HomeMy WebLinkAbout2025/11/03 - Briefing Packet Commission meetings are live streamed at http://www.masonwebtv.com/ and public comment is accepted
via email msmith@masoncountywa.gov; mail to Commissioners Office, 411 N 5th Street, Shelton, WA
98584; or phone at (360) 427-9670 ext. 419. If you need to listen to the Commission meeting via
telephone, please provide your telephone number to the Commissioners’ office no later than 4:00 p.m. the
Friday before the meeting. If special accommodations are needed, contact the Commissioners' office at
Shelton (360) 427-9670 ext. 419
Briefing Agendas are subject to change, please contact the Commissioners’ office for the most recent
version.
Last printed 10/29/25 at 4:45 PM
BOARD OF MASON COUNTY COMMISSIONERS
DRAFT BRIEFING MEETING AGENDA
411 North Fifth Street, Shelton WA 98584
Week of November 3, 2025
Monday
Noon WA State Association of Counties Zoom Meeting*
Virtual Assembly
*This is being noticed as a Special Commission meeting because a quorum of the Mason County Commission may
attend this event and notification is provided per Mason County Code Chapter 2.88.020 - Special Meetings.
Monday, November 3, 2025
Zoom link available on the Mason County website
Commission Chambers
Times are subject to change, depending on the amount of business presented
9:00 A.M. Closed Session – RCW 42.30.140(4) Labor Discussion
10:00 A.M. Economic Development Council Quarterly Report & Economic Development
District Amendment – Kevin Shutty
10:15 A.M. Community Development – Kell Rowen
10:20 A.M. Sheriff – Ryan Spurling
10:35 A.M. Public Health – David Windom
10:50 A.M. Support Services – Travis Adams
Commissioner Discussion – as needed
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Travis Adams Ext: 530
Department:
Briefing: ☒
Action Agenda: ☐
Public Hearing: ☐
Special Meeting: ☐
Briefing Date(s: November 3, 2025 Agenda Date(s): November 25, 2025
Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other
(Please ensure proper internal review channels have been followed, this is the responsibility of the
requesting Department)
Item:
RESOLUTION AMENDING THE NAME OF THE ECONOMIC DEVELOPMENT DISTRICT
ENCOMPASSING GRAYS HARBOR, MASON, PACIFIC, AND THURSTON COUNTIES IN
WASHINGTON STATE
Background/Executive Summary:
In 2023, the Mason County Board of Commissioners approved the formation of a federally recognized
economic development district (EDD) and regional comprehensive economic development strategy list.
Initially named the Pacific-Salish EDD, the Board is proposing a name change to the Evergreen Coast
Regional Partnership EDD to better reflect the region. An amended resolution is required to satisfy federal
requirements.
This amendment does not supplant any other elements of the original formation of the EDD as approved
by the commission.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
N/A
Public Outreach:
N/A
Requested Action:
Approve the resolution amending Resolution 2023-056 and updating the name of the economic
development district.
Attachment(s):
Resolution
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Ext:
Department: Briefing:
Action Agenda:
Public Hearing:
Special Meeting:
Briefing Date(s): Agenda Date(s):
Risk Legal □ IT Internal Review: D Finance D Human Resources
(This is the responsibility of the requesting Department)
D Other
Item:
Background/Executive Summary:
Budget Impact (amount, funding source, budget amendment, etc.):
Public Outreach:
Requested Action:
Attachment(s):
Community Development
Scheduled interview for PAC.
PAC currently has three vacancies. An application was received from
Cynthia Sund.
N/A
News Release on 10/14/25.
Schedule interview for applicant.
Application for PAC from Cynthia Sund
Received 9.30.25
Commissioners Randy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Mariah Frazier, Kell Rowen
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Luke Viscusi on behalf of the Mason County
Historic Preservation Commission Ext: 282
Department: Community Development Briefing: ☒
Action Agenda: ☒
Public Hearing: ☐
Special Meeting: ☐
Briefing Date(s): 11/03/2025 Agenda Date(s): 11/25/2025
Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other
(Please ensure proper internal review channels have been followed, this is the responsibility of the
requesting Department)
Item:
To re -appoint Caleb Cowles for a new three-year term on the Mason County Historic Preservation
Commission, beginning December 2025, and ending November 2028.
Background/Executive Summary:
The Mason County Historic Preservation Commission is a seven-member commission which serves to
identify and actively encourage the conservation of Mason County’s historic resources.
Currently, the HPC has one position that expire on November 30th, 2025, two vacant seats that expire on
November 30th, 2025, and one vacant seat that expires on November 30th, 2026. One of the terms
expiring this year is currently occupied by Caleb Cowles, who has reapplied for another term. The empty
seats are open until filled. Mason County has received two other applications for the one expiring and
three vacant positions.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
None.
Public Outreach:
On October 14, 2025, the Board of County Commissioners issued a New Release to advertise four open
positions on the Historic Preservation Commission.
Requested Action:
For the BOCC to review the application of Caleb Cowles to serve on the Mason County Historic
Preservation Commission and re-appoint him to the Historic Preservation Commission if desired.
Attachment(s):
- Current Mason County Historic Preservation Membership List
- Mason County Historic Preservation Commission Application from Caleb Cowles
- Mason County Code 17.40.040 – Mason County Historic Preservation Commission
Mason County Historic Preservation Commission Membership List
Mason County Historic Preservation Commission
Membership List – October 2025
Member Position Member Since Term Start Term End
Jann Goodpaster
Vice Chair Dec 2024 Nov 2027
Christopher Gaynor II
Dec 2024 Dec 2024 Nov 2027
Caleb Cowles
Nov 2025
Vacant
Nov 2025
Vacant
Nov 2025
Edgar Huber
Chair,
Professional
Expertise
Dec 2015 Dec 2023 Nov 2026
Vacant
Nov 2026
Shaun Dinubilo
THPO Squaxin Tribe
Ex-Officio
Member
Kris Miller
THPO Skokomish Tribe
Ex-Officio
Member
Entry #: 46 - Historic Preservation Commission Status: Submitted Submitted: 10/9/2025 1:37 PM
Advisory Board Name:
Historic Preservation Commission
Name:
Caleb Cowles
Today's Date:
10/9/2025
Address
Voting Precinct:
Phone
(
Email
Community Service:
Historic preservation commission
Employment:
Mason Co. Assessor's Office
What do you perceive is the role or purpose of this advisory board?
Overseeing and voting on Heritage Grants, Improving public awareness of historic structures
What interest or skills do you wish to offer this advisory board?
Pervious term, survey and appraisal skills
List any financial, professional, or voluntary affiliations that could create a potential conflict of interest:
N/A
Required Training:
Participation is dependent on attending certain trainings such as the Open Public Meetings Act (OPMA) and Public
Records Act (PRA) trainings at no cost to you. Will you be able to attend such trainings?
Yes or No:
Yes
How much time can you commit to this
advisory board:
Monthly
Are you a U.S. citizen and Mason
County resident?
Yes
*For Civil Service applications ONLY, what is
your political party?
Received 10.14.25Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith,Luke Viscusi.
Created: 2023-10-29 15:26:21 [EST]
(Supp. No. 64, 8-23)
Page 1 of 3
17.40.040 Mason County historic preservation commission.
(a) Creation and Size. There is hereby established a Mason County historic preservation commission,
consisting of seven members, as provided in subsection (b)(3) below. Members of the Mason
County historic preservation commission shall be appointed by the Mason County board of
commissioners and shall be residents of Mason County except as provided in subsection
17.40.040(b)(2) below.
(b) Composition of the Commission.
(1) All members of the commission must have a demonstrated interest and competence in
historic preservation and possess qualities of impartiality and broad judgment.
(2) The commission should include at least two professionals who have experience in identifying,
evaluating, and protecting historic resources and are selected from among the disciplines of
architecture, history, architectural history, planning, prehistoric and historic archaeology,
folklore, cultural anthropology, curation, conservation, and landscape architecture or related
disciplines; and one member who is a duly authorized representative of a local Indian Tribe.
The commission action that would otherwise be valid shall not be rendered invalid by the
temporary vacancy of one or all of the professional positions, unless the commission action is
related to meeting certified local government (CLG) responsibilities cited in the certification
agreement between the Mason County board of commissioners and the State Historic
Preservation Officer on behalf of the state. Exception to the residency requirement of up to
two commission members may be granted by the Mason County board of commissioners in
order to obtain representatives from these disciplines.
(3) In making appointments, the Mason County commissioners may consider names submitted
from any source, but the Mason County board of commissioners shall notify history and
Mason County development related organizations of vacancies so that names of interested
and qualified individuals may be submitted by such organizations for consideration along with
names from any other source.
(c) Terms. The original appointment of seven members to the commission shall be as follows: three
for two years, two for three years and two for four years. Thereafter, appointments shall be made
for a three year term. Vacancies shall be filled by the Mason County board of commissioners for
the unexpired term in the same manner as the original appointment.
(d) Powers and Duties. The major responsibility of the historic preservation commission is to identify
and actively encourage the conservation of the Mason County's historic resources by initiating and
maintaining a register of historic places and reviewing proposed changes to register properties; to
raise community awareness of the Mason County's history and historic resources; and to serve as
Mason County's primary resource in matters of history, historic planning, and preservation.
In carrying out these responsibilities, the historic preservation commission shall engage in the
following:
(1) Conduct and maintain a comprehensive inventory of historic resources within the boundaries
of the Mason County and known as the Mason County historic inventory, and publicize and
periodically update inventory results. Properties listed on the inventory shall be recorded on
Created: 2023-10-29 15:26:21 [EST]
(Supp. No. 64, 8-23)
Page 2 of 3
official zoning records with an "HI" (for historic inventory designation). This designation shall
not change or modify the underlying zone classification.
(2) Initiate and maintain the Mason County register of historic places. This official register shall
be compiled of buildings, structures, sites, objects, and districts identified by the commission
as having historic significance worthy of recognition and protection by Mason County and
encouragement of efforts by owners to maintain, rehabilitate, and preserve properties.
(3) Review nominations to the Mason County register of historic places according to criteria in
Section 17.40.050(b) of this ordinance and adopt standards in its rules to be used to guide
this review.
(4) Review proposals to construct, change, alter, modify, remodel, move, demolish, or
significantly affect properties or districts on the register as provided in Section 17.40.060; and
adopt standards in its rules to be used to guide this review and the issuance of a certificate of
appropriateness or waiver.
(5) Provide for the review either by the commission or its staff of all applications for approvals,
permits, environmental assessments or impact statements, and other similar documents
pertaining to identified historic resources or adjacent properties.
(6) Conduct all commission meetings in compliance with Chapter 42.30 RCW, Open Public
Meetings Act, to provide for adequate public participation and adopt standards in its rules to
guide this action.
(7) Participate in, promote and conduct public information, educational and interpretive
programs pertaining to historic and prehistoric resources.
(8) Establish liaison support, communication and cooperation with federal, state, and other local
government entities which will further historic preservation objectives, including public
education, within the Mason County area.
(9) Review and comment to the Mason County board of commissioners on land use, housing and
redevelopment, municipal improvement and other types of planning and programs
undertaken by any agency of Mason County, other neighboring communities, Mason County,
Native American Tribes, state or federal governments, as they relate to historic resources of
Mason County.
(10) Advise the Mason County commissioners generally on matters of Mason County history and
historic preservation.
(11) Perform other related functions assigned to the commission by the Mason County board of
commissioners.
(12) Provide information to the public on methods of maintaining and rehabilitating historic
properties. This may take the form of pamphlets, newsletters, workshops, or similar activities.
(13) Officially recognize excellence in the rehabilitation of historic buildings, structures, sites and
districts, and new construction in historic areas; and encourage appropriate measures for
such recognition.
Created: 2023-10-29 15:26:21 [EST]
(Supp. No. 64, 8-23)
Page 3 of 3
(14) Be informed about and provide information to the public and Mason County departments on
incentives for preservation of historic resources including legislation, regulations and codes
which encourage the use and adaptive reuse of historic properties.
(15) Review nominations to the State and National Registers of Historic Places.
(16) Investigate and report to the Mason County board of commissioners on the use of various
federal, state, local or private funding sources available to promote historic resource
preservation in Mason County.
(17) Serve as the local review board for special valuation and:
(A) Make determination concerning the eligibility of historic properties for special valuation;
(B) Verify that the improvements are consistent with the Washington State Advisory
Council's Standards for Rehabilitation and Maintenance:
(C) Enter into agreements with property owners for the duration of the special valuation
period as required under WAC 254-20-070(2);
(D) Approve or deny applications for special valuation;
(E) Monitor the property for continued compliance with the agreement and statutory
eligibility requirements during the ten year special valuation period;
(F) Adopt bylaws and/or administrative rules and comply with all other local review board
responsibilities identified in Chapter 84.26 RCW;
(G) Work in conjunction with local Indian Tribes and the Tribal Historic Preservation Office
(THPO) in determining the eligibility of properties for special valuation on those sites
within the exterior boundaries of local Indian Reservations.
(18) The commission shall adopt rules of procedure to address items (3), (4), (6) and (17) inclusive.
(e) Compensation. All members shall serve without compensation.
(f) Rules and Officers. The commission shall establish and adopt its own rules of procedure, and shall
select from among its membership a chairperson and such other officers as may be necessary to
conduct the commission's business.
(g) Commission Staff. Commission and professional staff assistance shall be provided by the Mason
County community development department with additional assistance and information to be
provided by other parks and public works departments as may be necessary to aid the commission
in carrying out its duties and responsibilities under this chapter.
(Ord. 79-05, Attach. A (part), 2005).
Briefing
November 3, 2025
Briefing Items
→ Overnight Emergency Shelter Request for Proposals – Melissa Casey
→ Local Homeless Housing Plan (2025-2030) – Melissa Casey
→ Solid Waste Code Enforcement Update – Ian Tracy
Discussion Items
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Melissa Casey Ext: 404
Department: Public Health Briefing: ☒
Action Agenda: ☐
Public Hearing: ☐
Special Meeting: ☐
Briefing Date(s): 6/9/25, 7/28/25, 9/22/25, 10/13/25,
11/3/25 Agenda Date(s): Click or tap here to enter text.
Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other
(Please ensure proper internal review channels have been followed, this is the responsibility of the
requesting Department)
Item: Overnight Emergency Shelter Request for Proposals
Background/Executive Summary:
An RFP was released on October 14th for the operation of a cold-weather night-by-night emergency
shelter. One application was received. The Housing & Behavioral Health Advisory Board reviewed the
application and recommends that Mason County accept the proposal to fund SHELTERWORKS in the
amount of $154,025 to provide a low-barrier overnight shelter to single adults without children, including
a daily meal, for the period December 1st, 2025, through March 31st, 2026.
Building rent $1,200
Executive Director $1,000
Staff – 4 shelter aids and custodian $18,963.65
Utilities $3,390.87
Insurance $1,645.00
Fire and Security monitoring $56.63
Accounting $1,200.00
Office Supplies $200.00
Meals (food and supplies) $10,850.00
Total Monthly Expenses $38,506.15
The provider will utilize other private and public funding sources to support the project. The total
monthly expenses for the period of performance (4 months) exceed the amount in the RFP by $4,280; the
advisory board recommends that this amount be awarded to fully support the project, as this amount is
available in the remaining reserve.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
$154,025 from Department of Commerce Consolidated Homeless Grant Contract No: 26-46108-20
Public Outreach:
Followed the competitive bid process per Resolution No. 2025-015 to select the service provider;
Housing & Behavioral Health Advisory board scored the application and made funding recommendations
Requested Action:
Informational; approval to develop contract to be briefed and approved at a later date.
Attachment(s):
None
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Melissa Casey Ext: 404
Department: Public Health Briefing: ☒
Action Agenda: ☒
Public Hearing: ☐
Special Meeting: ☐
Briefing Date(s): 6/3/24, 10/14/24, 5/19/25, 11/3/25 Agenda Date(s): 11/25/25
Internal Review: ☐ Finance ☐ Human Resources ☒ Legal ☐ IT ☒ Risk ☐ Other
(This is the responsibility of the requesting Department)
Item: Local Homeless Housing Plan (2025-2030)
Background/Executive Summary:
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. Mason County contracted with View Community Advisors, who facilitated community
meetings, engaged stakeholders, and drafted the local plan to be submitted to Commerce in December
2025. The Department of Commerce requires the local government to hold a public hearing prior to the
adoption of the final local plan.
Budget Impact (amount, funding source, budget amendment, etc.):
N/A
Public Outreach:
N/A
Requested Action:
Approval to set a Public Hearing for Tuesday, December 9, 2025, at 9:15 a.m. to take public comment on
the draft Mason County Local Homeless Housing Plan
Attachment(s):
Draft Local Homeless Housing Plan 2025-2030
Draft Notice of Hearing
1
MASON COUNTY
LOCAL HOMELESS HOUSING PLAN
2025-2030
DRAFT: 10-27-2025
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’S HOUSING AND HOMELESSNESS LANDSCAPE
Mason County is navigating a complex housing and homelessness landscape shaped by
rapid population growth, limited rental inventory, and deep affordability challenges. With a
population of 68,389 projected to grow 23% over the next two decades1, the County
must scale its housing system to meet rising demand while addressing gaps that persist.
Key indicators reveal a system under strain:
• Only 21% of housing units are rentals, with vacancy rates near 1%.
• Over 26% of renters are severely rent-burdened2 compared with 24% statewide; in
the City of Shelton, the number of renters who are cost-burdened reaches 33%.
• Seasonal and vacant homes make up 24% of all units—more than all rental types
combined, as compared to Jefferson County 17%, Kitsap County 7%, Pierce County
5%, and Thurston County 5%, and a statewide average of 17%.
• Emergency shelter and permanent housing options fall short of need, especially for
young adults, unaccompanied youth, single adults, and rural residents.
RECENT PROGRESS AND STRATEGIC INVESTMENTS
Despite these challenges, Mason County has made targeted investments in Permanent
Supportive Housing for Veterans, youth homelessness programs through federal youth
funding, flexible housing for families, and a countywide Coordinated Entry system 3. These
efforts are complemented by expanded prevention services, including rental assistance
and eviction diversion, which have demonstrated cost-effective outcomes.
The County is nearing functional zero4 for Veteran’s homelessness and has demonstrated
cost-effective outcomes in homeless prevention and permanent supportive housing
(PSH)5. Prevention services cost less than half of post-homelessness interventions,
underscoring the value of upstream investment.
This Local Homeless Housing Plan (Local Plan) outlines a data-driven roadmap to close
system gaps, strengthen equity commitments, and align local efforts with state and federal
1U.S. Census Bureau, American Community Survey 2023 1-Year Estimates. https://censusreporter.org/profiles/05000US53045-mason-county-wa/ and
2025 Draft Mason County Housing Needs Assessment.
2 A household is considered rent burdened when it spends more than 30% of its income on housing costs, including rent and utilities. When housing costs
exceed 50% of income, the household is considered severely rent burdened
3 The Coordinated Entry System (CES) provides a centralized approach to connect the region’s homeless or precariously housed residents to housing and
services through an approved assessment tool
tool and program matching system
4 Functional zero means that a community can house more people experiencing homelessness than are becoming homeless within a gi ven month, ensuring
homelessness for that subpopulation is rare, brief, and non-recurring.
5 Permanent supportive housing provides long-term housing with intensive supportive services to persons with disabilities. These programs typically target
people with extensive experiences of homelessness and multiple vulnerabilities who would not be able to retain housing without significant support.
4
priorities. It calls for targeted expansion of shelter beds, rapid rehousing (RRH)6, and
permanent supportive housing capacity, alongside performance measures to track
progress and ensure accountability.
KEY MEASURES OF SYSTEM SUCCESS
The Performance Measures listed below will guide how Mason County evaluates progress
in its homeless response system over time. These indicators align with federal and state
priorities and inform competitive funding decisions.
System Performance Measures7 State Performance Measures
1. Reduce Overall Homelessness
2. Reduce Unsheltered Homelessness
3. Reduce Family Homelessness
4. End Veteran Homelessness
5. End Homelessness for Unaccompanied
Minors
1. Increase Exits to Permanent Housing
2. Reduce the Average Length of Time
Homeless
3. Reduce Returns to Homelessness
4. Improve Data Quality Across Programs
For purposes of these measures, “ending” homelessness for a subpopulation does not
mean that no one will ever experience homelessness again. Rather, it means that the
system has sufficient resources and coordination to ensure that when they do become
homeless, they can be sheltered and placed into permanent housing—typically within 30
days or less. Achieving this goal requires real-time, comprehensive data, robust prevention
and diversion strategies, and strong community collaboration across agencies and
providers.
The five core State objectives plus the local strategies and actions outlined in this 2025-
2030 Local Plan are designed to help Mason County reach these ambitious but essential
milestones.
6 Rapid Rehousing provides rental housing subsidies and tailored supportive services with the goal of helping people to transit ion to sustainably maintaining
that housing without support.
7 See Part III for additional information on specific local performance measures
5
2025-2030 LOCAL HOMELESS HOUSING PLAN OBJECTIVES
Promote an equitable, accountable and transparent homeless crisis
response system
Promote
Equity
Strengthen the homeless service provider workforceStrengthen
Workforce
Prevent episodes of homelessness whenever possiblePrevention
Prioritize those with the most significant barriers to housing stability and the
greatest risk of harmPrioritization
Seek to house everyone in a stable setting that meets their needsHousing
6
STRATEGIES FOR ACTION
Outlined below are summaries of strategic actions and outcomes for each objective.
Objective 1: Promote an Equitable, Accountable, and Transparent
Homeless Crisis Response System
An equitable, accountable, and transparent system earns public trust,
improves outcomes, and strengthens Mason County’s ability to
compete for state and federal funding
• Gather and maintain community energy to stay accountable to shared goals
• Center community voices—especially those from historically excluded groups and
individuals with lived or current experience—to advance equity and accountability
• Promote transparency and collaboration with the public by improving community
understanding of homelessness and housing instability
• Enhance accountability, transparency and equity, by improving accuracy, analysis,
and consistent dissemination of data
Objective 2: Strengthen the Homeless Service Provider Workforce
A supported workforce improves outcomes, reduces system costs, and
strengthens Mason County’s capacity to deliver effective services
• Add new community-building opportunities for local provider networks
• Coordinate training opportunities for homeless services staff communitywide
• Support overall sustainability for the homeless service provider workforce
7
Objective 3: Prevent Episodes of Homelessness Whenever Possible
Upstream investments can reduce trauma, lower system costs, and keep
individuals and families safely housed
• Expand financial assistance and case management for prevention and diversion
• Strengthening early identification protocols and referral pathways will help
identify at-risk households early
Objective 4: Prioritizing Assistance Based on the Greatest Barriers to
Housing Stability and Greatest Risk of Harm
Prioritizing those with the greatest barriers and greatest risk of harm can
saves lives, reduce disparities, improve outcomes, and reduce costs
• Conduct local Coordinated Entry Assessment to support alignment with the Local
Homeless Housing Plan and statewide priorities
• Expand availability of resources for individuals at imminent risk of harm
• Adopt standardized protocols for prevention and diversion assistance
• Pilot project to reduce emergency service use and system cycling by targeting high
utilizers with intensive support to reduce system costs over time
8
Objective 5: Seek to House Everyone in a Stable Setting That Meets Their
Needs
A responsive housing system that reflects diverse needs leads to better
placement outcomes and sustained housing stability
• Expand emergency shelter capacity for adults without children, young adults, and
unaccompanied minors
• Expand permanent housing capacity through builder incentives – streamline
permitting, reduce regulatory barriers and infrastructure investments.
• Pilot housing models, such as single-room occupancy units8 (SROs), scattered-site
PSH, roommate matching, tiny homes, and safe parking programs to expand housing
• Preserve and renovate existing units to reduce vacancy and maintain affordability
• Offer risk mitigation funds, signing bonuses, or guaranteed rent programs to
encourage private landlords to lease to voucher holders or high-barrier tenants
The Mason County Homeless Housing Plan outlines a comprehensive, multi-pronged
strategy to transform the local homeless response system. These actions are designed to
build public trust, improve outcomes, and ensure that investments are aligned with
community needs and evidence-based practices.
The plan emphasizes equity, transparency, and accountability across all levels — from
frontline service delivery to system-wide coordination. It calls for strengthening the
provider workforce, expanding housing and shelter options, and investing in upstream
prevention to reduce the trauma and cost of homelessness. Prioritization strategies ensure
that those facing the greatest barriers and risks receive timely, tailored support.
Together, these strategies aim to create a responsive, resilient system that can prevent
homelessness whenever possible, house people quickly and stably when it occurs, and
continuously improve through data, collaboration, and community engagement.
8 An SRO, or Single Room Occupancy, is an affordable housing option consisting of a single room for one person to live in, often with
shared bathrooms and kitchens rather than private ones. SROs are designed to be low-cost housing, especially in areas with high
housing costs.
9
SYSTEM GAPS OVERVIEW
The following Gaps Table summarizes current capacity, estimated need, and gaps
identified through system data, as well as system modeling and stakeholder input.
Intervention Type Current
Capacity
Estimated
Need
Gap Populations
Affected
Temporary Solutions to Homelessness
Emergency
Shelter (Singles)
0 80 beds 80 beds Single
residents,
unaccompanied
youth, rural
residents
-single adults 0 42 42
-young adults 0 35 35
-unaccompanied
minors
0 3 3
Safe Parking 0 20 20 spots
Total Temporary Solutions Needed: 100
Permanent Solutions to Homelessness
Rapid Rehousing 219
placements
325
placements
106
placements
Families,
transition-age
young, adults
Permanent
Supportive
Housing
Chronically
homeless,
disabled adults
-General 25 165 140 beds
-Veteran-Specific 30 30 0
Total Permanent Housing Spaces Needed: 246
Solutions to Housing Stability
Eviction
Prevention
Services
412 412 0 At-risk
households
Diversion, Flexible
Funds, One-time
Support
143
Households
650
persons/300
Households
157
Households
Total Need for Housing Stability: 157 Households
10
CONCLUSION
Mason County’s 2025–2030 Homeless Housing Plan presents a clear, data-driven
roadmap to address urgent housing gaps, strengthen system coordination, and promote
equity across all levels of service. With rising population pressures, limited rental
inventory, and high rates of housing instability, the County must act decisively to expand
shelter and permanent housing options, invest in upstream prevention, and support the
workforce that delivers these critical services.
Key takeaways include:
• Severe gaps in emergency shelter and permanent supportive housing —
especially for single adults, youth, and rural residents.
• Prevention and PSH programs are cost-effective and show strong outcomes but
require sustained investment.
• Equity, transparency, and workforce development are essential to system
success and public trust.
• Performance metrics and dashboards will guide accountability and funding
decisions.
Next Steps:
Mason County will move forward by aligning local strategies with state and federal
priorities, securing funding to close identified gaps, and engaging stakeholders across
sectors to build a resilient, responsive housing system. This plan is both a call to action
and a foundation for collaboration — ensuring that homelessness becomes rare, brief, and
non-recurring for all residents.
11
TABLE OF CONTENTS
ACKNOWLEDGEMENTS ...................................................................................................................... 2
EXECUTIVE SUMMARY ........................................................................................................................ 3
MASON COUNTY’S HOUSING AND HOMELESSNESS LANDSCAPE .......................................................................... 3
RECENT PROGRESS AND STRATEGIC INVESTMENTS ........................................................................................... 3
KEY MEASURES OF SYSTEM SUCCESS ............................................................................................................ 4
2025-2030 LOCAL HOMELESS HOUSING PLAN OBJECTIVES .............................................................................. 5
STRATEGIES FOR ACTION ............................................................................................................................ 6
SYSTEM GAPS OVERVIEW ........................................................................................................................... 9
CONCLUSION ....................................................................................................................................... 10
INTRODUCTION ............................................................................................................................... 13
BACKGROUND ....................................................................................................................................... 13
MASON COUNTY’S PLAN .......................................................................................................................... 13
METHODOLOGY – MASON COUNTY PLANNING PROCESS ................................................................................. 14
DATA SOURCES ..................................................................................................................................... 17
MASON COUNTY CONTEXT ............................................................................................................... 19
OVERVIEW ............................................................................................................................................ 19
HOUSING AND HOMELESSNESS IN MASON COUNTY ........................................................................................ 20
THE CITY OF SHELTON IN THE HOMELESS AND HOUSING LANDSCAPE .................................................................. 21
MASON COUNTY 2025-2030 ............................................................................................................... 23
LOCAL HOMELESS HOUSING PLAN ..................................................................................................... 23
VISION STATEMENT .......................................................................................................................... 24
MISSION STATEMENT ....................................................................................................................... 24
GUIDING PRINCIPLES....................................................................................................................... 24
FOLLOW A HOLISTIC, PERSON-CENTERED APPROACH ..................................................................................... 25
SUPPORT EQUITY AND INCLUSION .............................................................................................................. 25
TAKE INFORMED ACTION USING HIGH QUALITY DATA & BEST PRACTICES ............................................................. 27
PLAN PART 1: DATA AND ANALYSIS ..................................................................................................... 28
MASON COUNTY SYSTEM OF CARE OVERVIEW .................................................................................. 29
VOLUME OF NEEDS ................................................................................................................................. 29
SPECIAL POPULATIONS IN MASON COUNTY .................................................................................................. 30
ESTIMATES OF SERVICE CAPACITY VS. SERVICE NEEDS .................................................................... 34
SUMMARY OF SYSTEM GAPS IN SERVICES ..................................................................................................... 36
ESTIMATES OF PERMANENT AND EMERGENCY HOUSING NEEDS ....................................................... 37
ESTIMATES OF SERVICE LEVELS ........................................................................................................ 44
PART 1 SUMMARY ............................................................................................................................. 49
LOCAL PLAN PART 2: OBJECTIVES, STRATEGIES, ACTIONS, AND PERFORMANCE MEASURES .............. 50
OBJECTIVES, STRATEGIES AND ACTION STEPS .................................................................................. 51
2025-2030 LOCAL HOMELESS HOUSING PLAN OBJECTIVES ............................................................................ 51
REACHING OBJECTIVES THROUGH SUSTAINED ACTION .................................................................................... 52
TABLE ELEMENTS ................................................................................................................................... 52
12
OBJECTIVE 1: PROMOTE AN EQUITABLE, ACCOUNTABLE, AND TRANSPARENT HOMELESS CRISIS RESPONSE SYSTEM ........ 57
OBJECTIVE 2: STRENGTHEN THE HOMELESS SERVICE PROVIDER WORKFORCE ....................................................... 65
OBJECTIVE 3: PREVENT EPISODES OF HOMELESSNESS WHENEVER POSSIBLE ........................................................ 70
OBJECTIVE 4: PRIORITIZE ASSISTANCE BASED ON THE GREATEST BARRIERS TO HOUSING STABILITY AND GREATEST RISK OF
HARM ................................................................................................................................................. 74
OBJECTIVE 5: SEEK TO HOUSE EVERYONE IN A STABLE SETTING THAT MEETS THEIR NEEDS ....................................... 78
PLAN PART 3: THE WAY FORWARD .................................................................................................... 85
THE WAY FORWARD ......................................................................................................................... 86
NEXT STEPS FOR MASON COUNTY .............................................................................................................. 86
IMPLEMENTATION STRUCTURES ....................................................................................................... 87
LOCAL PLAN C OMMITTEE ....................................................................................................................... 87
PROVIDER COMMITTEE ........................................................................................................................... 88
REGULAR BRIEFINGS ............................................................................................................................... 90
APPENDICES ................................................................................................................................... 92
APPENDIX A: DOCUMENTATION OF THE PLANNING PROCESS ............................................................................. 93
APPENDIX B: COMPENSATION FOR PARTICIPATION IN THE PLANNING PROCESS ...................................................... 96
APPENDIX C: SUMMARY LIST OF ALL PARTICIPANTS IN THE PLANNING PROCESS [TO BE UPDATED AFTER PUBLIC COMMENT] 97
APPENDIX D: PRIORITIZATION CRITERIA OF HOMELESS HOUSING CAPITAL PROJECTS ............................................... 98
APPENDIX E: SURVEY OF FUND SOURCES FOR HOMELESS HOUSING ASSISTANCE PROGRAMS AND CAPITAL PROJECTS .. 102
APPENDIX F: SOURCES OF QUANTITATIVE DATA AND GLOSSARY ....................................................................... 104
13
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 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 develop a coordinated response to
homelessness that is informed by the lived experiences, insights, and priorities of those
living and working in Mason.
14
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
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 a 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.
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. A Homeless Housing Task Force (HHTF) was temporarily
assembled for a Summit and drafting input process to develop the Local Plan.
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 Commerce9.
Successful plan development requires acknowledging and leveraging existing programs,
resources, and services available to prevent and respond to homelessness. Mason County
resources include City and County staff working together across numerous departments,
as well as dedicated service provider staff working innovatively with limited resources. Key
system partners also participated and provided their insights and recommendations.
Finally, no plan could be truly responsive to homelessness without seeking the input of
those who have experienced or are experiencing homelessness. That is the only way to
learn about some of the system gaps, barriers to entry, biases or discriminatory practices
that may exist, needs that have not been identified and other input that may be shared. We
prioritize and ensure to talk with people who are at different stages of homeless
9 2025-2030 Local Homeless Housing Plan Guidance Research, Evaluations, and Reports:
https://docs.google.com/document/d/1FtmgE4yYZKwYX2bGqIKgs6LoTp3u--yRNZJnBegNPkw/edit?tab=t.0
15
experience, including having been permanently housed, living in shelter, and are currently
unhoused. All can share input about the homeless system of care.
To illustrate how these elements came together, the graphic below outlines the full
planning process. The process is still in progress at the time of this drafting and the
final stages will not be completed until December.
16
Planning Process Key Components
Plan Adoption
With input from the Shelton City Council and the Housing & Behavioral Health Advisory Board
the Local Plan [went] to the Mason County Board of Commissioners [for approval]
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/Interviews with Individuals with Recent or Current Lived Experience
Sessions held with individuals who were experiencing or had recently experienced homelessness
who provided insight into system navigation, barriers, opportunities for improvement, etc.
Three-Day Planning Summit
Led a 3-day summit with system partners—housing & service providers, government
agencies, advocates—to build trust, identify strategies/action steps, and shape priorities
Stakeholder Interviews
Conducted interviews with County/City staff from relevant departments, housing and service
providers, & key partners, to gather insight on system strengths, challenges, emerging needs,
and later in the process to receive feedback on the draft plan
Federal, State, and Local Data Analysis
Quantitative and qualitative data were analyzed to understand trends in homelessness, housing
availability, system performance, and to identify gaps and opportunities for targeted interventions
Local and Best Practice Document Review
Materials included previous local plans, relevant local initiatives, best practice guidance
17
DATA SOURCES
The planning process was grounded in a robust set of data sources that informed every
stage of analysis and strategy development to ensure the Local Plan reflects both local
realities and best practices.
Understanding homelessness requires both quantitative data and qualitative insight.
Because homelessness is dynamic and often underreported, no single dataset can fully
capture its scope. Mason County’s planning team used multiple sources to build a
comprehensive picture of local needs, system performance, and service gaps.
These sources reflect federal and state standards and were selected for their relevance,
reliability, and alignment with best practices. Where possible, quantitative data was
supplemented with community input, stakeholder interviews, and lived experience
perspectives to ensure the plan reflects real-world conditions.
Key Data Sources Used in Planning Process:
DATA SOURCE DEFINITION
Homeless Management
Information System (HMIS)
Tracks service utilization, housing
placements, and client demographics
across programs.
Point-in-Time (PIT) Count Annual count of sheltered and unsheltered
individuals experiencing homelessness on a
single night in January.
Housing Inventory Count (HIC) Annual inventory of shelter and housing
units dedicated to people experiencing
homelessness.
System Performance Measures
(SPMs)
HUD-defined metrics that assess system
effectiveness, including length of time
homeless, exits to permanent housing, and
returns to homelessness.
Coordinated Entry System (CES)
and By-Name List (BNL)
Real-time data on individuals actively
seeking housing, used to prioritize and
match services.
Annual County Expenditure
Report (“Golden Report”)
Combines financial and programmatic data
to assess cost-effectiveness and funding
distribution.
U.S. Census Bureau and
American Community Survey
(ACS)
Provides demographic, income, housing,
and poverty data to contextualize local
trends.
18
While the data sources used provide valuable insights, it’s important to acknowledge their
limitations and the equity considerations that shaped the planning process.
Limitations in Homelessness Data Equity-Driven Planning Responses
Undercounting
PIT and HMIS may miss individuals in
informal or hidden homelessness (e.g.,
couch surfing, vehicle dwellers).
Lived Experience Engagement
Input from individuals at all stages of
homelessness shaped the plan’s priorities
and strategies.
Timeliness and Accuracy
ACS and Census data lag behind real-time
conditions, making it difficult to capture
emerging trends. HMIS data is self-
reported.
Use Local and State Data
Improve accuracy of local data and
leverage availability of state dashboards.
Increase incentives and accountability for
data accuracy.
Data Gaps
Not all providers participate in HMIS.
Populations such as domestic violence
survivors, undocumented individuals, and
rural residents may be underrepresented.
Qualitative Feedback
Interviews, listening sessions, and open
comment periods added depth beyond
quantitative data, including new partners.
Bias Risks
Systemic bias can affect prioritization,
access, and outcomes—especially for
BIPOC, LGBTQ+, and other marginalized
groups.
Transparency & Accountability
Equity dashboards and performance
metrics will track disparities and guide
continuous improvement.
Each source has limitations—whether due to timing, methodology, or data entry
inconsistencies. For example, client data in HMIS data is self-reported and entered by
agencies – both steps are opportunities for accuracy and validation issues. However, the
data available must be used to develop equity-driven planning responses to build a strong
foundation for strategic planning. Additional detail on data definitions and limitations is
available in Appendix F.
19
MASON COUNTY CONTEXT
OVERVIEW
Mason County, Washington, is located at the southeastern edge of the Olympic Peninsula
in the Pacific Northwest. The county seat and only incorporated city is Shelton.
The shoreline and inlets of Mason County support shellfish and aquaculture activities
along Hood Canal, which has long served as a regional economic and cultural resource, in
addition to offering abundant outdoor recreation. The local economy is anchored by
timber, aquaculture, tourism, services, and manufacturing. In 2023, Mason County’s gross
domestic product (GDP) across all industries was approximately $2.3 billion.10
As of July 2025, the county’s unemployment rate was 5.2% (not seasonally adjusted), and
the average commute time to work was 36.4 minutes, indicating substantial out-
commuting.11 12 For example, residents commute to jobs out of the southeastern area of
Mason, where connections exist with neighboring cities such as Olympia and Seattle.
Many properties are used as second homes, vacation rentals, or remain vacant accounting
for roughly 24% of the local housing inventory.13 The housing stock is dominated by single-
family and mobile homes, with limited multi-family rental options. Seasonal and vacant
homes make up nearly one-quarter of all units, further constraining the availability for
low-income renters.
According to the 2023 American Community Survey, Mason County’s population was
68,389.14 The median age is 43.9 years, and the land area spans approximately 960 square
miles, with a population density of about 71 people per square mile.15
Veterans represent approximately 10.3% of Mason County’s population—higher than the
statewide average of 7.1%. In contrast, foreign-born residents comprise just 6.8%, well
below Washington’s 15.5%, suggesting lower linguistic diversity but potential gaps in
cultural representation.16 17
Other notable subpopulations include:
• Children under 18: ~20% of the population18
10 U.S. Bureau of Economic Analysis, Gross Domestic Product: All Industries in Mason County, WA, 2023. https://fred.stlouisfed.org/series/GDPALL53045
11 Washington Employment Security Department, Mason County Profile, July 2025. https://esd.wa.gov/jobs-and-training/labor-market-information/reports-
and-research/labor-market-county-profiles/mason-county-profile
12 U.S. Census Bureau, American Community Survey 2019–2023 5-Year Estimates, Mean Commuting
Time. https://fred.stlouisfed.org/series/B080ACS053045
13 BestNeighborhood.org, Mason County Housing Data, 2023. https://bestneighborhood.org/housing-data-in-mason-county-wa/
14 U.S. Census Bureau, American Community Survey 2023 1-Year Estimates. https://censusreporter.org/profiles/05000US53045-mason-county-wa/
15 Ibid
16 Ibid
17 Data USA, Mason County, WA Profile, 2023. https://datausa.io/profile/geo/mason-county-wa
18 U.S. Census Bureau, American Community Survey 2023 1-Year Estimates. https://censusreporter.org/profiles/05000US53045-mason-county-wa/
20
• Seniors aged 65 and older: ~22%19
• People with disabilities: ~15% of residents report having a disability20
• Households with female heads and no spouse present: ~10%21
These demographics shape service needs, outreach strategies, and equity priorities across
housing, health, and economic development efforts.
HOUSING AND HOMELESSNESS IN MASON COUNTY
The median household income in Mason County is approximately $74,508, with per capita
income around $37,567 and a poverty rate of 11.3%. Within the City of Shelton, the poverty
rate is 23.3%.22
Most homes in Mason County are owner-occupied, and purchase prices have risen by 8–
10% in recent years, with the median home value reaching $432,400.23
Rental units comprise just 21% of the available housing stock, and vacancy rates remain
low.24 In 2024, the U.S. Department of Housing and Urban Development (HUD) set the Fair
Market Rent (FMR) for a one-bedroom unit in Mason County at $1,040, which would
require an annual income of $37,440 to be considered affordable.25 Fair Market Rent refers
to the estimated cost of renting a privately owned, standard-quality unit in a given area,
and is used to determine eligibility and subsidy levels for housing assistance programs.
According to the Bremerton Housing Authority, the FMR for surrounding counties is higher
and so it is easier to place vouchers in those counties where the FMR aligns better with
rental prices. There was an attempt to increase the FMR for Mason County; however, no
funding was approved to pursue it all the way. A successful collaborative push to increase
the FMR by local providers and partners, the County, the City, and the Bremerton Public
Housing Authority would support the expansion of housing subsidies in Mason County.
This figure aligns closely with the county’s per capita income, though the supply of units at
this rent level is limited. Most properties are family homes, with few one-bedroom options
and generally low market turnover.
A household is considered rent burdened when it spends more than 30% of its income on
housing costs, including rent and utilities. When housing costs exceed 50% of income, the
19 Ibid
20 Ibid
21 Ibid
22 Ibid
23 Ibid
24 Ibid
25 HUD Fair Market Rent Documentation System, FY 2024. https://www.rentdata.org/mason-county-wa/2024
21
household is considered severely rent burdened. In Mason County, over one-quarter
(26%) of renters fall into this category, with even higher rates in Shelton.
Homelessness is present in Mason County, as in other parts of the country. In past years,
Point in Time Count data has counted between 300 and 400 individuals experiencing
homelessness.26 Using HMIS records of 2024 Coordinated Entry enrollments, we may
estimate that over the course of a year, approximately 1,200 people are experiencing
homelessness.
Unsheltered homelessness is increasingly visible, particularly in Shelton, where there is
vehicular homelessness and overflow from recently closing the only shelter in the County
that served individuals who are not fleeing domestic violence.
THE CITY OF SHELTON IN THE HOMELESS AND HOUSING LANDSCAPE
Shelton is the only incorporated city in Mason County and plays a central role in the
region’s housing and homelessness system. With concentrated service infrastructure and
a disproportionate share of housing need, Shelton faces distinct pressures that warrant
tailored strategies and investment.
Key Housing Indicators
• 33% of renters in Shelton are severely cost-burdened, compared to 26%
countywide and 24% statewide.27
• Home values rose 46% from $274,000 in 2020 to $399,000 in 2024.28
• Shelton accounts for 74% of projected housing need over the next 20 years.
• 23.3% of City of Shelton residents are experiencing poverty,29 which is more than
double the rate of 11.3% in Mason County overall.
System Dynamics
• Shelton hosts all emergency shelter providers, including young adults-specific
programs. Residents in outlying areas face geographic and transportation barriers
that limit access to shelter, outreach, and housing navigation.
• Shelton is the primary hub for Coordinated Entry, outreach, and housing navigation.
Unsheltered homelessness is increasingly visible, including vehicle encampments
and overflow from young adult programs.
26 Washington State Department of Commerce, 2025 Point-in-Time Count Results. https://www.commerce.wa.gov/homelessness-response/planning-and-
reporting/pit-count/
27 U.S. Census Bureau, American Community Survey 2023 1-Year Estimates via [Census Reporter – Mason County, WA]
(https://censusreporter.org/profiles/05000US53045-mason-county-wa/)
28 2025 Draft Mason County Housing Needs Assessment
29 Mason County poverty rate: [Census Reporter – Mason County, WA] (https://censusreporter.org/profiles/05000US53045-mason-
county-wa/)
22
Strategic Implications
Given these dynamics, the Local Plan includes the following recommendations:
• Shelton-specific housing strategies, such as safe parking programs and shelter
expansion to include single adults and unaccompanied minors.
• Infrastructure investment to support new affordable housing development.
• Align Shelton’s housing strategies with countywide funding priorities and regional
planning efforts to maximize impact and leverage resources.
Shelton’s unique role and challenges make it a strategic priority for implementation.
Targeted investments here can drive measurable improvements in housing stability,
equity, and system performance countywide.
23
MASON COUNTY 2025-2030
LOCAL HOMELESS HOUSING PLAN
24
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
where the planning participants want the homeless and housing system to be by 2030. The
Local Plan helps map out how they hope to get there.
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 met
GUIDING PRINCIPLES
The nine 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
25
towards the goal of a future where homelessness is rare, brief, and nonrecurring, and every
person has a place to call home.
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.
Make Basic Needs Accessible to All
A just system ensures that all households have access to basic needs—i.e., 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.
Promote Long-Term Stability
Long-term stability is the 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.
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
“I had to walk home from the hospital [with my child] in the snow because it was after-
hours and busses weren't running.” – local resident
“I sometimes feel like government sets us up to fail.” -local resident
26
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 Past 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.
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
Transparency builds trust among partners, the broader public, and the clients being
served. 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.
“How could we formalize collaboration more so that the system is not vulnerable to…
[informal shifts]” – community partner
“[The community focus should be] recentering people we are serving and less about
individual perspectives or agendas.” -community partner
“There is not enough oversight or accountability in Mason. Providers and Funders seem to be
on opposite teams.” -community partner
27
TAKE INFORMED ACTION USING HIGH QUALITY DATA & BEST PRACTICES
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.
28
Plan Part 1: Data and Analysis
29
MASON COUNTY SYSTEM OF CARE OVERVIEW
The Mason County ‘System of Care’ is made up of all the housing and service providers and
partners that are serving Mason households that are experiencing homelessness and
housing instability. Most of the Shelton providers do offer services to those living outside
Shelton city limits, and some offer services outside Mason County. In general, the local
system is well connected, with HMIS participation by housing programs at about 85%.
Most providers are also participating in the Coordinated Entry System (CES). CES
assessments are conducted at both in-person assessment centers and over the phone.
VOLUME OF NEEDS
Over the course of 2024, the number of people enrolling in the Mason County coordinated
entry system was 1290 people. That year, 446 people were able to receive a service that
included housing support such as RRH, PSH, or other Permanent Housing (PH).
Point in Time Count data is used to estimate how many people were experiencing
homelessness on a single night in January. From 2019 to 2025, the Mason County PIT
Count has averaged between 300-400 individuals each year. In the 2025 count, 29% of
those counted were sheltered. However, later 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 for families and those fleeing domestic
violence. Without new intervention, Mason can expect to see an increase in the number of
unsheltered households after the close of the emergency shelter.
Received a
Housing Service
such as PH,
PSH, RRH, 446,
35%
Other, 845,
65%
Coordinated Entry Enrollment
Results, 2024
Sheltered,
124, 29%
Unsheltered,
311, 71%
PIT Count, 2025
30
SPECIAL POPULATIONS IN MASON COUNTY30
Recently, the Mason 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 Youth Homeless Demonstration Program
(YHDP) funds, federal funding dedicated for youth housing and services. The local young
adult’s provider intends to add young adult-dedicated shelter beds to their Youth-
Transitional Housing (TH) and day center programming. They also currently operate a
Young-adults Coordinated Entry System, and youth outreach program. The largest housing
provider in the County serves families, offering TH and Rapid Rehousing in flexible units
designed to add or subtract bedrooms and accommodate larger or smaller household
sizes within the same facility.
Looking closely at the data from both the Coordinated Entry Enrollments and the Street
Outreach enrollments, we can estimate the proportion of special populations within
Mason County. The summary below highlights information about each of the populations
of interest within Mason.
Adults
Adults are defined as households composed of single
individuals aged 18-24 or couples over the age of 18
without children.
• In the past, this population has not had any specific
prioritization or intervention. In 2025, the only shelter
for adults without children closed.
In 2024,
353 Adults
without children were
enrolled in CES
Families
Families are defined as households with one or two
adults where both adults aged over 18 and minor
children aged under 18.
• Currently there are programs for Family Emergency
Shelter and families from this shelter are often fast-
tracked for TH and RRH projects.
In 2024,
72% of enrollments
in CES were Families.
30 This section uses data from the 2024 Washington State Annual Expenditure Report “the Golden Report”
“I wish there were more resources for while I was alone –
it made me want to give up.” -local resident
31
Young Adults
Young Adults are defined as households
whose Head of Household is aged 18-24.
These populations may or may not include
dependents.
• Recent investments have been made
targeting Young Adults through YHDP
funds. These include Youth
Coordinated Entry and Youth Street
Outreach efforts. A new Young Adults
Transitional Housing project is planned
for the near future.
In 2024, 45% of those served in
street outreach projects were
Young Adults.
Unaccompanied Minors
Unaccompanied minors are defined as
households composed only of children
aged less than 18. These may be single
children or multiple children in a child-only
household.
• In speaking with local providers, a lack
of shelter options for unaccompanied
minors was highlighted as a key need.
In 2024, 10 unaccompanied
minors were enrolled in Street
Outreach projects.
Veterans
Veterans are defined as households where
one or more of the adults has at any time
served in the Armed Forces of the United
States.
The Veterans Village project
which opened in 2024 added 30
PSH beds dedicated to
veterans. This has resulted in
Mason County reaching a
functional zero state for
Veterans.
Survivors of Domestic
Violence (DV)
This category includes intimate partner
violence, sexual assault (SA), and
human trafficking. DV/SA providers
have a different set of federal and state
laws that they must comply with to
protect the safety, security, and privacy
of their clients. These include keeping
data private, locations secure and
clients confidential.
“It is hard to stay safe in a
county this small. Everyone in
the programs has to stay silent
no matter who they know, or the
program can’t work”
32
Special Populations – Homeless Response System Data Tables31
In the tables below, key statistics about the highlighted special populations are
summarized from two lenses – those who are contacted through Street Outreach teams
working with those unsheltered, and those connecting to Coordinated Entry.
Notable trends in the data show:
• More families enroll in CES (72%) compared to street outreach (40%)
o This may be because street outreach teams are not finding families as often
as families are finding CE.
• More young adult households enroll in street outreach (45%) compared to CES (6%)
o This could be a result of more young adults-dedicated street outreach
activities happening, and/or because there are fewer young adults making it
to Coordinated Entry enrollment. The discrepancy may also be a result of
issues with data entry in the street outreach projects and should be
explored.
• A non-zero number of unaccompanied minors are seen in both SO and CES
• Veteran household services are operating at or close-to functional zero.
o In 2024, 40 veteran households were enrolled in CE, and 32 entered PSH. 5
others entered RRH. The Veterans Village had open units and were able to
take referrals.
• Emergency Shelter enrollment numbers for individuals (1,631) vs. the bed count
(141) would indicate a high turnover rate in the shelter beds. However, this does not
match the observed experience of local providers.
o There may be a discrepancy in the way the data is being reported or a
duplication issue.32
• A count of the number of unsheltered persons living in vehicles is not currently
available. Anecdotally, providers and partners report observing individuals who are
unsheltered living in cars parked in the lots or street parking in downtown Shelton.
Mason County may be well suited to a safe parking model.
31 Ibid
32 This section uses data from the 2024 Washington State Annual Expenditure Report “the Golden Report”
33
Coordinated Entry (CES) - Enrollments among Special Populations, 2024 data
Population of Interest
Count of population CE
Enrollment vs. Overall
CE Enrollment
%
Adults (individuals in households without minor children) 353/1,291 27%
Families (in households with minor children) 935/1,291 72%
Individuals in Young Adult-Headed Households
Of these, those in Young-adult households without minor
children
Of these, those in Young-adult households with minor
children
76/1,291
45/76
31/76
6%
59%
41%
Individuals who are Unaccompanied Minors
(in Households with only children aged under 18) 3/1,291 0.2%
Veteran Households 40/580 6.8%
Street Outreach (SO) - Enrollments among Special Populations, 2024 data
Population of Interest Count of population SO
Enrollment vs. Overall
SO Enrollment
%
Individuals who are in Adult Households
(households without children, includes both singles and
couples over age 18)
Of these, Young Adults aged 18-24 without children
262/455
160/262
58%
61%
Individuals who are in Families
(Households with adults and children)
Of these, Young Adults aged 18-24 with children under 18
183/455
48/183
40%
26%
Individuals in Young Adult-headed Households
Of these, those in Young-Adult households without minor
children
Of these, those in Young-Adult households with minor
children
208/455
160/208
48/208
45%
77%
23%
Individuals who are Unaccompanied Minors
(in Households with only children aged under 18) 10/455 2%
Veteran Households 24/306 7.8%
34
ESTIMATES OF SERVICE CAPACITY VS. SERVICE
NEEDS
In the following pages are a summary of the current types of services offered in Mason,
their service capacity, and the estimated need for types of services in the Mason homeless
population. Estimates of need were made based on multiple assumptions:
Housing Instability/Homelessness Prevention
needed may be estimated based on the share of
renters experiencing cost-burden and local rates of
eviction. Severe rent-burden impacts 26% of
renters in Mason County (69,63233 x 26% = 18,104
persons impacted). Since July 2022, local providers
have served 240 households with eviction
prevention services. In 2024 this was 412 persons.34
Emergency Shelter and Transitional Housing needed may be restated as how many
more individuals need to come indoors? Using the number of people engaged by Street
Outreach teams throughout the year (455 unsheltered people in 2024) and the typical
PIT count numbers (435 individuals in the 2025 PIT, 278 sheltered and unsheltered
households) we may guesstimate an additional 400 people need
emergency/transitional housing support. Assuming a turnover rate of 6-month
intervals, this would require approximately 200 beds. The more efficiently the system
moves individuals into permanent solutions, the fewer temporary beds will be needed.
At a turnover rate of 3-month intervals, the need reduces to 100 beds.
33 Population of Mason County in 2024 US Census Bureau data
34 This section uses data from the 2024 Washington State Annual Expenditure Report “the Golden Report”
As many as 18,000 people in
Mason County could need
prevention assistance.
35
Unsheltered Supports Flowchart
o Assuming 100 additional beds of Emergency Shelter needed, the need
could be met by:
▪ 35% of those met by Street Outreach were youth households aged 18-
24 with no children (35 beds needed)
▪ 10 unaccompanied minors were engaged with Street Outreach in
2025, 10/4=2.5 rounds up to 3 beds needed for this population. (3
beds)
▪ 20% might be served in a new Safe Parking model program (20 safe
parking spaces needed)
▪ The remainder of the beds could be allocated to general emergency
shelter. (42)
Housing and Diversion programs needed may be estimated as similar to the number
of people enrolled in Coordinated Entry throughout the year (1,290 rounded up to
1,300). In an ideal situation, all persons enrolled in CES would receive some type of
intervention. The CES number can then be divided into an estimated need profile of
intervention types:
Housing Supports Flowchart
Unsheltered
(100 more
persons)
Emergency
Shelter (80%)
47% General
Population Shelter
35% Youth Shelter
3%
Unaccompanied
Minors
Safe Parking (20%)
Lost contact (10%)
CES Enrollment
(1,300)
Diversion (50%)
Rapid Rehousing
(25%)
Permanent
Supportive
Housing (15%)
36
o Of the 1,300 individuals, the idealized results from CE could have been:
▪ 90% Receive a service of some type such as:
• 50% Diversion, One-Time Housing Assistance (Move-in
Support) (650 persons, 300 households)
• 25% Short-Term Housing Assistance such as Rapid Rehousing
(RRH) (325)
• 15% Long-Term Housing Assistance such as Permanent
Supportive Housing, Voucher supports, or other PH (195)
• 10% Lose Contact (reduced from the current rate ~50%) (130)
SUMMARY OF SYSTEM GAPS IN SERVICES
Interpreting the local context, and reading the table below, we have highlighted the gaps in
service needs for Mason County. Each gap is a project type to consider for action steps
such as increased investment or supportive policy changes.
Detailed Services Offered vs Estimated
Need35
Total Service
Available in
Mason County
(beds/persons)
Estimate of
Need for this
Service Type
(beds/persons)
Total Current Gap
in Services
Temporary Solutions to Homelessness 307 407 100
Emergency Shelter - singles
Of these, beds for young adults 18-24
Of these, beds for unaccompanied minors
0
0
0
42
35
3
80
Emergency Shelter – families with children 179 179 0
Emergency Shelter – DV 71 71 0
Transitional Housing - single adults 12 12 0
Transitional Housing - families 45 45 0
Safe Parking 0 20 20
Permanent Solutions to Homelessness 274 550 276
Rapid Re-Housing 219 325 106
Permanent Supportive Housing
Of these, units for Veterans
55
30
195
30 170
Solutions to Housing Instability 412 1,062 650
Eviction Prevention 412 412 0
Diversion/Flex Funds/One-Time Support
143
households36 300 HH (650
persons) 157 households
35 This section uses data from the 2024 Washington State Annual Expenditure Report “the Golden Report”
36 Determined by exits from CES to PH destinations FY24
37
ESTIMATES OF PERMANENT AND EMERGENCY
HOUSING NEEDS
There is a shortage of affordable housing in Mason County, primarily for renters and low-
income households. These shortages contribute directly to the number of people
experiencing homelessness. Nationally, areas with higher rents strongly correlate to larger
numbers of people experiencing housing instability and homelessness as observed in Point
in Time Count data.37
In 2022, 26% of renters in Mason County were ‘severely rent burdened’, spending more
than 50% of their income on rent.38 Within the City of Shelton, the rate of severely rent
burdened households rises to 33%. These numbers are somewhat higher than the
statewide rate for Washington, 22%. 39
Of the existing housing stock, 21% of all units are used as rental properties. More units in
Mason County are used as vacant or seasonal/vacation homes than units for rent. 40
37 https://homelessnesshousingproblem.com/
38 Rent burdened is defined as a household spending more than 30% of its income on rent. Severely rent
burdened households spend 50% or more of their income on rent.
39 2025 Draft Housing Needs Assessment Study
40 Ibid
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%
38
Existing Housing 41
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, 55%, of units are owner-occupied, single-family or mobile homes. 21% of
housing in Mason County is used for rental property. Turnover in the rental market is low,
with vacancy rates estimated at 1%.
Nearly 1 in 4 homes, 24%, of the entire housing inventory is used as a seasonal or vacant
property, totaling 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.
41 This section uses data from the Mason County Housing Needs Assessment Draft Report July 2024
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
39
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.
Housing Costs on the Rise:
Since 2020, Shelton and other neighboring cities have seen home values rise signiflcantly.
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%
40
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 Belfair.
WITHIN THE NEXT 20 YEARS, MASON COUNTY SHOULD AIM TO ADD APPROXIMATELY
MORE THAN 7,000 NEW HOUSING UNITS.
20-year additional Housing Needs projected for Mason County
Housing Type Shelton+UGA Allyn,
Belfair
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 the minimum need projected for
new units within 18 years. However, that simple math does not consider the types of units
being built. 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, in
the 0-80% of AMI range.
41
20-year projections of housing needs from HAPT, high and low prediction for
population increase (2045):
High estimate
Low estimate
HAPT Estimates Converted to 5-year projection of housing needs (2030):
42
Within the next 5 years, Mason County should aim to add approximately 1,911 new housing
units. Of these, 74%, or 1,418 should be in the City of Shelton and the Urban Growth Areas.
42%, or 803 units should be of the multi-family type.
WITHIN THE NEXT 5 YEARS, MASON COUNTY SHOULD AIM TO ADD APPROXIMATELY
1,911 NEW HOUSING UNITS.
5-year additional Housing Needs projected for Mason County
Housing Type Shelton+UGA Allyn,
Belfair
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 also be needed
In addition to the new construction needs, existing units in Mason County will also need to
be maintained. Affordable units should remain affordable, units must remain in habitable
repair, etc. Currently, there are concerns with poor maintenance on properties within the
County, both residential and commercial. In addition, the mobile homes relied upon to
provide housing (6,700 units) have a typical life expectancy of 30-55 years. Many may need
refurbishment or replacement over the next 5-20 years.
43
Impact on the Mason County Housing and Homeless Services ‘System of
Care’
In the context of rising housing costs and stagnant wages nationally, Mason County can
expect homelessness and housing insecurity to continue unless there are signiflcant
investments in supports.
Estimate of Need: Permanent and Emergency Housing (HAPT)
5-Year
additional Need
20-Year
additional Need
Permanent Housing, for all households 1,911 7,645
Permanent Housing (non-PSH), for households making
0-30% of the Area Median Income (AMI)
335-153 1,340-610
Permanent Supportive Housing (PSH), for households
making 0-30% of the Area Median Income (AMI)
284-230 1,137-921
Emergency Housing/Shelter*, for households making 0-
30% of the Area Median Income (AMI)
31-9 125-34
*These calculations are based on 2020 capacity used in the HAPT tool, and do not account
for shelter closures and fiuctuations between 2020 and 2025. Most notably, the closing of
Community Lifeline in 2025, which was the only general shelter provider.
In collaboration with Local Homeless Housing providers, the Mason County Planning
Department, and the City of Shelton Planning department, we have determined the below
summary of housing targets:
5-Year additional Target
Permanent Housing (non-PSH), for households making 0-30%
of the Area Median Income (AMI)
106 RRH placements
Permanent Supportive Housing (PSH), for households making
0-30% of the Area Median Income (AMI)
170 General PSH
Emergency Housing/Shelter, for households making 0-30% of
the Area Median Income (AMI)
80 general beds
44
Limitations Named during Focus Groups as slowing down local housing
development
During focus group conversations with local providers, government officials, and other
partners, the planning team heard multiple reasons that limited the development of
affordable housing in Mason County. These barriers to development would need to be
addressed to increase production of new affordable housing and emergency housing in
Mason County.
• Lack of infrastructure – water, sewer, road, sidewalk/access
• Missing or insufficient infrastructure represent increased costs to build,
which make potential projects less profltable
• Lack of builders locally
• Lack of buildable parcels
• Many empty parcels that remain may have gone undeveloped due to
geographic challenges such as steep slopes or other natural barriers in the
site conditions.
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
includes a $2.4m decrease in 2024, due to the Veterans’ Village construction project
completion in 2023. In the table below, is a breakdown of investments in Housing
Interventions and Non-Housing Interventions, where Housing Interventions include
emergency shelter, transitional housing, rapid rehousing, permanent supportive housing,
and other permanent housing models.
“When they do the math on the return on investment, it comes down to infrastructure -
locations with existing water, sewer, power, and roads are easier to build”-interviewee
45
In both 2023 and 2024, most expenditures in Mason County were in Housing
Interventions42 and Prevention projects. The large drop observed in the housing
interventions category, represents the dip in investment needed after construction of the
PSH Veterans Village project was completed during the 2023-2024 period. In 2025, the
total Annual Expenditures was $6,975,946, including both operating and services costs.
How many people were served with these investments? How are the
costs changing43?
Total Household Enrollments across housing and other assistance programs44, 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. An intervention which provides housing
is the most expensive, while a services-only project will be the least. It is important to note
that prevention is signiflcantly less expensive than other housing interventions. Helping a
household avoid homelessness averages about $10,000-15,000 per prevention support
while assistance after the household has become homeless averages double to triple that
cost at $30,000-50,000.
42 Housing Interventions include emergency shelter, transitional housing, rapid rehousing, permanent
supportive housing, and other permanent housing models (e.g. PH that does not require disability for entry).
43 Estimates of Service Levels Data Tool 2024-2025
44 This does not include CES enrollments.
$-
$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
46
Expenditures on Prevention are the most cost-effective, two to three-
times less costly than intervention after a household loses their housing.
Overall, service levels from 2023 to 2024 remained the same, while costs rose signiflcantly
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 202445
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 refiect the short-term boost of construction
investment moving to a lower maintenance level of cost to serve those households.
In 2024 the Permanent Supportive Housing costs per bed were similar to Rapid Rehousing
costs and much lower than the costs for Emergency Shelter.
While there is a high up-front cost to construct PSH units, once
constructed their operating costs are very low.
Housing Interventions - Expenditure vs. Beds Trends from 2023 to 2024
45 Cost estimates using cost per person have the potential to skew estimated costs somewhat lower than if costs are calculated p er
household served.
47
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 Up 11% No Change No Change
Costs 2023 to 2024 Up 39% Down 9% Up 41% Down 91% Down 16%
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
proflle 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.
48
Estimate of Ongoing, Annual Funding Increase Needed, to fill all identified gaps in
services:
Estimated Need Cost per Service
in 2024
Estimated
Funds Gap
Emergency Shelter for Singles,
including Adults, Young Adults, or
unaccompanied minors
80 $ 22,766 $ 1,821,280
Safe Parking 20 $ TBD $ TBD
Rapid Rehousing 106 $ 17,202 $ 1,823,412
PSH for Non-Veterans 170 $ 12,369 $ 2,102,730
Prevention/Diversion/One-Time 157 (hh) $2,000 (per hh)46 $314,000
Total Funding Gap:
$6,061,422
Using this analysis, there are large investment gaps for emergency shelter,
prevention/diversion, rapid rehousing investments and permanent supportive housing
investments. Not listed are any potential construction costs for additional units needed to
support housing projects or costs for Safe Parking. Safe Parking costs can vary but will
typically be less than operational costs for full shelter facilities. RRH programs typically rely
upon willing landlords offering affordable units and do not need to invest in construction.
Scattered-site PSH projects may also use this model, but both RRH and PSH operating as
scattered-site will be limited by the lack of affordable housing inventory in Mason County.
To fill the total funding gap estimated would roughly double the typical
annual investment within Mason County.
Expecting a limited budget, the information presented in this report could be used to create
a cost vs. beneflts analysis of various housing interventions for more informed funding
decisions. It is critical to invest limited funds where they are likely to have the most impact
on the goals and objectives of the community.
46 estimate
49
PART 1 SUMMARY
Mason County faces a shortage of affordable housing, both for purchase and for rent. The
current supply does not meet the needs of today’s population, leaving households
struggling to flnd stable and affordable options. While construction is ongoing, the type and
volume of units being produced are not aligned with the greatest needs, and the gap will
widen without intervention. Population increases are expected to place even more strain
on the system. At the same time, Existing housing stock may be better utilized by reducing
the ratio of single-family homes used as second homes and by returning vacant properties
to usable condition. Left unchecked, population growth, under-utilization, and rising
housing costs will result in higher rates of housing cost burdens, housing instability, and
ultimately homelessness within Mason County.
Funding for Housing and Homelessness has not kept pace with the scale of housing needs.
Mason County must make strategic investments and policy decisions to work with their
resources. To date, investments in prevention have been far more cost-effective than
responding once a household has entered homelessness. Permanent Supportive Housing,
once established, also has cost-effective ongoing maintenance expenses.
There are already many households in need of emergency shelter, permanent supportive
housing, and prevention assistance in Mason County today. To address all needs, it will be
important to support a balance of both immediate and long-term solutions.
Recommendations for Monitoring Progress with Data
Performance measures are tools to monitor and track the community’s progress in meeting
their goals over time. Washington State, through Commerce, sets performance measures,
listed below, for their funding that are similar to HUD’s CoC system performance measures
(SPMs). The Local SPMs listed below align with state and federal SPMs and will be
monitored as part of the Mason County Local Homeless Housing Plan implementation.
Local System Performance Measures47 State Performance Measures
1. Reduce Overall Homelessness
2. Reduce Unsheltered Homelessness
3. Reduce Family Homelessness
4. End Veteran Homelessness
5. End Homelessness for Unaccompanied
Minors
1. Increase Exits to Permanent Housing
2. Reduce the Average Length of Time
Homeless
3. Reduce Returns to Homelessness
4. Improve Data Quality Across Programs
47 See Part III for additional information on Local System Performance Measures
50
Local Plan Part 2: Objectives, Strategies,
Actions, and Performance Measures
51
OBJECTIVES, STRATEGIES AND ACTION STEPS
The 2025-2030 Local Homeless Housing Plan combines the five Objectives for the state of
Washington with local understanding and context for Mason County. Outlined in the
following pages are strategies which the plan authors believe will best support the
objectives. These strategies balance effectiveness and local feasibility.
2025-2030 LOCAL HOMELESS HOUSING PLAN OBJECTIVES
Promote an equitable, accountable and transparent homeless crisis
response system
Promote
Equity
Strengthen the homeless service provider workforceStrengthen
Workforce
Prevent episodes of homelessness whenever possiblePrevention
Prioritize those with the most significant barriers to housing stability and the
greatest risk of harmPrioritization
Seek to house everyone in a stable setting that meets their needsHousing
52
REACHING OBJECTIVES THROUGH SUSTAINED ACTION
Together, local partners will need to collaborate to reach the interconnected objectives in
this plan. Strategies will be established, and actions prioritized, tested and evaluated.
Over time, the results are evaluated
to inform refinements to the strategy
and action steps. By staying
committed to the objectives and
holding all partners accountable to
their role, we will sustain action
necessary to make collective
impact.
Action steps, each with a suggested
Lead Entity, Timeline, Outcome
Measure, and Revenue Impact, will
guide ongoing discussions for the
implementation and further
refinement of the strategies.
TABLE ELEMENTS
o Action Step: A specific task which was identified as a priority by the planners
o Lead Entity: The organization or department with the responsibility to ensure the
action step is carried out. This entity coordinates with other partners as needed for
implementation. The lead entity may have the most direct authority over the action
step and/or the most interest in leading the charge on this item. Two new entities
have been identified as necessary to lead forward some of the action steps that
require strong partnership48:
o Local Plan Committee: will serve as a central forum for monitoring
progress, evaluating outcomes, and identifying barriers to implementation.
Meeting quarterly, this group will anchor cross-sector coordination and
strategic oversight. It will operate in an advisory capacity to the Housing and
Behavioral Health Advisory Board, ensuring that implementation efforts
remain connected to broader policy and funding decisions. The committee
will carry forward specific strategies and action steps from the Local Plan,
with assignments clearly documented and revisited regularly. Members may
form short-term workgroups to advance initiatives, troubleshoot challenges,
or support cross-sector collaboration.
48 See Section III for detailed information on new Committees
Define/Refine
the Strategy
Together
Identify and
Prioritize
Action Steps
Take Action
Steps
Evaluate
Status/Results
Collectively
Shared
Objectives
+
Shared
Accountability
53
o Provider Committee: Mason County area providers who participated in the
planning process were interested in a provider-led, provider-oriented
meeting space. This will offer a dedicated space for service providers and
system partners to collaborate, share insights, and elevate operational
challenges. To support inclusive participation and shared ownership, the
committee will operate under a structured framework that promotes
transparency, equity, and collective problem-solving. In addition to
advancing implementation, the Provider Committee will serve as a space to
support provider staff and their well-being.
o Timeline: The window of time where the action step may be initiated and completed.
o Outcome Measure: A suggested data indicator to be used to measure the impact of
the action step. May be a qualitative or quantitative metric.
o Revenue Impact: An estimate of how the action step will affect financial resources,
either not at all, or by requiring new funding, or by influencing existing budget
allocations. Potential sources of revenue will vary based on the type of activity and
allowable costs within each funding source. In many cases city, state, and federal
funding have already been allocated at their maximum current available capacity.
Ideally, action steps requiring funding will be completed by bringing additional new
funding to the community.
54
Summary Table: Mason County Local Homeless Housing Plan
Strategies and Actions 2025-2030
1 Promote an equitable, accountable, and transparent homeless crisis
response system
1.1 Gather and maintain community energy to stay accountable to shared goals
a. Establish a “Local Plan Committee” where partners can communicate regularly and
collaborate in pursuit of collective impact
1.2 Center community voices—especially those from historically excluded groups
and individuals with lived or current experience—to advance equity and
accountability
a. Strengthen Partnerships with Tribal Governments and By & For Organizations
b. Strengthen opportunities for PWLE to contribute to and participate in decision making
c. Establish a system to collect and respond to client feedback about program
experiences
d. Strengthen accessibility across engagement, communication, and service delivery
efforts
1.3 Promote transparency with the public by broadening community
understanding of homelessness and housing instability
a. Present “Semi-Annual Community Briefings” about the progress of the Plan and
system metrics to all partners, including members of the public
b. Develop public-facing system map and FAQ
c. Build community education resources and engagement
1.4 Enhance accountability, transparency and equity, by improving accuracy,
analysis, and consistent dissemination of data
a. Integrate coordinated entry referral data into HMIS
b. Publicly highlight Equity metrics at least twice a year; use data for annual reports
c. Utilize data to make decisions and commit to evidence-based practices
d. Enhance capacity to ensure Accountability and compliance
2 Strengthen the homeless service provider workforce
2.1 Add new community-building opportunities for local provider networks
a. Establish “Provider Committee” peer sharing space
b. Collectively recognize achievements of the homeless service provider workforce
2.2 Coordinate training opportunities for homeless services staff communitywide
a. Develop direct services staff curriculum and schedule for key annual trainings,
special topic trainings, and new staff onboarding
b. Over time, require standard training curriculum to be completed by all funded
providers
55
2.3 Support overall sustainability for the homeless service provider workforce
a. Launch peer support and wellness initiatives to protect direct service professionals
from burnout and vicarious trauma
b. Use multi-year contracts for homeless service providers, where possible
c. Track workforce sustainability metrics
3 Prevent episodes of homelessness wherever possible
3.1 Expand financial assistance and case management for prevention and
diversion
a. Improve understanding of current flexibility in use of funds, including improving
access and referrals
b. Seek to add flexible prevention funds and/or create additional flexibility for existing
funds
c. Expand aftercare for housing stability
3.2 Strengthen early identification and access protocols for prevention and
diversion
a. Develop and disseminate shared protocols for prevention and diversion access
b. Train staff and partners to recognize housing instability and apply protocols
consistently
c. Expand outreach and engagement with high-risk populations
4 Prioritize assistance based on the greatest barriers to
housing stability and risk of harm
4.1 Conduct regular Coordinated Entry Assessment to support alignment with the
Local Homeless Housing Plan and statewide priorities and implement findings
a. Conduct local CES assessments and implement findings
4.2 Expand availability of resources for individuals at imminent risk of harm
a. Fund or enhance targeted outreach teams for priority populations at-risk
b. Strengthen relationships with cross-sector partners for early identification of
imminent risk households
4.3 Pilot a project to reduce emergency services use and system cycling
a. Identify high utilizers of emergency services through data analysis
b. Develop protocols to connect high utilizers of emergency services to intensive case
management
c. Track data about high utilizers of emergency and use findings to guide prioritization
and housing placement strategies
56
5 Seek to house everyone in a stable setting that meets their needs
5.1 Maintain and expand emergency shelter capacity
a. Expand shelter capacity for adults without children, young adults, and
unaccompanied minors
b. Review zoning and other city/county policies for opportunities to better support
shelter development
c. Invest in infrastructure or other projects that would facilitate new shelter capacity
d. Invest in infrastructure for new affordable housing units
5.2 Diversify types of housing options available
a. Pilot small-scale tests of new housing program models
b. Fund safe parking programs with wraparound services
5.3 Maximize the use of existing affordable housing units
a. Assess funding need to preserve and/or renovate existing affordable housing
b. Pilot renovation grants or incentives programs for affordable housing projects
c. Establish new City/County policy to address seasonal and vacant units
5.4 Strengthen coordination with housing partners
a. Partner with Bremerton Public Housing Authority to improve referral processes
b. Engage non-CES participating and/or non-HMIS participating providers in program
placement efforts
57
OBJECTIVE 1: PROMOTE AN EQUITABLE, ACCOUNTABLE, AND TRANSPARENT
HOMELESS CRISIS RESPONSE SYSTEM
Everyone deserves to be treated with dignity and respect when seeking help. These
strategies lay out practical steps to make the homeless crisis response system more
equitable, responsive, and easier to understand—for everyone involved.
The following action steps are designed to help build a system that people can trust—one
that listens, adapts, and delivers support in an equitable and consistent way.
Strategy 1.1: Gather and maintain community energy to stay accountable
to shared goals
Community energy and support for the plan objectives will be sustained through ongoing
connection, transparency, and accountability. Mason County’s homeless response
system will benefit from a consistent, inclusive forum where partners can align around
shared goals, monitor progress, and adapt together. This strategy focuses on building the
infrastructure for collective impact—starting with the formation of a Local Plan Committee
and supported by the newly established Provider Committee.
Progress Summary (2019–2024): Mason County made modest gains in system
coordination and HMIS participation, with data quality scores improving from 77% in
2020 to 91% in 2024. However, equity dashboards and formal accountability structures
were not implemented. The current plan builds on these gains by introducing public-
facing metrics, strengthening tribal partnerships, and embedding culturally responsive
design across programs.
What makes an Equitable, Accountable, and Transparent Homeless Crisis
Response System?
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.
58
a. Establish a “Local Plan Committee” where partners can communicate
regularly and collaborate in pursuit of collective impact
The Local Plan Committee will provide a structured space for partners to align around
shared goals, monitor implementation, and address emerging challenges. Its membership
will reflect the full spectrum of system stakeholders, with attention to geographic, cultural,
and experiential diversity. The committee will meet on a regular schedule, with clear
protocols for facilitation, decision-making, and documentation. Its role is to guide the plan
forward, ensuring that strategies remain responsive, inclusive, and grounded in local
realities.
Backbone Entity
As a best practice, a backbone entity would be designated to serve as neutral facilitator of
the Local Plan Committee. Following a collective impact model, the backbone entity
documents meeting events, and holds partners accountable.
1.1: Gather and maintain community energy to stay accountable to shared goals
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Establish a
“Local Plan
Committee” where
partners can
communicate
regularly and
collaborate in
pursuit of
collective impact
Housing and
Behavioral Health
Advisory Board;
Public Health
2027
Local Plan
Committee with
Structure
Established
Low
Strategy 1.2: Center community voices—especially those from
historically excluded groups and individuals with lived or current
experience—to advance equity and accountability
Equity begins with inclusion—and inclusion must be intentional, sustained, and
structurally embedded. Mason County’s homeless response system will center the voices
of those most impacted by housing instability and systemic barriers, including BIPOC
households, Tribal communities, youth and young adults, veterans, older adults, rural
residents, and people with lived experience (PWLE). These populations face unique
challenges in accessing housing and services, and their insights are essential to designing
a system that is responsive, dignified, and just.
59
This strategy focuses on building authentic partnerships, creating accessible feedback
mechanisms, and embedding community leadership into decision-making. Mason County
will engage directly with impacted communities to understand preferred methods of
consultation, ensure cultural and linguistic accessibility, and translate input into action.
Equity will be advanced not only through representation, but through shared power,
transparent communication, and continuous learning.
a. Strengthen Partnerships with Tribal Governments and By & For Organizations
Strengthening the system-level and individual provider-level relationships with Tribal
Governments and By & For Organizations will help ensure services across the county
reflect broad community needs and advance equity.
b. Strengthen opportunities for PWLE to contribute to and participate in decision
making
People with lived experience (PWLE) bring essential insight into system gaps and
opportunities. Their firsthand knowledge of navigating homelessness, housing instability,
and service systems offers a critical lens on what works, what doesn’t, and where dignity
and access may be compromised. Their perspectives help identify blind spots, challenge
PROMOTING EQUITY IN MASON COUNTY
Centering those most impacted by systemic barriers and housing instability
Mason County’s plan emphasizes populations with elevated risk of homelessness and
harm, including:
• BIPOC households, (Black, Indigenous, and People of Color) who remain
underrepresented in housing placements relative to need
• Tribal communities, whose sovereignty and lived expertise inform system
design
• Youth/young adults, especially those young adults aging out of foster care or
unaccompanied minors
• Veterans, who face unique barriers to housing and service access
• Older adults, who are increasingly vulnerable to displacement
• Rural residents, who face geographic isolation and limited-service access
Strategies across all five objectives embed equity through:
• Culturally responsive outreach and service delivery
• Trauma-informed workforce training
• Equity reporting and performance tracking
• Partnerships with By & For organizations
• Prioritization tools that reflect risk and need—not just system familiarity
Mason County will monitor disparities in access and outcomes semi-annually and
adjust protocols to ensure that race, age, geography, and lived experience do not
determine housing accessibility or stability.
60
assumptions, and ensure that policies reflect real-world conditions. Local partners will
create both formal and informal pathways for PWLE to contribute to decision-making,
including advisory roles, feedback loops, and compensated engagement opportunities. A
client feedback system will be developed to gather input on program experiences and
satisfaction, with system response and improvement. These efforts will be guided by
principles of cultural humility, trauma-informed practice, and meaningful inclusion.
c. Establish a system to collect and respond to client feedback about program
experiences
Client feedback is a vital tool for improving service quality and accountability. Local
partners will develop a system to regularly collect input from program participants, using
surveys, interviews, and other accessible formats. Feedback will be analyzed and shared
with providers, with clear protocols for response and improvement. This system will help
ensure that services remain responsive, respectful, and aligned with client needs.
Feedback mechanisms will be designed with input from PWLE and culturally specific
partners to ensure relevance and accessibility.
d. Strengthen accessibility across all engagement, communication, and service
delivery efforts
Equity requires that all people—regardless of language, ability, location, or background—
can access information and services in ways that work for them. Mason County will
strengthen accessibility by ensuring that all engagement efforts, public materials, and
service environments are inclusive and barrier-free. This includes offering translation and
interpretation services, designing plain-language and multilingual materials, ensuring ADA
compliance in physical and digital spaces, and embedding cultural responsiveness into
outreach and program design. Accessibility standards will be co-developed with
community partners and reviewed regularly to ensure continuous improvement.
61
1.2: Center community voices—especially those from historically excluded groups
and individuals with lived or current experience—to advance equity and
accountability
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Strengthen
Partnerships with
Tribal
Governments and
By & For
Organizations
Thurston Mason
Behavioral Health
Administrative
Service
Organization
(TMBHO)
2026-2027
Increased
engagement with
Tribal and By & For
Organizations
Low
b. Strengthen
opportunities for
PWLE to contribute
to and participate
in decision making
CES Management
Entity, Local Plan
Committee
2026-2027
Increased
engagement with
PWLE
Low
c. Establish a
system to collect
and respond to
client feedback
about program
experiences
CES Management
Entity, Local Plan
Committee
2026-2027 Collected
feedback Low
d. Strengthen
accessibility
across all
engagement,
communication,
and service
delivery efforts
CES Management
Entity, Local Plan
Committee
2026-2028
Accessibility
standards and
supportive
material
Moderate
Strategy 1.3: Promote Transparency with the public, by broadening
community understanding of homelessness and housing instability
External communication and transparency with providers, members of the public, and
other partners help ensure stakeholders understand how the system is working.
Deepening that understanding through education and regular communication increased
the transparency of complex system and better supports full participation in policy and
strategy.
a. Present “Semi-Annual Community Briefings” about the progress of the Plan
and system metrics to all partners, including members of the public
62
Leveraging existing meetings, a “Semi-Annual Community Briefing” will be presented
about plan progress, plan performance metrics, and the state of homelessness and
housing instability in Mason County. The briefing will be promoted to encourage
attendance by all relevant partners and interested community members.
Design “Semi-Annual Community Briefings” report format with stakeholder input
The semi-annual community briefing format would consist of a list of standard metrics,
where the same metrics are reported out regularly and monitored for trends over time.
These reports can be created by compiling data from HMIS and from local providers.
Update metrics semi-annually and share publicly; use data for annual reports
The HMIS team would pull data from HMIS, Commerce dashboards, and other relevant
sources to update metrics semi-annually. Data will be shared with the public and other
partners semi-annually as well as annually as part of their annual plan. The semi-annual
updates allow all partners to see and discuss interim information.
Publicly highlight Equity metrics at least twice a year; use data for annual reports
The Washington State Department of Commerce provides equity dashboards 49 for all WA
counties, including data about funded programs within that county. This information can
be used to inform local updates and should be checked regularly by all providers.
Additional local data and metrics will be necessary to provide a full picture of equitable
access and outcomes in Mason County.
b. Develop public-facing system map and FAQ
To improve public understanding of how the homeless response system operates, Mason
County will create a system map and FAQ that explain key components, access points,
and roles. These resources will be hosted on the County’s Public Health website and
developed with input from providers and community members. The materials will use plain
language, visual aids, and multilingual formats to ensure accessibility for a wide audience.
c. Build community education resources and engagement
Local partners will invest in community education efforts that increase awareness of
homelessness, housing instability, and the local response system. Materials will highlight
the realities of homelessness, the diversity of those impacted, and the evidence behind
local strategies—emphasizing dignity, safety, and community wellbeing. This may include
printed materials, social media campaigns, and presentations tailored to different
audiences. Education efforts will be co-designed with community partners to ensure
cultural relevance and clarity. These resources will help reduce stigma, promote empathy,
and encourage community involvement in solutions.
49 Washington Balance of State Equitable Access Dashboard | Tableau Public
63
1.3: Promote Transparency with the public, by broadening community
understanding of Homelessness and Housing Instability
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Present “Semi-
Annual Community
Briefings” about the
progress of the Plan
and system metrics to
all partners, including
members of the public
Housing and
Behavioral Health
Advisory Board,
City, PH, Providers
2026–2030
Attendance
and
engagement
metrics
Low
b. Develop public-
facing system map
and FAQ
Public Health,
Provider Input 2026–2027
Website traffic
and
downloads
and/or survey
Low
c. Build community
education resources
and engagement
Provider
Committee,
Public Health,
Commerce
2026-2030 Survey Low
Strategy 1.4: Enhance Accountability, Transparency, and Equity, by
improving accuracy, analysis, and consistent dissemination of data
A transparent and equitable system depends on high-quality data and shared
understanding. Mason County and local providers will strengthen their data infrastructure
to ensure that information is accurate, timely, and accessible to all partners. This includes
improving how data is collected, analyzed, and shared, internally and with the public.
To support accountability, the County will use data to monitor progress, identify
disparities, and guide decision-making. Equity metrics will be reviewed regularly, and
findings will be used to refine strategies and funding priorities. This strategy also
emphasizes the importance of cross-departmental coordination and clearly defined roles,
ensuring that data is not just collected, but used to drive meaningful change.
a. Integrate Coordinated Entry referral data into HMIS
To improve transparency, compliance, and system performance, Mason County will
integrate Coordinated Entry (CE) referral data into the Homeless Management Information
System (HMIS). This integration will allow for more complete tracking of client pathways,
service utilization, and outcomes. It will also support more accurate reporting, better
coordination across programs, and stronger alignment with state and federal data
standards.
64
b. Publicly highlight Equity metrics at least twice a year
Mason County will regularly review and share equity metrics to monitor disparities in
access, outcomes, and system performance. These metrics will be drawn from HMIS, the
Washington Balance of State Equity Dashboard, and other local data sources. Equity data
will be featured in Semi-Annual Community Briefings and annual reports, helping partners
and the public understand where progress is being made and where additional focus is
needed.
c. Utilize data to make decisions and commit to evidence-based practices
Data shared through the Regular Community Briefings50 and the annual Local Homeless
Housing Plan report can serve as a valuable tool for County leaders—including the Board
of Commissioners, departmental managers, and provider executive directors—to monitor
system performance and support transparent, data-informed decisions related to program
implementation and funding. Equity data will also be reviewed regularly to help identify and
respond to disparities in access, outcomes, and service delivery across the homeless
housing system.
d. Enhance capacity to ensure strong communication, accountability and
compliance
By investing in local capacity and building systems for clear communication, communities
can sustain coordinated progress and uphold shared standards of accountability.
Strengthening local capacity helps ensure that every partner has the tools and information
needed to collaborate effectively and meet compliance goals with confidence.
Separation of duties and roles
In a collaborative system, it is helpful to separate the role of grants management and
compliance. Compliance officers typically act as outside parties, able to independently
enforce regulations and contractual performance requirements. Grants managers are then
free to develop stronger ties to day-to-day performance and freely collaborate on strategic
decisions. Whether through developing new roles for existing staff, or adding new staff,
empowering local grants oversight teams with distinct roles creates the necessary
foundation for effective communication and strong accountability across the system.
Improve cross-departmental coordination within the County and City leadership
Multiple Mason County and City of Shelton departments work on homelessness and
housing issues independently. Bringing together those departments on a regular basis,
with structured facilitations and agenda, to share information can help establish a more
coordinated approach to this work.
50 See additional data regarding Briefings in Part III
65
1.4: Enhance Accountability, Transparency, and Equity, by improving accuracy,
analysis, and consistent dissemination of data
Action Step Lead Entity(ies) Timeline Outcome
Measure
Revenue
Impact
a. Utilize data to
make decisions and
commit to evidence-
based practices
Public Health, Local
Plan Committee,
County Board of
Commissioners, City
Council, Planning
Advisory
Commission51
2026–2030
Increased
system
performance
Low
b. Publicly highlight
equity metrics at
least twice a year
Public Health, Local
Plan Committee,
Provider’s Committee
2026-2030 Low
c. Enhance capacity
to ensure
Accountability and
compliance
County Board of
Commissioners,
Public Health
2027-2030 Improved
collaboration Moderate
d. Integrate
Coordinated Entry
referral data into
HMIS
HMIS/CES Team 2026–2030
Integration of
CES data
into HMIS
Moderate
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
51 Planning Advisory Commission (PAC) Planning Advisory Commission
Progress Summary (2019–2024): Workforce retention remained a challenge, with
provider turnover contributing to service gaps and inconsistent client outcomes. While
some peer support and onboarding efforts were piloted, broader investments in
compensation and training were deferred. The current plan elevates workforce
development as a system priority, recognizing its role in improving housing stability and
reducing returns to homelessness (which rose from 18% in 2021 to 22% in 2023).
66
essential—not just for service quality, but for the health and sustainability of the entire
system.
Strategy 2.1: Add new community building opportunities for local provider
networks
A connected provider network strengthens the entire system. Mason County partners
recognize that frontline staff and organizational leaders benefit from consistent
opportunities to build relationships, share insights, and support one another. This strategy
focuses on creating structured spaces for collaboration, recognition, and peer learning—
fostering a sense of shared purpose and improving service quality across agencies.
a. Establish “Provider Committee” peer sharing space
The Provider Committee will offer a regular meeting space for service providers to
exchange ideas, troubleshoot challenges, and build collective capacity. Meetings may
include peer-to-peer case consultation, guest speakers, and collaborative planning. The
committee will also serve as a conduit for provider feedback to inform system-level
decisions, ensuring that frontline perspectives are consistently represented in strategy and
implementation. In addition to peer support, the Provider Committee will work
collaboratively to advance specific elements of the Local Homeless Housing Plan,
contributing to shared accountability and progress.
b. Collectively recognize achievements of the homeless service provider
workforce
Local partners in Mason County will develop mechanisms to celebrate the contributions of
homeless service providers—acknowledging the emotional labor, innovation, and
dedication they bring to their roles. Recognition may take the form of annual awards,
spotlight features, or shared celebrations coordinated through the Provider Committee.
These efforts will help boost morale, reinforce a sense of shared purpose, and elevate the
visibility of this essential workforce. Focus groups with providers can track these
qualitative outcomes.
67
2.1: Add new community building opportunities for local provider networks
Action Step Lead Entity(ies) Timeline Outcome
Measure
Revenue
Impact
a. Establish
“Provider
Committee” peer
sharing space
Local Providers 2026
# of meetings
held, attendance
and engagement
Low
b. Collectively
recognize
achievements of
the homeless
service provider
workforce
Provider
Committee 2026-2030
Focus group
results, improved
morale
Low
Strategy 2.2: Coordinate training opportunities for homeless services
staff community-wide
This plan envisions a future where all providers have a consistent understanding of the
latest best practices, and more collective access to training resources, across multiple
organizations. Investing into joint workforce training will improve service quality, reduce
barriers, and promote dignity-driven care.
a. Develop direct services staff curriculum and schedule for key annual trainings,
special topic trainings, and new staff onboarding
A training curriculum would include a list of required and recommended topics, and a
schedule of how often those trainings should be conducted. Many funding sources require
annual training in specific topics, and these requirements could be met collaboratively by
Mason County providers. For example, at the “Provider Committee” meeting, a portion of
the agenda could be regularly scheduled for peer to peer sharing or guest lecturers or
expert trainers on key topics. Additionally, Mason County providers could pool knowledge
of outside resources on the HUD Exchange, Commerce websites, or other expert offerings,
and establish a shared understanding of which resources should be reviewed by staff. For
some topics using outside, certified training experts will be necessary to effectively
enhance local knowledge.
b. Over time, require standard training curriculum to be completed by all funded
providers
As a shared curriculum develops over time, local funders could begin setting expectations
that providers are participating in the shared curriculum and demonstrating their
knowledge as part of local funding processes. Improved consistency in training of staff
should be observable in improved client experience. A survey or focus group could be
conducted with local clients to measure this impact.
68
2.2: Coordinate training opportunities for homeless services staff community-wide
Action Step Lead Entity(ies) Timeline Outcome
Measure
Revenue
Impact
a. Develop direct
services staff
curriculum and
schedule for key
annual trainings,
special topic
trainings, and new
staff onboarding
Provider
Committee, with
input from Public
Health
2026
Curriculum
completion and
adoption
Low
b. Over time,
require standard
training curriculum
to be completed by
all funded
providers
Public Health, City
of Shelton,
Department of
Commerce
2026–2030 % of staff trained
annually Low
Strategy 2.3: Support overall sustainability for the homeless service
provider workforce
The strength of Mason County’s homeless response system depends on the stability, well-
being, and professional growth of its workforce. Frontline staff and organizational leaders
face high demands and emotional labor, often with limited resources. This strategy
focuses on improving workforce sustainability through peer support, mental health
resources, professional development, and more predictable funding structures.
By investing in the people who power the system, Mason County can reduce turnover,
improve service quality, and foster a more resilient provider network. These efforts will be
informed by provider input and tracked over time to ensure that retention strategies are
effective and equitable.
a. Launch peer support and wellness initiatives
Mason County will encourage local partners to support staff wellness in ways that are
flexible, culturally responsive, and grounded in provider input. Drawing inspiration from
Thurston County’s approach, agencies may offer time and space for reflection, promote
access to existing behavioral health resources, and foster trauma-informed supervision
and peer support. Collaboration with public health and behavioral health partners may
help expand offerings such as stress management workshops, movement-based wellness,
and facilitated peer circles. These efforts—whether formal or informal—can help reduce
burnout and strengthen the resilience of the provider workforce.
69
Invest in professional development for provider management
To support long-term leadership and organizational health, Mason County will invest in
professional development opportunities for provider managers and supervisors. This may
include training in supervision, conflict resolution, equity-centered leadership, and
nonprofit operations. Strengthening management capacity will help reduce burnout,
improve staff retention, and build a stronger system overall.
b. Use multi-year contracts for homeless service providers, where possible
Multi-year funding commitments, such as local renewals conditional upon continued state
or federal funding, can both reduce the burden of local administration of RFPs and improve
the long-term planning capacity of providers. For example, a 2-year contract could have a
clause with option to renew (bypassing RFP processes) if the contract meets performance
standards and funding sources remain available. Multi-year commitments can be tied to
“wage floor” standards, cost of living adjustment standards, and other benchmarks to
encourage strong wages.
c. Track workforce sustainability metrics
Local partners will track the results of retention efforts to confirm what is working.
Reductions in the need to recruit, onboard, and train new staff will free resources for direct
service and improving client outcomes.
Track turnover rates, associated costs, and job satisfaction
The local providers could provide annual information to the Implementation Committee
about turnover and costs, and job satisfaction. Retention and wellness initiatives may
result in improvements to turnover and related costs. Conducting a survey of provider staff
can provide information as to the impacts on job satisfatction.
Conduct salary and benefits benchmarking
Collectively reviewing salary and benefits information can assist provider leadership and
funders understanding what pay is reasonable, and what pay is commonplace among
provider staff. This information will be critical to data-driven decision-making in the next
action step.
Evaluate impact of retention on client outcomes
Staff that stay longer in their jobs are more likely to provide higher quality services to their
clients. The County HMIS Team could review client satisfaction and housing stability
metrics to look for correlations with staff retention metrics.
“Our staff should make enough so that they do not qualify for or need our programs.
We should set a goal that they should make at least 75% AMI.” -system provider
70
2.3: Support overall sustainability for the homeless service provider workforce
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Launch peer
support and
wellness initiatives
Provider
Committee with
PH assistance
2026–2027 Staff retention
rates Moderate
b. Use multi-year
contracts for
homeless service
providers, where
possible
County Board of
Commissioners,
PH
2026–2030
% of contracts
with multi-year
options
Moderate
c. Track workforce
sustainability
metrics
Provider
Committee 2026 Benchmark report
completed Low
OBJECTIVE 3: PREVENT EPISODES OF HOMELESSNESS WHENEVER
POSSIBLE
Mason County partners believe that preventing homelessness is not only more cost-
effective—it’s also more humane, equitable, and rooted in community care. The
Community’s prevention strategy focuses on helping people before a housing crisis or loss
happens, keeping families stable, and reducing the need for emergency shelter and
rehousing programs.
Progress Summary (2019–2024): Prevention efforts such as rental assistance and
mediation were launched but lacked consistent funding. The county’s rate of first-time
homelessness remained high, with 38% of households entering the system in 2023
having no prior history. The current plan expands upstream interventions, including
flexible financial supports and early referrals from schools, hospitals, and law
enforcement.
71
Strategy 3.1: Expand financial assistance and case management for
prevention and diversion
Investments in prevention will be emphasized and monitored to see their impact on overall
homelessness.
a. Improve understanding of current flexibility in use of funds, including improving
access and referrals
In discussions with providers, there is inconsistent understanding in how to access flexible
funds, which funds are flexible, and what are eligible costs. County leadership and
Provider leadership should invest time into training on funding sources and their allowable
costs. In some cases, there has been a lack of clarity in the procedure for approving costs
on flexible funding sources – this may be addressed by creating or updating local policies
and procedures for flex funds. As new funding is added to support this goal, it will be even
more critical to establish local written policies around how to use those flexible funds.
b. Seek to add flexible prevention funds
All local partners, including government funders and local providers, should seek
additional sources of funding to support activities named in this plan. Flexible prevention
funds are needed particularly from private philanthropy or other non-governmental
sources. These can be raised by providers through individual or collective grant
applications and leveraging support from other community partners. City or County
funding for flexible support can be raised via a bond initiative or other local system.
Funding for Housing Stability Case Management was also named as a goal by providers.
c. Expand aftercare for housing stability
Aftercare services provide continued support to households exiting homelessness or
housing instability, helping them maintain housing and avoid future crises. Local partners
should expand access to housing stability case management, tenancy supports, and
connection to benefits or income resources for at least 6–12 months after placement.
Services should be offered through progressive engagement based on household needs,
ranging from light-touch check-ins to more frequent, hands-on support.
72
3.1: Expand financial assistance and case management for prevention and
diversion
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Improve
understanding of
current flexibility
in use of funds,
including
improving access
and referrals
Public Health,
Provider
Committee,
Commerce
2026
Written policy
developed for
flexible funds with
updates and
education as
funding shifts.
Low
b. Seek to add
flexible prevention
funds and/or
create additional
flexibility for
existing funds
Providers/Provider
Committee,
Public Health,
Commerce
2026–2030
Number of
households
stabilized
Moderate52
c. Expand
aftercare for
housing stability
County Board of
Commissioners,
City Council,
Local funding
leaders
2027-2030
Number of
households
receiving
aftercare
Moderate53
Strategy 3.2: Strengthen early identification and access protocols for
prevention and diversion
To reduce inflow into the homeless response system and improve outcomes for
households at risk, partners must act swiftly and consistently to identify housing instability
and connect individuals to prevention and diversion resources. This requires clear, shared
protocols and robust training across systems. Cross-sector partners—including schools,
healthcare providers, emergency responders, and crisis teams—are often the first to
engage with households at risk and must be equipped with streamlined referral pathways
and accessible guidance. Some resources may be accessed through Coordinated Entry,
while others may be available through alternative pathways. A unified approach will
support earlier intervention, reduce disparities, and improve system coordination.
a. Develop and disseminate shared protocols for prevention and diversion access
Create a simple, accessible guide outlining available resources—including one-time and
flexible financial assistance—and how to access them. Ensure protocols clarify eligibility,
referral pathways, and distinctions between Coordinated Entry and alternative access
52 Primary source will be non-federal funds, private philanthropy
53 CDBG, SAMHSA GBHI, Medicaid waivers and managed care tenancy supports may be utilized for this purpose
73
points. Engage cross-system partners in protocol development to ensure usability and
alignment with frontline realities.
b. Train staff and partners to recognize housing instability and apply protocols
consistently
Provide targeted training for frontline staff, emergency responders, and other referral
partners to recognize signs of housing instability and connect households to appropriate
resources. Training should include culturally responsive engagement practices and
reinforce consistent use of the shared protocols across systems.
c. Expand outreach and engagement with high-risk populations.
Strengthen referral networks and outreach efforts to populations with elevated risk of
housing instability, including young adults, older adults, BIPOC households, veterans, and
rural residents. Proactive engagement will support earlier identification and connection to
services, helping prevent crises before they escalate.
3.2: Strengthen early identification and access protocols for prevention and
diversion
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Develop and
disseminate
shared protocols
for prevention
and diversion
access
CES Operator,
prevention
providers
2026–2028
Written policy
developed;
increase in #
served by
prevention
Low
b. Train staff and
partners to
recognize
housing
instability and
apply protocols
consistently
CES Operator 2026-2030 Reduce first time
homelessness Low
c. Expand
outreach and
engagement with
high-risk
populations
CE Operator,
Provider
Committee, in
consultation with
By and For
organizations,
Tribal governments,
and other relevant
entities
2027-2030
Reduce first time
homelessness for
high-risk
populations
Moderate
74
OBJECTIVE 4: PRIORITIZE 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
with the greatest barriers and at risk of harm. This includes assessing whether current
practices unintentionally disadvantage certain groups—such as BIPOC households, young
adults, older adults, Veterans, or rural residents—and whether prioritization tools are
accurately identifying those with the greatest barriers to housing stability.
Strategy 4.1: Conduct Regular Coordinated Entry Assessments to support
alignment with the Local Homeless Housing Plan and statewide priorities
and Implement Findings
Conducting a Coordinated Entry (CE) assessment helps communities ensure that people
experiencing homelessness receive equitable, efficient, and effective access to housing
and services.
a. Conduct Regular Local CES Assessments and Implement Findings
Mason County will conduct regular comprehensive assessments of its Coordinated Entry
System (CES) to support alignment with the Local Homeless Housing Plan and statewide
priorities. These processes will help clarify system roles, highlight promising practices, and
identify opportunities to strengthen responsiveness, equity, and coordination across the
CES.
These assessments will examine referral pathways, scoring tools, and intake processes to
identify disparities in access or outcomes—particularly for BIPOC, LGBTQ+, rural, and
other historically excluded populations. Findings will inform updates to CES protocols,
staff training, and prioritization criteria.
Progress Summary (2019–2024): Outreach expanded and Coordinated Entry protocols
improved, but disparities persisted. BIPOC households were underrepresented in
housing placements relative to need, and young adults overflow from shelter programs
remained unresolved. The current plan strengthens prioritization through standardized
assessments, equity tracking, and targeted engagement of underserved groups,
including veterans and rural residents.
75
The recent CES Assessment findings are still being implemented. The CE Advisory Board
and Provider Committee will work together to implement those action steps.
4.1: Conduct regular Coordinated Entry Assessment to support alignment with the
Local Homeless Housing Plan and statewide priorities
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Conduct Regular
Local CES
Assessments and
Implement
Findings
CE Advisory
Committee,
Provider
Committee
2027-2030
Implement
Findings from
current Report;
Conduct Future
Evaluations
Moderate
Strategy 4.2: Expand availability of resources for individuals at imminent
risk of harm
To prevent homelessness and reduce harm, Mason County will expand access to
resources for individuals at imminent risk. Resources may include motel vouchers,
transportation assistance, food, hygiene supplies, and safety planning supports. Outreach
teams and system partners will be equipped to identify and respond to urgent needs
quickly, especially for populations facing compounding risks such as domestic violence,
behavioral health crises, or unsafe living conditions.
a. Fund or enhance targeted outreach for priority populations at-risk
As Mason County develops its prevention framework, outreach efforts can be tailored to
populations identified as facing the greatest risk of harm. These may include individuals
experiencing domestic violence, behavioral health crises, unsheltered homelessness, or
unsafe living conditions. Expanded funding should support existing or new outreach teams
to proactively engage these groups, offering immediate needs resources and pathways to
prevention assistance. Other Staff should be trained to recognize signs of imminent risk
and respond with trauma-informed, culturally responsive practices. Examples of
prevention help can include connecting a person facing an urgent crisis with the means to
reunite with family, or a person couch surfing with landlord mediation so they can return to
being housed and have the supports needed.
b. Strengthen relationships with cross-sector partners for early identification of
imminent risk households
Cross-sector partners are often the first to encounter individuals at risk of housing loss or
harm. Strengthening relationships with partners, such as schools, jails, hospitals, and
tribal organizations will expand the reach of outreach and engagement efforts. Additional
key partners may include behavioral health providers, domestic violence agencies,
76
emergency departments, crisis response teams, faith-based organizations, and food
banks. They regularly engage with individuals experiencing acute instability and can help
identify households in crisis earlier. Formalizing referral protocols and offering training will
support consistent, equitable access to prevention and diversion supports.
4.2: Expand availability of resources for individuals at imminent risk of harm
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Fund or enhance
targeted outreach
teams for priority
populations at-risk
Providers, B&F
organizations, Tribal
organizations,
partners, HBHAB
input
2026–2028
Number of
individuals
engaged
Moderate
b. Strengthen
relationships with
cross-sector partners
for early ID of
imminent risk
households
CE Operator 2026–2030
Referral
volume from
system
partners
Low
Strategy 4.3: Pilot a project to reduce emergency service use and system
cycling
Homeless high utilizers of emergency services cost hospitals, shelters, and governments
significantly more than those who obtain housing assistance and case management. Local
Partners will update policies to connect high utilizers to intensive case management
support to reduce cycling, improve outcomes, and shorten the average duration of
homelessness.
a. Identify high utilizers of emergency services through data analysis
At local hospitals and shelters, data will be collected to establish a by-name list of high-
utilizers, their service needs, and their estimated cost impact at local facilities.
b. Develop protocols to connect high utilizers of emergency services to intensive
case management
A protocol will be developed among providers and hospital partners to connect high-
utilizers to intensive case management, and refer them to appropriate services.
c. Track data about high utilizers of emergency services and use findings to guide
prioritization and housing placement strategies
77
HMIS data from high-utilizers will be used to track housing outcomes so that the impact
can be reviewed and shared for further development of effective protocols. For example, a
reduction in average length of time homeless and overall services costs per high-utilizer
can be expected. Evaluation of program results will be used to consider expansion of the
pilot project.
4.3: Pilot a project to reduce emergency service use and system cycling
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Identify high utilizers of
emergency services
through data analysis
CE Operator 2026 List of high-
utilizer cases Neutral
b. Develop protocols to
connect high utilizers of
emergency services to
intensive case
management
CE Operator 2026–2027 % of high utilizers
receiving support
Moderate
(could
use
existing
funding
available)
c. Track data about high
utilizers of emergency
and use findings to
guide prioritization and
housing placement
strategies
Public Health,
Partner hospitals 2027–2030
Reduction in ER
visits, jail
bookings,
Average days
homeless per
household, etc.
High
(cost
savings)
78
OBJECTIVE 5: SEEK TO HOUSE EVERYONE IN A STABLE SETTING THAT MEETS
THEIR NEEDS
Mason County’s housing strategy is grounded in the belief that every resident deserves a
stable, dignifled place to live. To meet this goal, the County and its partners will expand the
range, capacity, and accessibility of housing options—ensuring that shelter and
permanent housing are available for all populations, including those currently
underserved. This includes investing in emergency shelter, preserving and creating
affordable units, piloting innovative housing models, and strengthening coordination
across systems. Housing solutions must be responsive to individual needs, culturally
appropriate, and designed to reduce barriers for those most impacted by homelessness
and housing instability.
Strategy 5.1: Maintain and Expand Emergency Shelter and Permanent
Housing Capacity
Mason County has an immediate need for additional emergency shelter capacity. Local
partners will work together to increase access to shelter through programming, zoning
updates, infrastructure investment, and targeted incentives.
a. Expand shelter capacity for all, especially adults without children, young adults
and unaccompanied minors
Today there is no emergency shelter capacity for adults over 24 without children in Mason
County. There is also no shelter for unaccompanied minors. Further new funding will need
to be pursued by local governments and/or local providers to expand shelter capacity. A
current initiative at the Youth Connection will be adding new beds to serve young adults.
They are also seeking to add certification to serve unaccompanied minors. A willing
provider and funds will need to be identified for more general shelter beds. This may
include options for motel/hotel vouchers or other non-congregate models for shelter.
Progress Summary (2019–2024): Shelter coordination and voucher utilization
improved, with permanent housing exits rising from 29% in 2020 to 41% in 2024.
However, new unit development lagged due to zoning barriers and limited funding. At
the same time, new unit development has not matched the proportion of need for
affordable multi-family rental units. The 2025–2030 plan proposes strategies to
advance housing expansion through infrastructure investment, flexible models, and
stronger coordination with public and private partners.
“I wish there were more resources for while I was alone – it made me want to give up.”
79
b. Review zoning and other City/County policies for opportunities to better
support emergency shelter and permanent housing development
While both Mason County and the City of Shelton have made recent updates to support
new housing and shelter developments, there are additional steps that could be explored
to reduce barriers to construction locally. Suggestions include pre-approving building sites
for certain development types54, cost-sharing in pre-development funding for projects that
support homeless families and offering fast-track processing for development applications
of desired properties. Project types such as duplex, triplex, quadraplex, and multi-family
housing have historically been under-constructed in Mason County. Further review of local
policy is needed to identify creative policies to attract new development.
c. Invest in infrastructure or other projects that would facilitate new shelter
capacity
Mason County and the City of Shelton will explore infrastructure investments and site
preparation projects that enable new shelter development. This may include utility
upgrades, road access improvements, or environmental remediation on publicly owned or
strategically located parcels. Local partners may also consider modular or prefabricated
shelter models to reduce construction timelines and costs. These investments will be
coordinated with zoning updates and provider capacity-building to ensure long-term
sustainability
d. Invest in infrastructure for new affordable housing units
Increased funding to support new affordable housing is needed, to entice developers to
construct in Mason County. One commonly cited barrier for developers is the high cost of
infrastructure improvements necessary to add new units in Mason. The County and City
could set aside more funding to match developers willing to build, by supporting them in
covering infrastructure costs. In addition, City and County leadership could invest in
infrastructure in advance, to attract developers to specific areas of town or sites where
new development is desired.
54 “Pre-approved sites” could be deflned as parcels with zoning, environmental clearance, and infrastructure feasibility already in place
“Investment in infrastructure is key to literally pave the way for increased building.”
80
5.1: Maintain and Expand Emergency Shelter and Permanent Housing Capacity
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact55
a. Expand shelter
capacity for all,
including young
adults and
unaccompanied
minors
County Board of
Commissioners,
City Council, and
Providers
2026–2028 Beds added and
utilization rates
Moderate
b. Review zoning
and other
City/County
policies for
opportunities to
better support
emergency
shelter and
permanent
housing
development
County and City
Planning
Departments,
Planning Advisory
Commission
2026–2027 Zoning code
revisions adopted
Neutral
c. Invest in
infrastructure or
other projects
that would
facilitate new
shelter capacity
County Board of
Commissioners,
City Council, and
other funding
Leaders
2026-2030 New infrastructure
added
High
d. Invest in
infrastructure for
new affordable
units
County Board of
Commissioners,
City Council
2026–2030 Number of units
funded
High
55 Funding sources for affordable housing development include bonds, tax allocations, real estate excise tax,
tax exemptions, essential needs and housing support program, HTF, HOME, NHTF, LIHTC and CDBG among
others. Funding for shelter include ESG, EFSP, HOPWA, OHY, and RHY among others.
81
Strategy 5.2: Diversify types of housing options available
Local partners will support diverse housing models such as SROs, scattered-site PSH,
roommate matching, tiny homes, and safe parking programs.
a. Pilot small-scale tests of new housing program models
Public Health will encourage local providers to run small-scale test projects utilizing new
or new to them program models. For example, an existing rapid rehousing project may add
a roommate matching system to its policies. As funding is identified, tests of Tiny Home
projects for non-veterans, development of SRO units, scattered-site PSH programs, RRH to
PSH conversion protocols, and other concepts may be tested before broader investments
are considered. Housing outcomes of each test will be monitored for data-driven decision-
making.
b. Fund safe parking programs, with wraparound services
Safe parking has been identified as a new model worth pursuing. Additional information on
the need can be obtained from street outreach teams and at the 2026 PIT Count. If funds
are identified and the interest is there, identification of a suitable site location and local
agreements among police, public works, landowners, and other partners are steps in the
process. Wraparound services may include case management, hygiene access, behavioral
health support, and housing navigation.
5.2: Diversify types of housing options available
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact 56
a. Pilot small-
scale tests of
new housing
program models
Provider and
Implementation
Committee
2026–2028 Number of models
launched Moderate
b. Fund safe
parking
programs with
wraparound
services
County and City
Leadership 2026–2030 Number of sites
and participants Moderate
Strategy 5.3: Maximize the use of existing affordable housing units
The preservation of existing affordable housing units and reduction of vacancies are
needed to maintain and more rapidly expand affordable unit availability. Renovation funds
to preserve existing capacity or bring vacant units back to market will be faster than
56 Funding sources for new program models typically rely on private philanthropy or local unrestricted
sources, but federal and state eligibility has been expanding and should be monitored for updates
82
developing new units given the limited available buildable lots. Funding and coordination
around this issue are needed at the policy level.
a. Assess funding need to preserve and/or renovate existing affordable housing
An inventory and review of housing units in Mason County, which quantifies the number of
units in disrepair, and the scale of repair needed to bring the units back online, would be
conducted to demonstrate the need for funding and set a baseline for monitoring.
b. Pilot renovation grants or incentives programs for affordable housing projects
At the County and/or City level, funds may be set aside as a preliminary test to invest in
renovation grants or incentives targeting the preservation and creation of affordable
housing units. This may include conversion of commercial spaces into residential spaces,
subdivision of existing housing units to increase capacity, or other creative solutions.
c. Establish new City/County policy to address seasonal and vacant units
The high ratio of seasonal and vacant housing units in Mason limits available inventory.
Communities outside Mason have developed policies to monitor and address this
concern, which can be explored by Mason policymakers. Examples include taxing short-
term rentals or vacancies, creating a limited number of licenses for short-term rentals, and
other oversight and disincentive mechanisms. Policy options should be informed by data
on vacancy rates, rental saturation, and housing cost burden.
5.3: Maximize the use of existing affordable housing units
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Assess scale of
funding need to
preserve and/or
renovate existing
affordable housing57
Public Health, City
and County Planning
2026–
2028
Inventory
completed Low
b. Pilot renovation
grants or incentives
programs for
affordable housing
projects
Planning, County
Board of
Commissioners,
Shelton City Council
2026–
2030
Units
renovated Moderate
c. Establish new
City/County policy to
address seasonal and
vacant units
City and County
Planning, CBOC
Shelton City Council,
Planning Advisory
Commission
2026–
2028
Policy
options
developed
Neutral
57 Affordable housing refers to housing that can be accessed by households earning up to 80% of AMI without being cost burdened
(spending more than 30% of income on rent and utilities). This includes publicly subsidized housing, income-restricted units, and
naturally occurring affordable housing
83
Strategy 5.4: Strengthen Coordination with Housing Partners
Local partners will improve coordination with housing authorities and non-Coordinated
Entry providers to expand placement options and reduce bottlenecks.
a. Partner with Bremerton PHA to improve processes
Partner with the Bremerton PHA to develop streamlined process for voucher program that
is compliant but reduces burden on applicants to travel out of County for group meetings
and may decrease for lengthy waiting periods. Also, work together with Provider
Committee, PHA, the County and City on an FMR increase as well as affordable housing
proposals.
b. Engage non-CES and/or non-HMIS participating providers in program
placement efforts
Partners outside the traditional housing system, such as hospitals, jails, schools, and
others should have access to the CES systems. This may include developing a single point
of contact relationship between a staff position at those partners and the CES
Management entity, regular meetings, membership on boards or committees, and written
protocols for referrals. These partnerships should be tracked through referral logs to
monitor impact and reduce duplication.
At the same time, there are service providers who do not participate in CES but do offer
housing resources. Strengthening partnerships and formalizing referral relationships from
CES into those programs would benefit those waiting on the CES queue for housing
resources. Examples include recovery housing, faith-based resources, etc.
5.4: Strengthen Coordination with Housing Partners
Action Step Lead Entity Timeline Outcome
Measure
Revenue
Impact
a. Partner with
Bremerton PHA to
improve processes
Provider
Committee 2026–2028
Voucher utilization
rate, Process
Improvements
Low
b. Engage non-
participating
providers in program
placement efforts
CES
Management
Entity
2026–2030
Number of
placements
outside CE
Neutral
84
OVERALL PERFORMANCE METRICS
Mason County Local Homeless Housing Plan
Performance Measures 2025-2030
(Verifying Data – in progress)
Goal Measure FY
2019
Trend
(19-24)
Baseline
(FY
2024)58
Target
(2030)
Pr
e
v
e
n
t
Expand prevention
services
# of households served through
prevention
Need
#
~150
households59
300
households
Reduce first time
homelessness
% reduction in individuals
experiencing first-time
homelessness
Need
#
Need # ≤ 25%
Reduce Returns to
Homelessness
# of households Returned to
Homelessness within 2 Years
15% ⬆️
Increased
20% ≤ 15%
Maintain functional
zero for veteran
homelessness
# of veterans housed vs.
enrolled
NA Achieved
functional
zero
32 housed /
40 enrolled
Sustain ratio
Goal Measure 2019 Trend (19-
24)
Baseline
(2024)
Target (2030)
Ho
u
s
e
Increase emergency
shelter beds for single
adults, young adults,
and unaccompanied
minors
# of shelter beds for single
adults, young adults and
unaccompanied minors
Need
#
⬆️
Decreased
0 beds 80 beds
-42 singles
-35 young
adults
-3 minors
Increase rate of exits
to PH
% enrollments that end with
client in Permanent Housing
Verify ⬆️
Improved
43% ≥ 55%
Increase # of RRH
placements
# of placements in Rapid
Rehousing
Need
#
138
placements
325
placements
Increase # of PSH
beds
# of additional Permanent
Supportive Housing beds
Need
#
⬆️
Increased
55 beds 165 beds
Decrease in total
homelessness
% reduction in total Point-In-
Time (PIT) count
273 ⬆️
Increased
435
individuals60
15%
reduction
Reduce Unsheltered
homelessness
% reduction in unsheltered PIT
count
98 ⬆️
Increased
300
individuals
25%
reduction
Reduce Length of Time
Homeless
Reduction in the median length
of time persons are homeless
113
days
⬆️
Increased
160 days ≤ 45 days
58 Data sources for baseline
59 Estimated based on 240 HH served in eviction prevention since 2022?
60 Data from 2025 Mason County PIT
85
Plan Part 3: The Way Forward
86
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 forming the Implementation and Provider Committees. Beyond that it will
mean looking to 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, Providers 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.
Education and Advocacy
To support this plan, Mason County will need well-informed community members and
providers trained in best practices and the latest techniques to come together in support
of proven effective solutions. Developing a deep understanding of what works, and
creating a culture of data driven investment will help to ensure long-term success.
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.
87
By combining clear commitments, accountability structures, and consistent engagement,
Mason County can build the momentum needed to translate planning into measurable
results.
IMPLEMENTATION STRUCTURES
To support implementation, Mason County will establish two standing committees that
reflect the diversity, expertise, and lived experience within the homeless system of care.
These groups will serve as anchors for coordination, accountability, and continuous
improvement. Both committees will operate in an advisory capacity to the Housing and
Behavioral Health Advisory Board, ensuring that implementation efforts remain connected
to broader policy and funding decisions.
Each committee will be responsible for carrying forward specific strategies and action
steps from the Local Plan. These assignments will be clearly documented and revisited
regularly to ensure alignment with evolving priorities. Committees may form short-term
workgroups to advance particular initiatives, troubleshoot challenges, or support cross-
sector collaboration.
LOCAL P LAN COMMITTEE
The Local Plan Committee will serve as a central forum for monitoring progress, evaluating
outcomes, and identifying barriers to implementation. Meeting quarterly, this group will
anchor cross-sector coordination and strategic oversight. It will operate in an advisory
capacity to the Housing and Behavioral Health Advisory Board, ensuring that
implementation efforts remain connected to broader policy and funding decisions.
The committee will carry forward specific strategies and action steps from the Local Plan,
with assignments clearly documented and revisited regularly. Members may form short-
term workgroups to advance particular initiatives, troubleshoot challenges, or support
cross-sector collaboration.
Structure and Membership
• Co-chaired by representatives from the County and a community-based
organization
• Membership includes:
o County and City staff involved in homelessness and housing
o Homeless service providers
o Behavioral health and healthcare partners
o Tribal representatives
88
o Persons with lived experience of homelessness
o Faith-based and philanthropic partners
• Members will be selected to reflect geographic, cultural, and sectoral diversity
Governance and Facilitation
• Meetings will follow a published agenda and use shared decision-making protocols
• A small Facilitation Team (2–3 members) will rotate responsibility for agenda
setting, timekeeping, and note-taking
o Members of the Facilitation Team will represent different agencies,
disciplines, and subpopulations served to ensure diverse perspectives
• Committee ground rules will promote respectful dialogue, equitable airtime, and
collaborative problem-solving
• A quarterly feedback process will help assess committee effectiveness and support
continuous improvement
Responsibilities
• Carry forward assigned strategies and action steps from the Local Plan
• Review and interpret performance metrics
• Elevate emerging needs and recommend course corrections
• Form workgroups to address specific implementation challenges or opportunities
• Ensure alignment with equity goals and community priorities
• Advise the Housing and Behavioral Health Advisory Board on progress and system-
level needs
PROVIDER C OMMITTEE
The Provider Committee will offer a dedicated space for service providers and system
partners to collaborate, share insights, and elevate operational challenges. To support
inclusive participation and shared ownership, the committee will operate under a
structured framework that promotes transparency, equity, and collective problem-solving.
In addition to advancing implementation, the Provider Committee will serve as a space to
support provider staff and their well-being. Meetings are recommended to occur monthly,
alternating between two formats:
• Frontline Staff Session: A peer-focused gathering centered on staff needs, such as
addressing burnout, vicarious trauma, and workforce sustainability. These sessions
89
may include facilitated discussions, wellness strategies, and shared learning
across roles and organizations.
• Full Committee Session: A strategic coordination meeting involving provider
leadership, system partners, and invited government staff to advance
implementation, troubleshoot challenges, and elevate service-level insights.
This alternating structure is designed to balance operational coordination with workforce
support. The committee may revisit this format over time to ensure it meets the evolving
needs of the provider community.
Structure and Membership
• Facilitated by a rotating provider lead, selected through consensus or nomination
every six months
• Membership includes:
o Leadership and staff from homeless service organizations
o Coordinated Entry and outreach teams
o Behavioral health and housing navigation staff
o Invited system partners (e.g., schools, hospitals, law enforcement)
o Government staff may participate as needed on a project-specific advisory
basis
Governance and Facilitation
• Meetings will follow a published agenda and use shared decision-making protocols
• A small Facilitation Team (2–3 members) will rotate responsibility for agenda
setting, timekeeping, and note-taking
o Members of the Facilitation Team will represent different agencies,
disciplines, and subpopulations served to ensure diverse perspectives
• Committee ground rules will promote respectful dialogue, equitable airtime, and
collaborative problem-solving
• A quarterly feedback process will help assess committee effectiveness and support
continuous improvement
Responsibilities
• Carry forward assigned strategies and action steps related to service delivery and
coordination
• Share promising practices and troubleshoot service delivery challenges
• Coordinate across programs and funding streams
• Form workgroups to advance specific initiatives or respond to emerging needs
90
• Provide feedback to the Local Plan Committee on implementation barriers
• Support professional development, staff wellness, and training needs
• Advise the Housing and Behavioral Health Advisory Board on service-level trends
and resource gaps
REGULAR BRIEFINGS
To promote transparency, accountability, and community-wide engagement, Mason
County will provide regular briefings on the progress of the Local Plan, performance
metrics, and the state of homelessness and housing instability. These briefings will not
necessarily require the creation of new meetings. Instead, they can be integrated into
existing public forums such as the Housing and Behavioral Health Advisory Board, Board of
Commissioners meetings, and other regularly scheduled venues that bring together
decision-makers, providers, and community stakeholders.
Quarterly briefings can be opportunities for providers to report to the Behavioral Health
Advisory Board on project outcomes and plan implementation progress. Semi-annual
Briefings will be opportunities to brief on metrics and the progress of the main plan
components. The Annual Briefing will include the full year’s progress and include elected
officials and the public.
The goals of the briefing process are:
• Share updated metrics and implementation progress in a clear, accessible format
• Provide opportunities for public discussion and feedback
• Support data-informed decision-making across County departments and provider
networks
• Reinforce the County’s commitment to equity, transparency, and continuous
improvement
• Ensure that persons with lived experience, frontline staff, and community partners
have access to timely information
The HMIS team will compile and update data from HMIS and other relevant sources for the
semi-annual and annual briefings. Providers may need to update information in HMIS or
submit other supplemental data as requested. County leaders — including the Board of
Commissioners, departmental managers, and provider executive directors — can use this
data to proactively monitor performance and make transparent, evidence-based decisions
about program implementation and resource allocation.
91
Briefings will be well-promoted in advance to encourage attendance by relevant partners
and interested community members. Over time, this practice will help build a culture of
shared responsibility, informed advocacy, and collaborative problem-solving across
Mason County’s homeless response system
92
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. Prioritization Criteria of Homeless Housing Capital Projects
E. Survey of Fund Sources for Homeless Housing Assistance Programs and Capital
Projects
F. Sources of Quantitative Data
93
APPENDIX A: DOCUMENTATION OF THE PLANNING PROCESS
Consulting team View Community Advisors Inc and Partners for Community Impact LLC
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.
Preparation
To ensure the strategic plan development process was effective and built upon existing
structures, networks, and resources throughout Mason County and the State of
Washington, the following preparations were completed before community engagement
and plan development work began:
• Review of the homeless and housing environment to identify the unique
characteristics, strengths, challenges, and barriers that exist.
94
• Review of previous plans or planning documents, related jurisdictional plans,
recent housing or homeless-related policy proposals or changes, etc.
• Research and analysis regarding homelessness and housing in Mason County.
• Review of evidence-based practice research provided by Commerce61 and other
relevant best practice research and guidance.
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, additional partners to add to the conversation were identified, and focus group
conversations planned.
Participation of the County’s Largest City
Mason County, WA has only one incorporated city, the City of Shelton. Both the Mayor of
Shelton and the City Manager of Shelton attended the 3-day planning summit and
remained active partners during the drafting and development of the final plan. The full City
Council reviewed the plan and held a dedicated Study Session just before the 30-day
public comment period to provide input.
Interviews Conducted
The consulting team conducted fifteen interview conversations, including with 13 leaders
of local government, for-profit and non-profit providers of homelessness services, and
partners in the system of care. 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
o [To Be Completed]
• Fall, 2025
61 2025-2030 Local Homeless Housing Plan Guidance Research, Evaluations, and Reports:
https://docs.google.com/document/d/1FtmgE4yYZKwYX2bGqIKgs6LoTp3u--yRNZJnBegNPkw/edit?tab=t.0
95
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.
Iterative drafts were reviewed and interviews were conducted to obtain detailed,
thoughtful feedback for incorporation.
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 XXX newspaper XXX edition.
The notice was posted on XXX DATE, 30+ Days in advance of the anticipated Mason County
Board of Commissioners meetings scheduled for December 3 and 9, 2025.
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
Commissioners on XX DATE. At the Mason County Board meeting public comment was
accepted. Input was provided by the Shelton City Council at a special Study Session on
October 28, 2025
96
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.
97
APPENDIX C: SUMMARY LIST OF ALL PARTICIPANTS IN THE PLANNING
PROCESS [TO BE UPDATED AFTER PUBLIC COMMENT]
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,
Community Organizations
Shelton School District McKinney-Vento Liaison
Proactive Supportive Housing Solutions
Mason County Climate Justice
County Representatives* Mason County Public Health Department Mason County Planning Department
98
APPENDIX D: 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.
99
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
100
authorized under RCW 36.22.178 and RCW 36.22.179,62 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 populations63.
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 64. 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 homelessness65. 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 units66. City staff identify funding opportunities and
62https://masoncountywa.gov/departments/public_health/community_health_and_human_services/housin
g_homelessness.php
63 https://www.healthymasoncounty.com/community_health/housing_and_homelessness/index.php
64 https://masoncountywa.gov/_T14_R27.php
65https://masoncountywa.gov/departments/public_health/community_health_and_human_services/housin
g_homelessness.php
66 https://citizenportal.ai/articles/1455076/Shelton/Mason -County/Washington/City-tackles-housing-crisis-
with-new-funding-strategies
101
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 Connection67
• Eviction prevention services have expanded, with prioritization based on risk
factors such as missed rent, overcrowding, and recent institutional exits68
• Housing cost burden remains high: over 30% of Mason County
households spend more than 30% of income on housing69
• Rental vacancy rates are low, exacerbating access challenges for low-income
renters70
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.
67 Ibid
68https://masoncountywa.gov/departments/public_health/community_health_and_human_services/housin
g_homelessness.php
69 https://www.healthymasoncounty.com/community_health/housing_and_homelessness/index.php
70 Ibid
102
APPENDIX E: SURVEY OF FUND SOURCES FOR HOMELESS HOUSING
ASSISTANCE PROGRAMS AND CAPITAL PROJECTS
Survey of Fund Sources for Homeless Housing Assistance Programs and Capital Projects
Fund Source Source Status Allowable Uses Amount Received SFY24 Actual/Projected Received SFY25
Local Homeless Document Fees (RCW 36.22.179 - 1791)Local Receiving/Collecting Operating and/or Capital 692,849.45$
Local Affordable Housing Fee (RCW 36.22.178)Local Not Receiving/Collecting Operating and/or Capital -$
Department of Housing and Urban Development (HUD) or Commerce Emergency Solutions Grant (ESG)Federal Not Receiving/Collecting -$
HUD Continuum of Care (McKinney-Vento)Federal Receiving/Collecting Operating only 590,012.30$
CARES Act Emergency Solutions Grant (ESG-CV)Federal Expired 205,092.63$
HUD: PIH (Emergency Housing Voucher)Federal Receiving/Collecting Operating only 6,578.00$
HUD HOME Federal Not Receiving/Collecting Operating and/or Capital -$
HUD HOME Tenant Based Rental Assistance (TBRA)Federal Receiving/Collecting Operating only 113,711.23$
HUD HOME-ARP (American Rescue Plan)Federal Expired -$
HUD Housing Opportunities for Persons with Aids (HOPWA)Federal Not Receiving/Collecting Operating and/or Capital -$
HUD VASH (Veterans Affairs Supportive Housing)Federal Receiving/Collecting Operating only 28,026.00$
Federal Housing Choice Vouchers (Project-based Section 8) dedicated to homeless (non-VASH)Federal Receiving/Collecting Operating only 11,727.00$
US Department of Veterans Affairs (VA) (non-VASH)Federal Receiving/Collecting 54,099.92$
US Department of Health and Human Services (HHS) Runaway & Homeless Youth (RHY)Federal -$
Consolidated Homeless Grant (non-HEN)State Receiving/Collecting 847,692.20$
Commerce Emergency Housing Fund (EHF)State Receiving/Collecting 749,864.48$
Housing and Essential Needs (HEN)State Receiving/Collecting 1,396,908.40$
FCS Bridge (HEN)State Receiving/Collecting 67,671.84$
Homeless Student Stability Program (HSSP)State -$
Commerce Homelessness Diversion Program State Operating only -$
Commerce Apple Health and Homes State Receiving/Collecting Operating and/or Capital 10,170.32$
Community Behavioral Health Rental Assistance (CBRA)State Receiving/Collecting Operating only 16,670.00$
Commerce Office of Homeless Youth Programs - under age 18 HOPE, Crisis Residential Centers, Secure Crisis Residential Centers, State Receiving/Collecting -$
Commerce Office of Homeless Youth Programs - age 18-24 Young Adult Housing Program, Independent Youth Housing Program, Young AdStateReceiving/Collecting 223,802.00$
Other Commerce Office of Homeless Youth ProgramsAncillary Therapeutic Services, System of Care grants, Homeless Student Stability Program, Homeless Prevention & Diversion Fund, Youth Diversion Infrastructure Program, Housing Stability for Youth in Courts, Street Outreach ServicesStateReceiving/Collecting 255,946.34$
Commerce Housing Trust Fund Operations and Maintenance FundsAwarded to a Housing Trust Fund projectStateReceiving/Collecting Operating only 36,788.30$
Commerce Permanent Supportive Housing Operating, Maintenance and Services (PSH-OMS)State Operating only -$
Right of Way Initiative Operating only -$
King County Other Local Not Eligible/NA Operating and/or Capital -$
Other Local Local Receiving/Collecting Operating and/or Capital 302,128.06$
Other State State Receiving/Collecting Operating and/or Capital 577,170.43$
Other Federal Federal Receiving/Collecting Operating and/or Capital 470,929.18$
Private Donations (includes foundations)Private Receiving/Collecting Operating and/or Capital 1,065,124.17$
TOTAL Operating and Services Expenditures 7,722,962.25$
Local Homeless Document Fees (RCW 36.22.179 - 1791) CAPEX Local Operating and/or Capital -$
Local Affordable Housing Fee (RCW 36.22.178) CAPEX Local Operating and/or Capital -$
HUD Continuum of Care (McKinney-Vento) CAPEX Federal Operating and/or Capital -$
Commerce Apple Health and Homes CAPEX State Operating and/or Capital -$
Housing Trust Fund State Capital only -$
King County Other CAPEX Local Not Eligible/NA Operating and/or Capital -$
Other Local CAPEX Local Operating and/or Capital -$
Other State CAPEX State Receiving/Collecting Operating and/or Capital 125,678.76$
Other Federal CAPEX Federal Receiving/Collecting Operating and/or Capital 477,815.00$
Private Donations/ Investments (includes foundations) CAPEX Private Receiving/Collecting Operating and/or Capital 19,061.55$
TOTAL Capital Expenditures 622,555.31$
TOTAL Expenditures 8,345,517.56$
Taxes Sources
Mental Health Sales and Use Tax (RCW 82.14.460)Local Receiving/Collecting Operating and/or Capital 1,300,863.18$ 627,495.60$
Housing and Related Services Sales and Use Tax (RCW 82.14.530)Local Receiving/Collecting Operating and/or Capital
Affordable and Supportive Housing Sales and Use Tax (RCW 82.14.540)Local Receiving/Collecting Operating and/or Capital 124,626.91$ 20,109.77$
Local Housing Levies (RCW 84.52.105)Local Receiving/Collecting Operating and/or Capital 1,206,308.16$ 397,334.07$
Document Recording Surcharge, Local Portion (RCW 36.22.250)Local Receiving/Collecting Operating and/or Capital
NOTE: Items highlighted in red are pending confirmation by Mason County finance team and will be confirmed before the final plan draft is completed.
104
APPENDIX F: SOURCES OF QUANTITATIVE DATA AND GLOSSARY
Sources of Quantitative Data
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 71
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.
71
https://public.tableau.com/app/profile/comhau/viz/DRAFTWashingtonStateHomelessSystemPerformance_
CountyReportCardSFY2019/ReportCard
105
Washington
Balance of
State Equitable
Access
Dashboard 72
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.
Washington
Balance of
State HMIS
Data Quality
Dashboard 73
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).
72 https://public.tableau.com/app/profile/comhau/viz/DRAFTAccesstoHomelessSystem/Snapshot
73 https://public.tableau.com/app/profile/comhau/viz/DQDashboard_15719398928900/BoS
106
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.
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.
107
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
Affordable Housing
Housing that costs no more than 30% of a household’s income. Typically refers to units
affordable to households earning up to 80% of Area Median Income (AMI).
Area Median Income (AMI)
The midpoint income for a region, used to determine eligibility for housing programs.
Income thresholds are often expressed as percentages of AMI (e.g., 30%, 50%, 80%).
BIPOC (Black, Indigenous, and People of Color)
A term used to highlight the unique experiences and systemic inequities faced by
communities of color, especially in housing access, homelessness, and service delivery.
By-Name List
A real-time list of individuals experiencing homelessness in a community, used to track
progress toward housing and coordinate outreach and services.
Chronically Homeless
Individuals with a disabling condition who have been homeless for at least one year or
repeatedly over three years, as defined by HUD.
Consolidated Homeless Grant (CHG)
A Washington State funding source administered by the Department of Commerce to
support homelessness response systems, including Coordinated Entry, RRH, and shelter.
Coordinated Entry (CE)
A standardized system for assessing and referring people experiencing homelessness to
housing and services based on need and vulnerability. Required by HUD and WA
Commerce.
Coordinated Entry Operator
108
The agency or entity responsible for managing the Coordinated Entry system, including
assessment tools, referral processes, and system performance.
Cost Burdened
A household spending more than 30% of its income on housing costs, including rent or
mortgage and utilities.
Diversion
A strategy to help people avoid entering the homeless system by resolving their immediate
housing crisis through problem-solving, mediation, or one-time financial assistance.
Document Recording Fees (2163 / 2060)
Local funds generated through real estate document recording fees, used to support
affordable housing and homelessness programs.
Equity
Ensuring fair access, opportunities, and outcomes for all—especially for historically
marginalized populations—by addressing systemic barriers and disparities. This includes
racial equity, LGBTQ+ inclusion, and accessibility for people with disabilities.
Flex Funds / One-Time Assistance
Flexible financial resources used to address immediate housing needs—such as rent,
utilities, transportation, or deposits—often used in prevention or diversion efforts.
HMIS (Homeless Management Information System)
A data system used to collect, manage, and report information about people experiencing
homelessness and the services they receive. Required for most HUD- and state-funded
programs.
Housing First
An approach that prioritizes providing permanent housing to people experiencing
homelessness without preconditions such as sobriety, employment, or service
participation.
LGBTQ+ (Lesbian, Gay, Bisexual, Transgender, Queer/Questioning, and others)
An umbrella term for people whose sexual orientation or gender identity differs from
societal norms. LGBTQ+ individuals often face higher rates of housing instability and
discrimination.
Permanent Supportive Housing (PSH)
Long-term housing with supportive services for people experiencing chronic homelessness
and disabilities.
Point-in-Time Count (PIT)
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An annual count of people experiencing homelessness on a single night in January,
required by HUD.
Prevention
Services or financial assistance provided to households at risk of homelessness to help
them retain housing or secure new housing before a crisis occurs.
Rapid Rehousing (RRH)
A housing intervention that provides short-term rental assistance and supportive services
to help people quickly exit homelessness and stabilize in housing.
Sheltered / Unsheltered Homelessness
Sheltered refers to people staying in emergency shelters or transitional housing.
Unsheltered refers to those sleeping in places not meant for habitation (e.g., tents,
vehicles, parks).
Supportive Services
Services that help people maintain housing stability, such as case management,
behavioral health care, employment support, and life skills training.
System Performance Measures (SPMs)
Metrics used by HUD and WA Commerce to evaluate how well a homeless response
system is functioning, including housing placement rates, returns to homelessness, and
length of time homeless.
Transitional Housing
Temporary housing that includes supportive services to help individuals or families move
toward permanent housing. Typically time-limited (up to 24 months).
Youth Homelessness
Refers to unaccompanied minors and young adults under age 25 who lack stable housing.
May include couch-surfing, living in unsafe conditions, or being unsheltered.
Young Adult Coordinated Entry (YACE)
A youth-specific Coordinated Entry system designed to assess and refer young people
under age 25 to housing and services tailored to their needs.
NOTICE OF HEARING
NOTICE IS HEREBY GIVEN that the Board of Mason County Commissioners will hold
a public hearing in Mason County Building I, Commission Chambers, 411 North Fifth Street, Shelton,
WA 98584 on December 9th, 2025 at 9:15 am.
SAID HEARING will be to take public comment on the draft Mason County Local
Homeless Housing Plan 2025-2030.
Public testimony will be available in-person or via Zoom. The URL is available on the County
website https://www.masoncountywa.gov/ to sign into the meeting. Please use the “raise hand”
feature to be recognized by the Chair to provide your testimony. You can also email testimony to
msmith@masoncountywa.gov or mail to the Commissioners’ Office, 411 N 5th St, Shelton, WA
98584; or call (360) 427-9670 ext. 230.
If special accommodations are needed, please contact the Commissioners' office, (360) 427-
9670 ext. 419.
DATED this day of , 2025.
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
__________________________________
McKenzie Smith, Clerk of the Board
Bill: Mason County Public Health and Human Services
415 N 6th St, Shelton, WA 98584
Cc: Commissioners
Shelton Journal: Publ. 2t: Date & Date
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Ian Tracy Ext: 544
Department: Public Health Briefing: ☒
Action Agenda: ☐
Public Hearing: ☐
Special Meeting: ☐
Briefing Date(s): November 3, 2025 Agenda Date(s): Click or tap here to enter text.
Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other
(This is the responsibility of the requesting Department)
Item:
Solid Waste Code Enforcement Update
Background/Executive Summary:
Due to current funding challenges, our Solid Waste Code Enforcement Program has been reduced to 1.5
FTE from 1.75 FTE. Additionally, in a few months, 1 FTE will be going on extended leave, which will
have a significant impact on our case load and ability to respond to new complaints and follow up on
existing complaints. We are shifting caseloads, so the full-time staff member will have approximately
66% of the cases. We forecast that response times for new cases will extend to approximately 60 days.
Staff will allocate more time to water quality, an area where we are currently underspending. The cause is
a combination of factors, mostly due to stagnant funding sources and increasing costs.
Budget Impact (amount, funding source, budget amendment, etc.):
N/A
Public Outreach:
N/A
Requested Action:
Commissioner discussion
Attachment(s):
N/A
Mason County Administrator
411 N 5th Street
Shelton, WA 98584
(360) 427-9670 ext. 419
Mason County Commissioner
Briefing Items from County Administrator
November 3, 2025
Specific Items for Review
→ Mason County Parks 2026 Field Rental Rates – John Taylor
→ Public Services WA State Community Development Block Grant Amendment – Jennifer Beierle
→ 2026 Proposed Budget – Jennifer Beierle
Administrator Updates
Commissioner Discussion
Mason County
Agenda Request Form
To: Board of Mason County Commissioners
From: Cassidy Perkins for John Taylor Ext. 535
Department: Parks & Trails Briefing: ☒
Action Agenda: ☒
Public Hearing: ☐
Special Meeting: ☐
Briefing Date(s): 11/03/2025
Agenda Date: 11/25/2025
Internal Review: ☐ Finance ☐ Human Resources ☒ Legal ☐ Information Technology ☐ Other
(This is the responsibility of the requesting Department)
Below for Clerk of the Board’s Use Only:
Item Number: __________
Approved: ☐ Yes ☐ No ☐ Tabled ☐ No Action Taken
Ordinance/Resolution No. __________ Contract No. __________ County Code: __________
Item:
Mason County Parks 2026 Field Rental Rates
Background/Executive Summary:
Fees and charges shall be established by the Board of County Commissioners. Fees and charges will be
adjusted annually beginning in January 2026 by using the Seattle-Tacoma-Bellevue CPI-U (Consumer
Price Index—Urban) August to August with a minimum annual increase of two percent and a maximum
annual increase of five percent. According to the current year report, the CPI-U reflects and increase of
2.8%.
Budget Impact:
N/A
Requested Action:
Approval to increase Mason County Parks Field Use Rates by 2.8% beginning January 2026 and to
amend the corresponding resolution for this.
Attachments:
Agreements
Resolution 2024-057
Fees & Charges Policy
CPI-U 2025 Report
RESOLUTION No. a a4.05-
A RESOLUTION ESTABLISHING THE 2025 FIELD RENTAL RATES FOR THE
MASON COUNTY PARKS AND TRAILS DEPARTMENT
WHEREAS, Chapter 67.20.010 RCW, provides the authority for Counties to own and operate
recreational facilities for public use, and to set forth the regulations, policies and practices
governing such use, and
WHEREAS, Mason County Parks and Trials Department owns and operates parks for the
enjoyment and use of County residents and visitors;
WHEREAS, the Mason County Parks &Trails Advisory Committee reviewed the proposed 2024
rates and recommends approval;
WHEREAS, costs to support parks administration, operations and maintenance continue to
increase and pursuant to the Fees and Charges Policy for Parks and Trails Department, Section
IV, fees will be adjusted annually by using the by using the Seattle-Tacoma-Bellevue CPI-U
Consumer. Price Index— Urban) August to August with a minimum annual increase of 2% and
a maximum annual increase of 5%
WHEREAS, the Seattle-Tacoma-Bellevue CPI-U (Consumer Price Index — Urban) is 3.1% at
August 2024;
BE THEREFORE, BE IT RESOLVED THAT THE Board of County Commissioners of Mason
County does hereby amend the 2025 Field Rental Rates and Deposits (Exhibit A) that includes
an increase of 3.1%, CPI for all Cities August to August 2024.
PASSED this_9'v"- day of Oa 2024.
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
ATTEST:
C X1J rjc, 5C`rn Rand Neatherli , Commissioner
McKenzie StWith, derk of the Board
APPROVED AS TO FORM: Sharon Trask, Commissioner
Tim Whitehead, Chief Deputy Prosecuting Kevin Shutty, Com oner
Attorney
C:\Users\TimW\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\01841Z44\Resolution to increase fees for
2025.doc
Exhibit A
MASON COUNTY PARKS DEPARTMENT 2025 FIELD RENTAL RATE:
ORGANIZED YOUTH LEAGUES Use 2025 Rate 2026 Pro-Rated
Based on 2-Hour Practice Practice 23.00 $ 11.50
2-Hour Slot with Field Prep Game 40.00
ORGANIZED ADULT LEAGUES:
Practice 33.00 $ 16.50
Game 47.50
TOURNAMENTS:
Includes Field Preps Per Field $ 175.00
Full Complex $ 1,218.00
MISCELLANEOUS FIELD USE: Per Hour $ . 23.00
Cleanup Fee
Fee charged if field is not returned in condition it was received or
cigarette butts or sunflower seeds left on the Synthetic Tun` 350.00
Biohazard Cleanup Fee 650.00
Supplemental Fees
3.5'X 8'sign on outfield fence 200.00/year 350.00/2 years
3.5'X 8'sign on outfield fence in preferred location $375.00/year 675.00/2 years
Sponsor is responsible for purchasing sponsor banner
County Staff will erect and remove banner at the end of the season
Deposits
Deposits refunded if cancelled at least 21 days before first day of play. Deposit is 100% forfeited if
not canceled at least 14 days before first day of play and new deposit required for future
Field Set Up
Field set up shall be called in to MCRA 3 days before a tournament.
Deposit-Local League Play
Local League play payment of$375 deposit due upon acceptance of schedule, even for multiple
day reservations.
Payment-Local League Play
Local league play will be billed mid-season for the first half and again at the end of the season for
the second half. Payment due upon receipt of invoice and no later than September 30 of year
Deposit-Tournament Play
Tournament play deposit of$1,218 per tournament day is due upon acceptance of schedule, even for
multiple tournament reservations. The deposit will be rolled forward to the next tournament date for multiple
dates scheduled, assuming the tournament fee has been paid for tournaments played.
Payment-Tournament Play
C:\Users\MSmith\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\Z2SZPP14\Field Use Rates 2025 3.1%
increase final-exhibt for fee resolution.xlsx
Exhibit A
Tournament play payment of$1,218 for each tournament day is due no later than the Friday prior
to tournament play.
Payment-Other than League or Tournament Play
Any person or group who reserves multiple fields for other than League or Tournament Play, shall
C:\Users\MSmith\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\Z2SZPP14\Field Use Rates 2025 3.1%
increase final-exhibt for fee resolution.xlsx
Exhibit A
ORGANIZED YOUTH LEAGUES:Use 2026 Rate 2026 Pro-Rated
Based on 2-Hour Practice Practice 24.00$ 12.00$
2-Hour Slot with Field Prep Game 41.00$
ORGANIZED ADULT LEAGUES:
Practice 34.00$ 17.00$
Game 48.50$
TOURNAMENTS:
Includes Field Preps Per Field 180.00$
Full Complex 1,252.00$
MISCELLANEOUS FIELD USE:Per Hour 24.00$
Cleanup Fee
350.00$
Biohazard Cleanup Fee 650.00$
Supplemental Fees
3.5' X 8' sign on outfield fence $200.00/year $350.00/2 years
3.5' X 8' sign on outfield fence in preferred location $375.00/year $675.00/2 years
Sponsor is responsible for purchasing sponsor banner
County Staff will erect and remove banner at the end of the season
Deposits
Field Set Up
Deposit-Local League Play
MASON COUNTY PARKS DEPARTMENT 2026 FIELD RENTAL RATES
Payment-Local League Play
Payment-Tournament Play
Deposit-Tournament Play
Local league play will be billed mid-season for the first half and again at the end of the season for
the second half. Payment due upon receipt of invoice and no later than September 30 of year billed.
Fee charged if field is not returned in condition it was received or
cigarette butts or sunflower seeds left on the Synthetic Turf
Tournament play deposit of $1,252 per tournament day is due upon acceptance of schedule, even for multiple
tournament reservations. The deposit will be rolled forward to the next tournament date for multiple dates
scheduled, assuming the tournament fee has been paid for tournaments played.
Deposits refunded if cancelled at least 21 days before first day of play. Deposit is 100% forfeited if
not canceled at least 14 days before first day of play and new deposit required for future
Field set up shall be called in to MCRA 3 days before a tournament.
Local League play payment of $375 deposit due upon acceptance of schedule, even for multiple
day reservations.
J:\Clerk\Meeting Packets\11-3 Briefing\Docs\Field Use Rates 2026 2.8% increase final - exhibt for fee resolution
Exhibit A
Tournament play payment of $1,252 for each tournament day is due no later than the Friday prior to
tournament play.
Payment - Other than League or Tournament Play
Any person or group who reserves multiple fields for other than League or Tournament Play, shall
J:\Clerk\Meeting Packets\11-3 Briefing\Docs\Field Use Rates 2026 2.8% increase final - exhibt for fee resolution
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Jennifer Beierle Ext: 532
Department: Central Services Briefing: ☒
Action Agenda: ☐
Public Hearing: ☐
Special Meeting: ☐
Briefing Date(s): 11/3/2025 Agenda Date(s): Click or tap here to enter text.
Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other
(Please ensure proper internal review channels have been followed, this is the responsibility of the
requesting Department)
Item:
Overview of the 2026 Proposed Budget Draft
Background/Executive Summary:
The 2026 proposed summary budget includes the Board of County Commissioner’s maintenance level
budget as of November 3, 2025.
Full Time Equivalents (FTEs) summarized by fund and department and Policy Level Requests (those
requests above Maintenance Level) are also included in this presentation.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
See attached.
Public Outreach:
The 2026 proposed budget summary and detail will be posted on the County’s website:
www.masoncountywa.gov by November 17, 2025. The public is invited to comment throughout the
budget process.
Requested Action:
Request the Board review the draft 2026 Mason County Budget for the General Fund by Department and
all other County funds at the fund level.
Attachment(s):
• 2026 Mason County Summary Draft Budget as of November 3, 2025: General Fund by
Department & all County funds at the fund level
• Policy Level Requests listed by General Fund Departments and Special Funds
• FTEs summarized by fund and department