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Home My WebLink About2025/09/23 - BOH PacketMason County Public Health 415 N 6th Street, Bldg. 8, Shelton WA 98584, Phone: (360) 427-9670 ext. 869  Fax: (360) 427-7787 If special accommodations are needed, please contact McKenzie Smith at (360) 427-9670 ext. 589 or at msmith@masoncountywa.gov. MASON COUNTY BOARD OF HEALTH REGULAR MEETING Sept 23. 2025 11 am In-person Commission Chambers Zoom Option 411 North Fifth Street Shelton, WA 98584 DRAFT AGENDA 1. Welcome and Introductions Chair 2. Approval of Agenda – ACTION Board Members 3. Approval of Minutes of July 22– ACTION Board Members 4. Tribal Update Rachel Armas 5. Health Officer Report Dr. Steve Krager 6. Administration Report Dave Windom Fiscal Mobile Unit 7. Environmental Health Report Ian Tracy a. Correspondence from Craft3 b. OSS Waiver Expiration c. Draft OSS Code Enforcement Referral Policy d. Letter to State Board of Health 8. Community Health Report Melissa Casey a. July-August Report b. Draft Local Homeless Housing Plan 2025-2030 9. Other Business and Board Discussion Board Members 10. Public Comments 11. Adjourn MASON COUNTY BOARD OF HEALTH PROCEEDINGS 411 North 5th Street, Shelton, WA July 22, 2025 Attendance: Randy Neatherlin, County Commissioner; Pat Tarzwell, County Commissioner; Sharon Trask, County Commissioner; Peggy VanBuskirk, Hospital District No. 2; Eric Onisko, City of Shelton Mayor; David Windom, Director of Public Health; Ian Tracy, Environmental Health Manager; Melissa Casey, Community Health Manager; Ben Johnson, Community Health; Jaimie Taylor, Coroner, Cami Olson, Public Records Coordinator; and Dedrick Allen, MasonWebTV 1. The Chair called the meeting to order at 11:04 a.m. 2. Approval of Agenda Dave requested to move the Community Health Report item to item 4 on the agenda, combine the small lot waivers and two-party well discussion, and add information regarding the legislative committee. Cmmr. Neatherlin/Tarzwell moved and seconded to approve the agenda as amended. Motion carried. 3. Approval of Minutes Cmmr. Trask/Eric moved and seconded to approve the May 27, 2025, minutes as presented. Motion carried. 4. Community Health Report Kraton Store Survey Results Update: Ben Johnson provided an update on efforts to address kratom, nitrous oxide and other products sold in convenience stores in Mason County. After conducting a community mapping project with youth and local leaders, it was concluded that more data is needed before considering bans on these products. Listening sessions with students in North Mason and Shelton school districts are planned for this fall. Ben surveyed 22 convenience stores in the county and found that several sell kratom and nitrous oxide. Store owners/clerks were willing to enter into voluntary agreements to move products behind the counter and restrict sales to individuals 21 or older. Jaimie Taylor reported that there have been multiple kratom-related deaths and gas-related fatalities in the county, emphasizing the health risks. Scott Waller, facilitator of the mapping project, supported voluntary compliance due to the lack of formal regulations. The board discussed adding education components, age restrictions, and limited advertising to the agreement. A final voluntary agreement, paired with educational materials, will be drafted and presented at the next meeting. 5. Health Officer Report Health officials are monitoring measles cases in Washington State. While current case numbers are not high enough to be considered an outbreak, an additional ten (10) cases could cross that threshold. No cases have been reported in Mason County. Most cases are linked to travel, with Clark, King and Snohomish counties being the primary locations. Measles vaccinations remain mandatory. 6. Administration Report David explained that the health department faced a significant funding reduction, with foundational public health services cut by 19.98%, compared to larger jurisdictions like Seattle (2.3%). Mason County must reduce its budget by $392,000, which is much higher than the $149,000 initially offered. Programs affected include the elimination of the Hepatitis C program, cuts to public health emergency response planning, and reduced funding for life-course initiatives (e.g., diabetes and obesity programs). These reductions stem largely from “chronic under-spending,” which is tied to recruitment challenges due to lower wage scales compared to surrounding counties. While no layoffs have occurred yet, further funding losses may require staff cuts. David reported that the Foundational Public Health Services (FPHS) committee will visit Mason County on July 29, 2025 from 9:00 a.m. – 12:00 p.m. Cmmr. Trask is encouraged to attend and advocate for the County’s public health needs, highlighting what FPHS funding has supported and what will be lost under the new cuts. The team is currently reviewing budgets line-by-line to adjust coding and ensure proper allocation of remaining funds. 7. Environmental Health Report Ian provided a presentation on 2-Party Water Systems and the minimum lot size requirements. The current Mason County Code (MCC) for two-party wells requires a minimum lot size of one acre, while the Washington Administrative Code (WAC) has no such requirement. This has created conflicts where properties that meet on-site septic requirements fail to qualify for a two-party well due to the local code. Although waivers have been granted, this process adds unnecessary cost and administrative burden for property owners. The Board discussed this issue and agreed to drop the 1-acre minimum lot size requirement for two- party water systems. Staff will proceed with revising Group B and two-party well regulations and present the updated policy to the Board by year-end. As an interim measure, the lot size requirement will not be enforced until the new regulation is formally adopted. Eric/Cmmr. Trask moved and seconded to remove the lot size requirement for two-party water system regulations. Motion carried. Ian presented two ongoing Onsite Septic System (OSS) code enforcement challenges. The first involves a couple living in an RV on an undersized lot for most of the year. They are currently using a 250-gallon holding tank that is regularly pumped and responsibly managed. Despite this, the tank remains unpermitted because it is not allowed under OSS regulations. The second example involves a homeowner’s newly installed septic system failure within a year. They applied for Craft3 financial assistance and were denied due to credit issues. The County submitted an appeal on behalf of the property owner, but it was also denied. The BOH agreed to send a letter to the Washington State Board of Health and local Legislators requesting amendment to the state code to allow for RV holding tanks on undersized lots. An additional letter will be sent to Craft3 and the Department of Ecology emphasizing that the homeowner’s septic failure is a public health hazard and advocate for approval of funding in hardship cases. 8. Other Business and Board Discussion a. Methadone Mobile Clinic – David explained that the clinical operations of the Methadone Mobile Clinic are regulated by the State Department of Health, and the County does not have authority over its parking locations. The current site is being used because clients access counseling services and drug testing at St. David’s Church. The City of Shelton has requested that the Mobile Clinic be relocated from Brewer Park. Cmmr. Trask will meet with representatives from the City and the clinic owner to discuss possible solutions. b. Board of Health Membership Openings – Dave explained that additional members are needed and that the application process will be reopened to fill current vacancies. 9. Public Comments No public comment. 10. Adjourned at 12:27 p.m. ATTEST _______________________________ McKenzie Smith, Clerk of the Board Prepared by Cami Olson MASON COUNTY, WASHINGTON BOARD OF HEALTH MASON COUNTY, WASHINGTON _______________________________ Darrin Moody, Hospital District #1 _______________________________ Eric Onisko, City Council _______________________________ Pat Tarzwell, Commissioner _______________________________ Randy Neatherlin, Commissioner _______________________________ Sharon Trask, Commissioner _______________________________ Peggy Van Buskirk, Hospital District #2 _______________________________ Rachel Armas, Squaxin Island Health Director 1 Ian Tracy From:Clean Water Loan <cleanwater@craft3.org> Sent:Friday, August 8, 2025 09:39 To:Ian Tracy Subject:Response – Reconsideration Request for Otis & Josephine Jackson Dear Darrin, Thank you for your letter regarding Otis and Josephine Jackson’s loan application. We understand and appreciate the urgency of the septic system failure and the public health concerns you have outlined. After a thorough review, based on credit and income, we are unable to offer a loan to Mr. and Mrs. Jackson through our standard lending programs. At this time, grant funds are unavailable or have been fully exhausted. We recognize the importance of this matter and will keep this case in mind should other funding sources become available that could better fit his eligibility. Thank you for reaching out and for the work you do in protecting public health in Mason County. Sincerely, Clean Water Team at Craft3 Clean Water Loan team Consumer Lending e: cleanwater@craft3.org | p: 888.231.2170 ext. 125 Craft3 NMLS #390159 We've published our 2024 Annual Report. This email and its attachments are confidential, intended solely for the use of the listed recipients, and may also be privileged or otherwise legally protected from disclosure. If you received this email by mistake, please: (1) immediately contact the sender so we can correct the error; (2) delete the email from all systems and destroy any hard copies; and (3) do not disclose, copy, distribute, rely on, or use any information from this email. Secured by Paubox - HITRUST certified Caution: External Email Warning! This email has originated from outside of the Mason County Network. Do not click links or open attachments unless you recognize the sender, are expecting the email, and know the content is safe. If a link sends you to a website where you are asked to validate using your Account and Password, DO NOT DO SO! Instead, report the incident. Environmental Health Briefing TO: Mason County Board of Health FROM: Ian Tracy, Environmental Health Manager DATE: September 23rd, 2025 ITEM: Onsite Septic System(OSS) Waiver Expiration SUMMARY: Historically, Mason County has not had an expiration date on waivers. Waivers approved in the past, regardless of how long ago or which version of the septic code was in place have been considered still approved and allowed to be utilized for new septic permits. For example, we received an OSS permit application in 2007 where the system required a waiver to be installed as designed. The waiver was approved, the permit was issued, but the system was never installed, and the permit expired after three years. In 2025, new owners, with a different design and designer, applied for a permit proposing to incorporate the 2007 waiver. We approved and issued the permit, as has been our past practice, even though this waiver would never have been approved under the current code. I consulted with the Washington State Department of Health(DoH) and was told that this practice in Mason County conflicts with the requirements of WAC 246-272A On-site Sewage Systems. DoH told me that waivers are intrinsically linked to the specific permit for which they were applied. If an issued permit expires and the system was never installed, both the permit and waiver are null and void. In response, we have drafted the attached policy amendment to be incorporated into our EH Policy and Procedures Manual. REQUESTED ACTION: Board discussion and vote to approve the policy change. ATTACHMENTS: Waiver Expiration Policy Amendment Waiver Expiration Policy Amendment OSS WAIVERS When a proposed design cannot meet the minimum code requirements, the designer may apply for a waiver. There are two types of OSS Waivers. State waivers (Class A, B, and C) and Local waivers. State waivers can only be approved for design proposals that meet the minimum land area requirements found in WAC 246-272A-0320. Approved waivers are a component of the approved septic permit, and cannot be applied to other OSS permit applications regardless of their location. Waivers do not expire if the installation of the permitted system was completed. However, if a waiver was approved for an OSS permit, and the system was not installed, approval of that waiver expires when the septic permit expires. All waiver applications will be reviewed and approved by the Health Officer or their designee. Environmental Health Briefing TO: Mason County Board of Health FROM: Ian Tracy, Environmental Health Manager DATE: July 22nd, 2025 ITEM: Draft OSS Code Enforcement Referral Policy SUMMARY: We are accumulating a growing number of code enforcement cases involving properties where the owners are unable to install a septic system. In some cases, it is for financial reasons, and in others it is due to the code restricting minimum land area, or both. At the July 22 Board of Health meeting we discussed several example cases and the Board voted to create a policy to defer code enforcement in certain cases. REQUESTED ACTION: Review draft policy, discuss changes, and if appropriate, vote to approve policy. ATTACHMENTS: Draft Policy ENFORCEMENT ALTERNATIVES Background: Mason County Environmental Health has found that circumstances occur where owner/occupants are unable to install a septic system per MCC6.76.065(1). Typically, this is on undersized lots that were platted prior to the standards established in WAC 246-272A. The Mason County Board of Health has chosen to defer enforcement action when the following criteria are met: • The property is owner-occupied, and the residents are living in RVs or tents. No homes or permanent dwelling units are present. • The residents are utilizing accessory holding tanks or chemical toilets for the storage of all sewage generated on the property. • Sewage is regularly removed by Mason County Certified OSS Pumpers and disposed of at locations that are approved by WA Dept. of Ecology. • No other public health threats are identified. Property Owner requirements: • Pump all chemical toilets or tanks at regular intervals to prevent overflow. • Provide receipts for all pumpings to the department within 30 days of service. • Allow the department to inspect the property within 30 days of receiving request. Requests to inspect will typically be in response to complaints of improper sewage disposal. • Notify the department within 48 hours if a sewage spill occurs. • Sign an agreement provided by the department acknowledging the conditions of enforcement deferral. The Department shall record a notice to title informing the public that the property will be posted for Non- Occupancy if the property is sold or transferred to new owners. The non-occupancy will be lifted once the property has a permitted septic system installed. The new owners will be responsible for paying the cost of recording the notice lifting the Non-Occupancy. MASON COUNTY PUBLIC HEALTH, COMMUNITY & ENVIRONMENTAL HEALTH 415 N 6TH ST., SHELTON, WA 98584 SHELTON: (360) 427-9670 X400 * BELFAIR: (360) 275-4467 X400 September 23, 2025 Washington State Board of Health PO Box 47990 Olympia, WA 98504-7990 Request for Allowance of Recreational Vehicle(RV) Holding Tanks on Undersized Lots Dear Board Members, Under the current On-site Septic(OSS) regulations, WAC 246-272A, recreational vehicle holding tanks are not permitted on lots that do not meet the minimum land area requirement. The minimum land area requirements apply to all septic systems. The public health purpose of the minimum land area requirement is to prevent the operation of OSS at density levels that could negatively impact the groundwater quality of nearby drinking water wells. However, we feel it is inappropriate to apply the minimum land area standard to proposals for RV holding tanks. Typical septic systems are composed of a treatment tank and a sub- surface soil dispersal component(drainfield) which disposes of the effluent into the soil. RV holding tanks are purely storage. When properly maintained, RV holding tanks do not negatively impact ground and surface water. We request that you amend WAC 246-272A to allow the construction of RV holding tanks on undersized lots. Our community has many small lots platted prior to the current minimum land area requirements. As we continue to grapple with the ongoing housing crisis, we need to leverage every available avenue for potential housing. This change will continue to protect public health while providing some relief to the housing crisis. 2 For any correspondence regarding this proposal, please contact Ian Tracy, Environmental Health Manager, by phone at 360-427-9670 x544 or by e-mail at itracy@masoncountywa.gov. Respectfully, MASON COUNTY, WASHINGTON BOARD OF HEALTH MASON COUNTY, WASHINGTON ______________________________ Darrin Moody, Hospital District #1 _____________________________ Erik Onisko, City Council ______________________________ Pat Tarzwell, Commissioner _____________________________ Randy Neatherlin, Commissioner ______________________________ Sharon Trask, Commissioner _____________________________ Peggy Van Buskirk, Hospital District #2 ______________________________ Rachel Armas, Squaxin Island Tribe Cc: Jeremy Simmons Wastewater Management Section Manager Washington State Department of Health 111 Israel Road SE Tumwater WA 98501 Community Health Report JULY - AUGUST 2025 CASELOAD 855 7/15/25 Breastfeeding classes and support group WOMEN INFANT AND CHILDREN (WIC) Thanks to an exciting new partnership between WIC and the Department of Corrections, we began offering fresh vegetables to WIC families along with recipes, measuring cups, and cutting boards, to encourage children’s involvement in preparing and eating fresh produce. 8/1/25 World BF Celebration with 35 people in attendance Community Health Report JULY - AUGUST 2025 COMMUNICABLE DISEASE AND NOTIFIABLE CONDITIONS Chlamydia – 33 cases Other STI (Gonorrhea, Herpes, Syphilis, HIV) totals less than 10 Tuberculosis Cases Our office continues to “rule out” possible TB cases. Currently, we are doing Direct Observation Therapy and Video Direct Observation Therapy with one active TB case. We are screening close household contacts for active or latent TB. Animal Bites – Post-Exposure Prophylaxis (PEP) Our office receives 6-10 calls a month from people who have been bitten by dogs. We have provided “Dog Bite Cards” to the Sheriff's Department for the deputies to have readily available in their patrol cars, which has streamlined public awareness and referrals to services as needed. Our department has also received multiple calls regarding bats. We work with the Department of Health and the Environmental Health team to determine if there has been a bite or possible exposure, and to coordinate animal testing for rabies as needed. There have been no positive rabies cases this year. OVERDOSE PREVENTION EDUCATION AND NALOXONE DISTRIBUTION (OPEND) SUBSTANCE USE MOBILE OUTREACH Unduplicated Participants 162 1,112 YTD Syringes Exchanged 12,249 835 Naloxone Kits distributed 63 new people trained on overdose prevention, recognition, and response Re-engaged with 102 participants to give refills 140 Successful Overdose Reversals with Naloxone Community Health Report JULY - AUGUST 2025 SYNDEMIC CLINICAL SERVICES # Total Infectious Disease Tests* # Wound Care Sessions # People Treated for STI # Prescribed HCV Treatment # Inducted on MOUD Other Services Provided # Unique Individuals Served # Total Clinical Engagements 16 2 0 3 2 Additional blood work, OD response, and insurance troubleshooting, LEAD warm handoffs, SUD assessment/linkages to tx, HIV resources referral, antibiotics 24 36 *Infectious disease tests: HIV, Hepatitis C, Chlamydia, Gonorrhea, Syphilis SUBSTANCE USE PREVENTION COALITION Sample Voluntary Agreement on Responsible Kratom Sales attached to this report LAW ENFORCEMENT ASSISTED DIVERSION (LEAD) July - August 2025: Total admitted into LEAD: 43 new cases Referral Type: Arrest Diversion: 1 Social Referrals: 6 Community: 36 Unduplicated Encounters 655 Community Health Report JULY - AUGUST 2025 HOMELESS RESPONSE SYSTEM Washington state law requires local governments to develop a five-year local homeless housing plan that provides goals, strategies, activities, performance measures, and timelines to eliminate homelessness within the county. The county has contracted with facilitators, Kim Natarajan and Carolyn Wylie, who have worked with Key Stakeholders to meet process requirements, including facilitating community meetings, engaging stakeholders as described in the plan guidance, and drafting the local plan to be submitted to Commerce by December 2025. The draft 5-Year Plan is attached to this report. Staff requests the Board to review the draft plan and provide feedback on the following: 1.Length and information contained in the Executive Summary: a.What essential items does the board want to see? b.What is the maximum length the board prefers for an Executive Summary? 2.Key Measures of System and Plan Success (page 6): a.Is it confusing to have system, local, and state measures? If so, what are the recommendations for reducing these measures to a meaningful few? b.How will the board prioritize key metrics? What metrics does the board want to be updated on? 3.Part 2 Objectives, Strategies, Actions, and Key Initiatives (pages 33 – 44): a.Is anything missing from the tables the board wants to see? b.Does the board believe the activities and actions will meet the system measures, local plan measures, and state measures? 4.Key Initiatives for Implementing Action Steps (pages 45 – 50): a.Does this section clarify a path forward, or is navigating this section from the previous one confusing? 5.Do you have any other comments or feedback on the plan that could help improve it, make it more meaningful, or better at tracking activities and outcomes? Community Health Report JULY - AUGUST 2025 IMMUNIZATION IMPROVEMENT MATERNAL CHILD HEALTH Children with Special Health Care Needs: Provided care coordination for 23 children Provided case conference support and input for 26 children in the School Medical Autism Review Team (SMART) Elizabeth is coordinating the Mason County Childhood Immunization Improvement Plan, which is directed toward increasing childhood vaccination rates, which decreased during COVID-19. A specific focus has been on those aged 3 years and younger. Current Mason County immunization rates: K-12 88% complete Kindergarten 86% complete 7 grade 80% completeth HEALTH EDUCATION AND OUTREACH In the months of July and August, there were a total of 57 social media posts, with an average engagement rate of 7.3% We attended the Bite of Shelton and Expo event on July 18 and handed out resources and interacted with hundreds of attendants th We have been collecting community surveys in partnership with Mason Health for our Community Health Assessment, which will be completed by the end of the year Elizabeth completed work with the state Department of Health Children with Special Health Care Needs program and the University of North Carolina National MCH Workforce Development Center. This Learning Journey grant workgroup aimed to identify and discuss the needs and roles of families, LHJs, and DOH. We identified the responsibilities, needs, and resources for each section. Identified responsibilities: Community engagement and coordination, data and evaluation, program/policy/systems change, assurance/care coordination, and Title V-funded obligations. Next steps for an additional grant to support work were decided, and three work groups were established: CYSCHN rebranding, Roles, and Elevating Challenges. The state is applying for an additional year of support from the UNC to strengthen our work. Voluntary Agreement on Responsible Kratom Sales Between the Mason County Board of Health and [Business Name] This voluntary agreement is intended to promote safe, responsible kratom sales in Mason County, Washington. While there are currently no statewide restrictions on kratom sales or minimum age requirements, the County and participating businesses recognize the importance of protecting public health and preparing for possible future regulations. Participating businesses agree to: Age Responsibility Voluntarily restrict sales to customers 21 and older. Product Safety and Transparency Store Kratom behind the counter, in a case or a cabinet. Remove all Kratom promotions from your store, i.e., window, sidewalk, and street ads. [BUSINESS NAME] ______________________________ Authorized Signature Mason County Board of Health _____________________________________ Darrin Moody, Hospital District #1 _____________________________________ Peggy VanBuskirk, Hospital District #2 _____________________________________ Eric Onisko, City Council _____________________________________ Randy Neatherlin, County Commissioner _____________________________________ Sharon Trask, County Commissioner _____________________________________ Pat Tarzwell, County Commissioner _____________________________________ Rachel Armas, Squaxin Island Health Director 1 TITLE PAGE MASON COUNTY LOCAL HOMELESS HOUSING PLAN 2025-2030 DRAFT: 9-1-2025 (Note – visual design pending, this draft is content only) 2 Acknowledgements The final, 2025-2030 Mason County Local Homeless Housing Plan (Local Plan) is the result of many hours of collaboration and thoughtful engagement. We extend our sincere thanks to the many service providers, community partners, and city and county staff who shared their expertise and insight throughout this process. Their commitment to building a system where all who live in Mason County can find and maintain a home was evident throughout this process. We are especially grateful to recently housed and unhoused community members who shared their stories, perspectives, and ideas. Your voices have been invaluable in guiding the planning and ensuring that the final Local Plan reflects the realities and needs of those it aims to serve. To every individual and organization who participated, we recognize and appreciate your contribution. Together, we have laid the groundwork for meaningful progress. We are confident that the relationships formed and strengthened during this process are an essential first step. A detailed listing of partners and contributors to this plan can be found in Appendix C. 3 EXECUTIVE SUMMARY Mason County by the Numbers Mason County, WA sits at the southeast edge of the Olympic Peninsula in the beautiful Pacific Northwest. The county seat, and only incorporated city, is the City of Shelton. Mason County’s shoreline and inlets support a significant shellfish/aquaculture presence along Hood Canal, a long-standing regional economic and cultural asset alongside outdoor recreation. (Hood Canal Coordinating Council) The economy in Mason County blends timber’s legacy with aquaculture, tourism, services, and manufacturing. The 2023 Mason County GDP (all industries) was ~$2.30 billion (nominal). The most recent local unemployment rate was 5.2% in July 2025 (not seasonally adjusted). Mean travel time to work is ~36.4 minutes (ACS 2019–2023 5-year), reflecting notable out-commuting. Many residents commute to jobs outside the county. Particularly in the southeastern part of the county, there are strong ties to neighboring large cities as Olympia and Seattle. (FRED, wsac.org) Many of the properties in Mason County are utilized as second homes, vacation homes, short-term rentals, or remain vacant – a full 24% of local inventory. The latest annual American Community Survey estimate places the county’s population at 68,389 (2023). Median age is 43.9, with a land area of ~960 sq. mi. (≈71 people per sq. mi.). Veterans comprise ~10.3% of residents; the foreign-born share is ~9%. Educational attainment (age 25+) is ~90.6% high school or higher and ~23.3% bachelor’s or higher. Housing and Homelessness in Mason County Housing costs have been on the rise, outpacing local incomes. Today, Mason County has a large share of its residents’ cost-burdened by their housing. Median household income in Mason County is ~$74,508 (ACS 2023 1-year); per-capita income is ~$37,567; the poverty rate is ~11.3%. Most of the local housing inventory is used for ownership, with typical costs to purchase risen between 8 and 10% in recent years, the median value of owner-occupied housing is now $432,400. Only 21% of all housing inventory is in the rental market, with very low vacancy rates. The HUD standard fair-market rate rent for a 1-Bedroom unit in Mason was set as $1,040 in 2024. This would require an income of $37,440 per year to be considered affordable. This is very close to the average per-capita income, however the actual number of units available in this category are very few. Most properties are family homes, with limited options in the 1-bedroom category, and a low vacancy rate in the market overall. As it is in much of the country today, homelessness is also present in Mason County. The number of persons experiencing homelessness on any given night may range from 300-400, while through the course of a year the system may see 1200 persons enrolling in CE services. 4 Vision, Mission, Guiding Principles Homelessness in Mason County touches the lives of most residents, whether through personal experience, that of family or friends, or within their neighborhoods. High housing costs, limited access to services, and economic challenges have made it difficult for some individuals and families to maintain safe and stable homes. Addressing homelessness requires working together—local government, service providers, system partners, and community members—to find lasting solutions. Below are the 2025-2030 Local Plan mission, vision and guiding principles that outline a view of where the homeless and housing system should be in 2030 with every person living in a secure, welcoming environment. A Vision for Mason County’s Future Build a thriving, inclusive, and equitable community where every resident enjoys • Stable housing • Access to essential services • A high quality of life, and Prevent homelessness or ensure it is rare, brief, and non-recurring. A Mission to Guide the Work of the Homeless System of Care Prevent and end homelessness through • data-driven, evidence-based housing solutions • expanded access to essential services for all, and Prioritize: • equitable access for every individual and household • long-term stability and support to maintain housing • policies and actions that have a measurable impact on reducing homelessness 5 Local Homeless Housing Plan Guiding Principles 1 The Homeless System of Care will: • Follow a Holistic, Person-Centered Approach o Provide Access to Basic Needs o Prevent Homelessness Before it Begins o Promote Long-Term Housing Stability • Support Equity and Inclusion o Make the System Equitable and Inclusive o Center the Voices of Persons with Lived or Current Experience o Value System Providers o Prioritize Low-Barrier, Housing First Implementation o Improve Transparency, Accountability, and Communication Processes • Take Informed Action Using High Quality Data o Gather and Analyze High Quality Data o Make Evidence-Based Decisions o Commit to Action 2025-2030 Local Homeless Housing Plan Objectives 1 Additional detail can be found on page XX Promote an equitable, accountable and transparent homeless crisis response systemObjective 1 Strengthen the homeless service provider workforceObjective 2 Prevent episodes of homelessness whenever possibleObjective 3 Prioritize those with the most significant barriers to housing stability and the greatest risk of harmObjective 4 Seek to house everyone in a stable setting that meets their needsObjective 5 6 Key Measures of System Success Overarching measures of success will be used to gauge how the plan is impacting the system of care over time. Most of these system measures align with federal and state priorities and directly inform the competitive funding decisions of federal and state agencies. They honor the aspirational Vision 2 of this plan while also being achievable. Over the course of the next four years, we aim to accomplish the following in Mason County: (Waiting for feedback to finalize these) Overarching System Performance Measures 1. Reduce overall homelessness by X% 2. Reduce unsheltered Homelessness by X% 3. End Veteran Homelessness 4. End Family Homelessness 5. End Youth Homelessness For purposes of these measures, an “end” to homelessness does not mean a member of a given subpopulation will never again be or become homeless. Rather, it means that sufficient systems and resources exist to facilitate a person or family who falls into homelessness being quickly sheltered and placed into permanent housing within a community-set period (e.g., 30 days or less). The objectives and strategies set forth in this 2025-2030 Local Plan are designed to help the community reach these ambitious but critical milestones. Key Measures of Plan Success More specific measures will be used to monitor the success of plan objectives. Local Plan Performance Measures State Performance Measures 1. Increase Exits to Permanent Housing 2. Reduce the Length of Time Homeless 3. Reduce Returns to Homelessness 4. Improve Data Quality (timeliness, completeness, accuracy) 5. Reduce the Number of Households Entering the System 6. Reduce the Number of Households Entering the System for the First Time 1. Increase Exits to Permanent Housing 2. Reduce the Length of Time Homeless 3. Reduce Returns to Homelessness 4. Improve Data Quality (timeliness, completeness, accuracy) 2 “…a community where every resident enjoys stable housing, access to essential services, and a high quality of life…”The full vision and mission can be found on Page 16. 7 Together, the five state-mandated objectives, along with the locally designed strategies and action steps, form a cohesive approach. Each strategy/action was chosen because it supports the Objectives’ goals, the System-wide goals, and the Plan goals. For example, a strategy of increasing the investments in Prevention, should result in both a lower number of households entering the homeless system of care and a lower number of new households experiencing homelessness for the first time. In combination with other strategies, prevention investments may be tied to reduced overall homeless numbers. Strategies for Action 3 Outlined below for each of the five Local Plan objectives are strategies and actions designed to help Mason County achieve success within that objective. In later pages, specific performance measures are named for each strategy, to enable ongoing evaluation of progress. The proposed implementation plan suggests comprehensive reviews of progress to be conducted at least annually 4. Advancement of the five Local Plan objectives is intended to further the overarching system goals discussed. Both System performance and Plan performance measures should be reviewed annually to facilitate necessary adjustments in strategy year to year. Objective #1: Promote an Equitable, Accountable, and Transparent Homeless Crisis Response System EQUITABLE AND INCLUSIVE • Ensure providers have recent, adequate training. • Increase access to translation and interpretation services. • Engage “by and for” organizations and local tribes and address their needs. ACCOUNTABLE AND TRANSPARENT • Improve transparent communication within the system. For example, increase peer sharing. • Create and document local performance measures and discuss them systemwide to promote accountability. Objective #2: Strengthen the Homeless Service Provider Workforce • Provide funding and stability for the service provider workforce. • Provide training to bolster expertise and restore wellness. • Uplift the workforce by highlighting successes. • Create supportive spaces for teambuilding and peer connection. 3 See page XX for additional information 4 See Appendix X for Annual Progress Report Template 8 Objective #3: Prevent Episodes of Homelessness Whenever Possible • Increase Rental and Utility Assistance funding for prevention. • Improve Case Management and Supportive Services for prevention. • Improve Access to Prevention Services. • Provide Training for Prevention Providers and Partners. • Provide Peer Sharing and Improve Transparency in prevention best practices. • Adopt Tenant Protections Locally. Objective #4: Prioritizing Assistance Based on the Greatest Barriers to Housing Stability and Greatest Risk of Harm • Assess CE System outcomes and test for disparate impact. • Consider updates to the assessment tool and calibrate usage of tool, responsive to the review of impacts. • Review prioritization and assessment tool outcomes regularly for impact. • Build transparency and inclusivity into CES assessment tool evaluations and functions, including BNL and any processes not in HMIS. • CE Operator and CE Lead work together to move any external CES processes into HMIS to improve accountability and transparency. • Increase marketing to ensure all individuals and households have access to CES. Ensure marketing reaches local tribes, law enforcement, jails, hospitals, schools and youth organizations, food banks, Veterans, health and behavioral health agencies, emergencies, and DSHS. • Use outreach teams to promote stability. Objective #5: Seek to House Everyone in a Stable Setting That Meets Their Needs • Maintain regularly updated housing inventory and housing plan to fill PH gaps. • Use incentives to bring builders to Mason County. Notably, infrastructure improvements. • Assess and implement additional models to increase housing units available. • Increase coordination with the PHA and non-participating providers to add housing options to the system. • Improve data quality to ensure accurate, data-driven decisions are made. 9 Table of Contents TITLE PAGE .............................................................................................................. 1 Acknowledgements ................................................................................................. 2 EXECUTIVE SUMMARY .............................................................................................. 3 Mason County by the Numbers ....................................................................................... 3 Vision, Mission, Guiding Principles ................................................................................. 4 A Vision for Mason County’s Future ................................................................................................... 4 A Mission to Guide the Work of the Homeless System of Care ............................................................. 4 Local Homeless Housing Plan Guiding Principles ............................................................ 5 2025-2030 Local Homeless Housing Plan Objectives ........................................................ 5 Key Measures of System Success ................................................................................... 6 Key Measures of Plan Success ....................................................................................... 6 Strategies for Action ...................................................................................................... 7 INTRODUCTION ..................................................................................................... 11 Background .................................................................................................................. 11 Mason County’s Plan .................................................................................................... 11 Methodology – Mason County Planning Process.............................................................. 12 Data Sources................................................................................................................ 14 THE PLAN ............................................................................................................... 16 Vision Statement.................................................................................................... 17 Mission Statement ................................................................................................. 17 Guiding Principles .................................................................................................. 17 Follow a Holistic, Person-Centered Approach ................................................................ 18 Support Equity and Inclusion ......................................................................................... 19 Take Informed Action Using High Quality Data ................................................................ 20 Part 1: Data and Analysis ........................................................................................ 21 Mason County System of Care Overview ................................................................. 22 Estimates of Permanent and Emergency Housing Needs ......................................... 25 Estimates of Service Levels ....................................................................................... 30 How much is being spent on Housing and Homelessness in Mason County? ............................ 30 How many people can be served with these investments? How are the costs changing? ............ 30 Where do these investments come from? .......................................................................... 32 Part 2: Objectives, Strategies, Actions, and Key Initiatives ....................................... 33 10 2025-2030 Local Homeless Housing Plan Objectives ............................................... 33 Strategies and Action Steps .................................................................................... 33 Key Initiatives for Implementing Action Steps .......................................................... 45 Foster Transparent and Inclusive County and Community Collaboration .......................... 45 Provider Support Initiatives ........................................................................................... 46 Create Additional Housing Opportunities ....................................................................... 48 Part 3: The Way Forward ......................................................................................... 51 Next Steps for Mason County ........................................................................................ 51 Appendices ........................................................................................................... 52 Appendix A: Documentation of the Planning Process ...................................................... 53 Appendix B: Compensation for Participation in the Planning Process ............................... 56 Appendix C: Summary List of all Participants in the Planning Process .............................. 57 Appendix D: Metrics Summary Report Template ............................................................. 58 Appendix E: Prioritization Criteria of Homeless Housing Capital Projects ......................... 62 Appendix F: Survey of Fund Sources for Homeless Housing Assistance Programs and Capital Projects ............................................................................................................ 66 Appendix G: Sources of Quantitative Data and Glossary .................................................. 68 Appendix H: Checklist of Plan Requirements .................................................................. 71 11 INTRODUCTION Background In 2005, the Washington State Legislature adopted the Homeless Housing and Assistance Act (HHAA) (RCW 43.185C) to promote consistent, coordinated efforts to address homelessness across the state. Along with the HHAA are regulatory requirements that promote transparency, accountability, the integration of evidence-based practices, and continuous community engagement. Each county must: • Create and regularly update a Local Homeless Housing Plan (Local Plan) to address homelessness. • Align the Local Plan with the most recent guidance issued by the Washington State Department of Commerce (Commerce). • Collaborate with a broad spectrum of partners, including cities, housing authorities, community organizations, and individuals with lived experience. • Complete annual reporting on progress, outcomes, and expenditures. The Commerce guidance for the 2025-2030 Local Plan includes five statewide objectives that each county must adopt and incorporate, though they may have more than the five statewide objectives. Each objective in the Local Plan must have specific strategies or action steps to follow to achieve it, performance measures, and timelines for completion. Other aspects of the Local Plan include how to measure housing and service needs and a process to prioritize capital projects. Mason County’s Plan Mason County’s 2025-2030 Local Plan meets the regulatory requirements of the HHAA and the guidance issued by Commerce. By aligning with state guidance, the plan positions Mason County to leverage state resources and align with other counties across Washington. The benefits of developing a new Local Plan go beyond meeting statutory obligations. Strategic planning is an important process that builds consensus on goals, facilitates group prioritization of key actions, fosters collaborative problem-solving, and provides a platform to consider resource needs and opportunities. The Local Plan addresses concerns and ideas voiced by area providers and individuals experiencing homelessness, resulting in tailored solutions for local contexts. Mason County will leverage this planning opportunity to envision a coordinated response to homelessness over the next four years that is informed by the lived experiences, insights, and priorities of local residents. This plan builds on the foundation established by previous efforts, carrying forward proven strategies and lessons learned from the 2019-2024 Local Plan. While revisiting and renewing system priorities, we remain committed to dignified, sustainable solutions for all 12 residents experiencing or at risk of homelessness. The planning process has also been intentionally aligned with other local initiatives—integrating the perspectives of public and behavioral health, education, public safety, and inclusive community development. Through broad stakeholder engagement and careful reflection on local data and needs, the Mason County Local Plan reflects our collective vision for a future where every individual has the opportunity for safe, stable housing and needed services. The Local Plan is not only a roadmap for policy and collective action but also represents a commitment to a new level of communication and collaboration in addressing homelessness across the region. • Leverage mainstream resources • Prioritize vulnerable populations by establishing achievable common goals and enhancing partnerships, we hope to move forward on a better path Methodology – Mason County Planning Process The development of Mason County’s Local Homeless Housing Plan was guided by a comprehensive and inclusive planning process designed to integrate best practices and local realities. This process combined data analysis, stakeholder engagement, and community input to ensure the plan is grounded in evidence and responsive to the needs of those most impacted. To ensure the strategic plan development process was effective and built upon existing structures, networks, and resources throughout Mason County, the following preparations were completed before community engagement and plan development work began: • Scan of the homeless and housing environment to identify the unique characteristics, strengths, challenges, and barriers. • Research and analysis regarding homelessness and housing in Mason County. • Review of evidence-based practice research provided by Commerce 5. Successful plan development requires acknowledging and leveraging existing programs, resources, and services available to prevent and respond to homelessness. Mason County resources include the City and County staff working individually and together across numerous departments to the dedicated service provider staff working innovatively with limited resources. Key components of the planning process included: 5 Add link to list 13 Planning Process Key Components Plan Adoption After 30-day window, final Local Plan was submitted to the Mason County Board of County Commissioners for formal adoption Public Engagement Draft Local Plan was posted for 30 days for public comment, presented at public meetings for feedback; process and feedback summarized and incorporated Focus Groups with Individuals with Lived Experience Sessions held with individuals who recently experienced homelessness or were currently unhoused who provided insight into system navigation, barriers, opportunities for improvement Three-Day Planning Summit Multi-day summit with stakeholders—including service providers, government agencies, advocates—to assess conditions, strategize and shape priorities Stakeholder Interviews One-on-one interviews with key partners gathered insight on system strengths, challenges, emerging needs Data Analysis Quantitative and qualitative data analyzed to understand trends in homelessness, housing availability, system performance; identify gaps and opportunities for targeted interventions Document Review Materials included previous local plans, relevant local initiatives, best practice guidance 14 This methodology reflects Mason County’s commitment to transparency, collaboration, and an opportunity for all community members to participate and provide their input. Insights gathered directly informed the plan’s strategic framework, which outlines actionable priorities to strengthen the local response to homelessness. Data Sources Though multiple sources of data were used in the preparation of this Local Plan, data about homelessness changes quickly and is prone to inaccuracy for a variety of reasons. It is not uncommon for individuals entering the system to prefer not to answer or to give incorrect information. There can also be errors in data entry due to simple mistakes and/or delays in entering the data. As time goes by, it can lead to more incomplete or inaccurate information. Therefore data reports and quantitative data were combined with qualitative information collected during community engagement. Detailed information about the quantitative sources used in the preparation of the Local Plan is available in Appendix F. Definitions of specialized terms or acronyms used throughout the plan can also be found in the Glossary in Appendix F. Key sources of data foundational for understanding the Local Plan are: Key Data Sources Homeless Management Information System (HMIS) HMIS is used by homeless housing service providers to collect and manage data gathered while providing housing assistance to people experiencing homelessness. Each person or head of household participates in a variety of intake and assessment surveys when they first interact with the system or are referred to a new program. HMIS is also updated periodically and as things change or new services are provided. Annual County Expenditure Report – “Golden Report” Each county in Washington reports all expenditures by funding sources for each homeless housing project in their community. Commerce combines expenditures data with HMIS data to create The Annual County Expenditure Report, which is also known as “The Golden Report.” 15 Point-in-Time Count The HUD Point-in-Time (PIT) count is a count of sheltered and unsheltered people experiencing homelessness on a single night in January. HUD requires Continuums of Care (CoCs) to conduct this count annually for those in shelters and every other year for unsheltered individuals. The PIT count helps measure homelessness, inform policy, and allocate resources. The PIT count is a snapshot in time and may not capture the full extent of homelessness due to its reliance on a single night's count. It is also subject to variations in methodology and compliance across CoCs. System Performance Measures (SPM) System Performance Measures (SPM) are a set of standardized metrics developed by the U.S. Department of Housing and Urban Development (HUD) to evaluate the effectiveness of Continuums of Care (CoCs) in preventing and ending homelessness. These measures help communities assess their progress in various areas, such as length of time people experience homelessness, returns to homelessness, and successful exits to permanent housing. 16 THE PLAN 17 Vision Statement We envision a thriving, inclusive, and equitable community where every resident enjoys a high quality of life with access to stable housing and needed services, and a system of care that can successfully prevent homelessness or ensure it is rare, brief, and non-recurring Mission Statement To prevent and end homelessness through data-driven, evidence-based housing solutions and expanded access to essential services. We will prioritize equity, measurable impact, and long-term stability to ensure all individuals have their basic needs me Guiding Principles The following guiding principles lay the foundation for a homeless system of care that is responsive and transformative, addressing not just the symptoms but the root causes of homelessness and working towards a future where all individuals and families have access to safe and stable housing. They provide a blueprint for building a homeless system of care that is compassionate, effective, and just. By guiding the system with these principles, Mason County can move towards the goal of a future where homelessness is rare, brief, and nonrecurring, and every person has a place to call home. The Homeless System of Care will strive to: • Follow a Holistic, Person-Centered Approach o Provide Access to Basic Needs o Prevent Homelessness Before it Begins o Promote Long-Term Housing Stability • Support Equity and Inclusion o Make the System Equitable and Inclusive 18 o Center the Voices of Persons with Lived or Current Experience o Value System Providers o Prioritize Low-Barrier, Housing First Implementation o Improve Transparency, Accountability and Communication • Take Informed Action Using High Quality Data o Gather and Analyze High Quality Data o Make Evidence-Based Decisions o Commit to Action Follow a Holistic, Person-Centered Approach Use a Holistic Approach Homelessness is complex, and its solutions must be multifaceted. A holistic approach addresses not only the immediate need for housing, but also the social, economic, health, and psychological factors that contribute to instability. The system coordinates across sectors—including healthcare, mental health, employment, education, and justice—to provide wraparound support. This approach respects individual autonomy, builds resilience, and helps people thrive in all areas of life. Provide Access to Basic Needs A just system ensures that all households have access to basic needs—food, clothing, hygiene facilities, transportation, and healthcare—regardless of their housing status. Emergency shelters, drop-in centers, and mobile outreach teams provide immediate relief, while coordinated entry systems link individuals to ongoing support. The fulfillment of basic needs is a matter of dignity and a building block for long-term stability. Prevent Homelessness Before it Begins Preventing homelessness before it occurs is critical for both individuals and the wider community. The system invests in early intervention, eviction prevention, mediation, and financial assistance to keep people housed. Outreach targets those at highest risk, and supports are available to bridge gaps before a crisis develops. Prevention strategies are proactive, adaptable, and based on research about the pathways into homelessness. Promote Long-Term Stability Long-term stability is the ultimate goal of the homeless system of care. This means not only ending episodes of homelessness but also creating pathways to sustained independence and well-being. Support does not end when housing is attained; ongoing case management, community integration, employment services, and peer support help individuals and families maintain their housing and achieve their personal goals. 19 Support Equity and Inclusion Integrate Equity Throughout the System The system is committed to equity, recognizing the disproportionate impacts of homelessness on marginalized groups, including people of color, LGBTQ+ individuals, people with disabilities, and families with children. Equity-driven policies address systemic barriers, prioritize culturally competent services, and work to eliminate disparities in outcomes. Inclusion means that services are accessible to all, regardless of background, and that diverse voices are reflected in decision-making processes. Center the Voices of People with Current or Lived Experience A system that values the voices of people experiencing or who have experienced homelessness is one that learns from those closest to the issues. These individuals are engaged in planning, policy development, and program design. Their insights shape priorities, challenge assumptions, and help the system remain grounded in real-world needs. Mechanisms for feedback—such as advisory boards, listening sessions, and peer leadership opportunities—are formalized and funded. Value Service Providers Providers are the backbone of the homeless response system. Their expertise, dedication, and local knowledge are valued and respected. The system invests in provider capacity, offers ongoing training and support, and ensures that contracts and compensation reflect the importance of their work. Collaboration and communication between providers are encouraged, fostering a sense of shared purpose, peer support, and mutual respect. Prioritize Low-Barrier, Housing First Implementation Housing First is a foundational principle, recognizing that stable housing is a prerequisite for addressing other challenges. The system prioritizes rapid, low-barrier access to permanent housing without imposing preconditions such as sobriety or employment. Supportive services are offered voluntarily and tailored to individual needs, ensuring that housing is maintained and stability is achieved. Housing First reduces the trauma of homelessness and is supported by a strong body of evidence. Improve Transparency and Accountability at Every Level Accountability is a cornerstone of an effective homeless system of care. All stakeholders— government agencies, service providers, community organizations, and funders—are responsible for upholding high standards and delivering measurable results. Clear goals and metrics are established, progress is monitored, and regular reporting ensures that all parties are answerable for outcomes. Feedback loops are built in so that mistakes are acknowledged and addressed, fostering a culture of continuous improvement. Use Transparent Processes and Communication 20 Transparency builds trust among stakeholders and with the broader public. Policies, funding decisions, and performance data are shared openly. Individuals experiencing homelessness, service providers, and community members understand how decisions are made and have access to information about resources and services. Transparency extends to the evaluation of programs, enabling honest assessments and constructive dialogue about successes and areas for growth. Take Informed Action Using High Quality Data Gather and Analyze High Quality Data Data-driven operations are where every aspect of the system is informed by accurate, timely, and comprehensive information. Data collection is standardized across agencies and providers, ensuring that outcomes are measurable and progress is tracked. By analyzing trends, identifying gaps, and highlighting success stories, data helps optimize resource allocation and targets interventions for maximum efficacy. The use of data also supports transparency and accountability and enables rapid response to emerging challenges. Make Evidence-Based Decisions Basing strategies and programs on proven needs and outcomes ensures that resources are invested in what works. An evidence-based homeless system of care continuously reviews the latest research, incorporates best practices from leading experts, and rigorously evaluates new interventions. This approach embraces a learning mindset, adapting policies and practices as evidence emerges. Programs are piloted and scaled according to their demonstrated impact, and decisions at every level—from street outreach to permanent housing—are informed by real-world needs and results. Commit to Action The system is action-oriented, moving beyond planning to implementation and results. Goals are set, timelines established, and resources allocated efficiently. Barriers to progress are confronted with urgency and creativity. The commitment to action is supported by partnerships across public, private, and nonprofit sectors, ensuring that strategies are resourced and sustained. 21 Part 1: Data and Analysis 22 Mason County System of Care Overview The Mason County System of Care utilizes a small number of local providers, all of whom are based out of the City of Shelton. No providers are based outside of Shelton, however most of the Shelton providers do offer services to those living outside City limits, and some outside the county. In general, the system is well connected, with HMIS participation by housing programs at about 85%. Most providers are also participating in Coordinated Entry. CES Assessments are conducted both via in-person assessment centers and over the phone. The typical numbers of people contacting the homelessness services response system in Mason County is approximately 1200 people over the course of an entire year. In 2024, approximately 446 people were able to receive a service that included housing support such as RRH, PSH, or other PH. The Point-in-Time Count data since 2019 has averaged between 300-400 individuals counted as homeless during a single night in January each year. In the past, these individuals were both sheltered and unsheltered. However, in 2025, the County’s largest emergency shelter operator, and the only shelter operator serving single adults, closed. Today there are only emergency shelter facilities available to those fleeing domestic violence. Recently, the system has been focused on making investments for special populations. In 2024, Veterans’ Village opened a 32-bed PSH facility dedicated to veterans. This project was large enough to match the typical volume of veterans in need throughout the county. Mason County is also a recipient of YHDP funds, with growing Youth programs. The local Youth provider intends to add youth-dedicated shelter beds to their Youth-TH and day center programming. They also currently operate a youth-coordinated entry system, and youth outreach. The largest housing provider in the County well-constructed to serve families, offering TH and RRH in flexible units designed to add or subtract bedrooms and accommodate larger or smaller household sizes within the same facility. Special Populations – Homeless Response System Data Below is a summary table of the current services offered in Mason, their capacity to serve, and the estimated need for that type of service in the Mason homeless population. Coordinated Entry Enrollments – 2024 • 27% Single Adults • 72% Families with children • 6% Youth households aged 18- 24 • 7% Veteran households Street Outreach Enrollments – 2024 • 58% Single Adults, 42% Families • 43% Youth HH aged 18-24 o 77% Single Youth o 23% Youth with Children • 3% Unaccompanied minors • 3% Veterans 23 Estimates of need were made based on a few assumptions: • Emergency Shelter estimated need should be similar to both the number of people engaged by Street Outreach teams throughout the year (455) and the typical PIT count numbers (300-400 individuals). • Permanent Housing programs estimated need should be similar to the number of people enrolled in Coordinated Entry throughout the year, because the system currently is more likely to complete assessments on those eligible for housing assistance. • Housing Instability/Homelessness prevention needs can be estimated based on the share of renters experiencing cost-burden and local rates of eviction. Understanding this context, and reading the table above, we can identify a few key gaps in service needs for Mason County: • Emergency shelter for Single Adults (66 beds) • Emergency shelter for Youth (52 beds) • Emergency shelter for Unaccompanied minors (10 beds) • Rapid Rehousing of all types, notably including a large portion for DV (362 individuals) • Permanent Supportive housing for non-veterans (77 beds) • Service accessibility for those outside the City of Shelton area 24 Other notable trends in the current service data show: • There are a large share of youth engaged by street outreach teams, compared to the share of youth in coordinated entry. This could be happening because there are more youth-dedicated street outreach activities happening, and/or because there are fewer youth making it to Coordinated Entry enrollment. (76 youth in CE vs 1291 overall) (208 youth in SO vs 455 overall) • The rate of family enrollments in CE is higher than their rate of enrollment in SO. This may be because street outreach teams are not finding families as often as families are finding CE. • Veteran households may be at or close-to functional zero. In 2024, 40 veteran households were enrolled in CE, and 32 entered PSH. 5 others entered RRH. • (It is possible the ES data is not de-duplicated, service numbers for shelter individuals vs the bed count seem remarkably high) • The PIT data is not very specific, and we are missing data on how many of the unsheltered pop are living in vehicles. Anecdotally, we do see many in parking lots around Shelton. But we do not have the data to estimate how many may be well suited to a safe parking model. 25 Estimates of Permanent and Emergency Housing Needs There is a significant shortage of housing and emergency housing in Mason County, primarily for renters and low-income households. These shortages contribute directly to the number of people experiencing homelessness. As proven at a national scale, higher rents directly correlate to larger numbers of people experiencing housing instability and homelessness. * In 2022, 26% of renters in Mason County were severely ‘rent burdened’. Within the City of Shelton this number was higher, 33%. These numbers are somewhat higher than the statewide rate, 22%. * Of the existing housing stock, very few of the units are used as rental properties. More units in Mason County are used as vacant or seasonal/vacation homes than units for rent. * Existing Housing Mason County housing stock is primarily single-family detached homes (77/75%). Next most common is mobile homes (18/20%) then duplexes and multi-family (5%). * The majority of single-family and mobile home units are owner-occupied. Very limited stock is used for rental property. And most of it is not available, with vacancy rates estimated at 1% - turnover in the rental market is very low. * Seasonal and Vacant single-family homes are also prominent – making up a larger portion of the units in the county than all rental unit types. * Owner-Occupied, Single Family/Mobile Home 55% Vacant/Vacation/Seasonal, Single Family/Mobile Home 24% Rental, Single Family 14% Rental, Mobile Home 2% Rental, Townhome 3% Rental, Multi-Family 2% Rental 21% 26 Nearly 1 in 4 homes, 24%, of the entire housing inventory is used as a seasonal or vacant property, 7,973 units overall. Compared to similar neighboring counties, Mason has the largest vacation/vacant/seasonal properties ratio. This number is also an undercount, because the data does not include Air BNB/Short-Term rentals. Counts of Short-term rental units are not currently tracked and would drive the ratio even higher. * Population is forecasted to increase The overall population of Mason County is predicted to increase by approximately 23% over the next 20 years. * One of the drivers of the population increase is likely that adjacent big cities are sprawling into the Mason County area. For example, the drive from Mason County to Olympia is 30-40 minutes. From there, the busy Seattle/Tacoma suburban region is only minutes away. 24% 17% 7% 5%5% 0% 5% 10% 15% 20% 25% 30% Mason County Jefferson County Kitsap County Pierce County Thurston County Share of Vacation/Seasonal/Vacant Properties in Mason and Surrounding Counties 27 Housing Costs on the Rise: Since 2020, Shelton and other neighboring cities have seen home values rise significantly. Once the more affordable option, Shelton has seen typical home values rise from $274,000 in 2020 to $399,348 in 2024. Home Value Price Index in Mason County and Neighboring Local Markets Jan. 2020 Jan. 2021 Jan. 2022 Jan. 2024 Annual Avg. % Change Belfair $329,000 $380,000 $501,000 $470,573 9.4% Shelton $274,000 $346,000 $459,664 $399,438 9.9% Olympia $355,000 $411,000 $510,000 $508,088 9.4% Tacoma $340,000 $398,000 $482,000 $460,851 7.9% Forecasted Need for Units New Mason County residents moving to the area, and families expanding out of their existing housing, will need new units. Using multiple predictive models, Mason County has estimated roughly 7,000-7,600 additional units will be needed in the next 20 years. Almost three quarters, 74%, of the new units will be needed within the City of Shelton and the designated Urban Growth Areas (UGA) around Shelton, Allyn, and Bellfair. 20-year additional Housing Needs projected for Mason County Housing Type Shelton+UGA Allyn, Bellfair UGA Other, rural Total estimated, Method C Housing Distribution Housing Need, Method A Housing Need, Method B Single Family, Det. 1,259 883 380 2,523 33% 2,305 2,221 Multi-Family 2+ units 1,670 1,381 161 3,211 42% 3,503 3,587 Mfg. Homes, Cottages, ADU’s 191 287 1,433 1,911 25% 1,230 1,230 Total Housing Units 3,120 2,550 1,974 7,645 100% 7,037 7,037 Est. Capture of Housing Need 41% 33% 26% 100% NA 100% 100% Projected Population Increase 7,401 6,064 1,337 14,801 NA 14,801 14,801 Current construction rates within Mason County are averaging 382 units per year, based on 2019-2023 trends. This rate could in theory accommodate all the need projected for new units. However, that simple math does not take into account the types of units being built. 28 Primarily, new construction has been concentrated in the single family detached category, to be sold at the market rate. These types of properties are not accessible to the lower income households, and are unlikely to be utilized as new rental units. The HAP forecast recommends more construction happening in the multi-family category rather than the single-family. These units are more likely to be utilized as rentals, and will be better suited to the household populations most in need of additional units, those in the 0-80% of AMI range. Within the next 5 years, Mason County should aim to add approximately 1,911 new units. Of these, 74%, or 1,418 should be located in the City of Shelton and the Urban Growth Areas. 42%, or 803 units should be of the multi-family type. 5-year additional Housing Needs projected for Mason County Housing Type Shelton+UGA Allyn, Bellfair UGA Other, rural Total estimated, Method C Housing Distribution Single Family, Det. 315 221 95 631 33% Multi-Family 2+ units 418 345 40 803 42% Mfg. Homes, Cottages, ADU’s 48 72 358 478 25% Total Housing Units 780 638 494 1,911 100% Est. Capture of Housing Need 41% 33% 26% 100% NA Projected Population Increase 1,850 1,516 334 3,700 NA Maintenance of existing units will be needed In addition to the new construction needs, existing units in Mason County must also be maintained. Currently, there are concerns with poor maintenance on properties within the County. Notably, the large number of mobile homes relied upon to provide housing is a maintenance risk. With a typical life expectancy of 30-55 years, many of the 6,700 mobile homes located within the County may need refurbishment or replacement over the next 20 years. 29 Limitations Cited during Focus Groups as slowing down local housing development • Lack of infrastructure – water, sewer, road, sidewalk/access • Lack of builders locally • Lack of buildable parcels Key Points: • Not enough inventory today for current population needs: Affordable homes for purchase or for rent. • Building at the current type of units being built – will not meet the need based on current shortage and projected population increases. • Maintenance and Replacement Costs for current inventory of affordable housing will also need to be considered, so that affordable units are not lost. Potential Recommendations based on this data - Building faster than population growth is good, but we are not doing it fast enough to improve quality of life. And, for whom are we building – we need to make sure that what we are building helps those who are experiencing a housing shortage. Also there is incentive to build more rapidly so there is not the experience of a shortage while waiting for construction to catch up to need. Encouraging turnover as new units are built for higher income brackets, to have local older units freed up instead of new people moving in. Freeing up existing units - Looking at the ratio of single-family homes used as second homes, renovation of existing vacant units to usable condition, preserving existing units by providing a maintenance fund, etc. Investing in maintaining and updating existing sites has the advantage of not needing to spend $ on new extended infrastructure. 30 Estimates of Service Levels How much is being spent on Housing and Homelessness in Mason County? Total Expenditures in Mason County from 2023 to 2024 was $19,072,550. This number shows a $2.4m decrease in 2024, due to the Veterans’ Village construction project completion in 2023. Most of the expenditures in Mason County on are in Housing Interventions and Prevention projects, as shown in the table below. Notice that the large drop is concentrated in the housing interventions category, representing the dip in investment needed after construction. How many people can be served with these investments? How are the costs changing? Total Enrollments across all programs remained relatively steady from 2023 to 2024, serving 576 and 564 persons respectively. On average, the cost to provide assistance ranges from $1,000 to $50,000 per person per year. These averages vary widely because the types of services investments needed for various household situations will have very different costs. A typical intervention which provides housing is the most expensive, while a services only project will be the least. It is important to note here that prevention is significantly less expensive than housing interventions. Helping a household avoid homelessness in the first place averages about $10,000-15,000 per support while $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 Housing Interventions Homelessness Prevention* Services Only Other Projects Mason County Expenditures by Project Type 2023 2024 31 assistance after the household has become homeless averages double to triple that cost at $30,000-50,000. Overall, service levels from 2023 to 2024 remained the same, while costs rose significantly for services projects. The data shows a drop in costs for housing interventions, however due to the large shift in construction costs we must look closer to see what happened. Expenditure vs. Enrollment Trends from 2023 to 2024 2023 Housing Intervention Homelessness Prevention* Services Only Other Projects Expenditure $8,371,565.00 $1,425,384.00 $335,770.00 $594,312.00 Enrollment 166 95 292 23 Costs per Enrollment $50,431.11 $15,004.04 $1,149.90 $25,839.65 2024 Housing Intervention Homelessness Prevention* Services Only Other Projects Expenditure $5,933,252.00 $1,118,910.00 $688,511.00 $604,844.00 Enrollment 194 97 260 13 Costs per Enrollment $30,583.77 $11,535.15 $2,648.12 $46,526.46 Enrollments 2023 to 2024 Up 17% Up 2% Down 32% Down 10% Costs 2023 to 2024 Down 40% Down 23% Up 130% Up 80% Housing Intervention Costs in Detail Breaking up the Housing Interventions category by project type, there are big differences both expenses and enrollments remain stable on the ‘TH’ and ‘Other PH’ project types. The ES and RRH numbers show a rise in both investments and services, with ES showing a strong rise in cost. The PSH numbers show service levels maintained while costs are dramatically lowered (91%). These numbers reflect the short-term boost of construction investment moving to a lower maintenance level of cost to serve those households. Notably, In 2024 the PSH costs per bed were similar to RRH costs and much lower than the costs for ES. Housing Interventions - Expenditure vs. Beds Trends from 2023 to 2024 2023 ES TH RRH PSH Other PH Expenditure $2,454,045 $149,429 $1,394,132 $4,366,111 $7,848 Bed 150 45 114 32 1 Costs per Bed $16,360 $3,321 $12,229 $136,441 $7,848 2024 ES TH RRH PSH Other PH Expenditure $3,210,046 $136,184 $2,184,640 $395,804 $6,578 Bed 141 45 127 32 1 Costs per Bed $22,766 $3,026 $17,202 $12,369 $6,578 Beds 2023 to 2024 Down 6% No change Down 11% No Change No Change Costs 2023 to 2024 Up 39% Down 9% Up 41% Down 91% Down 16% 32 Where do these investments come from? Funding for housing and homelessness investments in Mason County is primarily coming from the state. The construction funds for the 2023 Veterans Village completion were also state dollars. In 2024 data, at a more typical funding level, we see 52% of investments coming from the state, 23% from the federal government, and 25% from local sources. This profile is very similar to the funding ratios seen at the Washington Balance of State CoC levels: 24% Federal, 52% State, and 23% Local. While the balance is within reason, the overall volume of investment continues to fall short of the need. Key Points: • Not enough funds have been available to be invested to meet the local needs • Prevention investments are 2x-3x less costly than assistance to households who have already entered homelessness • PSH has a high up-front cost for construction, but has a low ongoing maintenance cost once a site is established, on-par with a prevention investment Potential Recommendations based on this data - Combining this information with the system gaps analysis could result in an estimated cost to close all system gaps, based on current rates. Estimated Need Cost per Service in 2024 Estimated Funds Gap Emergency Shelter for Single Adults 66 $ 22,766 $ 1,502,556 Emergency Shelter for Youth 52 $ 22,766 $ 1,183,832 Emergency Shelter for Unaccompanied Minors 10 $ 22,766 $ 227,660 Rapid Rehousing, DV and General 362 $ 17,202 $ 6,227,124 PSH for Non-Veterans 77 $ 12,369 $ 952,413 Total Funding Gap: $10,093,585 Using this analysis, the largest funding gap is for rapid rehousing investments, and the potential construction costs for additional PSH units. Expecting a limited budget, This information could also be used to project a costs vs. benefits analysis of various housing interventions. 33 Part 2: Objectives, Strategies, Actions, and Key Initiatives The 2025-2030 Local Homeless Housing Plan combines the five State Objectives for the state of Washington with local understanding and context for Mason County. The state Objectives have been paired with local Strategies or Actions, as envisioned by the participating partners. Using a data-informed approach, both overall and system measures were chosen by the community. Key Initiatives were identified, which outline specific implementation ideas for how the plan objectives can be realized. Each of these key initiatives also have measures and timelines for monitoring the progress of the plan. 2025-2030 Local Homeless Housing Plan Objectives Strategies and Action Steps As Mason County continues its efforts to address homelessness, targeted strategies and action steps have been developed to guide progress for each of the five Local Plan objectives. Specific performance measures are established for each strategy and action step, enabling ongoing evaluation of progress, with comprehensive reviews conducted annually. The following section outlines an approach aimed at promoting equity and building accountability, strengthening provider capacity, preventing homelessness, prioritizing assistance for those in greatest need, and expanding access to stable housing. By establishing measurable actions and fostering collaboration among community partners, Mason County seeks to create a responsive and effective system that will reduce homelessness and first-time homelessness. Promote an equitable, accountable and transparent homeless crisis response systemObjective 1 Strengthen the homeless service provider workforceObjective 2 Prevent episodes of homelessness whenever possibleObjective 3 Prioritize those with the most significant barriers to housing stability and the greatest risk of harmObjective 4 Seek to house everyone in a stable setting that meets their needsObjective 5 34 Objective #1: Promote an Equitable, Accountable, and Transparent Homeless Crisis Response System Everyone deserves to be treated with dignity and respect when seeking help. This strategy lays out practical steps to make our homeless crisis response system more fair, more responsive, and easier to understand—for everyone involved. Equity means making sure people from all backgrounds can access services that meet their needs. That includes training staff to better understand different cultures and communication styles, offering translation and interpretation services, and working directly with local tribes and By and For (B&F) organizations to make sure their voices are heard and their needs are included. Accountability and transparency mean that everyone—government agencies, service providers, and funders—knows what’s expected and works together to meet those goals. It also means keeping communication open and honest, so questions and concerns can be addressed quickly and clearly. The table that follows outlines specific actions, timelines, and ways to measure progress. These steps are designed to help build a system that people can trust—one that listens, adapts, and delivers support in a fair and consistent way. Strategy Area Action Step Timeline Progress Indicators Outcome Measures Equitable Access Provide training on cultural competency and motivational interviewing to address literacy and cultural barriers 0–12 months Trainings held; provider participation tracked Increased provider capacity to serve diverse populations Expand access to translation and interpretation services 6–18 months Contracts executed; services available across programs Increased service accessibility for non-English speakers Engage local tribes to ensure their needs are reflected in the homeless system of care 0–12 months Tribal consultations held; input documented Inclusion of tribal priorities in planning and service delivery 35 Engage By and For (B&F) organizations to ensure their needs are reflected in the system 12–24 months Outreach conducted; partnerships formalized Increased representation and service alignment with B&F communities Accountability & Transparency Develop documented expectations, performance measures, and communication protocols 6–18 months Standards published; protocols adopted Improved accountability across agencies and funders Increase frequency of communication among County, City, grantees, and partners Ongoing Regular meetings held; feedback loop established Strengthened collaboration and responsiveness 36 Objective #2: Strengthen the Homeless Service Provider Workforce The people who show up every day to support those experiencing homelessness are the backbone of our crisis response system. Their work is demanding, often emotionally intense, and deeply impactful. Mason County recognizes that investing in this workforce is essential—not just for service quality, but for the health and sustainability of the entire system. This strategy focuses on four key areas: • Funding: By providing fair pay, strong benefits, and job stability the community will better retain experienced and committed professionals. • Training: Ongoing learning is critical, but so is wellness. Trainings will include both technical skills and support for mental health and burnout prevention, with outside experts brought in to offer fresh perspectives and tools. • Uplifting: The public rarely sees the full impact of this work. A regular education campaign will highlight provider successes, celebrate their strengths, and build broader community appreciation for their role. • Supporting: Providers need space to connect, share challenges, and advocate together. Regular meetings will offer peer support, team-building, and a platform for honest dialogue and collective problem-solving. Together, these actions reflect Mason County’s commitment to valuing the people who make the system work—and ensuring they are supported, heard, and celebrated. Strategy Area Action Step Timeline Progress Indicators Outcome Measures Funding Complete analysis of funding and benefits for frontline staff 12–24 months Budget allocations; staff retention rates Improved workforce stability and satisfaction Streamline renewal processes and offer multi-year contracts 6–18 months Contract terms revised; renewal timelines shortened Reduced administrative burden; increased job security Training Provide varied training, including wellness and burnout prevention Ongoing Trainings held; provider feedback collected Increased staff capacity and reduced burnout 37 Bring in outside experts for specialized training 12–24 months Expert-led sessions completed; evaluations conducted Enhanced skillsets and morale Uplifting Launch public education campaign to highlight workforce impact 6–12 months Campaign materials distributed; media coverage tracked Increased public awareness and appreciation Share success stories regularly across platforms Ongoing Stories published; engagement metrics monitored Strengthened community support and workforce pride Supporting Host regular service provider meetings with peer support and team-building 0–6 months (launch); ongoing Meeting attendance; feedback loop established Improved collaboration and emotional well-being Create space for transparent concerns and collective advocacy Ongoing Issues raised and addressed; advocacy actions documented Stronger provider voice and shared problem-solving 38 Objective #3: Prevent Episodes of Homelessness Whenever Possible Mason County believes that preventing homelessness is not only more cost-effective—it’s also more humane, fair, and rooted in community care. The County’s prevention strategy focuses on helping people before a crisis happens, keeping families stable, and reducing the need for emergency shelters and rehousing programs. This approach is built around five areas: 1. Expanded Financial Supports More rental and utility assistance will help families stay housed during tough times. The County will also work with federal partners to make housing vouchers easier to access and better matched to local costs. 2. Enhanced Case Management Prevention isn’t just a one-time fix—it takes ongoing support. Mason County will extend case management and wraparound services, including follow-up check-ins, to make sure families stay stable over time. 3. Improved Access and Outreach Prevention services need to be easy to find and use. The County will launch a public awareness campaign and build stronger referral connections with law enforcement, hospitals, and emergency responders. Partnerships with groups like the Dispute Resolution Center will help prevent evictions and legal crises. 4. Provider Capacity and Collaboration Service providers will get training on flexible funding, documentation, and best practices. Peer learning sessions will encourage teamwork and problem-solving, and a shared digital hub will support consistent onboarding and ongoing improvement. 5. System Transparency and Accountability To make sure services are fair and effective, the County will improve how referrals are tracked and include prevention data in the Homeless Management Information System (HMIS). This will help everyone see what’s working and make better decisions about resources. Finally, Mason County will support stronger tenant protections to help people stay housed and avoid eviction. These protections are a long-term investment in community stability and fairness. Together, these actions form a clear, prevention-first strategy that reflects Mason County’s commitment to dignity, stability, and lasting change. Strategy Area Action Step Timeline Progress Indicators Outcome Measures Rental & Utility Assistance Advocate for increased HUD Fair Market Rent (FMR) thresholds 0–12 months Advocacy meetings held, letters submitted FMR increased or under review 39 Expand flexible utility assistance funding 0–18 months Funding secured, program launched # of households receiving assistance Streamline voucher access with Bremerton PHA 6–24 months Process map completed, pilot launched Reduced time to voucher issuance Case Management & Services Extend duration of case management and wraparound services 6–18 months Pilot underway, provider feedback collected % of households stabilized post- service Scale long-term case management across programs 18–36 months Funding allocated, protocols adopted Sustained housing stability rates Access & Outreach Launch public- facing prevention campaign 0–12 months Campaign materials distributed, media coverage Increase in self- referrals and partner referrals Formalize referral pathways with law enforcement, medical, and emergency partners 6–18 months MOUs signed, trainings held # of cross-sector referrals received Strengthen partnership with Dispute Resolution Center 6–12 months Referral protocols established # of households diverted from eviction Training & Peer Learning Host initial provider trainings on flexible funding and documentation 0–6 months Sessions held, attendance tracked Provider confidence and compliance Convene quarterly peer learning sessions Ongoing Meetings held, shared tools developed Improved coordination and shared best practices Develop centralized digital training and 24–60 months Platform launched, content uploaded Provider onboarding efficiency and consistency 40 documentation hub Transparency & Tracking Begin manual referral tracking and draft transparency protocols 12–24 months Protocols drafted, pilot tracking underway Referral acceptance rate, time to service connection Integrate referral tracking into HMIS 24–36 months HMIS module developed and tested Real-time data visibility and system accountability Tenant Protections Advocate for local tenant protections 24–60 months Policy proposals submitted, hearings held Protections enacted, eviction filings reduced 41 Objective #4: Prioritizing Assistance Based on the Greatest Barriers to Housing Stability and Greatest Risk of Harm To ensure that Mason County’s homeless response system is both equitable and effective, it must be continuously evaluated for disparate impact and recalibrated to prioritize those at greatest risk of harm. This includes assessing whether current practices unintentionally disadvantage certain groups—such as BIPOC households, youth, older adults, Veterans, or rural residents—and whether prioritization tools are accurately identifying those with the greatest barriers to housing stability. Mason County will adopt a standardized assessment tool and calibrate its use across all entry points, ensuring that it reflects the diverse needs of subpopulations and is applied consistently. A collaborative review process will be established to evaluate the tool’s effectiveness and equity at regular intervals, supported by training and transparency protocols for all assessors. To expand access, the County will market Coordinated Entry to system partners— including tribal governments, jails, hospitals, schools, and behavioral health agencies— ensuring that households are referred early and appropriately. A pilot project will reduce caseloads for outreach workers, allowing for intensive engagement with high-risk individuals and tracking their outcomes in securing stable housing. Together, these strategies will build a more inclusive, data-informed, and responsive system—one that prioritizes dignity, equity, and long-term housing stability for all Mason County residents. Strategy Area Action Step Timeline Progress Indicators Outcome Measures System Evaluation Assess system outcomes and test for disparate impact 0–12 months Data analysis completed, disparities identified Equity gaps documented and shared Develop dashboard to monitor disparities 18–36 months Dashboard launched, updated quarterly Data-informed decisions and funding shifts Assessment Tool Select and calibrate standardized assessment tool 0–12 months Tool selected, calibration underway Tool reflects subpopulation needs Refine tool based on feedback and outcomes 12–36 months Feedback loop established Improved prioritization accuracy 42 Review & Transparency Establish collaborative review cycle 6–18 months Committee formed, schedule set Tool reviewed and adjusted regularly Provide ongoing assessor training Ongoing Trainings held, participation tracked Increased assessor confidence and consistency System Marketing Launch outreach to system partners 0–12 months Briefings held, materials distributed Increase in partner referrals to Coordinated Entry Integrate referrals into partner workflows 18–36 months MOUs signed, workflows mapped Referral volume and diversity increased Outreach Pilot Launch small pilot with reduced outreach caseloads 6–18 months Pilot underway, outcomes tracked % of high-risk individuals placed in stable housing Scale pilot into permanent outreach model 24–60 months Funding secured, model adopted Long-term housing stability and cost savings 43 Objective #5: Seeking to House Everyone in a Stable Setting That Meets Their Needs Mason County’s housing strategy is rooted in the belief that housing is a human right, and that every resident deserves a stable, dignified place to live that meets their individual needs. This initiative begins with a robust inventory of homeless and affordable housing units, which will serve as both a diagnostic tool and a baseline for long-term planning. By analyzing unit types, availability, and system flow, the County can identify gaps and design targeted solutions. To expand the housing supply, Mason County will deploy policy and financial incentives that encourage development and preservation. These include infrastructure improvements to support new construction, renovation grants to bring existing units online, and vacancy disincentives to reduce underutilized stock. The County will also explore regulatory strategies to manage vacation rentals and rebalance housing access for local residents. Recognizing the diversity of housing needs, the strategy introduces flexible interventions such as scattered site permanent housing, roommate matching programs, and host homes for youth. These approaches reflect a commitment to person-centered solutions and trauma-informed care. Coordination is key. The County will strengthen partnerships with the Bremerton Public Housing Authority to improve voucher access and streamline processes. It will also engage housing providers outside the Coordinated Entry System to unlock additional options and ensure a more inclusive response. Throughout implementation, system flow monitoring and feedback loops will guide decision-making, ensuring that resources are distributed equitably and interventions are continuously refined for maximum impact. Strategy Area Action Step Timeline Progress Indicators Outcome Measures Housing Inventory & Planning Conduct annual inventory of homeless- dedicated units 0–12 months Inventory completed; includes unit count, type, and availability Housing Inventory Count completed and shared Create housing plan to add units based on inventory and assessed need 12–24 months Plan drafted and adopted; aligned with system flow analysis Increased unit production aligned with population needs 44 Policy & Financial Incentives Incentivize builders via infrastructure improvements in development zones 12–36 months Incentive package approved; infrastructure projects initiated Increased new unit development in targeted areas Implement renovation incentives, vacancy disincentives, and vacation rental management 12–36 months Policies adopted; participation tracked Increased unit availability and reduced vacancy rates Housing Interventions Assess and implement scattered site permanent housing 12–36 months Feasibility study completed; pilot launched Increased access to permanent housing for high-need individuals Launch roommate matching and host home programs 18–36 months Program guidelines developed; outreach initiated Diversified housing options for youth and low-income households Strategic Coordination Increase coordination with Bremerton Public Housing Authority on voucher access and process 0–18 months Joint meetings held; process improvements identified Improved voucher utilization and reduced wait times Engage non- Coordinated Entry partners to expand housing options 12–36 months MOUs signed; housing options cataloged Broader housing access and increased placement rates 45 Key Initiatives for Implementing Action Steps This section of the report outlines a suggested implementation plan which would address each of the five objectives and the local strategies described in earlier chapters. By regrouping the objectives and strategies into specific project initiatives, it can be easier to imagine the who and the how of implementing collective steps to effectively meet the community goals. Key initiatives have been selected to reflect feasibility of actions within the current political and funding climate for Mason County. At the same time, they are focused on addressing the most impactful areas of gaps in the local system of care. Foster Transparent and Inclusive County and Community Collaboration Create an ongoing space for County Staff, Service Providers, and Community Partners to meet and work on specific collaborative projects Objectives Actions & Focus Areas Tools & Standards Advocacy & Education Collaboration & Communication Timeline and Measure or Outcome 1, 2, 4, 5 Review and provide feedback on existing county Policies and Procedures Mason County Written Standards, CE Policies and Procedures (Review for transparency and equity), Assessment tool (standardize) Review for transparency and equity. Use this as a model to establish an ongoing collaborative review and update process Review Complete; Feedback and Recommendations Gathered 12-24 Months 1, 2, 3, 5 Design and implement an education campaign for the general public 1) Improve general knowledge of homelessness, causes and effective solutions, 2) Advocate for local tenant protections, 3) Advocate for Affordable Housing, 4) Market prevention services, 5) Highlight success of provider workforce Committee in Place to Design Campaign Campaign Designed Campaign Implemented 6-18 Months 2, 3, 4 Explore adding additional 1) Flex funds Guidance, 2) Systemwide prevention Additional Policies are approved. Policies Drafted. 46 Policies and Procedures protocols, 3) Other ideas the providers/county might find useful Policies Approved. 12-36 Months All Increase Available, Leased Subsidies Simplify application procedures for obtaining vouchers Ensure Providers and County are familiar with current procedures and any advocate together for changes needed based on any existing barriers. Build communication channels with Bremerton Public Housing Authority, Create a point of contact relationship with the County and the PHA, With the CES and PHA Communication channels with PHA put in place. If possible, simplified the application process, trained local providers, and designed training materials. Ascertained whether additional vouchers were available for Mason County under what circumstances. 6-18 Months Provider Support Initiatives Create an ongoing space for Local Provider Direct Service Staff to meet and share information Objectives Project Goal Actions Outcomes Timeline, Measure & All Host Trainings Provide local and expert trainings • Coordinated Entry System • County Policies & Expectations • Trauma- informed Care • Cultural Competency • Motivational Interviewing • Progressive Engagement Improved wellness, satisfaction, collaboratio n& client outcomes Trainings Scheduled, Designed and implemented – 0-12 Months and ongoing 47 • Prevention and Diversion • Wellness & Burnout 1, 2 Create Place for Providers to meet and share information Peer Space General Peer collaboration, team building time, share successes and challenges Regular meetings held; feedback loop established - Ongoing 1, 2, 4 Connection Opportunity to include partners not currently participating, such as by and for organizations or local tribes Alignment in planning and service delivery w/ local tribes and by and for organizations – 0-12 Months Coordination Opportunity to coordinate with adjacent partners, such as medical, emergency, etc. Leveraged new spaces to set up coordination and identify shared needs and opportunities 0-12 Months Implement provider-friendly funding mechanisms 1, 2 Revise funding mechanisms Create stability, reduce time for funder and provider, retention Multi-year funding cycles Streamlined application processes Planned COLA adjustments Review of benefits Improved wellness, retention, client outcomes Complete salary & benefit study; implement changes 12-24 Months Create Pilot Project with Outreach Team All Reduce caseloads and focus on stability Test whether more intensive case management from Identify program willing to do Pilot Project and funder willing to support shift in case load for set time period Information to support possible future shift in resources Find program and funding match for Pilot and set up parameters 48 outreach case workers can result in long-term stability Complete Pilot and assess findings 18-36 Months Create Additional Housing Opportunities Make Strategic Investments of Time and Resources into Housing Solutions Objectives Project Goal Actions Outcomes Measure & Timeline 1, 3, 4, 5 Publish Housing Inventory with Homeless- dedicated and affordable housing Accurate, timely data regarding housing needs and availability Who has what needs, what resources are available Assess current system for impact (equity impact, system impact) Allows for data- based planning and resource allocation Housing Inventory Complete 6-12 Months 4, 5 Use policy incentives, disincentives to increase available units Increase available units in Mason County Design and advocate for adoption of policy incentives and/or disincentives to increase available units. Policies result in an increase in available units Assess policy options Advocate for policy Policy adopted 12-36 Months 1, 3, 4, 5 Work with HUD to increase Fair Market Rent (FMR) Increase the amount of rental assistance allowed to HUD- assisted households Work with local governments and Bremerton Public Housing Authority to complete necessary reporting and Allowing additional rental assistance will increase the units that are available and increase the stability of households already housed. Complete study required to make request Submit request 49 submit to HUD to request an increase in the FMR. HUD make ruling 0-6 Months 2, 3, 4, 5 Increase the availability of utility assistance and flexible funds Prevent homelessness before it begins and stabilize subsidized households Work with local government and providers to create more flexibility with utility assistance and general flexible funding to pay for needs that are not supported by customary homeless funding streams (i.e., car repair, etc.) Fewer households will become homeless and housing stability will increase. Identified funds to use as flexible funding and for utility payments Trained providers and implemented written protocol Funding made available 6-12 Months 3, 4, 5 Explore new methods to increase service capacity in existing programs Work with existing providers to implement new methods that will increase capacity Try innovative methods, such as roommate matching Additional individuals and families will be housed using new models Identified successful, evidence- based models to try in Mason County and provider(s) to partner 6-18 Months 3, 4, 5 Fund new program models to close system gaps New funds will be obtained to fill the gaps in the system Apply for/obtain funds to cover system gaps: Shelter for single adults Additional shelter and permanent housing, as well as possible other new housing models, will be integrated into the system Identified funding sources to fill gaps and process for allocating funds 50 Shelter for unaccompanied minors PSH for non- veterans Safe parking Host Homes housing more people 6-48 Months All Clearly assign the responsibility for plan oversight in one entity A place where community leaders come together to: Monitor plan progress and outcomes Discuss strategic funding goals Hold each other and other partners accountable for commitments made Be the forum for updates, needed pivots over time Create structure needed for plan implementation (workgroups, etc.) Plan implementation will occur, with regular check- ins and adjustments as needed and annual reports to Commerce Adopt plan Determine responsible party or parties to oversee plan Committee structure and/or report to Board(s) 0-6 Months 51 Part 3: The Way Forward Next Steps for Mason County Commitment to the plan To ensure meaningful progress, Mason County must commit to clear and actionable steps to move beyond planning into implementation. This will include aligning strategies to local champions and available funding to fill critical gaps in service capacity. This plan document outlines many core needs, so that the community can gather the support necessary to meet those needs. A strong commitment to using this plan as a guidepost will demonstrate to the residents and partners that this community is serious about investing in data-driven strategies and evidence-based solutions. System of accountability To maintain and monitor progress against the plan, there will need to be a system of accountability established. This will lie with the County, City, and Community partners to continue to revisit the strategies identified and take collective action to support those strategies. Regular evaluation of the progress, using the metrics outlined and additional metrics as identified during implementation, is the key to ensure both short-term benchmarks and long-term goals remain on track. Adaptability As implementation progresses, the collective must be prepared to shift strategies as new circumstances and information may arise. The community must have the ability to effectively tack and monitor the outcomes of their efforts, so that they may invest further into the initiatives that show results while pivoting away from those that do not. Ongoing Discussion and Engagement Sustained progress will depend on ongoing discussion and engagement across the community. A Plan Implementation Task Force can serve as a hub for collaboration, coordination, and shared responsibility. This group can help track implementation, identify barriers, and keep the work grounded in the needs of the community. By combining clear commitments, accountability structures, and consistent engagement, Mason County can build the momentum needed to translate planning into measurable results. 52 Appendices A. Detailed Documentation of the Planning Process B. Compensation for Participation in the Planning Process C. Summary list of all Participants in the Planning Process D. Metrics Summary Report Template E. Prioritization Criteria of Homeless Housing Capital Projects F. Survey of Fund Sources for Homeless Housing Assistance Programs and Capital Projects G. Sources of Quantitative Data H. Checklist of Plan Requirements 53 Appendix A: Documentation of the Planning Process Consulting team View Community Advisors Inc and Partners for Community Impact Inc led the Mason County community through a 3-Phase planning process. • Phase 1: Understanding Local Conditions and Interests • Phase 2: Iterative Drafting • Phase 3: Approval and Endorsement Thank you to all the community partners who chose to share their time and expertise with the planning team, and who continue to support those experiencing homelessness and housing instability in Mason County. Phase 1: Understanding Local Conditions and Interests Notice of Plan Development Notice of Plan Development was posted to the Mason County website and shared via email announcement to the Mason County mailing list on June 4th, 2025. In this notice an expected date of plan adoption was given as December 2025. An additional press release was made by the County June 24th, 2025. Kickoff Workshop Early in the planning process, the consulting team met with a small group of local leadership from City/County government and non-profit homeless services providers for a three-day summit. (June 25-27, 2025) Those invited to join included a representative from each of the “key participants” named by Commerce in plan guidance. Five of the participants had prior lived experience of homelessness. This kickoff workshop reviewed what was known about the prior plan, the current status, and the future opportunities for Mason County to address homelessness. During this discussion, 54 additional partners to add to the conversation were identified, and focus group conversations planned. Participation of the County’s Two Largest Cities Mason County, WA has only one incorporated city, the City of Shelton. Both the Mayor of Shelton and the City Manager of Shelton were in attendance at the kickoff workshop and remained active partners during the drafting and development of the final plan. (include any more info about city approvals etc. if we get more) Interviews Conducted The consulting team had interview conversations with 9 leaders of local government, for-profit, and non-profit providers of homelessness services. During these interviews the consultants collected local knowledge of the current systems of support, and gaps and challenges to face in the next 5 years in Mason County. Focus Groups Held Focus groups for persons with lived experience of homelessness were conducted. The conversations were compensated. (as described further in the compensation section) • DATE – NUMBER OF PARTICIPANTS – o Persons with Lived Experience of Homelessness (active), held with the support of Mason County Behavioral Health Outreach Teams and Be A Better You Counseling • DATE – NUMBER OF PARTICIPANTS – o Persons with Lived Experience of Homelessness (active and recent), held with the support of Crossroads Housing, a local shelter and housing assistance provider. Phase 2: Iterative Drafting After interim drafts of the plan were completed, the consulting team brought the drafts back to the small group of workshop, interview, and focus group participants for feedback. Add more here as we get more info. Phase 3: Approval and Endorsement Notice of Public Hearing and Public Comment Period A Notice of Public Hearing for the Mason County Board of Supervisors to discuss and vote on this plan was shared on the Mason County website and emailed to the Mason County mailing list. The notice was published in the ABC newspaper 123Date edition. The notice was posted on XYZ DATE, 30+ Days in advance of the anticipated Mason County Board of Supervisors meeting scheduled for ABC DATE. 55 A good faith effort was made to share this notice with those experiencing homelessness and housing instability by inviting the participants in the planning process to date to share the notice with their networks. Included in the Notice of Public Hearing was a website to view the final proposed draft, posted for public comment on the Mason County website. All public comments received were considered and incorporated and/or given a response. Local Approval The Final Draft of this plan was confirmed by a vote of the Mason County Board of Supervisors on DATE. At the Mason County Board meeting public comment was accepted. (also include any information about City adoptions/approvals) 56 Appendix B: Compensation for Participation in the Planning Process Persons with low-income, and/or active or recent lived experience of homelessness contribute a valuable perspective to the planning process. Mason County is committed to recognizing this value by offering compensation for their participation, following closely the State Office of Equity guidelines. Who qualified for compensation • Persons with Low-Income • Persons with Active or Recent Lived Experience of Homelessness or Housing Insecurity Activities where compensation was offered: • Attendance at a workshop • Attendance at a focus group • Attendance at an interview Activities where compensation was not offered: • Written public comment submitted via the Mason County website, or as part of a public meeting of the County or City government • In-person or Online public comment submitted orally at a public meeting of the County or City government • Attendance at a workshop, focus group, or interview when the person is otherwise compensated, for example as part of their employment. Those participating in the planning as a part of their current employment, and therefore already being compensated by another source, were not offered any additional compensation. Amount of compensation given PWLE were compensated at a rate of $56/hour. 57 Appendix C: Summary List of all Participants in the Planning Process The planning process incorporated multiple forms of engagement with local community members. These included in-person workshops, one on one interviews between the consultants and local partners, focus groups, and written feedback. The table below lists those who participated or were invited to participate in the development of this plan. Participant Type Organization Two largest cities (alternative available)* City of Shelton City of Shelton, Planning Department Individuals with lived experience of homelessness (not including those already participating as members of the local HHTF)* PWLE Focus Group Participants A representative of a Behavioral Health Administrative Service Organization OR a Managed Care Organization* Thurston-Mason BHO A representative from a By and For organization within the local government's jurisdiction* Foundations for Poverty & Homeless Management Consejo Counseling Emergency shelter operators* Crossroads Housing Domestic violence/sexual assault shelter and housing providers* Turning Pointe Survivor Advocacy Homeless outreach providers* Olympic Health and Recovery Services Mason County BH Outreach Evergreen Treatment Center/Clinic Rental subsidy administrators* The Youth Connection Permanent Supportive Housing providers and operators* New Horizons Communities Coordinated entry staff* Crossroads Housing Coastal Community Action Program Coastal Community Action Program Additional Service Providers Shelton School District McKinney-Vento Liaison Proactive Supportive Housing Solutions County Representatives* Mason County Public Health Department Mason County Planning Department 58 Appendix D: Metrics Summary Report Template 59 Placeholder to replace page in the pdf 60 Placeholder to replace page in the pdf 61 Placeholder to replace page in the pdf 62 Appendix E: Prioritization Criteria of Homeless Housing Capital Projects Mason Area Prioritization Criteria of Homeless Housing Capital Projects When local homeless housing plans identify actions related to the pre-development, development, or construction of homeless housing capital projects, the local plan must identify guiding principles for all projects, such as consistency with local plans and regulations including, comprehensive plans, zoning, and state laws. The intent of these guidelines is to ensure homeless housing capital projects are thoughtfully developed in accordance with the Growth Management Act and local comprehensive plans, placing them in areas with compatible land uses, reliable infrastructure, and access to essential services. The Mason County Local Homeless Housing Plan 2025-2030 outlines a number of objectives and strategies, which would be preferred for investment. Adoption of the Local Plan by the County will result in the Local Plan objectives being taken into consideration during existing planning and investment processes. Those existing processes, for both Mason County and the City of Shelton, are outlined in the following pages. 63 Mason County Homeless Housing Capitol Project Evaluation Process Mason County Homeless and Housing Funding Allocation Process Mason County Community Services administers approximately $1.1 million annually in housing and homelessness funding, sourced from the Consolidated Homeless Grant (CHG), Housing and Essential Needs (HEN) Grant, and local document recording fees •Consolidated Homeless Grant, Treatment Sales Tax, 2163 & 2060 funds Funding Sources •New construction, expansion, renovation, rehabilitation Project Types •An RFP is issued and closes on the published date, responses are reviewed and scored according to published evaluation criteria, the best applicant(s) is/are awarded the contract, due diligence is performed and contracts are signed, awardee(s) is/are monitored with corrective actions issued if needed, annual reports are issued to Boards and Commerce Department. Procedures •Prioritize sustainability, equity, and alignment with evidence-based practices; criteria includes demonstrated need, capacity to deliver services, adherence to all local, state, and federal regulations, local plan alignment, performance measures & cost-effectiveness Evaluation Criteria •Housing & Behavioral Health Board, Board of County Commissioners Decision-making Bodies 64 authorized under RCW 36.22.178 and RCW 36.22.179,6 as well as revenue from the housing-related services sales tax. The County’s Public Health and Human Services department oversees contracting and compliance, partnering with local agencies to implement low-barrier, evidence-based programs that reduce and prevent homelessness—particularly for unsheltered populations 7. Funding decisions prioritize sustainability, equity, and alignment with best practices. Projects are selected based on demonstrated need, capacity to deliver services, and adherence to state guidelines. The County also supports eviction prevention and resolution programs, including those tied to recent legislation such as HB 1277, which expands eligibility for assistance to households at or below 80% of Area Median Income who are at risk of homelessness. Mason County Community Services leads the administration of these funds, issuing annual Requests for Proposals (RFPs) to local providers. The most recent RFP for FY 2026–2027 Homeless Response Grants prioritizes projects that respond immediately to homelessness and ensure safe, appropriate housing options 8. Eligible applicants include nonprofits and service agencies implementing low-barrier, evidence-based programs aligned with state guidelines. The County also administers a permanent eviction prevention program launched in November 2022 under HB 1277, expanding eligibility to households earning up to 80% of Area Median Income who are at risk of homelessness 9. Services include rent assistance, mediation, and legal support through regional partners such as Crossroads Housing and the Dispute Resolution Center. City of Shelton Homeless and Housing Funding Allocation Process The City of Shelton collaborates closely with Mason County to support housing stability and homelessness prevention. While Mason County serves as the lead administrator for state grants such as the Consolidated Homeless Grant (CHG) and Housing and Essential Needs (HEN), Shelton contributes through local planning, coordination, and implementation of housing-related services. Shelton leverages its share of the housing-related services sales tax, which mandates that at least 60% of collected funds be used for acquiring, constructing, or rehabilitating affordable housing units10. City staff identify funding opportunities and 6https://masoncountywa.gov/departments/public_health/community_health_and_human_services/housing _homelessness.php 7 https://www.healthymasoncounty.com/community_health/housing_and_homelessness/index.php 8 https://masoncountywa.gov/_T14_R27.php 9https://masoncountywa.gov/departments/public_health/community_health_and_human_services/housing _homelessness.php 10 https://citizenportal.ai/articles/1455076/Shelton/Mason-County/Washington/City-tackles-housing-crisis- with-new-funding-strategies 65 align local investments with countywide strategies, prioritizing projects that serve vulnerable populations and comply with state guidelines. Shelton also supports eviction prevention and housing rehabilitation efforts, often in partnership with Mason County Community Services and nonprofit providers. Funding decisions are guided by community needs assessments, equity goals, and the city’s broader housing strategy. Impact Metrics and System Performance Recent data highlights the following outcomes: • Shelter capacity remains constrained, with frequent overflows reported by Shelton Youth Connection 11 • Eviction prevention services have expanded, with prioritization based on risk factors such as missed rent, overcrowding, and recent institutional exits 12 • Housing cost burden remains high: over 30% of Mason County households spend more than 30% of income on housing 13 • Rental vacancy rates are low, exacerbating access challenges for low-income renters 14 Together, Mason County and the City of Shelton deliver a coordinated, equity-driven approach to funding allocation—balancing compliance, innovation, and community voice to meet the evolving needs of vulnerable residents. 11 Ibid 12https://masoncountywa.gov/departments/public_health/community_health_and_human_services/housin g_homelessness.php 13 https://www.healthymasoncounty.com/community_health/housing_and_homelessness/index.php 14 Ibid 66 Appendix F: Survey of Fund Sources for Homeless Housing Assistance Programs and Capital Projects 67 Placeholder to replace page in the pdf 68 Appendix G: Sources of Quantitative Data and Glossary Sources of Quantitative Data Homeless Management Information System (HMIS) HMIS is used by homeless housing service providers to collect and manage data gathered during the course of providing housing assistance to people experiencing homelessness. Each person or head of household participates in a variety of intake and assessment surveys when they first interact with the system or are referred to a new program. HMIS is also updated periodically and as things change or new services are provided. Annual County Expenditure Report – “Golden Report” Each county in Washington reports all expenditures by funding sources for each homeless housing project in their community. Commerce combines expenditures data with HMIS data to create The Annual County Expenditure Report, which is also known as “The Golden Report.” Washington State Homeless System Performance County Report Cards 15 HMIS Data is the source for most of the information in the Performance Report Cards. Cost measures include data from the Annual County Expenditure Report. Each county in Washington State reports all expenditures, by funding source, for each homeless housing project in their community. The purpose of homeless system performance reporting is to promote evidence-based housing interventions that efficiently move people experiencing homelessness into permanent destinations and to improve county data reporting. Additionally, these reports provide communities with information regarding their progress towards locally established performance benchmarks. Washington Balance of State Equitable Access Dashboard 16 The purpose of the Washington Balance of State (WA BoS) Equitable Access Dashboard is to provide Consolidated Homeless Grant (CHG) Grantees a tool to easily monitor program access equity. Homeless Management Information System (HMIS) and the Snapshot of Homelessness Reports (Snapshot) are the data sources. The Snapshot report combines client information from several state agency data systems to provide a comprehensive estimate of the homeless and unstably housed population in the state. This dashboard provides access data for CHG Grantees by service region and can also be drilled down to the agency level. 15 https://public.tableau.com/app/profile/comhau/viz/DRAFTWashingtonStateHomelessSystemPerformance_ CountyReportCardSFY2019/ReportCard 16 https://public.tableau.com/app/profile/comhau/viz/DRAFTAccesstoHomelessSystem/Snapshot 69 Washington Balance of State HMIS Data Quality Dashboard 17 This Dashboard displays information for each county on three measures. Timeliness is the amount of time between when the data is known and when it is entered into HMIS. Timeliness is measured based on the number of days between the start or exit date and the date the information is updated. Completeness is a measure of how fully each data point has been filled out in the client record. Missing or incorrect responses mean incomplete data. Accuracy is a measure of how closely the data represents the real circumstances of the client. The fields represent common issues in accuracy and instances where inaccuracies in data can be detrimental to building a picture of the services landscape. Estimates of Service Levels Data Tool A summary of current investments to address homelessness and housing instability by project type and by funding source using HMIS project type definitions and the analysis tool prepared by Commerce’s consultant based on the annual Golden Report produced by Commerce for the state fiscal year 2024. Housing Inventory Count (HIC) The Housing Inventory Count (HIC) is a point-in-time inventory of housing resources within a specific geographic area, such as a Continuum of Care (CoC), that are dedicated to serving people experiencing homelessness or those who were formerly homeless. The HIC is conducted annually by each CoC and submitted to the U.S. Department of Housing and Urban Development (HUD). Point-in-Time Count The HUD Point-in-Time (PIT) count is a count of sheltered and unsheltered people experiencing homelessness on a single night in January. HUD requires Continuums of Care (CoCs) to conduct this count annually for those in shelters and every other year (usually on odd- numbered years unless a CoC is off-cycle) for unsheltered individuals. The PIT count helps measure homelessness, inform policy, and allocate resources. The data collected includes demographics, household type, and the type of shelter or living situation. The PIT count is a snapshot in time and may not capture the full extent of homelessness due to its reliance on a single night's count. It is also subject to variations in methodology and compliance across CoCs. 17 https://public.tableau.com/app/profile/comhau/viz/DQDashboard_15719398928900/BoS 70 System Performance Measures (SPM) System Performance Measures (SPM) are a set of standardized metrics developed by the U.S. Department of Housing and Urban Development (HUD) to evaluate the effectiveness of Continuums of Care (CoCs) in preventing and ending homelessness. These measures help communities assess their progress in various areas, such as length of time people experience homelessness, returns to homelessness, and successful exits to permanent housing: 1. Length of Time Homeless 2. Returns to Homelessness 3. Number of Persons Homeless 4. Employment and Income Growth 5. Number of Persons Who Become Homeless for the First Time 6. Successful Placement from Street Outreach to Permanent Housing 7. Successful Placement in or Retention of Permanent Housing Coordinated Entry System (CES) Intake Coordinated Entry intake data, as defined by HUD (the U.S. Department of Housing and Urban Development), refers to the standardized information collected during the initial assessment and intake process for individuals and families experiencing or at risk of homelessness within a local community's coordinated entry (CE) system. This data helps communities prioritize individuals for housing and services, ensuring resources are allocated efficiently and equitably. Coordinated Entry System By-Name-List (BNL) A by-name list in the context of Coordinated Entry (CE) is a real-time, up- to-date list of all individuals experiencing homelessness within a specific community or Continuum of Care (CoC). It includes detailed information about each person, such as their name, age, and any specific needs or vulnerabilities, to facilitate prioritization for housing and supportive services. It helps communities make informed decisions about resource allocation and program design to address homelessness effectively. United States Census Bureau The U.S. Census Bureau is the principal agency responsible for collecting and analyzing data about the nation's population and economy. Through a range of demographic and socioeconomic surveys—including the decennial census and the American Community Survey—the Bureau provides critical insights into income levels, poverty rates, educational attainment, health insurance coverage, housing conditions, crime victimization, digital access, and other key indicators. These data are essential for understanding the composition, needs, and evolving conditions of communities across the United States, and they inform public policy, resource allocation, and strategic planning at all levels of government. Glossary to be inserted 71 Appendix H: Checklist of Plan Requirements 72 (here we could repeat the checklist from Homebase and write in the page number of where they should look for each checkbox) NO 1 2 3 MEETING DATE Board of Health Meeting September 23, 2025 NAME 4 (V) 2O &AT5 5 Vt, (iv\ 7Cf)e) a cc 6 12,1-,c616._ Te 8 9 10 11 12 13 L FUe ,2-30tin PHONE EMAIL 1643 L/2-1 k 3 TIME 11 a.m. r LOCATION Commission Chambers CITY, STATE c_ Ti DO YOU WISH TO TESTIFY *Attendance rosters are subject to the Public Records Act; RCW 42.56