________________________________________________ Parent/Guardian #1 Name _______________________________________________Parent/Guardian #2 Name _______________________________________ Parent/Guardian #1 Phone ______________________________________________Parent/Guardian #2 Phone _______________________________________ Parent/Guardian #1 Email _______________________________________________Parent/Guardian #2 Email ________________________________________ Does your child have an IEP?  Yes  No Does student have a 504 Plan?  Yes  No Employer ____________________________________________________________Job Title ______________________________________________________ Supervisor ___________________________________________________________Phone _______________________________________________________ Career Pathway:  Agriculture  Business/Marketing  Family & Consumer Science  Health Science  Skilled & Technical Science  STEM HS & Beyond Plan:  Work  Certification  Technical Training  2yr College  Apprenticeship  4yr College Student Signature _____________________________________________________Date ________________________________________________________ Parent/Guardian Signature ______________________________________________Date _________________________________________________________ SSD Coordinator Verification of Qualifying CTE Courses (Attached Copy of Transcript or Schedule) ___________________________________________________ DOES YOUR STUDENT HAVE A LIFE-THREATENING OR OTHER MEDICAL CONDITION THAT REQUIRES MEDICATION AT SCHOOL OR A SCHOOL HEALTH PLAN?  Yes  No DOES YOUR STUDENT CARRY AN EPIPEN?  Yes  No DOES YOUR STUDENT CARRY AN INHALER?  Yes  No If yes to any of the above, please describe Please note: The medication & treatment order must address the life threatening medical condition & must be on file with the school prior to the first day of attendance. Reference RCW 28A.210.320 Shelton School District  700 S First Street, Shelton, WA 98584 360.426.1687 REV 12/2022 Work Site Learning Training Agreement Student Responsibilities (Failure to comply with any of the following may result in termination from the program) 1. Complete all required forms. SWSL hours cannot be counted towards credit until paperwork is completed and signed. 2. Provide your own transportation to and from the job using public transportation or in a legally licensed and insured vehicle. 3. Correctly document all hours worked in a timely manner. 4. Become familiar with and conform to all student employee regulations and policies set forth by the employer and the coordinator. 5. Notify the Worksite Learning Coordinator within 24 hours if there is a change of work hours or if termination occurs. 6. Keep regular attendance at school and on the job and notify the employer of any anticipated absences. 7. Understand the summer seminar and Google Classroom is a vital part of the Worksite Learning program and lack of participation may result failure of the work credit. 8. Understand that short and long-term school suspension policies will also apply to the Worksite Learning program. 9. Be aware that if the student is expelled, he/she will be in violation of the agreement and the agreement will be terminated. 10. Abide by the dress code of the learning/training site. Student Signature Date (print) Parent/Guardian Responsibilities 1. Assume responsibility for the conduct and safety of the student from the time they leave school until reporting to work and from the time they leave the work site until returning to school or home. The Shelton School District assumes no responsibility or liability for the student’s travel, conduct, or safety once the student leaves the school grounds. 2. Encourage the student’s active participation, punctuality, attendance, and personal growth in this program. 3. Support this agreement during the student’s participation in the work-credit program. Parent/Guardian Signature Date (print)  Student is 18 years of age and does not require Parent/Guardian Signature. Employer Responsibilities 1. Comply with state and federal guidelines and regulations concerning health & safety, nondiscrimination, harassment, work rules for minors, and employee rights. 2. Comply with the nondiscrimination statement listed on the back of this agreement. 3. Provide the student employee with the same considerations given a regular beginning employee about safety, health, social security, general working conditions, and other regulations of the organization. Employer shall adhere to all federal and state wage and hour laws. 4. Monitor the number of hours worked by the student. The maximum working hours are dependent upon the student’s ability to work and still maintain satisfactory grades and comply with State L & I regulations. 5. Notify the coordinator of any problems the student is having on the job when, in the employer's opinion, the existing situation could be detrimental to the student’s continued employment. 6. Confer with the coordinator regarding the student’s on-the-job performance and complete and return to the coordinator progress reports for grading the student. 7. Verify student work hours. Business Name Business Street Address City/Zip Supervisor Phone Supervisor Email Employer Signature Date (print) Shelton School District  700 S First Street, Shelton, WA 98584 360.426.1687 REV 12/2022 Work Site Learning Training Agreement Worksite Learning Coordinator Responsibilities 1. Secure all paperwork prior to beginning work hours and collect all documentation with signatures before credit and/or grades are issued 2. Inform students of basic worksite safety and minor work laws 3. Document all accidents and injuries 4. Make regular site visits to monitor student performance, conduct evaluations and verify work hours 5. Become familiar with the nature of the work that the student is expected to perform and assist the student if conflicts arise which may be detrimental to success on the job. WSL Coordinator Signature Date (print) NONDISCRIMINATION STATEMENT: Shelton School District does not discriminate in any programs, activities, or employment opportunities on the basis of sex, race, creed, religion, color, national origin, age, veteran or military status, sexual orientation, gender expression or identity, disability, or the use of a trained dog guide or service animal and provides equal access to the Boy Scouts and other designated youth groups. STUDENT: ______________________________________________ DATE: Training Station - Company/Business Name: Address: Work Site Telephone: __________________________________ Fax: Work Site Supervisor Name: _____________________________ Title: Directions. Be sure that your student/employee obtains information about the following factors. Check the information on each item as it is completed. Return the completed form to the teacher-coordinator. Company Orientation 1. Give student copies of printed materials. 2. Explain the company's history. 3. Describe the company's product line(s). 4. Discuss company policies and procedures regarding: a. Hours of operation/work b. Overtime policies c. Pay periods d. Vacation/policy e. Holiday policy f. Appropriate dress and grooming g. Safety rules h. Emergency procedures including how to exit building in an emergency. i. Procedures for absence j. Parking k. Procedures for arrival l. Procedures for departure m. Policies about use of telephone 5. Describe employee benefits such as: a. Discounts b. Educational assistance Section/Department Orientation 6. Describe the relationship of the store or department to the overall company. 7. Discuss specific store or departmental rules including: a. Breaks b. Work Schedules c. Days Off d. Presence of food at workstation 8. Introduce co-workers. 9. Explain job responsibilities of co-workers. 10. Identify training sponsor. Job Orientation 11. Show student her/his workstation. 12. Describe student's responsibilities. 13. Explain the importance of the student's responsibilities to the organization. Student Signature Employer Signature School District Coordinator Signature Date Employer Orientation Checklist Rev: Sept 2011 Company/Organization: Training Site List on District Pre-Approved List: Yes No Unknown Reviewed By: ____________________________________________ Date: √ = Satisfactory U= Unsatisfactory N/A = Not Applicable Floors and Walkways  Exits are marked; walkways and stairways are clear  Locations of cleanup supplies are identified  Non-slip mats, grates, or slip-free coatings are used in potentially wet areas  Stairways have handrails Ladders (including step stools, etc.)  Ladders (including step stools, etc.)  Ladders appear to be in good condition  Ladders have safety feet  Non-metal ladders are used where there is a possibility of electric shock Fire Safety  There are at least two emergency exits for each work area  Fire exits are clearly marked and pathways to exits are clear  Emergency procedures are posted and/or covered in student orientation  Fire extinguisher(s) are available and marked Electrical Hazards  Visible electric cords are in good condition  Any floor cords and cables are covered with safety covers  Emergency "stop" switch is available to shut down electricity (where applicable) Machine Guarding and Mechanical Safety  Machines are securely attached to the floor  Machines have protective guards as appropriate to protect workers  Emergency turn off switches are functional and available where appropriate  Safe use procedures are posted and/or covered in student orientation Ventilation  Temperature, humidity and air movement appears to be appropriately maintained  Air exchange equipment is operational; maintains clean air availability Lighting  There is adequate light throughout the worksite  Areas surrounding equipment and machinery are well lighted Sanitation & Housekeeping  Toilet facilities are clean and well-ventilated  Toilet facilities have sinks with hot and cold water, hand soap and disposable hand towels  Insects and rodents are adequately controlled  An eating area is available separate from the work area  Eating areas and drinking facilities are clean  Waste containers appear to be adequate, leak proof and emptied regularly Noise  Noise is monitored/maintained at a comfortable level  High-noise areas require hearing protection Chemical Hazards  Activities involving use of chemicals require protective clothing and/or equipment  Chemicals are properly labeled and stored  Safe use procedures are posted and/or covered in student orientation  Material Safety Data Sheets (MSDS) are current and accessible  Smoking near chemicals of any type is prohibited  Environment in which student will be placed is non-smoking Ergonomic Hazards  Lifting is a minimal element and under 50 pounds (alone)  Proper lifting procedures are posted and covered in student orientation  Tasks requiring repetitive movements are varied or rotated Other Health and Safety factors reviewed        Site Safety Assessment Shelton School District  700 S First Street, Shelton, WA 98584  360.426.1687 REV 12/2022 Work Site Learning Student Learning Plan and Evaluation Student Job Title Supervisor Worksite Job Description Learning Objectives: The following describe specific skills the student is to learn and/or tasks to perform as part of this worksite experience. Learning Period: From ____/____/____ To: ____/____/____ Teacher/WSL Supervisor: _________________________ Student Signature: ____________________________________________ Date: _________________________________________ Supervisor Signature: _____________________________ Please evaluate the student in the following areas: Rating Scale: 4=Exceeds Expectation 3=Meets Expectation 2=Approaching Expectation 1=Below Expectation Evaluation will be conducted on the following schedule: Every 90 hours. LEARNING TASKS/LEARNING OBJECTIVES RELATED TO JOB DESCRIPTION 4 3 2 1 1 2 3 4 WORK READINESS SKILLS COMMENTS 4 3 2 1 Reasons Effectively (2A) Makes Effective Decisions and Judgments (2C) Communicates Clearly (3A) Collaborates with Others (3B) Uses and Manages Information (4B) Applies Technology Effectively (6A) Adapts to Change (7A) Is Flexible (7B) Manages Goals and Time (8A) Works Independently (8B) Is Self-Directed Learner (8C) Interacts Effectively with Others (9A) Manages Projects/Tasks (10A) Produces Results (10B) Guides and Leads Others (11A) ADDITIONAL WORKPLACE SKILLS Demonstrates Safety in the Workplace Demonstrates Technical Reading/Writing Demonstrates Math Related to the Job Demonstrates Active Listening NONDISCRIMINATION STATEMENT: Shelton School District does not discriminate in any programs, activities, or employment opportunities on the basis of sex, race, creed, religion, color, national origin, age, veteran or military status, sexual orientation, gender expression or identity, disability, or the use of a trained dog guide or service animal and provides equal access to the Boy Scouts and other designated youth groups. ____________________________________________________ ___________ ____________________________________________________ _____________ Supervisor Signature Date Student Signature* Date _____________________________________________________ ___________ *Student’s Signature denotes review of the evaluation WSL Coordinator Signature Date N a m e M o n t hTIME sheet 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 S t a r t T i m eDay E n d T i m e A c t i v i t y TIME sheet 21 22 23 24 25 26 27 28 29 30 31 S t a r t T i m eDay E n d T i m e A c t i v i t y Shelton School District 700 S First Street Shelton, WA 98584 (360) 426-1687 Medical Emergency Authorization Name of Student Participant: ________________________________________________ As parent or legal guardian, I authorize a qualified physician to examine the above-named student and in the event of an injury to administer emergency care and to arrange for any consultation by a specialist, including a surgeon, they deem necessary to insure proper care of any injury. Every effort will be made to contact a parent or guardian to explain the nature of the problem prior to any treatment involved. Parent/Guardian Name: ____________________________________________ Date:______________ Home Phone: ____________________________ Work Phone: _______________________________ Other Emergency Contacts Name: __________________________________ Phone: ____________________________ Name: __________________________________ Phone: ____________________________ Policy Nos. 2320F and 6625F Page 1 of 1 SHELTON SCHOOL DISTRICT STUDENT TRANSPORTATION IN PRIVATE VEHICLES CONSENT TO USE PRIVATE TRANSPORTATION I/We, the undersigned parent or guardian of expressly (student name) request my/our child be permitted to travel in a private automobile for the purpose of attending (Description of Activity) (Date) between the hours of and . The private vehicle is registered with the Shelton School District and is stated to be in good, safe working order and has appropriate liability insurance. I/We agree to release the Shelton School District, its employees, agents, representatives, and coaches from any liability resulting from any injury occurring during driving to or from the noted school- sponsored activity. Authorized by: (Signature of teacher/school employee) (Signature of school administrator) Signature of Parent or Legal Guardian Date Signature of Parent or Legal Guardian Date Date Approved: 11/9/04 (Start Time)(End Time) on Shelton School District  700 S First Street, Shelton, WA 98584  360.426.1687 REV 12/22 Coordinator Checklist Student Job Title Supervisor Worksite The following elements must be in place for any Worksite Learning Experience. Prior to beginning work experience - Employer  Training Agreement Employer Orientation Checklist  Worksite Learning Agreement  Parent/School Authorization Form  Minor Work Permit (if applicable) Prior to beginning work experience – Student/Parent Student Application Training Agreement Employer Orientation Checklist  Student Learning Plan  Medical Emergency Authorization  Documentation of a qualifying class (copy of transcript and/or current schedule)  Consent to use Private Vehicle  Parent/School Authorization Form Special Variances (if applicable) Prior to beginning work experience - Coordinator  Teacher Recommendation  Training Agreement Employer Orientation Checklist  Student Learning Plan  Parent/School Authorization Form  Signed Syllabus Additional - Coordinator  Record of Student Hours  Evaluation 1- Signed  Evaluation 2- Signed I verify that the Work Site Learning requirements have been followed and documented per the OSPI manual. WSL Coordinator Signature Date CTE Director Signature Date Student Learning File must be kept for 7 years after graduation. At the end of each school year, WSL Coordinator will provide complete file to CTE office for archives at the end of each school year. Mid-Internship Evaluation Form Student Name: Grade: Teacher: School Year: Employer: _______________________________________________________________________________ 1. What is something you learned that has been particularly valuable? Have you learned anything that has surprised you? 2. How would you rate your experience in this role so far? o Exceeds Expectations o Meets Expectations o Approaching Expectations o Below Expectations 3. Are there any areas of concern you’d like to discuss? 4. How have you adapted to change in roles, responsibilities, and environment? 5. Do you think this experience is helping you develop potential for career and educational growth? 6. Do you have any suggestions or feedback on what could make this experience better for you? Coordinator’s Signature: ___________________________________________________________________ Date: _____________________________________________________________________________________ Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Travis Adams Ext: Click or tap here to enter text. Department: Central Services Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): 9/22/25 Agenda Date(s): 9/30/25 Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other (Please ensure proper internal review channels have been followed, this is the responsibility of the requesting Department) Item: Letter of support for Peninsula Alliance Background/Executive Summary: Peninsula Alliance is submitting for additional funding to better serve the residents of Mason County. We have held a strong relationship with Peninsula Alliance for many years now. They are vital to the community of Mason County as well as the individuals whom they assist daily. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Approval for County Administrator to sign letter of support for Peninsula Alliance funding request for grant project. Attachment(s): Letter __________________________________________________________________________________________________________ 9/30/2025 Thurston/Mason Developmental Disabilities 412 Lily Rd. NE Olympia, WA 98506 Re: 2026-2027 Thurston Mason Developmental Disabilities Community Grant Project Dear Review Panel, We are writing to express our strong support for Peninsula Alliance and its proposal to continue and expand essential services for Mason County residents. We are confident that endorsing this proposal will positively inform funding decisions and help sustain critical programs that serve some of our most vulnerable community members. Mason County remains committed to enhancing access to services for individuals with intellectual and developmental disabilities (IDD). Currently, approximately 318 residents live with an IDD diagnosis, and we rely on qualified, trusted partners to ensure they receive consistent, high-quality support. Over the years, Peninsula Alliance has proven to be one of those trusted partners. Their dedication, professionalism, and genuine compassion for the individuals they serve have had a lasting impact on our community. Their team consistently demonstrates a deep commitment to improving lives, and we fully support their efforts to expand these vital services. Should you require any additional information or support from Mason County, please don’t hesitate to reach out. We deeply value the important work being carried out and are ready to assist in any way we can. Sincerely, Travis Adams, County Administrator Mason County Administrator Travis Adams 411 North 5th Street Shelton, WA 98584 (360) 427-9670 ext. 530 Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Jennifer Beierle Ext: 532 Department: Central Services Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): 9/22/25 Agenda Date(s): 9/30/25 Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other (Please ensure proper internal review channels have been followed, this is the responsibility of the requesting Department) Item: Washington State Conservation Commission Contract for the Voluntary Stewardship Program – Amendments #1 & #2, and Amendment #6 to MC Contract #19-053 with Mason Conservation District Background/Executive Summary: The Washington State Conservation Commission (SCC) has provided contract #K2620 in the amount of $290,000 to support the Voluntary Stewardship Program (VSP) from July 1, 2025 through June 30, 2027. The County contracts with Mason Conservation District to serve as a Lead Entity for the VSP responsible for completing a VSP Work Plan as detailed in RCW36.70A.700-790. The VSP is an option incentive- based program approach to protecting critical areas while promoting agriculture. The SCC has made two contract amendments available. Amendment #1 provides up to $40,000 of VSP capital funds to initiate approved projects and Amendment #2 adds $105,000 under Intermediate Outcomes and Programs/Projects, bringing the total contract amount to $435,000. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): None Public Outreach: N/A Requested Action: Approval of Amendment #1 in the amount of $40,000 and Amendment #2 in the amount of $105,000 to contract #K2620 with the Washington State Conservation Commission for the Voluntary Stewardship Program (VSP) effective July 1, 2025, through June 30, 2027, and approval of the interlocal agreement Amendment #6 to contract #19-053 with Mason Conservation District as the lead entity on the contract. Attachment(s): SCC Amendment #1 SCC Amendment #2 Mason Conservation District Amendment #6 to Contract #19-053 #K2620 Amendment #1 Page 1 of 3 Washington State Conservation Commission (SCC) And Mason County Contract K2620 Amendment #1 Total Amendment Award Value: $40,000 Period of Performance: 7/17/2025 – 6/30/2027 Purpose: This amendment amends contract #K2620 between SCC and County with the following changes to Exhibit A Statement of Work and Exhibit B Budget. All other terms and conditions remain in full force and effect. Purpose: Additional allocation of $40,000 of VSP capital funds to initiate any projects approved through CPDS and scoring a minimum of 20 points in accordance with the VSP Program Guidelines (Guidelines). Contract Appendix B Scope of Work is amended to add Capital Funding Projects: 1) Identify, develop, and fund capital project(s) utilizing the capital funding allocated to the county at the outset of the biennium, per the Guidelines. This work includes: A. Coordinating with one or more project partners to develop capital projects that achieve work plan goals or benchmarks and meet minimum eligibility requirements as defined in the Guidelines. B. Obligating the entire $40,000 initial allocation for capital projects by December 31, 2025, through CPDS. i. Obligation of funds does not imply that the funds must be spent by the obligation deadline – only that the proposed projects in CPDS have been approved to proceed. #K2620 Amendment #1 Page 2 of 3 ii. Any unobligated capital funds shall be returned to the COMMISSION no later than January 31, 2026, following the procedures set forth in the Manual. C. Entering proposed capital projects into CPDS for review and approval by COMMISSION staff. County and/or TSP shall not proceed with work on any proposed capital project until SCC Commission staff approve and notify County in writing of approved projects. D. Tracking all capital cost-share projects for inclusion in any upcoming five-year report, as required by the Guidelines. BUDGET The total amendment amount for Amendment 1, not to exceed $40,000, to be awarded as Outcome 2 Capital Funds. County has up to $40,000 of VSP Capital funds for Cost share and DIP awards. The $40,000 is inclusive of Technical Assistance therefore Counties have $40,000 total funding, of which up to $8,000 may be used for technical assistance on approved projects. Technical Assistance may not exceed 25% of the approved project amount. #K2620 Amendment #1 Page 3 of 3 EXECUTION All other terms and conditions of the contract remain in full force and effect. THIS AMENDMENT is executed by the persons signing below, who warrant they have the authority to execute this Amendment. State Conservation Commission County ________________________________ _________________________________ Date__________________ Date__________________ James Thompson, Executive Director Name and Title Date:August 15, 2025 To: Mason Conservation District Reference: Contract No. K2620-VSP Mason, Mason County VSP From: Conservation Commission Subject: Unilateral Amendment to Change this Contract This amendment unilaterally amends the contract #K2620-VSP Mason, changing the contract budget by $105,000.00 and the match budget by $0.00 under Intermediate Outcomes and Programs/Projects listed below. WASHINGTON STATE CONSERVATION COMMISSION FORMAL AMENDMENT #2 Outcome Program Amendment Description Budget AmountProject Match Amount 3.0 Ogg TA NB $9,500.0041000VSTA 3.0 Ogg CS NB $40,500.0041000VSCS 4.0 Campbell TA NB $2,000.0041000VSTA 4.0 Campbell CS NB $9,000.0041000VSCS 5.0 Chavez TA NB $8,000.0041000VSTA 5.0 Chavez CS NB $36,000.0041000VSCS $105,000.00Total for Amendment #2 $0.00 Date __________________________________________________________________________________ Nicole Boyes, Administrative Services September 16, 2025 Date __________________________________________________________________________________ Contractor Authorized Signature _________________________________________ Print Name MASON COUNTY VOLUNTARY STEWARDSHIP PROGRAM 2025-2027 Biennium Contract Amendment Between Mason County and Mason Conservation District 1 AMENDMENT 6 to MC CONTRACT #19-053 INTERLOCAL AGREEMENT between MASON COUNTY and MASON CONSERVATION DISTRICT This Amendment, issued pursuant to the Interlocal Cooperation Act, Chapter 39.34 RCW, extends the Interlocal Agreement, MC Contract #19-053, dated July 1, 2019, relating to the Voluntary Stewardship Program, for a two-year period through June 30, 2027. This amendment is an updated version of Amendment 5 that is intended to replace amendment 5. 1.0 2.0 3.0 4.0 PERIOD OF PERFORMANCE It is the intent of the parties that the period of performance will be consistent with the timelines set forth in RCW 36.70A.720-760, subject to available funding. Subject to its other provisions, the period of performance of this Amendment shall commence on July 1, 2025 and be completed on June 30, 2027, unless either extended by agreement of the parties or terminated sooner, as provided under the Interlocal Agreement. SCOPE OF WORK The Mason Conservation District shall furnish the necessary personnel, equipment, material and/or service(s), or contract with third parties to accomplish the same, and otherwise do all things necessary for or incidental to the performance of the work as set forth in Attachment A-Scope of Work and the work described in Attachment B- Contract K2620 Amendment 1 and Attachment C- Contract K2620 Amendment 2. PAYMENT Compensation for the work provided in accordance with this Amendment has been established under the terms of chapter 39.34.130 RCW. The parties have estimated that the cost of accomplishing the work herein will not exceed $435,000. Mason Conservation District will directly bill the Washington State Conservation Commission for these expenses. EFFECTIVE DATE The effective date of this Amendment shall be July 1, 2025. All other terms and conditions of the Interlocal Agreement, MC Contract #19-053, shall remain in full force and effect. Dated this day of , 2025. MASON CONSERVATION DISTRICT: BOARD OF COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON Jason Ragan, Chair Sharon Trask, Chair MASON COUNTY VOLUNTARY STEWARDSHIP PROGRAM 2025-2027 Biennium Contract Amendment Between Mason County and Mason Conservation District 3 ATTACHMENT A-SCOPE OF WORK COUNTY is responsible for the overall administration of the Mason County VSP including program and fiscal responsibilities and compliance. COUNTY has designated the DISTRICT as the Lead Entity responsible for administering VSP funds and coordinating the VSP Watershed Work Group. 1) Organize, convene, and maintain a watershed group. This includes providing necessary staff support and facilitation for the watershed group. Assist the watershed group in the implementation of the approved VSP work plan, including A. Working closely with the watershed group and technical service providers to ensure full compliance with the requirements and intent of VSP. B. Ensure that every effort is made to maintain effective communication between the watershed group, the technical service providers, the COUNTY, local stakeholders, and participating state and federal agencies and personnel. C. The DISTRICT will organize members of a VSP watershed group with representatives from a variety of stakeholder groups including but not limited to tribes, environmental groups, and agriculture. Organization of a vetted core watershed group comprised of a broad representation of key watershed stakeholders and, at a minimum, representatives of agricultural and environmental groups and tribes that agree to participate. The DISTRICT will encourage existing lead entities, watershed planning units, or other integrating organizations to serve as the watershed group. D. The DISTRICT will develop and/or maintain watershed group meeting bylaws, rules, and/or policies. E. The DISTRICT will provide facilitation for watershed group meetings or other actions of the watershed group. 2) Implement the VSP work plan, including implementing the requirements of the VSP and RCW Chapter 36.70A.700-760. Implementation includes: A. Identifying critical areas and agricultural activities within those critical areas. B. Identifying a public outreach plan to contact landowners. C. Identifying and designating entity(ies) to provide landowner assistance (voluntary stewardship plans). D. Identifying measurable programmatic and implementation goals and benchmarks. E. Reviewing and incorporating applicable water quality, watershed management, farmland protection, and required species recovery data and plans. F. Seeking input from tribes, agencies and stakeholders. MASON COUNTY VOLUNTARY STEWARDSHIP PROGRAM 2025-2027 Biennium Contract Amendment Between Mason County and Mason Conservation District 4 G. Developing goals for participation by agricultural operators conducting commercial and noncommercial agricultural activities in the watershed necessary to meet the protection and enhancement benchmarks of the work plan. H. Ensuring outreach and technical assistance is provided to producers and operators in the various watersheds of the county. I. Creating measurable benchmarks that, within ten years after receipt of funding, are designed to result in (i) the protection of critical areas functions and values and (ii) the enhancement of critical areas functions and values through voluntary, incent ive based measures. J. Incorporating into the work plan any existing development regulations relied upon to achieve the goals and benchmarks for protection of critical areas. K. Establishing baseline monitoring for (i) participation and implementation of voluntary stewardship plans and projects, (ii) stewardship activities, and (iii) the effects on critical areas and agriculture relevant to protection and enhancement benchmarks. L. Developing timelines for periodic evaluations, adaptive management, and provide written reports of plan status and/or accomplishments to the COMMISSION. M. Coordinating monitoring programs with other state agency activities. N. Meeting any other requirement for the successful implementation of VSP in RCW 36.70A.720. Deliverables: 1) Organize, convene and maintain a watershed group that meets regularly and as necessary for implementation of the county VSP work plan. 2) Implement the VSP work plan, including implementing the requirements of the VSP and RCW Chapter 36.70A.700-760. A. Two year status reports. No later than August 30, 2025, provide the written biennial report to the COMMISSION. The biennial report must provide the status of plans and accomplishments of the work plan to COMMISSION. The biennial report should include a summary of how plan implementation is affecting each of the following: 1) The protection and enhancement of critical areas within the area where agricultural activities are conducted; 2) The maintenance and improvement of the long-term viability of agriculture; 3) Reducing the conversion of farmland to other uses; 4) The maximization of the use of voluntary incentive programs to encourage good riparian and ecosystem stewardship as an alternative to historic approaches used to protect critical areas; MASON COUNTY VOLUNTARY STEWARDSHIP PROGRAM 2025-2027 Biennium Contract Amendment Between Mason County and Mason Conservation District 5 5) The leveraging of existing resources by relying upon existing work and plans in counties and local watersheds, as well as existing state and federal programs to the maximum extent practicable to achieve program goals; 6) Ongoing efforts to encourage and foster a spirit of cooperation and partnership among county, tribal, environmental, and agricultural interests to better assure the program success; 7) Ongoing efforts to improve compliance with other laws designed to protect water quality and fish habitat; and 8) A description of efforts showing how relying upon voluntary stewardship practices as the primary method of protecting critical areas and does not require the cessation of agricultural activities. B. Five year review and evaluation report. If a Five year VSP report is due during this contract period, than no later than the current deadline for submittal of the report to the COMMISSION, and in conjunction with the county watershed group, facilitate, develop, assist and submit the five year report to the director of the COMMISSION. See RCW 36.70A.720 (2) (b) (i) and (c) (i). When submitting the five-year review and evaluation report to the COMMISSION, as per RCW 36.70A.720 and RCW 36.70A.730, the DISTRICT agrees to use the COMMISSION’S Guide and Template. The Guide is available for download on the COMMISSION’s VSP web page: (https://www.scc.wa.gov/vsp/implementation). The Template will be provided or made available by the COMMISSION to the DISTRICT. C. At five year intervals from the date of receipt of funding, each county watershed group must submit a report to the director of the Commission and the COUNTY on whether it has met the work plan's protection and enhancement goals and benchmarks. The five year review and evaluation report should include a summary of how plan implementation is satisfying the flowing plan elements through VSP implementation: 1) Develop goals for participation by agricultural operators conducting commercial and noncommercial agricultural activities in the watershed necessary to meet the protection and enhancement benchmarks of the work plan; 2) Ensure outreach and technical assistance is provided to agricultural operators in the watershed; 3) Create measurable benchmarks that, within ten years after the receipt of funding, are designed to result in (i) the protection of critical area functions and values and (ii) the enhancement of critical area functions and values through voluntary, incentive-based measures; 4) Work with the entity providing technical assistance to ensure that individual stewardship plans contribute to the goals and benchmarks of the work plan; 5) Incorporate into the work plan any existing development regulations relied upon to achieve the goals and benchmarks for protection; MASON COUNTY VOLUNTARY STEWARDSHIP PROGRAM 2025-2027 Biennium Contract Amendment Between Mason County and Mason Conservation District 6 6) Establish baseline monitoring for: (i) Participation activities and implementation of the voluntary stewardship plans and projects; (ii) stewardship activities; and (iii) the effects on critical areas and agriculture relevant to the protection and enhan cement benchmarks developed for the watershed; 7) Conduct periodic evaluations, institute adaptive management, and provide a written report of the status of plans and accomplishments to the county and to the commission within sixty days after the end of each biennium; 8) Assist state agencies in their monitoring programs; and 9) Satisfy any other reporting requirements of the program. 10) The COUNTY agrees that VSP cost-share projects funded using any amount of COMMISSION VSP funds shall be reported in the Conservation Practices Database System (CPDS). D. Ensure that the COMMISSION has the most recent version of the COUNTY’s VSP work plan by providing to the COMMISSION’s Project Officer, identified herein in APPENDIX D – RESPONSIBLE INDIVIDUALS, the most current version of the COUNTY’s VSP work plan, which includes all attachments and / or appendices. This can be accomplished by sending the COMMISSION an electronic link which the COMMISSION can use to download the plan. E. Provide to the COMMISSION’s VSP Contract Manager, no later than 120 days from the date this agreement is signed by the DISTRICT, an implementation budget designed to ensure all requirements related to VSP implementation are accounted for during the performance of this agreement, and to ensure that the two-year and five-year reporting requirements will be met. MASON COUNTY VOLUNTARY STEWARDSHIP PROGRAM 2025-2027 Biennium Contract Amendment Between Mason County and Mason Conservation District 7 ATTACHMENT B-CONTRACT K2620 Amendment #1 Washington State Conservation Commission (SCC) And Mason County Contract K2620 Amendment #1 Total Amendment Award Value: $40,000 Period of Performance: 7/17/2025 – 6/30/2027 Purpose: This amendment amends contract #K2620 between SCC and County with the following changes to Exhibit A Statement of Work and Exhibit B Budget. All other terms and conditions remain in full force and effect. Purpose: Additional allocation of $40,000 of VSP capital funds to initiate any projects approved through CPDS and scoring a minimum of 20 points in accordance with the VSP Program Guidelines (Guidelines). Contract Appendix B Scope of Work is amended to add Capital Funding Projects: 1) Identify, develop, and fund capital project(s) utilizing the capital funding allocated to the county at the outset of the biennium, per the Guidelines. This work includes: A. Coordinating with one or more project partners to develop capital projects that achieve work plan goals or benchmarks and meet minimum eligibility requirements as defined in the Guidelines. B. Obligating the entire $40,000 initial allocation for capital projects by December 31, 2025, through CPDS. i. Obligation of funds does not imply that the funds must be spent by the obligation deadline – only that the proposed projects in CPDS have been approved to proceed. ii. Any unobligated capital funds shall be returned to the COMMISSION no later than January 31, 2026, following the procedures set forth in the Manual. C. Entering proposed capital projects into CPDS for review and approval by COMMISSION staff. County and/or TSP shall not proceed with work on any proposed capital project until SCC Commission staff approve and notify County in writing of approved projects. MASON COUNTY VOLUNTARY STEWARDSHIP PROGRAM 2025-2027 Biennium Contract Amendment Between Mason County and Mason Conservation District 8 D. Tracking all capital cost-share projects for inclusion in any upcoming five-year report, as required by the Guidelines. BUDGET The total amendment amount for Amendment 1, not to exceed $40,000, to be awarded as Outcome 2 Capital Funds. County has up to $40,000 of VSP Capital funds for Cost share and DIP awards. The $40,000 is inclusive of Technical Assistance therefore Counties have $40,000 total funding, of which up to $8,000 may be used for technical assistance on approved projects. Technical Assistance may not exceed 25% of the approved project amount. MASON COUNTY VOLUNTARY STEWARDSHIP PROGRAM 2025-2027 Biennium Contract Amendment Between Mason County and Mason Conservation District 9 ATTACHMENT C -CONTRACT K2620 Amendment #2 Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Jennifer Beierle Ext: 532 Department: Central Services Briefing: ☒ Action Agenda: ☐ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): 09/22/25 Agenda Date(s): Click or tap here to enter text. Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other (Please ensure proper internal review channels have been followed, this is the responsibility of the requesting Department) Item: Mason County Monthly Financial Report for August 2025 Background/Executive Summary: Review of Cash Balances, and Budget to Actual Revenues and Expenditures for all County Funds through August 2025. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): Budget to Actual Comparison of 2024 & 2025 Public Outreach: N/A Requested Action: N/A Attachment(s): Mason County Monthly Financial Report for August 2025 Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. From: Stephanie Buhrman and Richard Dickinson Ext: 456 Department: Utilities & Waste Briefing: ☒ Action Agenda: ☐ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): September 23, June 10 and May 20, 2025 Agenda Date(s): Workshop Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other (This is the responsibility of the requesting Department) Item: Pre-Budget Utility Rate Workshop #3 Background/Executive Summary: Staff presented water and sewer utility rate information to Commissioners in preparation for 2026 budget submittals. Commissioners reviewed various scenarios to meet financial goals and “tests” and requested additional information which has been provided. The purpose for this workshop is to answer any remaining questions and gather Commissioner direction regarding water and sewer utility rates. Budget Impact: The proposed 2026 budget includes a 10% rate increase request for each sewer utility and 20% increase for water. Adjustments will need to be made should this not be approved. Public Outreach: None at this time. Requested Action: Request Commissioners direction on water and sewer utility rates. Attachments: Summary Rate Scenario Tables for each utility PROPOSED 5-YEAR WATER AND SEWER UTILITY RATES PRESENTED BY MASON COUNTY PUBLIC WORKS/UTILITIES AND WASTE MANAGEMENT SEPTEMBER 23, 2025 Recommended 5 -Year Rate Structure Year 1 (2026) Increase sewer utilities by 10% and water utilities by 20%. Years 2 – 5 (2027 – 2030) Increase by CPI-U with min 3% and max 5% for all except Rustlewood water. This will balance affordability for residents and financial stability for the funds. Staff will continue to monitor and bring forward rate adjustments as needed. Utilities & Waste will continue to seek operational efficiencies, but bottom line: REVENUE IS INSUFFICIENT TO COVER O&M, DEBT SERVICE, CURRENT YEAR CAPITAL AND FUNDING FOR FUTURE CAPITAL RESERVES. ENTERPRISE FUNDS 403-413 SHARED FULL TIME EQUIVALENTS Mason County’s five utilities share 17 employees equal to 12 FTEs to optimize labor costs: 9 Operations staff = 9 FTEs (1 Manager and 8 Operators ranging from OIT to Op III) 8 Administrative staff = 3 FTEs (% of management, finance and admin personnel) Total wages budgeted in 2026 = $1,319,858, with 80% allocated to operating wages and 20% administrative wages. Employee costs are initially budgeted based on each utility’s customer base, but expenditures based on actual time billed to each utility for operations, maintenance, repairs or emergencies at each utility. This shared staffing model eliminates the need for each utility to maintain dedicated full-time employees, improving cost efficiency and resource allocation. 3 North Bay Case Inlet Sewer Staff proposes a 10% increase to the current NBCI sewer rate of $120 for the 2026 fiscal year. This would bring the 2026 NBCI monthly rate to $132.00. 2025 CURRENT RATE 120.00$ 2026- RECOMMENDED RATE 132.00$ 2027-3% Minimum Cap Threshold 135.96$ 2028-3% Minimum Cap Threshold 140.04$ 2029-3% Minimum Cap Threshold 144.24$ 2030-3% Minimum Cap Threshold 148.57$ NORTH BAY CASE INLET-SEWER FUND 403 - NORTH BAY CASE INLET SEWER 2026 BUDGET ASSUMPTIONS & HIGHLIGHTS: •Rate increase of 10%, from $120 per ERU to $132 per ERU. •ERU’s of 1435 plus 5 new connections in 2026. •Proposed O&M Budget of $1,893,277 is a 3.6% increase over 2025 Budget. •Debt Service of $273,825 •Proposed Capital Expenditures of $1,049,350 5 FUND 403 - CAPITAL BUDGET SUMMARY 2026 Proposed Capital expenditures of $1,049,350 include: •General Facility Plan $220,000 •Effluent Filters $200,000 •NBCI Facility Roof Repairs $ 50,000 •Allyn Controls & TPU Lift Pump $500,000 •NBCI Road Repairs $ 60,000 •Utilities Allocation of New Vehicle $ 19,350 6 FUND 403 - BUDGET SUMMARY OVERVIEW 7 BEG FUND COMMITTED 3,151,907$ BFB- 25% OPERATING RESERVE 473,319 REVENUE 2,365,671 TOTAL FUNDS AVAILABLE 5,990,897$ OPERATING EXPENDITURES 2,167,102$ DEBT SERVICE 273,825$ CAPITAL 1,049,350 TOTAL EXPENDITURES 3,490,277$ END FUND COMMITTED 2,027,301 END FUND- EST. 25% OPERATING RESERVE 473,319 TOTAL ENDING FUND BALANCE 2,500,620 TOTAL FUNDS ENCUMBERED 5,990,897$ 2026 PROPOSED BUDGET - FUND 403 The beginning and ending fund balances includes: •An operating reserve equal to 25% of the current year’s proposed operating budget to support cash flow stability, and •Funds committed to debt service obligations, future capital expenditures and unexpected & unbudgeted expenses. •Ending fund balance decreases by more than $1 million in 2026. Rustlewood Sewer Staff proposes a 10% increase to the current Rustlewood sewer rate of $118.15 for the 2026 fiscal year. This would bring the 2026 Belfair Sewer’s monthly rate to $129.97. 2025 CURRENT RATE 118.15$ 2026- RECOMMENDED RATE 129.97$ 2027-3% Minimum Cap Threshold 133.86$ 2028-3% Minimum Cap Threshold 137.88$ 2029-3% Minimum Cap Threshold 142.02$ 2030-3% Minimum Cap Threshold 146.28$ RUSTLEWOOD SEWER FUND 411-160 RUSTLEWOOD SEWER 2026 BUDGET ASSUMPTIONS & HIGHLIGHTS: •Base Rate increase of 10%, from $118.15 per ERU to $129.97 per ERU. •ERU’s of 150 with no new connections. •$110,000 in Grant Funding for Compliance Requirements. •$ 62,000 in REET funding for Debt Service. •Other funding of $100,000 needed to cover budget shortages. •Proposed O&M Budget of $371,749 is an 15% increase over 2025 Budget. •Debt Service of $61,992. •Proposed Capital Expenditures of $54,050. 9 FUND 411-160 CAPITAL BUDGET SUMMARY 10 2026 Proposed Capital expenditures of $54,050 include: •Mixer $ 50,000 •Utilities Allocation of New Vehicle $ 4,050 FUND 411-160 BUDGET SUMMARY OVERVIEW 11 The beginning and ending fund balances includes: •The beginning operating reserve equal to 8.5% of the current year’s proposed operating budget and does not support cash flow stability, and •With significant subsidies and grant opportunities, sufficient reserve is unable to be created for future sustainability and capital expenditures. •Ending Fund balance of $39K is anticipated to be just over 10% of operating reserve. FUNDS AVAILABLE: BEG FUND COMMITTED -$ BFB- OPERATING RESERVE 31,862 OTHER FUNDING 162,000 GRANTS 110,000 REVENUE 223,643 TOTAL FUNDS AVAILABLE 527,505$ FUNDS EXPENDED: OPERATING EXPENDITURES 371,749$ DEBT SERVICE 61,992$ CAPITAL 54,050 TOTAL EXPENDITURES 487,791$ ENDING FUND BALANCE: END FUND COMMITTED END FUND- 25% OPERATING RESERVE 39,714 TOTAL ENDING FUND BALANCE 39,714 TOTAL FUNDS ENCUMBERED 527,505$ 2026 PROPOSED BUDGET - FUND 411-160 Rustlewood Water Staff proposes a 20% increase to the current Rustlewood Base water rate of $55 for the 2026 fiscal year to $66. Additionally, an annual increase of 10% for years 2027- 2030 to progress financial sustainability. It is recommended to maintain the current tier structure and rates. 2025 CURRENT RATE 55.00$ 2026- RECOMMENDED RATE 66.00$ 2027-10% annual increase 72.60$ 2028-10% annual increase 79.86$ 2029-10% annual increase 87.85$ 2030-10% annual increase 96.63$ RUSTLEWOOD WATER FUND 411-165 RUSTLEWOOD WATER 2026 BUDGET ASSUMPTIONS & HIGHLIGHTS: •Base Rate increase of 20%, from $55 per ERU to $66 per ERU. •Base rate includes 400 CF and tiers remain the same. •ERU’s of 150 with no new connections. •$420,000 in Grant Funding for Water System Upgrades •Other funding of $35,000 needed to cover budget shortages. •Proposed O&M Budget of $162,519 is an 11% increase over 2025 Budget. •Debt Service of $0 •Proposed Capital Expenditures of $424,050. 13 FUND 411-165 CAPITAL BUDGET SUMMARY 2026 Proposed Capital expenditures of $424,050 include: •Reimbursable Water System Upgrades $420,000 •Utilities Allocation of New Vehicle $ 4,050 14 FUND 411-165 BUDGET SUMMARY OVERVIEW 15 The beginning and ending fund balances includes: •A beginning operating reserve equal to 25% of the current year’s proposed operating budget but does not support cash flow stability, and •With significant subsidies and grant opportunities, a sufficient reserve is unable to be created for future sustainability and capital expenditures. •Ending Fund balance of $39K is anticipated to be just over 24% of operating reserve. FUNDS AVAILABLE: BEG FUND COMMITTED 2,195$ BFB- OPERATING RESERVE 40,630 REVENUE 582,960 TOTAL FUNDS AVAILABLE 625,785$ FUNDS EXPENDED: OPERATING EXPENDITURES 162,519$ CAPITAL 424,050 TOTAL EXPENDITURES 586,569$ ENDING FUND BALANCE: END FUND COMMITTED END FUND- 25% OPERATING RESERVE 39,216 TOTAL ENDING FUND BALANCE 39,216 TOTAL FUNDS ENCUMBERED 625,785$ 2026 PROPOSED BUDGET - FUND 411-165 Beards Cove Water Staff proposes a 20% increase to the current Beards Cove Water rate of $44.32 for the 2026 fiscal year. This would bring the 2026 Beards Cove monthly rate to $53.18 and maintaining current tier rates and structure. 2025 CURRENT RATE 44.32$ 2026- RECOMMENDED RATE 53.18$ 2027-3% Minimum Cap Threshold 54.78$ 2028-3% Minimum Cap Threshold 56.42$ 2029-3% Minimum Cap Threshold 58.11$ 2030-3% Minimum Cap Threshold 59.85$ BEARDS COVE WATER FUND 412- BEARDS COVE WATER 2026 BUDGET ASSUMPTIONS & HIGHLIGHTS: •Base Rate increase of 20%, from $44.32 per ERU to $53.18 per ERU. •Base rate includes 400 CF and tiers remain the same. •ERU’s of 482 with 1 new connections. •$292,410 in Grant Funding for the Larson/Larson AC Pipe Replacement. •Proposed O&M Budget of $370,907 is an 7% increase over 2025 Budget. •Debt Service of $11,594 •Proposed Capital Expenditures of $587,000. 17 FUND 412-CAPITAL BUDGET SUMMARY 2026 Proposed Capital expenditures of $587,000 include: •Hydrant Replacements (3) $ 52,500 •Est. Cost of Water Meter Upgrades $200,000 •AC Pipe Replacement $330,000 •Utilities Allocation of New Vehicle $ 4,500 18 FUND 412-BUDGET SUMMARY OVERVIEW 19 The beginning and ending fund balances includes: •A beginning operating reserve equal to 25% of the current year’s proposed operating budget but does not support cash flow stability, and •With an aging system, capital expenditures can quickly reduce reserves. •Ending Fund balance is anticipated to decrease more than $300,000. FUNDS AVAILABLE: BEG FUND COMMITTED 980,023$ BFB- OPERATING RESERVE 92,727 GRANTS 292,410 REVENUE 362,873 TOTAL FUNDS AVAILABLE 1,728,033$ FUNDS EXPENDED: OPERATING EXPENDITURES 370,907$ DEBT SERVICE 11,594$ CAPITAL 587,000 TOTAL EXPENDITURES 969,501$ ENDING FUND BALANCE: END FUND COMMITTED 92,727 END FUND- 25% OPERATING RESERVE 665,806 TOTAL ENDING FUND BALANCE 758,533 TOTAL FUNDS ENCUMBERED 1,728,033$ 2026 PROPOSED BUDGET - FUND 412 Belfair Sewer Staff proposes a 10% increase to the current Belfair sewer rate of $110.54 for the 2026 fiscal year. This would bring the 2026 Belfair Sewer’s monthly rate to $122.25. 2025 CURRENT RATE 110.54$ 2026- RECOMMENDED RATE 122.25$ 2027-3% Minimum Cap Threshold 125.92$ 2028-3% Minimum Cap Threshold 129.70$ 2029-3% Minimum Cap Threshold 133.59$ 2030-3% Minimum Cap Threshold 137.59$ BELFAIR SEWER FUND 413- BELFAIR SEWER 2026 BUDGET ASSUMPTIONS & HIGHLIGHTS: •Base Rate increase of 10%, from $110.54 per ERU to $122.25 per ERU. •ERU’s of 662 with 5 new connections. •REET and .09 Funding of $1,250,000 for Debt Service •Proposed O&M Budget of $1,227,259 is an 6% increase over 2025 Budget. •Debt Service of $1,101,552.40 •Proposed Capital Expenditures of $990,050 •One Belfair Loan Outstanding, currently on lien. 21 FUND 413-CAPITAL BUDGET SUMMARY 22 2026 Proposed Capital expenditures of $990,050 include: •General Sewer Facility Plan $200,000 •New Membrane $200,000 •Replacement Membrane $167,000 •Irrigation Pump Filters $ 10,000 •UV Light System Upgrade $250,000 •Blowers $150,000 •Utility Vehicle Allocation $ 13,050 Since the 2026 Budget submission, additional capital expenditures are likely. FUND 413-BUDGET SUMMARY OVERVIEW 23 BEG FUND COMMITTED 4,088,748$ BFB- OPERATING RESERVE 306,815 REVENUE 2,420,134 TOTAL FUNDS AVAILABLE 6,815,697$ OPERATING EXPENDITURES 1,227,259$ DEBT SERVICE 1,101,552$ CAPITAL 990,050 TOTAL EXPENDITURES 3,318,861$ END FUND COMMITTED 3,190,021 END FUND- 25% OPERATING RESERVE 306,815 TOTAL ENDING FUND BALANCE 3,496,836 TOTAL FUNDS ENCUMBERED 6,815,697$ 2026 PROPOSED BUDGET - FUND 413 The beginning and ending fund balances includes: •A beginning operating reserve equal to 25% of the current year’s proposed operating budget but does not support cash flow stability, and •With an aging system, capital expenditures can quickly reduce reserves. •Ending Fund balance is anticipated to decrease nearly $900,000. CONCLUSION Utilities and Waste will continue to seek additional funding through grant opportunities, and continuously review for operational efficiencies, but bottom line: REVENUES ARE INSUFFICIENT TO COVER O&M, DEBT SERVICE, CURRENT YEAR CAPITAL AND FUNDING FOR FUTURE CAPITAL RESERVES AT CURRENT RATES. 24