HomeMy WebLinkAbout2025/11/25 - Regular PacketBoard of Mason County Commissioners
Draft Meeting Agenda
Commission Chambers
411 N 5th St, Shelton, WA 98584
November 25, 2025
9:00 a.m.
Commission meetings are live streamed at http://www.masonwebtv.com/
Regular Commission business meetings will be held in-person and via Zoom.
Please click the Zoom meeting link posted on the Mason County homepage and use the “raise hand” feature to be recognized
by the Chair to provide comment and testimony. Public comment and testimony can be provided in-person, via e-mail at
msmith@masoncountywa.gov; mail in to the Commissioners’ Office at 411 N 5th St, Shelton, WA 98584; or call (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.
1. Call to Order
2. Pledge of Allegiance
3. Roll Call
4. Correspondence and Organizational Business
4.1 Correspondence
4.2 Annual Mason County Heritage Grant Cycle News Release
4.3 Mason County Parks and Trails Advisory Board Openings News Release
4.4 Mason County Solid Waste offering Free Christmas Tree Recycling
4.5 Mason County Public Works early closure of the Eells Hill Transfer and Belfair Drop Box on Thursday,
December 18th,
5. Open Forum for Citizen Input
Please see above options to provide public comment; 3 minutes per person, 15-minute time limit.
6. Adoption of Agenda
Items appearing on the agenda after “Item 10. Public Hearings” may be acted upon before 9:15 a.m.
7. Approval of Minutes – October 27, November 3, November 10 and November 17, 2025 Briefing minutes, the
October 28, 2025 Regular minutes and the November 4, 2025 Special minutes.
8. Approval of Action Agenda
Items listed under “Action Agenda” may be enacted by one motion unless a Commissioner or citizen requests an item be
removed from the Action Agenda and considered a separate item.
8.1 Approval of Warrants & Treasurer Electronic Remittances
Claims Clearing Fund Warrant # 8116610-8117274 $ 3,016,735.43
Direct Deposit Fund Warrant # 120995-121400 $ 941,799.07
Salary Clearing Fund Warrant # 7009264-7009301 $ 1,222,042.67
Treasurer Electronic Remittance $ 1,592,448.09
8.2 Approval for Mason County Utilities & Waste to issue a water leak credit for customer #306019 in the amount
of $1,600 plus applicable late fees, based on verification that the leaks have been repaired.
8.3 Approval of the Resolution amending Res. 2023-056 changing the name of the Pacific-Salish Economic
Development District (EDD) to the Evergreen Coast Regional Partnership EDD to better reflect the region.
8.4 Approval of a Resolution accepting the donation of a motor vehicle from Bruce Titus Automotive Group and
Authorizing its transfer into County Service.
8.5 Approval for the Chair to sign the sub-recipient amendment with Community Action Council of Lewis,
Mason, and Thurston Counties to extend the Public Services Washington State Community Development
Block Grant contract #25-64210-010 for a period of one year beginning July 1, 2025 and ending June 30, 2025
in the amount $105,000.
8.6 Approval to amend Resolution 2024-057 to increase Mason County Parks Field Use Rages by 2.8% beginning
January 1, 2026.
8.7 Approval 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.
8.8 Approval of the Indigent Defense Grant Award for Public Defense Improvement Funds in the amount of
$123,492.61.
8.9 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.
8.10 Approval of the Memorandum of Understanding with City of Bremerton for sanitary sewer service.
8.11 Approval of the Criminal Justice Treatment Account (CJTA) Plan and sign the 2025-2027 CJTA Contract
8.12 Approval of the Resolution Establishing the Framework for Utilization of Opioid Settlement Funds in Mason
County.
8.13 Approval of quote given by Bradley Air Company for replacement of the Jail kitchen walk-in cooler and
Juvenile Detention’s heating system.
8.14 Approval to set a Public Hearing for Tuesday, December 16, 2025 at 9:15 a.m. to take public comment on the
draft Mason County Comp Plan updates.
8.15 Approval to advertise for the currently vacant position of Chief Public Defender.
8.16 Approval of the Resolution Adjusting Defense Attorney Contract Rate for Indigent Defense
8.17 Approval of the Resolution deleting Fund 114, Victim Witness Activity, and establish Department No. 181,
Victim Witness Activity, within the general fund for the 2026 budget
8.18 Request to set a public hearing for December 16, 2025, at 9:15 a.m. to consider and approve supplemental
budget requests and budget transfers to the 2025 budget.
8.19 Approval of Adopt-A-Road application submitted by the Hood Canal Lions Club for the section of McReady
Rd MP 1-6.
8.20 Approval of Adopt-A-Road application submitted by Clifford Denson for the section of E Agate Rd from State
Route 3 to Crestview Drive.
8.21 Approval of the resolution setting a hearing date with the Hearings Examiner for Wednesday January 14,
2026, at 1:00pm via zoom to consider public comment on Road Vacation No. 426.
9. Other Business (Department Heads and Elected Officials)
10. 9:15 a.m. Public Hearings and Items Set for a Certain Time
Please see above options to provide public testimony.
10.1 Public Hearing to consider establishing a 25-mph speed limit on Yates Road and Ellis Road. Staff: Mike
Collins
10.2 Public Hearing to take public comment on the certification to the County Assessor the amount of taxes for
county purposes and the amount of taxes levied for each taxing district for 2026. Staff: Jennifer Beierle
10.3 Public Hearing take public comment on the proposed roll of rates and charges of Lake Management District
No. 1 (LMD) for Island Lake. Staff: Travis Adams
11. Board’s Calendar and Reports
12. Adjournment
MASON COUNTY
TO: Board of Mason County Commissioners
Reviewed
FROM: Kariann Rutledge Ext. 380
DEPARTMENT: Support Services Action Agenda
DATE: November 25, 2025 No. 4.1
ITEM: Correspondence
4.1.1 Received Board of Health Application from Dean Jewett.
4.1.2 Received Letter from Squaxin Island Tribe Requesting Delay of hearing for the
withdrawal of Squaxin Island Properties from South Mason Fire and Rescue territory.
4.1.3 Received Levy Certification from Herb Gerhardt for Mason County Public Hospital
District #2, Travis Merrill for Port of Allyn, Public Hospital District #1, Karen
Thomas for Fire District 18, Kathleen Wyatt for Port of Hoodsport, Port of Dewatto.
Sharon Hankinson for Mason County Cemetery District 1, and Troy Woodword for
Mason County Fire District No. 6.
4.1.4 Received Letters from Federal Energy Regulatory Commission regarding Analysis
Approach Package, Cushman No.1 Development, Cushman Project, DPP, Cushman
No.1 Development, Cushman Project and DPP Field Guidance Document, Cushman
No.1 Development, Cushman Project.
4.1.5 Received Lodging Tax Advisory Committee Application from Kerry Myers.
4.1.6 Received Mason County Transit Authority Board Application from Mikayla Porter.
4.1.7 Received Renewal Notice from Liquor and Cannabis Board
4.1.8 Received Historic Preservation Commission Application from Virginia Feldman
4.1.9 Received Notice from Comcast regarding Removal of Channels Owned by Versant
from Digital Economy Tier and Changes to Xfinity.
4.1.10 Received Notice of Liquor License Application for THE POSH PESCATARIAN,
LLC and NIMRAT & JASLEEN INC
Attachments: Originals on file with the Clerk of the Board.
Entry #: 49 - Board of Health (BOH)Status: Submitted Submitted: 10/22/2025 6:16 PM
Advisory Board Name:
Board of Health (BOH)
Name:
Dean Jewett
Today's Date:
10/22/2025
Address
Voting Precinct:
Phone
(
Email
Community Service:
Civilian police department advisor panel,
Homeless task force.
Community cleanup.
Many years of coaching little league and into high-school.
Hosted Crazy Faith for their street feeds prior to being taken over by
Crazy Love.
Part of grass roots Yacht club Homeless cleanup (100,000 lbs) of
garbage removed as well as hundreds of needles.
Ran for City council.
Donated thousands of dollars, gifts and food threw our food trucks
to Turning Pointe, Crossroads housing.
Employment:
Self employed,
Construction, food service.
35 years in the Telecom field. From tech to upper management,
oversight of 3 states and 300 employees. P&L statements, conflict
resolution, union training, inventory.......
What do you perceive is the role or purpose of this advisory board?
To review and assist in the direction of resources regarding homeless, mental health concers,
As well as institute a pro active approach to a healthy community!
What interest or skills do you wish to offer this advisory board?
Conflict resolution,
Keen insights,
Forward thinking,
Multifaceted approach,
Determination.
List any financial, professional, or voluntary affiliations that could create a potential conflict of interest:
None
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:
Quarterly, Monthly, Weekly, Daily
Are you a U.S. citizen and Mason
County resident?
Yes
*For Civil Service applications ONLY, what is
your political party?
Received 10.23.2025Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith,Melissa Casey, Dave Windom
Received 10.23.2025Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, Mckenzie Smith,Tim Whitehead
Received 11/13/25Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith
Received 11/13/25Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith
Received 11.14.2025Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith
Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith,Jennifer Beierle, Ciara Stiles,Patti McLean.
Received 11/18/25Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenie Smith,Patti McLean, Ciara Stiles, Jennifer Beierle, Araceli Witz
Received 11/18/25Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenie Smith,Patti McLean, Ciara Stiles, Jennifer Beierle, Araceli Witz
Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie SmithFERC
Entry #: 50 - Lodging Tax Advisory Committee (LTAC)Status: Submitted Submitted: 10/29/2025 4:20 PM
Advisory Board Name:
Lodging Tax Advisory Committee (LTAC)
Name:
Today's Date:
10/29/2025
Address
Voting Precinct:
Phone
(
Email
Community Service:
Hood Canal Improvement Club
Hood Canal Festivals (Fjordin Crossin)
McReavy House of Hood Canal
Employment:
North Mason Chamber of Commerce, President
Be The Traveler Concierge, Owner
What do you perceive is the role or purpose of this advisory board?
Assist in allocating lodging tax funds under the guidance of the County Commission. Promote and drive tourism to Mason County.
Collaborate with the committee to develop fresh, innovative ideas to enhance tourism.
What interest or skills do you wish to offer this advisory board?
With 25 years in hospitality, including ownership of Robin Hood Restaurant, Hood Canal Events, and currently Be The Traveler Concierge, I
bring extensive expertise in tourism and event planning. I represent 18 vacation rentals in Mason County, providing comprehensive property
management services. Actively involved in county events such as Fjordin Crossin and Hoodstock, I offer a wealth of hands-on experience in
event planning and tourism promotion. With a strong background in marketing and design, I am highly motivated, extremely creative, and
passionate about driving tourism growth in Mason County.
List any financial, professional, or voluntary affiliations that could create a potential conflict of interest:
I don't believe I have any conflicts of interest
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 11.03.2025Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith,
Entry #: 51 - Mason County Transit Authority Board Status: Submitted Submitted: 10/29/2025 5:20 PM
Advisory Board Name:
Mason County Transit Authority Board
Name:
Mikayla Porter
Today's Date:
10/29/2025
Address
Voting Precinct:
Phone
(
Email
Community Service:
- OysterFest 2025 Volunteer
Employment:
Current Employment:
Position: Senior Support Specialist & Application Tester
Company: AestheticsPro
Length: 2 years
Previous Employment:
Position: Peer & Academic Advisor
Company: Western Washington University
Length: 3 years
What do you perceive is the role or purpose of this advisory board?
Gather input from Mason County residents to provide recommendations on transportation projects and planning.
What interest or skills do you wish to offer this advisory board?
As a proud Mason County resident, I believe I would be a great addition to TIP-CAP. I’m passionate about transportation and keeping Mason
County ahead of the curve. My strong communication and organization skills make me a great asset to an advisory board while my
thoroughness and listening skills allow me to ensure I'm serving Mason County well.
In additional to my passion for my community, my employment experience and bachelor's degree in Mathematics/Computer Science provide
me with experience and precision to help review and understand technical reports. As I've worked heavily in a team environment in all of my
experience, I'm a strong team player and work well with everyone.
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:
Quarterly, Monthly, Weekly
Are you a U.S. citizen and Mason
County resident?
Yes
*For Civil Service applications ONLY, what is
your political party?
Received 11.03.2025Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith,Tracy Becht
Account Name Location Name License/Authorization Portfolio Name Trade Name Expiration Date Type Subtype Privilege Name
PERFORMANCE MOTORSPORTS MANAGEMENT INC.1060 W EELLS HILL RD, SHELTON, WA, 98584 009082 THE RIDGE MOTORSPORTS PARK 1/31/2026 Liquor Retail Sports Entertainment Facility
PS 27 INC.18321 E STATE ROUTE 3, ALLYN, WA, 98524 013906 ALLYN MARKET 1/31/2026 Liquor Retail Grocery Store - Beer/Wine
LOTUS GARDEN INC.23690 NE HWY 3, BELFAIR, WA, 98528 022176 LOTUS GARDEN 1/31/2026 Liquor Retail B/W Restaurant - Beer/Wine
MEMENTO VIVERE LLC 24090 NE STATE ROUTE 3 STE I, BELFAIR, WA, 98528 017436 BELFAIR CANNABIS COMPANY 2/28/2026 Cannabis Retail Cannabis Retailer
MEMENTO VIVERE LLC 24090 NE STATE ROUTE 3 STE I, BELFAIR, WA, 98528 017436 BELFAIR CANNABIS COMPANY 2/28/2026 Cannabis Retail Medical Cannabis Endorsement
LANGDON, ERIC S 3905 W CLOQUALLUM RD, SHELTON, WA, 98584 001138 CLOQUALLUM VINEYARD 1/31/2026 Liquor Non-Retail Domestic Winery < 250,000
T&W BROTHERS FARM LLC 50 W WESTFIELD CT UNIT B&D, SHELTON, WA, 98584 022313 T&W BROTHERS FARM LLC 2/28/2026 Cannabis Non-Retail Cannabis Producer Tier 2
T&W BROTHERS FARM LLC 50 W WESTFIELD CT UNIT B&D, SHELTON, WA, 98584 022313 T&W BROTHERS FARM LLC 2/28/2026 Cannabis Non-Retail Cannabis Processor
Received 11.04.2025Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith,Liquor & Cannabis
Entry #: 52 - Historic Preservation Commission Status: Submitted Submitted: 11/2/2025 10:32 AM
Advisory Board Name:
Historic Preservation Commission
Name:
virginia feldman
Today's Date:
11/2/2025
Address
Voting Precinct:
Phone
(
Email
Community Service:
Harmony Hill/Sacred Waters (Art Festival, Gardening), Mason County
Historical Society Museum (selling books)
Employment:
Current Advantage Solutions/Business Development Manager &
YMCA Shelton Yoga Teacher
What do you perceive is the role or purpose of this advisory board?
Conserve and preserve Mason County’s historic resources, build community and raise awareness.
What interest or skills do you wish to offer this advisory board?
Marketing and market research, data analysis, database management, business development/sales
List any financial, professional, or voluntary affiliations that could create a potential conflict of interest:
None
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 11.04.2025Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith, Luke Viscusi
1
Kariann Rutledge
From:McKenzie Smith
Sent:Thursday, November 6, 2025 11:34 AM
To:Kariann Rutledge
Subject:FW: Comcast channel change /Versant Channel's
Follow Up Flag:Follow up
Flag Status:Flagged
Good afternoon Kariann,
Would you please add the below email from Jamison Harris to correspondence and distribute? Thank you!
Warm regards,
**Please note: Mason County complies with the Public Records Act Chapter 42.56 RCW. As such, any e-mail sent to and/or from the
County may be subject to public disclosure.
From: Harris, Jamison <Jamison_Harris@comcast.com>
Sent: Wednesday, November 5, 2025 1:08 PM
To: Harris, Jamison <Jamison_Harris@comcast.com>
Subject: Comcast channel change /Versant Channel's
Re: Removal of Channels Owned by Versant from Digital Economy Tier
Dear Franchise Administrator:
As part of our ongoing commitment to keep you and our customers informed about changes to Xfinity TV
services, we wanted to update you that Comcast’s right to continue carrying channels owned by Versant
Caution: External Email Warning!
Network. Do not click links or open attachments unless you recognize the sender, are expecting the
email, and know the content is safe. If a link sends you to a website where you are asked to validate
using your Account and Password, DO NOT DO SO! Instead, report the incident.
Received 11.06.2025Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith
2
on the Digital Economy tier expires on January 8, 2026. The impacted channels, which are listed below,
remain available through other Xfinity product tiers.
Impacted customers have been notified. We will continue to provide updates to you and our customers
as they become available.
The channels that will be removed are:
o CNBC
o E!
o MSNBC
o Oxygen
o SYFY
o USA
Please reach out to me directly via my email should you have any additional questions.
Sincerely,
Manager, Government & Regulatory AAairs
Comcast—Pacific Northwest Region
410 Valley Ave NW Bld C
Puyallup WA 98371
Mobile - 206-571-7198
Our Xfinity TV prices are changing
Price changes go into effect on December 16, 2025
We're here to keep you informed
Beginning December 16, 2025, some of our Xfinity TV prices will go up. This is because of the increased cost
television network owners charge us for the content and shows you enjoy. We work hard to negotiate with
hundreds of networks and channels on behalf of our customers to minimize the impact of these rising costs.
For More Information
To help you understand what's happening, you can find all the details about these changes in the Important
Information notice that came with this bill, or in the Additional Information section. If you have questions, visit
xfinity.com/billchanges.
You have options
We have a range of TV plans - from simple packages with your favorite sports and news to streaming bundles that
can save you over 40%. Visit xfinity.com/managemyplan to learn more. And starting in early 2026, we're launching
all-inclusive TV packages with simple pricing that may be a great option for you. Learn more at xfinity.com/
newtvpackages.
The Best Entertainment at a Great Value
While we try to keep prices stable, we're also working on new features to make your TV experience even better.
Here are a few examples:
•Streaming bundles that can save you over 40%.
•All the biggest sports in one place - NFL, NBA, World Cup, and the 2026 Milan Olympics.
•Stream up to 4 games simultaneously with Xfinity Multiview.
•WiFi that's built for speed and keeps your home effortlessly connected.
•Everything you need - the smartest, most reliable WiFi, Data, and equipment.
Thanks for being with Xfinity
We're grateful for the opportunity to keep you connected and committed to delivering the value and innovation
you expect.
Disclaimer: If you currently have a promotional offer or minimum term contract with your services, those prices will stay the same throughout
your promotional period or contract term. Equipment charges, charges for additional features, taxes, and other fees (including the Regional Sports
Network Fee and Broadcast TV Fee), however, may change during your promotional period or contract term. When your promotion or contract term
ends, your bill will then reflect the current standard package prices. Additionally, this notice is based on your subscription and services as of your
current billing statement. Any changes made to your services after this bill date are not reflected.
Received 11.14.25Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenzie Smith
XFINITY TV Current New
Limited Basic (Includes Broadcast TV Fee)
McCleary $49.40 $57.55
Aberdeen $50.40 $58.55
Elma, Montesano $51.15 $59.30
Lacey $52.15 $60.30
Olympia $53.15 $61.30
Cosmopolis, Hoquiam, areas of Unincorporated Grays
Harbor County $55.65 $63.80
Chehalis, areas of Unincorporated Lewis County $56.90 $65.05
Rainier, Raymond, South Bend, Westport, Yelm, areas
of Unincorporated Grays Harbor County, areas of
Unincorporated Pacific County, areas of Unincorporated
Thurston County $60.40 $68.55
Centralia, Chehalis Reservation, Oakville, Shelton, areas
of Unincorporated Lewis County, areas of Unincorporated
Mason County, areas of Unincorporated Thurston County $62.90 $71.05
Tenino, Tumwater, areas of Unincorporated Thurston
County $64.10 $72.25
Choice TV Select - with TV Box (Flex upgrade)$60.00 $62.00
Choice TV (Includes Broadcast TV Fee)$64.15 $72.80
Popular TV (Includes Broadcast TV Fee and Regional Sports Fee)$96.05 $104.80
Ultimate TV (Includes Broadcast TV Fee and Regional Sports Fee)$122.35 $133.85
Genre Packs
Sports & News (Includes Regional Sports Fee)$31.90 $32.00
HBO $16.99 $18.49
HBO Max $16.99 $18.49
Paramount+ with SHOWTIME $12.00 $13.00
Ultimate TV Upgrade (Includes Regional Sports Fee)$26.30 $29.05
Xfinity TV Service Fees (Included in package
price where noted)Current New
Broadcast TV Fee $34.15 $42.30
Regional Sports Fee - Popular TV and Sports & News $1.90 $2.00
Regional Sports Fee - Ultimate TV and Ultimate TV Upgrade $9.70 $12.55
Xfinity Equipment Current New
TV Box $12.00 $14.00
Miscellaneous Current New
Late Fee $10.00 $13.00
Thurston, Mason, Lewis, Grays Harbor and Pacific Counties
84983700 (0010, 0020, 0030, 0040, 0060, 0070, 0080, 0090, 0100, 0130, 0140, 0160, 0170, 0180); 84983800 (0040, 0050, 0060, 0070, 0090, 0100, 0110, 0120, 0210, 0220, 0230, 0260, 0270, 0280,
0300, 0310, 0400, 0410, 0420)
P146AX26
Important information regarding our Xfinity services and pricing
Effective December 16, 2025
Washington State Liquor and Cannabis Board
Licensing Division: Alcohol Unit
1025 Union Ave SE, P.O. 43075
Olympia, WA 98504-3075
Customer Service: (360) 664-1600
Fax: (360) 753-2710 Website: www.lcb.wa.gov
DATE: 11/12/2025
NOTICE OF LIQUOR LICENSE APPLICATION
RETURN THIS NOTICE TO: LAresponse@lcb.wa.gov
TO: MASON COUNTY COMMISSIONERS
RE: Add/Remove Endorsement/Activity
UBI: 6053707860010001
License: 438148 - 2K
Trade Name: THE POSH PESCATARIAN
Loc Addr: 12190 Washington 106
Union WA 98592
Mail Addr: 32828 HOFFMAN RD NE
KINGSTON WA 98346-9626
Phone No.: 818-439-7340
Privileges Applied For:
S/B/W Restaurant Lounge (+)
Off-Premises Sale Wine
Factory Sealed Containers Takeout
Premixed Cocktails/Wine To-Go
APPLICANTS:
THE POSH PESCATARIAN, LLC
STEPHANIE J HARRIS-UYIDI, 01/09/1974
ALAIN UYIDI, 01/26/1971
As required by RCW 66.24.010(8), the Liquor and Cannabis Board is notifying you that the above
has applied for a liquor license. You have 20 days from the date of this notice to provide input on
this application. If we do not receive this notice back within 20 days, we will assume you have no
objection to the issuance of the license. If you need additional time to respond, you must submit
a written request for an extension of up to 20 days, with the reason(s) you need more time.
If you need information on SSN, contact our CHRI desk at (360) 664-1724.
1. Do you approve of the applicant? . . . . . . . . . . . . . . . .
2. Do you approve of the location? . . . . . . . . . . . . . . . . .
If you disapprove, per RCW 66.24.010(8) you MUST attach a letter to the Board detailing the reason(s) for the
objection and providing facts upon which your objection(s) is based.
DATE SIGNATURE OF MAYOR, CITY MANAGER, COMISSIONER,
TRIBAL CHAIRPERSON OR DESIGNEE
YES NO
Washington State Liquor and Cannabis
Board
Licensing Division: Alcohol Unit
1025 Union Ave SE, P.O. 43075
Olympia, WA 98504-3075
Customer Service: (360) 664-1600
Fax: (360) 753-2710 Website:
www.lcb.wa.gov
DATE:
11/17/2025
NOTICE OF LIQUOR LICENSE APPLICATION
RETURN THIS NOTICE TO: LAresponse@lcb.wa.gov
TO: MASON COUNTY COMMISSIONERS
RE: Assumption of a License
UBI: 6059473190010002
License: 445035 - 2O
Trade Name: DEER CREEK CHEVRON
Loc Addr: 5881 E STATE ROUTE 3
SHELTON WA 98584-8566
Mail Addr: 9122 SOUTH TACOMA WAY STE 112
LAKEWOOD WA 98499-4406
Phone No.: 253-503-7534
Privileges Applied For:
APPLICANTS:
NIMRAT & JASLEEN INC
As required by RCW 66.24.010(8), the Liquor and Cannabis Board is notifying you
that the above has applied for a liquor license. You have 20 days from the date of
this notice to provide input on this application. If we do not receive this notice back
within 20 days, we will assume you have no objection to the issuance of the license.
If you need additional time to respond, you must submit a written request for an
extension of up to 20 days, with the reason(s) you need more time.
If you need information on SSN, contact our CHRI desk at (360) 664-
1724.
1. Do you approve of the applicant? . . . . . . . . . . . . . . . .
2. Do you approve of the location? . . . . . . . . . . . . . . . . .
If you disapprove, per RCW 66.24.010(8) you MUST attach a letter to the Board detailing the
YES NO
Received 11/18/25Commissioners Randy Neatherlin,Sharon Trask and Pat Tarzwell.Travis Adams, McKenie Smith,Liquor
Washington State Liquor and Cannabis
Board
Licensing Division: Alcohol Unit
1025 Union Ave SE, P.O. 43075
Olympia, WA 98504-3075
Customer Service: (360) 664-1600
Fax: (360) 753-2710 Website:
www.lcb.wa.gov
reason(s) for the
DATE SIGNATURE OF MAYOR, CITY MANAGER, COMISSIONER,
TRIBAL CHAIRPERSON OR DESIGNEE
NEWS RELEASE
NOVEMBER 25, 2025
MASON COUNTY COMMISSIONERS’ OFFICE
411 N 5TH ST, BLDG 1, SHELTON, WA 98584
TO: KMAS, KRXY, SHELTON-MASON COUNTY JOURNAL, THE OLYMPIAN,
SHELTON CHAMBER OF COMMERCE, NORTH MASON CHAMBER OF
COMMERCE, CITY OF SHELTON, ECONOMIC DEVELOPMENT
COUNCIL, THE SUN
RE: Annual Mason County Heritage Grant – 2026 Grant Cycle Open
The Mason County Commissioners and the Mason County Historic Preservation
Commission are pleased to announce the opening of the 2026 Heritage Grant cycle.
On behalf of the Board of County Commissioners, the Mason County Historic
Preservation Commission administers the annual Mason County Heritage Grant program
to assist projects that promote the public’s access to County history. The program is
funded with a portion of document recording fees collected by the Mason County
Auditor. The allocation of these fees for projects that “promote historical preservation or
historical programs, which may include preservation of historic documents” is authorized
under RCW 36.22.170. The revenues accrue to a dedicated fund and may not be used for
any purpose other than those stipulated in the statute.
For the 2026 grant cycle, a total of $16,000 is available. Grants in amounts up to $4,000
may be awarded to qualified organizations for professional development, public
education, small capital projects, collections management, heritage investigations and
historic preservation. This is a reimbursement grant with a six-month project period.
Both the grant guidelines and the application can be found on the Mason County website:
https://masoncountywa.gov/government/advisory_boards/historic_preservation/heritage_
grant.php. Proposals can be mailed or hand-delivered to the Mason County Historic
Preservation Commission at 615 W Alder St, Shelton, WA 98584. Applications must be
received by 12:00PM on January 16, 2026. For questions, please contact Luke Viscusi at
360-427-9670 ext. 282 or by e-mail at HPC@masoncountywa.gov.
BOARD OF MASON COUNTY COMMISSIONERS
Sharon Trask,
Chair
Pat Tarzwell,
Vice-Chair
Randy Neatherlin,
Commissioner
NEWS RELEASE
DATE 11/17/2024
MASON COUNTY COMMISSIONERS’ OFFICE
411 N 5TH ST, BLDG 1, SHELTON, WA 98584
TO: KMAS, KRXY, SHELTON-MASON COUNTY JOURNAL, THE OLYMPIAN,
SHELTON CHAMBER OF COMMERCE, NORTH MASON CHAMBER OF
COMMERCE, CITY OF SHELTON, ECONOMIC DEVELOPMENT COUNCIL,
THE SUN
RE: Mason County Parks and Trails Advisory Board Openings
The Board of Mason County Commissioners is seeking applications from community members
who are interested in serving on the Mason County Parks and Trails Advisory Board.
The Mason County Parks and Trails Advisory Board provides recommendations to the Board of
Commissioners regarding the planning, acquisition and development of parks, trails and related
programs in Mason County.
The Parks and Trails Advisory Board is a seven-member board appointed by the Mason County
Commissioners. Ideally there would be two positions from each Commissioner District and one
at- large position. If the vacancies cannot be filled with members from the respective districts as
desired, at-large members residing anywhere in Mason County can be substituted. The intent is
to provide equal geographic representation from throughout Mason County if possible. Currently
we have three 2nd district representatives, and two 3rd district representatives. We are in need of
two members.
If you have an interest in parks, trails, or other outdoor recreational opportunities and would like
to make a difference in your community you are encouraged to apply.
The Mason County Parks and Trails Advisory Board meets the fourth Thursday of each month
at 4:00 PM. Interested citizens may obtain an application at the Mason County Commissioners'
Office, 411 North 5th Street, Shelton, or by calling Shelton 360- 427- 9670, ext. 419 or visit the
Mason County website at https://masoncountywa.gov. Applications will be accepted until
positions are filled.
BOARD OF MASON COUNTY COMMISSIONERS
Pat Tarzwell
Commissioner
Sharon Trask
Commissioner
Randy Neatherlin
Commissioner
NEWS RELEASE
November 25, 2025
MASON COUNTY COMMISSIONERS’ OFFICE
411 N 5TH ST, BLDG 1, SHELTON, WA 98584
TO: KMAS, KRXY, SHELTON-MASON COUNTY JOURNAL, THE OLYMPIAN,
SHELTON CHAMBER OF COMMERCE, NORTH MASON CHAMBER OF
COMMERCE, CITY OF SHELTON, ECONOMIC DEVELOPMENT COUNCIL, THE
SUN
RE: Mason County Offers Free Christmas Tree Recycling
Mason County residents can recycle their Christmas trees for free from
December 26, 2025, through January 10, 2026, at the following locations:
• Shelton Transfer Station – 501 W Eells Hill Rd, Shelton
Open daily, 8:00 a.m. to 4:45 p.m.
• Belfair Solid Waste Drop-Off Facility – 1611 NE Sand Hill Rd, Belfair
Open Tuesday–Saturday, 9:00 a.m. to 3:15 p.m.
Curbside customers with Mason County Garbage and Recycling can cut their trees
into pieces and place them in their cart for regular pickup. All trees must be free
of decorations, tinsel, and flocking. Wreaths and garlands are not accepted, as
they contain wire and cannot be recycled.
For more information, contact Mason County Solid Waste or visit the County
website.
BOARD OF MASON COUNTY COMMISSIONERS
__________________ ________________ __________________
Sharon Trask Pat Tarzwell Randy Neatherlin
Chair Vice Chair Commissioner
NEWS RELEASE
NOVEMBER 25, 2025
MASON COUNTY COMMISSIONERS’ OFFICE
411 N 5TH ST, BLDG 1, SHELTON, WA 98584
TO: KMAS, KRXY, SHELTON-MASON COUNTY JOURNAL, THE OLYMPIAN,
SHELTON CHAMBER OF COMMERCE, NORTH MASON CHAMBER OF
COMMERCE, CITY OF SHELTON, ECONOMIC DEVELOPMENT
COUNCIL, THE SUN
RE: Early Closure of Eells Hill Transfer Station and Belfair Drop Box on
December 18th
Mason County Public Works announces the early closure of the Eells Hill Transfer and
Belfair Drop Box solid waste stations on Thursday, December 18th.
The last customer will be accepted at 12:30 p.m. at the Eells Hill Transfer Station and at
11:30 a.m. at the Belfair Drop Box Station. These closures are to allow for a Public
Works Staff Christmas Luncheon and All-Hands Staff Meeting.
We kindly ask the public to plan ahead, and we appreciate your understanding and
cooperation.
BOARD OF MASON COUNTY COMMISSIONERS
Sharon Trask,
Chair
Pat Tarzwell,
Vice Chair
Randy Neatherlin,
Commissioner
Board of Mason County Commissioners’ Briefing Minutes
Mason County Commission Chambers, 411 N 5th Street, Shelton, WA 98584
October 27, 2025 | Page 1 of 2
Week of October 27, 2025
Monday, October 27, 2025
9:00 A.M. Closed Session – RCW 42.30.140(4) Labor Discussion
Commissioners Neatherlin, Tarzwell, and Trask met in closed session for labor negotiation from 9:00
a.m. to 10:00 a.m. Travis Adams, Kimberly Monroe, Kayla Brinckmeyer, Christopher Pinkston, Cabot
Dow, and Lindsey Smith were also in attendance.
10:00 A.M. Pacific Mountain Workforce Development – William Westmoreland, CEO
Commissioners Neatherlin, Tarzwell, and Trask were in attendance.
• William Westmoreland provided the Pacific Mountain Workforce Development Annual Report and
Regional Impact Report for 2024-2025.
10:28 A.M. 2026 Budget Policy Level Requests - Clerk
Commissioners Neatherlin, Tarzwell, and Trask were in attendance.
• Overtime for Digitizing - $148,000
• Office supplies - $3,000
• IT equipment - $1,600
• Machine Maintenance - $3,000
10:50 A.M. Auditor’s Office – Steve Duenkel
Commissioners Neatherlin, Tarzwell, and Trask were in attendance.
Steve Duenkel requested approval for the Auditor to purchase the Hart Intercivic Verity Vanguard
Voting System and to sign the purchase order and Master Agreement.
11:10 A.M. Public Works – Loretta Swanson
Commissioners Neatherlin, Tarzwell, and Trask were in attendance.
• Loretta Swanson requested approval to issue a water leak credit for customer #306019 in the amount of
$1,600 plus applicable late fees, based on verification that the leaks have been repaired. Approved to
move forward.
• Loretta discussed the Belfair sewer capacity. A new draft Memorandum of Understanding (MOU) will
be prepared. The MOU will be placed on the November 25, 2025 action agenda.
• Loretta and Dave provided an update on the Southside School right-of-way safety improvements
project and recommended not making any changes at this time.
11:45 A.M. Support Services – Travis Adams
Commissioners Neatherlin, Tarzwell, and Trask were in attendance.
• Travis Adams presented a request to set a public hearing on Tuesday, November 25, 2025, at 9:15 a.m.
to take public comment on objections to the proposed roll of rates and charges of Lake Management
District No. 1 (LMD) for Island Lake. Approved to move forward.
• Kim Monroe presented a request for approval of a Resolution to amend Resolution No. 2024-060
Determining the County’s 2026 Health Insurance Contributions, to reflect an increase to the 2026 non-
represented medical contribution by $52 per month, from $1,570 to $1,622 per month effective January
1, 2026. Approved to move forward.
• John Taylor requested approval for the County Administrator to sign the amendment to the FY24
Emergency Management Performance Grant (EMPG) contract E25-112-2. Approved to move
forward.
• Jenn presented an overview of the 2026 Proposed Budget Draft – the Beginning Fund Balance at $24
million; Current expense revenues $46,630,556; Coroner’s Office grant $19,000; total salaries
$38,269,579; operating expenditure $19,093,419; ending fund balance 13,267,558; total Policy Level
Requests (PLRs) for the general fund $2,785,642; special funds beginning balance $63,638,394; total
revenues $62,397,952; beginning fund balance $126,036,346; salaries and benefits $16,459,698; total
operating expenditures $51,197,520; total ending fund balance $58,379,128.
Board of Mason County Commissioners’ Briefing Minutes
Mason County Commission Chambers, 411 N 5th Street, Shelton, WA 98584
October 27, 2025 | Page 2 of 2
• Kelly Frazier reported that the Parks Department truck 241 is now unusable so he is requesting to hold
back two vehicles which are scheduled to be replaced for use as needed.
• Travis will follow up on Bremerton MOU and will consult with legal.
• The Timberland Regional Library appointment will move forward.
Respectfully submitted,
_________________________
McKenzie Smith,
Clerk of the Board
Prepared by Cami Olson
BOARD OF MASON COUNTY COMMISSIONERS
Sharon Trask, Pat Tarzwell, Randy Neatherlin,
Chair Vice-Chair Commissioner
Board of Mason County Commissioners
Proceedings
Commission Chambers
411 N 5th St, Shelton, WA 98584
October 28, 2025
1. Call to Order – The Chairperson called the regular meeting to order at 9:00 a.m.
2. Pledge of Allegiance – Richard Dickenson led the flag salute.
3. Roll Call – Present: Commissioner District 1 – Randy Neatherlin; Commissioner District 2 –
Pat Tarzwell; Commissioner District 3 – Sharon Trask.
4. Correspondence and Organizational Business
4.1 Correspondence
4.1.1 Received Letter from Federal Energy Regulatory Commission regarding Fish Habitat
and Monitoring Plan-Article 413, and L1RA for Tacoma Power, covering the
Cushman, Nisqually River, Cowlitz River, and Wynoochee Projects.
4.1.2 Received Memo from Port of Shelton regarding Port of Shelton Tax Levy for 2026.
4.1.3 Received Historic Preservation Commission Application from Caleb Cowles, Alisa
Woodruff, and Andrea Wilbur-Sigo.
4.2 Mason County & Shelton CTE Job Shadow Program Student Report:
Community Development - Chelsie Hannah, Ashlee Lewis, Ryan Kyzer, Alex German.
Auditor’s Office – Lalo Hernandez, Lane Stoney.
5. Open Forum for Citizen Input
No public comment.
6. Adoption of Agenda
Cmmr. Tarzwell/Neatherlin moved and seconded to adopt the agenda as published. Motion
carried unanimously. Neatherlin-aye; Tarzwell-aye; Trask-aye.
7. Approval of Minutes
Cmmr. Neatherlin/Tarzwell moved and seconded to adopt the October 13, 2025 and
October 20, 2025 Briefing Minutes and the October 14, 2025 Regular Minutes as presented.
Motion carried unanimously. Neatherlin-aye; Tarzwell-aye; Trask-aye.
8. Approval of Action Agenda
8.1 Approval of Warrants and Treasurer Electronic Remittances
Claims Clearing Fund Warrant # 8116298-8116609 $ 1,881,254.47
Direct Deposit Fund Warrant # 120587-120994 $ 964,156.47
Salary Clearing Fund Warrant # 7009238-7009263 $ 621,912.56
8.2 Approval of an Interlocal Agreement (ILA) for Pacific Mountain Workforce Region Workforce
Investment Act Implementation.
8.3 Approval of a resolution establishing utility rate/fee increases for calendar years 2026 through 2030 for the
Rustlewood Water & Sewer System, Beards Cove Water System, North Bay/Case Inlet Sewer System, and
Belfair Sanitary Sewer System. (Exhibit A Resolution 2025-064)
8.4 Approval to schedule two public hearings on November 25, 2025 at 9:15 a.m. to consider establishing a
25-mph speed limit on Yates Road and Ellis Road, and to adopt ordinances implementing the changes.
October 28, 2025 | Page 2 of 3
8.5 Approval of the On-Site Park Host contract with Nicholas & Brianna Halvorson for Mason Lake Park for
a term of January 1, 2026 to December 31, 2028.
8.6 Approval of the On-Site Park Host contract with Randall Olson for Oakland Bay Historical Park for a term
of January 1, 2026 to December 31, 2028.
8.7 Approval of the On-Site Park Host contract with Bernie Games for Truman Glick Historical Park for a
term of January 1, 2026 to December 31, 2028.
8.8 Approval for the County Administrator to sign the Memorandum of Understanding (MOU) with the
Mason County Historical Society for cargo unit storage for an additional one year expiring December 31,
2026.
8.9 Approval to set a public hearing for Tuesday, November 25, 2025, at 9:15 a.m. to certify to the County
Assessor the amount of taxes levied for Current Expense and County Road for 2026; an increase to the
Current Expense and County Road property tax levies for 2026 may be considered.
8.10 Approval to set a public hearing for Monday, December 1, 2025, at 9:00 a.m. to consider adoption of the
2026 budget for Mason County; copies of the 2026 preliminary budget will be available to the public on
November 17, 2025.
8.11 Approval for the Chair to sign Amendment No. 1 to Mason County Contract No. 23-079, the Interlocal
Agreement between Mason Conservation District and Mason County Environmental Health, extending the
period of performance to June 30, 2027.
8.12 Approval of the Summit Food Services Amendment No. 5 to Mason County Contract 20-019 for inmate
food services for an increased rate of 3.9% and to extend the contract to February 1, 2026.
8.13 Approval of the Resolution repealing Resolution Nos. 54 and 26-90, adopting updated Public Works Road
Department policies for Organization, Handling Public Complaints & Requests and Work for Others,
amending Resolution No. 2020-52 to reflect the updated Public Works organizational chart, and
confirming that these policies will be maintained administratively outside the Mason County Code.
(Exhibit B Resolution 2025-065)
8.14 Approval of the Resolution setting a hearing date with the Hearings Examiner for Wednesday, December
10, 2025, at 1:00 p.m. via Zoom to consider public comment on Road Vacation No. 425. (Exhibit C
Resolution 2025-066)
8.15 Approval of the Resolution to amend Resolution 2022-052, Attachment A to Ordinance 2024-080, and
Mason County Code Chapter 2.161 Financial Reserve and Contingency Policy for Mason County.
(Exhibit D Resolution 2025-067)
8.16 Approval for the Auditor to purchase the Hart Intercivic Verity Vanguard Voting System and to sign the
purchase order and Master Agreement
8.17 Approval to set a public hearing on Tuesday, November 5, 2025, at 9:15 a.m. to take public comment on
objections to the proposed roll of rates and charges of Lake Management District No. 1 Island Lake.
8.18 Approval of a Resolution to amend Resolution No. 2024-060 Determining the County’s 2026 Health Insurance
Contributions. (Exhibit E Resolution 2025-068)
8.19 Approval for the County Administrator to sign the amendment to the FY24 Emergency Management
Performance Grant (EMPG) contract E25-112-2.
Cmmr. Tarzwell/Neatherlin moved and seconded to approve action items 8.1 through 8.19,
with the removal of item 8.16. Motion carried unanimously. Neatherlin-aye; Tarzwell-aye;
Trask-aye
Item 8.16
Cmmr’s Tarzwell and Trask requested the item be removed for additional discussion at a future
briefing.
9. Other Business (Department Heads and Elected Officials)
Loretta Swanson shared that today is National First Responders Day and offered a heartfelt
thanks to the Public Works team members for their dedication and service.
October 28, 2025 | Page 3 of 3
Steve Duenkel shared that last week the Financial Services team participated in a
Government Efficiency Training conducted by an outside citizen trainer who works with
community groups to help teach them how to identify and expose fraud and inefficiency in
government operations.
10. 9:15 a.m. Public Hearings and Items Set for a Certain Time
No public hearings.
11. Board’s Calendar and Reports – The Commissioners reported on meetings attended the past
week and announced their upcoming weekly meetings.
12. Adjournment – The meeting adjourned at 9:44 a.m.
ATTEST:
____________________________
McKenzie Smith, Clerk of the Board
Prepared by Cami Olson
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
_______________________________
Sharon Trask, Chair
_______________________________
Pat Tarzwell, Vice-Chair
________________________________
Randy Neatherlin, Commissioner
Board of Mason County Commissioners’ Briefing Minutes
Mason County Commission Chambers, 411 N 5th Street, Shelton, WA 98584
November 3, 2025 | Page 1 of 2
Week of November 3, 2025
Monday, November 3, 2025
9:00 A.M. Closed Session – RCW 42.30.140(4) Labor Discussion
Commissioners Neatherlin, Tarzwell, and Trask met in closed session for labor negotiation from 9:00
a.m. to 10:00 a.m. Travis Adams, Kimberly Monroe, Kayla Brinckmeyer, Christopher Pinkston, Cabot
Dow, and Lindsey Smith were also in attendance.
10:00 A.M. Economic Development Council Quarterly Report & Economic Development District
Amendment – Kevin Shutty
Commissioners Neatherlin, Tarzwell, and Trask were in attendance.
• Kevin provided the Economic Development Council quarterly report. Key topics included: Child Care
Coalition launched last month and expressed appreciation for the County’s participation; weekly wrap-
up emails have been sent out and have received good feedback; plans are underway to develop a
podcast for this community; preparations are in progress for the 2026 legislative session; Kevin will be
assuming responsibilities related to PacMtn.
• Kevin discussed the Resolution amending the name of the Economic Development District (EDD) that
encompasses Grays Harbor, Mason, Pacific, and Thurston Counties from the Pacific-Salish EDD to
Evergreen Coast Regional Partnership EDD to better reflect the region. Approved to move forward.
10:15 A.M. Community Development – Kell Rowen
Commissioners Neatherlin, Tarzwell, and Trask were in attendance.
• Kell requested to schedule an interview for Cynthia Sund for the Planning Advisory Commission
(PAC). There are currently three vacancies. Approved to move forward.
• Kell explained that a work session between the Board of County Commissioners and the PAC will be
held on Monday, November 10th, to discuss the Comprehensive Plan.
• Luke Viscusi, on behalf of the Historic Preservation Commission (HPC), asked to reappoint Caleb
Cowles for an additional three-year term which will end November 2028. Approved to move forward.
10:25 A.M. Sheriff – Ryan Spurling
Commissioners Neatherlin, Tarzwell, and Trask were in attendance.
• Sheriff Spurling and Undersheriff Dracobly requested approval of a resolution accepting the donation
of a motor vehicle from Bruce Titus Automotive Group, at no cost to the County, for use in the DARE
Program. Deputy Colbenson and community members are coordinating efforts to have the vehicle
outfitted at no cost to the County. Approved to move forward.
• Sheriff Spurling and Undersheriff Dracobly followed up on the 2026 Sheriff’s Office budget request to
fund one additional Deputy Sheriff position, expand the training and travel budget, and fund critical
capital improvements to storage, security, and training support equipment.
10:40 A.M. Public Health – David Windom
Commissioners Neatherlin, Tarzwell, and Trask were in attendance.
• Melissa Casey shared the Overnight Emergency Shelter Request for Proposals (RFP) application from
Shelterworks in the amount of $154,025. The Housing and Behavioral Health Advisory Board
reviewed the application and recommends funding. Approved to move forward.
• Melissa discussed the Local Homeless Housing Plan for 2025-2030 and the request to set a Public
Hearing for Tuesday, December 9, 2025, at 9:15 a.m. Approved to move forward.
• Ian Tracy shared that staffing has been reduced for the Solid Waste Code Enforcement Program due to
stagnant funding sources.
• Dave provided a financial update for the Public Health department.
11:05 A.M. Support Services – Travis Adams
Commissioners Neatherlin, Tarzwell, and Trask were in attendance.
Board of Mason County Commissioners’ Briefing Minutes
Mason County Commission Chambers, 411 N 5th Street, Shelton, WA 98584
November 3, 2025 | Page 2 of 2
• John Taylor shared the updated Parks Field Rental Rates for 2026. According to the current year’s
report, the CPI-U reflects an increase of 2.8%. Approved to move forward.
• John provided an update for the new server for Emergency Management and was able to get this up
and running within the next month.
• Kathy Chaussee requested approval for the Chair to sign the sub-recipient amendment with
Community Action Council of Lewis, Mason, and Thurston Counties to extend the Public Services
Washington State Community Development Block Grant contract #25-64210-010 in the amount of
$105,000. Approved to move forward.
• Jennifer Beierle provided an overview of the 2026 proposed Budget Draft. Beginning Fund Balance at
$24 million; Current expense revenues $46,649,556; total salaries $38,269,822; operating expenditure
$19,093,419; ending fund balance $13,286,315; total Policy Level Requests (PLRs) for the general
fund $2,785,642; special funds beginning balance $63,638,394; total revenues $62,397,952; beginning
fund balance $126,036,952; salaries and benefits $16,459,698; total operating expenditures
$51,197,520; total ending fund balance $58,379,128.
• Travis reported that Public Defense has received an Indigent Defense Grant Award notification in the
amount of $123,492.61.
• Cmmr. Trask thanked the Information Services department for providing Cybersecurity training to staff
during the month of October.
Respectfully submitted,
_________________________
McKenzie Smith,
Clerk of the Board
Prepared by Cami Olson
BOARD OF MASON COUNTY COMMISSIONERS
Sharon Trask, Pat Tarzwell, Randy Neatherlin,
Chair Vice-Chair Commissioner
Board of Mason County Commissioners
Proceedings
Commission Chambers
411 N 5th St, Shelton, WA 98584
November 4, 2025
1. Call to Order – The Chairperson called the special meeting to order at 9:00 a.m.
2. Cmmr. Neatherlin led the pledge of allegiance.
3. Roll Call – Present: Commissioner District 1 – Randy Neatherlin; Commissioner District 2 – Pat
Tarzwell; Commissioner District 3 – Sharon Trask.
4. 9:00 a.m. Public Hearings and Items Set for a Certain Time
Please see above options to provide public testimony.
4.1 Public Hearing to consider the sale of 3 and 4 Public Works Drive, Shelton, WA Parcel No.
42002-13-90030 and 42002-13-90040 in the amounts of $450,000 and $515,000 to David C
Bayley and/or assigns. (Resolution 2025-069)
Cmmr. Neatherlin/Tarzwell moved to approve the sale of 3 and 4 Public Works Drive, Shelton, WA,
Parcel No. 42002-13-90030 and 42002-13-90040 in the amounts of $450,000 and $515,000 to David C.
Bailey and/or assigns and to authorize Cmmr. Neatherlin to sign the Resolution approving the sale.
Motion carried.
5. Board’s Calendar and Reports
6. Adjournment – The meeting adjourned at 9:05 a.m.
ATTEST:
____________________________
McKenzie Smith, Clerk of the Board
Prepared by Cami Olson
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
_______________________________
Sharon Trask, Chair
_______________________________
Pat Tarzwell, Vice-Chair
___________________________
Randy Neatherlin, Commissioner
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No. 8.1
From: Kariann Rutledge Ext: 380
Central Services ☐
Action Agenda: ☒
Public Hearing: ☐
☐
Briefing Date(s): Click or tap here to enter text. Agenda Date(s): November 25th, 2025
Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other
(This is the responsibility of the requesting Department)
Item:
Approval of Warrants & Treasurer Electronic Remittances
Claims Clearing Fund Warrant # 8116610-8117274 $ 3,016,735.43
Direct Deposit Fund Warrant # 120995-121400 $ 941,799.07
Salary Clearing Fund Warrant # 7009264-7009301 $ 1,222,042.67
Treasurer Electronic Remittance $ 1,592,448.09
Macecom 10.06.25 $ 309,384.70
MENTAL HEALTH 10.10.25 $ 3,760.01
Dispute Resolution Surcharge 10.10.25 $ 1,010.00
ARPA 10.17.25 $ 7,871.85
GENERAL FUND 10.17.25 $ 7,871.85
Mental Health – Budget Transfer 10.08.25 $ 2,483.60
Clerk 10.08.25 $ 2,483.60
Mental Health – Budget Transfer 10.31.25 $ 80,000.00
PUBLIC DEFENSE 10.31.25 $ 80,000.00
NON DEPARTMENTAL 10.17.25 $ 376,255.00
PUBLIC HEALTH 10.17.25 $ 376,255.00
Mason Co Landfill (Brink’s) 10.20.25 $ 1,690.80
Mental Health Transfer Out 10.31.25 $ 14,160.69
Juvenile Probation 10.31.25 $ 14,160.69
Mental Health Transfer Out 10.31.25 $ 9,509.13
Prosecutor 10.31.25 $ 9,509.13
Mental Health Transfer Out 10.31.25 $ 86,629.24
Therapeutic Court 10.31.25 $ 86,629.24
C.E. DISTRICT COURT 10.31.25 $ 11,194.00
Trial Court Improvements 10.31.25 $ 11,194.00
CURRENT EXPENSE 10.31.25 $ 8.89
ROAD DIV-CURRENT EXPENSE 10.31.25 $ 0.98
Veterans Assistance 10.31.25 $ 0.12
COUNTY ROAD 10.31.25 $ 9.73
MENTAL HEALTH 10.31.25 $ 0.20
Mental Health Transfer Out 10.31.25 $ 47,187.82
MCSO- JAIL SERVICES 10.31.25 $ 47,187.82
<
Background/Executive Summary:
The Board approved Resolution no. 80-00 Payment of Claims Against County: Procedure Authorizing
Warrant Issue and Release Prior to Board Claim Approval. Mason County Code 3.32.060(a) requires that
the Board enter into the minutes of the County Commissioners the approval of claims listing warrant
numbers.
Claims Clearing YTD total $ 42,728,341.00
Direct Deposit YTD total $ 20,543,792.59
Salary Clearing YTD total $ 20,686,439.13
Treasurer Remittance YTD total $ 14,982,059.19
Budget Impact (amount, funding source, budget amendment, etc.):
See above.
Public Outreach:
N/A
Requested Action:
Approval of the aforementioned Claims Clearing Fund, Direct Deposit Fund, Salary Clearing Fund, and
Treasurer Electronic Remittance warrants.
Attachment(s):
Originals on file with Financial Services and the Treasurer’s Office; copies on file with the Clerk of the
Board
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From:
Management and Stephanie Buhrman, Finance Ext: 207
Public Works ☒
Action Agenda: ☒
Public Hearing: ☐
☐
Briefing Date(s): October 27, 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
Item: Water Leak Credit Request – Approval Required per Mason County Code 13.34
Background/Executive Summary:
Pursuant to Mason County Code 13.34 – Water Leak Credit Policy, customers experiencing
significant, documented water leaks may request a credit for the excess water usage. Credits
exceeding 10,000 cubic feet (CF) require review and approval by the Board of County
Commissioners.
Public Works has received the following water leak adjustment request for a customer in the
Beards Cove Water System, which meets the criteria for Board review and consideration:
1. Customer #306019 -Beards Cove Water Customer Report
• Average Use: 600 CF/month
• Leak Incident Summary: Main water line break in front yard.
• Sept 2025: Usage spiked to 33,200 CF ($1,348.07);
• Oct 2025: Usage dropped to 8,200 CF ($348.07) after repairs.
• Repairs: Hired contractor to make repairs.
• Requested Credit: 40,300 CF for Sept-Oct 2025 totaling $1,600, plus any late fees.
Associated Costs/Budget Impact:
The total requested credit of $1,600 (plus any applicable late fees) will be deducted from the
water tier revenue. No budget amendment is required.
Public Outreach:
Utilities and Waste Administrative staff notifies customers via certified letters and/or phone calls
about potential significant water leaks due to unusually high usage of 2500 CF or greater.
Customers are made aware only one credit every three years per property is allowed, with
exceptions for extraordinary circumstances subject to staff recommendation and Board approval.
Requested Action:
Request approval from the Board of County Commissioners to issue water leak credit for
customer #306019 in the amount of $1,600 plus applicable late fees, based on verification that
the leaks have been repaired.
Attachment(s):
1. Water Leak Adjustment Request
start#completed-project-certificate#start
Completed Project Certificate
WARNING TO BUYER: YOUR CONTRACTOR HAS NOTIFIED US THAT YOUR PROJECT HAS BEEN
COMPLETED. BASED ON THIS INFORMATION, GOODLEAP WILL RELEASE FUNDS TO THE CONTRACTOR
PER YOUR LOAN AGREEMENT. IF THE PROJECT IS NOT COMPLETED OR THERE ARE OTHER ISSUES THAT
NEED TO BE ADDRESSED BEFORE FUNDING, PLEASE NOTIFY US BY CLICKING THE LINK IN THE EMAIL.
Consumer Information
Borrower:Stephanie Pasillas
Co-Borrower:Ricardo Pasillas
Email:pasillasr73@gmail.com
Phone:(920) 650-3027
Property Address:
40 NE SANTA MARIA LN
BELFAIR, WA 98528
Contractor Information
Contractor:Harts Plumbing And Excavation LLC
License Number(s):HARTSS*786RA
Contractor Phone:(206) 535-2560
Contractor Address:
3510 S Pine St.
Tacoma, WA 98409
Project Information
Project Cost:$12,161.97
Primary Project Type:Water Efficiency
Installation Date:Sep 25, 2025
Efficient Plumbing:true
Additional projects installed and completed as part of your loan:None
Account Information
Lender and/or Servicer:GoodLeap LLC
Agreement Number:25-15-040976
Financed Amount:$12,161.97
Term and Rate/APR:15 years, 12.99%
Loan Product:Standard installment
GoodLeap Address:
8781 Sierra College Blvd
Roseville, CA 95661
GoodLeap Phone:1-877-290-9991
Initial Autopay Election:Yes
Your contractor has notified us that your project has been completed. Based on this information,
GoodLeap will release funds to the contractor per your loan agreement. If the project has not been
completed or there are other issues that need to be addressed before funding, please notify us by
clicking the link in the email.
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Travis Adams Ext: 530
☒
Action Agenda: ☐
Public Hearing: ☐
☐
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
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
From: Ext.
Department: Briefing: ☒
Action Agenda: ☒
Public Hearing: ☐
Special Meeting: ☐
11/03/2025
11/25/2025
☐ 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:
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
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
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.
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 - Other than League or Tournament Play
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:Ext: 282
Community Development ☒
Action Agenda: ☒
Public Hearing: ☐
☐
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
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
P.O. Box 53
Hoodsport, WA 98548
Vice Chair Dec 2024 Nov 2027
Christopher Gaynor II
1500 E Mason Lake Rd
Shelton, WA 98584
Dec 2024 Dec 2024 Nov 2027
Caleb Cowles
PO Box 301
Matlock, WA 98560
Nov 2025
Vacant
Nov 2025
Vacant
Nov 2025
Edgar Huber
111 SE Emerald Drive
Shelton, WA 98584
Chair,
Professional
Expertise
Dec 2015 Dec 2023 Nov 2026
Vacant
Nov 2026
Shaun Dinubilo
THPO Squaxin Tribe
SE 70 Squaxin Ln
Shelton, WA 98584
Ex-Officio
Member
Kris Miller
THPO Skokomish Tribe
N 541 Tribal Center
Shelton, WA 98584
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
909 Elinor Ave, Shelton, Washington 98584
Voting Precinct:
Phone
(360) 522-6077
Email
calebrdcowles1@gmail.com
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).
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Melissa Casey Ext: 404
Public Health ☒
Action Agenda: ☒
Public Hearing: ☐
☐
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 significantly.
Once the more affordable option, Shelton has seen typical home values rise from $274,000
in 2020 to $399,348 in 2024.
Home Value Price Index in Mason County and Neighboring Local Markets
Jan. 2020 Jan. 2021 Jan. 2022 Jan. 2024
Annual Avg. %
Change
Belfair $329,000 $380,000 $501,000 $470,573 9.4%
Shelton $274,000 $346,000 $459,664 $399,438 9.9%
Olympia $355,000 $411,000 $510,000 $508,088 9.4%
Tacoma $340,000 $398,000 $482,000 $460,851 7.9%
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 significant
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 fluctuations 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 profitable
• 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 significantly 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 significantly
for services projects. The data shows a drop in costs for housing interventions, however
due to the large shift in construction costs we must look closer to see what happened.
Expenditure vs. Enrollment Trends from 2023 to 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 reflect 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
profile is very similar to the funding ratios seen at the Washington Balance of State CoC
levels: 24% Federal, 52% State, and 23% Local. While the balance is within reason, the
overall volume of investment continues to fall short of the need.
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. benefits 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 find 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, dignified 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 defined 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)
109
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 3 day of November, 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: November 13, 2025 and November 20, 2025
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From:Ext: 450
Utilities & Waste ☒
Action Agenda: ☐
Public Hearing: ☐
☐
Briefing Date(s): October 13, 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
Item: Memorandum of Understanding with City of Bremerton for Sanitary Sewer Service
Background/Executive Summary:
On September 2, 2025, the Board authorized the Chair to sign an ILA with the City of Bremerton
regarding the potential provision of sanitary sewer service from the Belfair Water reclamation
Facility. Staff received a response from the city on September 22nd that included a modification
to format (change to Memorandum of Understanding rather than Interlocal Agreement) and other
revisions.
After review of the city’s document and discussion with Bremerton, staff made additional
revisions for Board consideration.
Associated Costs/Budget Impact:
There may be costs associated with assessing feasibility, yet to be determined based on the scope
of work and who is performing that work.
Public Outreach:
Extensive outreach has occurred in a variety of platforms including Commission briefings,
workshops, and actions, along with media coverage and community discussions/presentations.
Requested Action:
Request the Board review the MOU revised by staff and advise of any modifications, or approve
as is, and place on the action agenda authorizing the Chair to sign.
Attachment(s):
1.MOU Clean – Mason Staff Edits
2.MOU Track Changes – Mason Staff Edits
3.MOU track changes – From Bremerton
4. Service Area Map
MEMORANDUM OF UNDERSTANDING
BETWEEN MASON COUNTY AND THE CITY OF BREMERTON
RELATED TO SANITARY SEWER SERVICE PROVISION
MEMORANDUM OF UNDERSTANDING (“MOU”) for the provision of sewer service is made
and entered into on the _____ day of ___________, 2025, by and between Mason County
(“County”), a political subdivision of the State of Washington, and the City of Bremerton
(“City”), a municipal corporation of the State of Washington, (the Parties).
RECITALS
A. Mason County owns and operates the Belfair sewer system, with a current service
area of the Belfair Urban growth Area (UGA).
B. The Belfair Water Reclamation Facility (WRF) is designed to treat up to 375,000
gallons per day (GPD) and currently permitted for 125,000 GPD. The facility
presently treats 78,000 GPD on average.
C. A plan and schedule to serve growth is to be submitted to Ecology when actual
average max monthly flow reaches 106,250 GPD (85% of 0.125 MGD) for three
consecutive months or when projected increases would reach design capacity
within five years, whichever occurs first.
D. The Mason County Capital Facilities Plan anticipates preparation of an engineering
report to modify and expand facilities to accommodate increased flow.
E. The City of Bremerton borders the northern Belfair UGA boundary and has
requested service for a maximum daily flow of 160,000 GPD and corresponding
maximum instantaneous flow not to exceed 450 gallons per minute (GPM). The City
projects the maximum flow of 160,000 GPD will be reached sometime over a period
of 20 years, depending on the rate of new development.
F. The following procedural items are required prior to serving should the County
agree:
a. General Sewer Plans for both the County and City indicating existing and
proposed service areas; who will own, operate and maintain systems;
municipality boundaries; existing and proposed system components; and
other pertinent requirements of WAC 173-240-050.
b. The Plans are submitted and approved by Ecology.
c. Engineering reports and design are completed and approved by Ecology in
accordance with WAC 173-240-060.
d. An interlocal agreement is executed defining the terms of sewer service.
G. The Washington State Department of Commerce (Commerce) awarded the City $3
million to design Belfair WRF capacity upgrades ($1.4 million) and City conveyance
infrastructure ($1.6 million) which will fulfill item F. c.
H. Mason County and the City of Bremerton have cooperatively discussed and planned
for serving the southern portion of the Puget Sound Industrial Center (PSIC) for
several years.
I. Both Parties agree to conduct a preliminary engineering and financial evaluation
that quantifies capital, financial, and operational impacts for both Parties. This
work to be paid for with the Commerce grant.
AGREEMENT
NOW, THEREFORE, it is mutually agreed that:
Mason County conceptually agrees to provide sewer service to the City with a maximum
daily flow of 160,000 GPD and corresponding maximum instantaneous flow not to exceed
450 gallons per minute (GPM) PROVIDED THAT:
1. Both parties agree to the area to be served within the City. A map of the service area
is contained herein as Exhibit A.
2. Mason County is a sub-recipient of the Commerce grant, and both parties meet and
regularly review grant products.
3. Both parties shall strive to complete item I. within 180 days of executing this MOU.
4. Within 90 days of completion of item I. above, Mason County determines whether it
is in its best interest to provide sewer service to the City and will provide written
communication to the city.
5. Once a determination has been made an interlocal agreement will be negotiated
and executed committing to sewer service, or this MOU shall expire and no further
action, including, but not limited to formulation of an interlocal agreement shall be
taken by the parties regarding provision of sewer service unless and until a new
agreement is reached.
IN WITNESS WHEREOF the Parties hereto have executed this Agreement as of the day and
year first above written.
DATED this _____________, day of ___________________, 2025
BOARD OF COUNTY COMMISSIONERS
CITY OF BREMERTON MASON COUNTY, WASHINGTON
___________________________________ ___________________________________
Greg Wheeler, Mayor Sharon Trask, Chair
ATTEST: ATTEST:
___________________________________ _________________________________
Angela Hoover, City Clerk McKenzie Smith, Clerk of the Board
APPROVE AS TO FORM: APPROVE AS TO FORM:
___________________________________ ___________________________________
Kylie Finnell, City Attorney Tim Whitehead, Ch, DPA
r,valed Jle 60eC 1,
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�?s
/YB erI ! n/
We are budgeted a little less than $11M backwards
Need to move or cut in order to keep cash on hand from drying up and forcing tax increase. We
can not cut into a positive and we should not be budgeting unexpended budget authority
Suggested cuts or revenue shifts.
Sheriff 2 positions. 1 Lieutenant and 1 support staff
Auditor 1 position
Clerk 1 position
HR 1 position
Commissioners 1 position
Health 1 position out of general fund
Building 1 position out of General fund
Courts 1 position out of general fund
Move a Position from Parks and from Facilities to REET reducing actual expenditure by $2.50K
Move $1.08M from roads to sheriff and supplant deputy wages by the same amount.
If we use $1251( per person as a simple average = $1.125M of direct expended budget savings
and an additional $1.330M in revenue supplant to = $2.455 reduction in casn out reductions
Possible other savings to consider:
Remove Park and IT managers @ about $2001< each or $400K total from budget but does not
decrease cash expenditure (We did not expend last year) but decreases budget shortfall.
Combining Health and Building directors About $250K savings
Can we use $.09 funds to pay for Grant writer? $1.25K
Can Emergency Management be move under a combined director Possible $200K savings
Consider leaving 1 month pay in budget to allow for staff members to look for another job
This does not get us exactly where we need to be (We should cut an additional $2M) but it does
allow us at least 5 years to find new revenues before running out of cash, making huge cuts or
drastically raising taxes.
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Paddy McGuire, Superior Court Administrator
Julie Hansen, Therapeutic Courts Program Coordinator Ext: 206/296
Department: Superior Court Briefing: ☒
Action Agenda: ☒
Public Hearing: ☐
Special Meeting: ☐
Briefing Date(s): November 24, 2025 Agenda Date(s): December 9, 2025
Internal Review: ☒ Finance ☐ Human Resources ☒ Legal ☐ IT ☐ Risk ☐ Other
(This is the responsibility of the requesting Department)
Item:
1. Approval of Criminal Justice Treatment Account Plan
2. Approval of 2025-2027 CJTA Contract for Signature
Background/Executive Summary:
1. Mason County will continue to utilize CJTA funds to support the operations of its Therapeutic Courts.
2. The 2025-2027 Contract for Washington State Health Care Authority and Mason County to provide
CJTA funds to deliver treatment and recovery support services to individuals involved in the criminal
justice system in accordance with RCW 71.24.580.
Budget Impact (amount, funding source, budget amendment, etc.):
The July 2025-July 2027 contract for Mason County allocates $91,475.00 for services rendered between
July 1, 2025, and June 30, 2026, and $91,475.00 for services rendered between July 1, 2026, and June 30,
2027.
Public Outreach:
n/a
Requested Action:
1. Approve and sign the CJTA Plan
2. Approve and sign 2025-2027 CJTA Contract
Attachment(s):
CJTA Plan
2025-2027 Contract
Mason County Criminal Justice Treatment Account Strategic Plan
July 2025-July 2027
“Criminal Justice Treatment Account” or “CJTA” means the account created by Washington State
Legislature that may be expended solely for: substance use disorder treatment and treatment
support services for individuals with a substance use disorder that, if not treated, would result
in addiction, against whom charges are filed by a prosecuting attorney in Washington State
(RCW 71.24.580).
This plan has been prepared in response to guidelines for the submittal of Criminal Justice
Treatment Account (CJTA) plans and services as required by RCW 71.24.580(6). The plan shall be
approved by the county legislative authority or authorities; and, submitted to the panel
established in 71.24.580(5)(b) of this section, for disposition of all the funds provided from the
CJTA within that county.
I. Criminal Justice Treatment Account (CJTA) Funds 2025-2027
The July 2025-July 2027 contract for Mason County allocates $91,475.00 for services rendered
between July 1, 2025 and June 30, 2026 and $91,475.00 for services rendered between July 1,
2026 and June 30, 2027.
II. Program Description
The Plan for 2025-2027 continues to support the Mason County Superior Court Therapeutic
Court programs.
These programs include Drug Court, Veteran’s Court, and Mental Health Court. Each program is
a voluntary post-plea, court-supervised, comprehensive treatment program for individuals with
non-violent charges. Successful completion of the program results in the criminal charge(s)
being dismissed.
The Plan includes reimbursement of services not covered by insurance and evidence-based
recovery support as noted in the following:
a) Brief Intervention (any level, assessment not required);
b) Acute Withdrawal Management (ASAM Level 3.7WM);
c) Sub-Acute Withdrawal Management (ASAM Level 3.2WM);
d) Outpatient Treatment (ASAM Level 1);
e) Intensive Outpatient Treatment (ASAM Level 2.1);
f) Opioid Treatment Program (ASAM Level 1);
g) Case Management (ASAM Level 1.2);
h) Intensive Inpatient Residential Treatment (ASAM Level 3.5);
i) Long-term Care Residential Treatment (ASAM Level 3.3);
j) Recovery House Residential Treatment (ASAM Level 3.1);
k) Assessment (to include Assessments done while in jail);
l) Interim Services;
m) Community Outreach;
n) Involuntary Commitment Investigations and Treatment;
o) Room and Board (Residential Treatment Only);
p) Transportation; (Limited to 10% of assistance combined with childcare services)
q) Childcare Services; (Limited to 10% of assistance combined with transportation)
r) Urinalysis;
s) Recovery Support Services that may include:
1. Employment services and job training;
2. Relapse prevention;
3. Family/marriage education;
4. Peer-to-peer services, mentoring and coaching;
5. Self-help and spiritual, religious support groups;
6. Housing support services (rent and/or deposits); when CJTA funds are used for
housing support, and within available resources, individuals will be offered multiple
approved recovery housing options.
7. Life skills;
8. Education Training (e.g. GED Assistance); and
9. Parent education and child development.
III. Anticipated Annual Budget Breakdown
For each fiscal year, Mason County anticipates the total CJTA allocation of $91,475 will be spent
as follows:
Category Estimated Annual
Amount
In-Custody Assessments $1,000
Urinalysis Testing $30,000
Moral Reconation Therapy & Contingency Management $30,000
Recovery Support Services $21,475
Administration $9,000
Total $91,475
The same breakdown is anticipated for the following fiscal year.
IV. Account Match
CJTA funds are intended to supplement and not supplant local funding. Services for Therapeutic
Court participants will primarily be supported with Treatment Sales Tax funds, with CJTA dollars
supplementing that program as needed when county funds are insufficient. CJTA funding will be
maximized through the use of the Medicaid Title XIX system for Medicaid-eligible individuals.
All organizations receiving CJTA funding will be required to submit appropriate monthly
invoicing documentation for services provided and will undergo a quarterly utilization review.
Funding utilization will be reviewed, and funds reallocated as necessary each quarter to ensure
all CJTA funds are spent.
V. Criminal Justice Treatment Account Innovative Project- 30%
At a minimum, thirty percent (30%) of the CJTA funds are to be dedicated to special projects
that meet any or all of the following conditions:
i. An acknowledged best practice (or treatment strategy) that can be documented
in published research;
ii. An approach utilizing either traditional or best practice approaches to treat
significant underserved population(s) and populations who are disproportionately
affected by the criminal justice system;
iii. A regional project conducted in partnership with at least one other entity serving
the service area; and/or
iv. CJTA Special Projects. HCA retains the right to request progress reports on CJTA
special projects.
The Superior Court Therapeutic Court Programs propose to utilize at least 30% of the CJTA funds
to support Moral Reconation Therapy (MRT) and contingency management within the Superior
Court Therapeutic Courts.
Moral Reconation Therapy (MRT) is a highly structured cognitive-behavioral treatment strategy
that focuses on changing the thinking (beliefs) and behaviors that lead to problems of substance
use disorder, relationship difficulties, and criminal behavior. MRT significantly raises moral
reasoning levels, helps the participant set goals, and develops positive personal qualities. MRT
helps redirect decision-making to "do the right thing because it is the right thing to do." MRT
creates a language the entire team can use when working with an individual, building on the
strength of therapeutic interventions.
Contingency management is an evidence-based intervention for substance use that can
reinforce extrinsic motivation. It uses external motivators or reinforcers (e.g., expectation of a
reward or negative consequence) to enhance behavior change. When utilized in conjunction
with interventions that emphasize intrinsic motivation, analysis shows a reduction in substance
use and long-term treatment effects.
VI. Population-Specific Considerations
CJTA funds will be used, within available resources, to support access to culturally
appropriate treatment and recovery services for American Indian/Alaska Native individuals.
Mason County will continue to coordinate with local tribal treatment agencies to identify
culturally appropriate housing, treatment, and recovery supports.
VII. Partnering Agencies
The Mason County Superior Court Therapeutic Court currently maintains Memorandums of
Understandings with the following agencies, which provide services under this plan:
• Consejo Counseling and Referral Services
• New Directions Counseling
• Northwest Resources Inc.
• Social Treatment Opportunity Programs
VIII. Measurable Goals and Objectives
The goal of the Superior Court Therapeutic Court Programs is to address substance use and/or
mental health issues that contribute to criminal behavior in order to reduce criminal activity
while also reducing the burden and costs of repeatedly processing offenders through the
county’s courts and jail. These goals will be measured through tracking referral, admittance,
graduation, termination, and recidivism rates. These numbers will be tracked from July 1, 2025
and June 30, 2026, and July 1, 2026 and June 30, 2027. The rates will be presented to the CJTA
panel following the end of each year of tracking.
Dated this _____ day of ___________, 2025.
Mason County CJTA Panel
____________________________________
Representative Signature
Dated this _____ day of ___________, 2025
Board of Mason County Commissioners
____________________________________
Washington State Page 1 of 22 HCA IAA K8532
Health Care Authority
for
CJTA Treatment and Recovery
Services
THIS AGREEMENT is made by and between Washington State Health Care Authority (HCA) and Mason
County, (Contractor), pursuant to the authority granted by Chapter 39.34 RCW.
Mason County
419 North 4th Street Shelton WA 98584
Julie Hansen 360-427-9670 JHansen@masoncountywa.gov
Adult Substance Use Disorder Treatment Division of Behavioral Health and Recovery
Zach Lynch, Criminal Justice Treatment Account Manager
Health Care Authority
626 8th Avenue SE
PO Box 42730
Olympia, WA 98504-2730
(360) 725-9992 zach.lynch@hca.wa.gov
CONTRACT START DATE CONTRACT END DATE AMOUNT
July 1, 2025 June 30, 2027 $182,950.00
PURPOSE OF CONTRACT:
To provide funding through Criminal Justice Treatment Account allocations, which allows county government to pay for
SUD treatment and recovery support services.
Contract. This Contract will only be binding upon signature by both parties. The parties may execute this contract in
multiple counterparts, each of which is deemed an original and all of which constitute only one agreement. E-mail
(electronic mail) transmission of a signed copy of this contract shall be the same as delivery of an original.
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Andria Howerton
10/28/2025Deputy Contracts Administrator
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1. DEFINITIONS
“Authorized Representative” means a person to whom signature authority has been delegated in
writing acting within the limits of the person’s authority.
“Confidential Information” means information that may be exempt from disclosure to the public or
other unauthorized persons under chapter 42.56 RCW or chapter 70.02 RCW or other state or
federal statutes or regulations. Confidential Information includes, but is not limited to, any information
identifiable to an individual that relates to a natural person’s health, finances, education, business,
use or receipt of governmental services, names, addresses, telephone numbers, social security
numbers, driver license numbers, financial profiles, credit card numbers, financial identifiers and any
other identifying numbers, law enforcement records, HCA source code or object code, or HCA or
State security information.
“Contract” or “Agreement” means the entire written agreement between HCA and the contractor,
including any exhibits, documents, or materials incorporated by reference. Contract and Agreement
may be used interchangeably.
“Contractor” means Mason County, its employees and agents. Contractor includes any firm,
provider, organization, individual or other entity performing services under this Agreement. It also
includes any Subcontractor retained by Contractor as permitted under the terms of this Agreement.
“Data” means information disclosed, exchanged or used by Contractor in meeting requirements
under this Agreement. Data may also include Confidential Information as defined in this Contract.
“Health Care Authority” or “HCA” means the Washington State Health Care Authority, any
division, section, office, unit or other entity of HCA, or any of the officers or other officials lawfully
representing HCA.
“Information and Communication Technology” or “ICT” means information technology and other
equipment, systems, technologies, or processes, for which the principal function is the creation,
manipulation, storage, display, receipt, or transmission of electronic data and information, as well as
any associated content. Examples include computers and peripheral equipment; information kiosks
and transaction machines; telecommunications equipment; customer premises equipment;
multifunction office machines; software; applications; websites; videos; and electronic documents.
“Services” means all work performed or provided by Contractor pursuant to this Contract.
“Statement of Work” or “SOW” means a detailed description of the work activities the Contractor is
required to perform under the terms and conditions of this Contract, including the deliverables and
timeline, and is included as Attachment 1.
“Subcontractor” means a person or entity that is not in the employment of the Contractor, who is
performing all or part of the business activities under this Agreement under a separate contract with
Contractor. The term “Subcontractor” means subcontractor(s) of any tier.
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2. STATEMENT OF WORK
Contractor will furnish the necessary personnel, equipment, material and/or service(s) and otherwise
do all things necessary for or incidental to the performance of work set forth in Attachment 1.
3. PERIOD OF PERFORMANCE
Subject to its other provisions, the period of performance of this Contract will commence on July 1,
2025, and be completed on June 30, 2027, unless terminated sooner or extended upon written
agreement between the parties.
4. PAYMENT
Compensation for the work provided in accordance with this Agreement has been established under
the terms of RCW 39.34.130. The parties have determined that the cost of accomplishing the work
herein will not exceed $182,950.00. Payment for satisfactory performance of the work will not exceed
this amount unless the parties mutually agree to a higher amount. Compensation for services will be
based in accordance with the terms set forth in Attachment 1, Statement of Work.
5. BILLING PROCEDURE
5.1. Contractor must submit accurate invoices to the following address for all amounts to be paid by
HCA via e-mail to: zach.lynch@hca.wa.gov. Include the HCA Contract number in the subject
line of the email.
5.2. Invoices must describe and document to HCA’s satisfaction a description of the work performed,
the progress of the project, and fees. If expenses are invoiced, invoices must provide a detailed
breakdown of each type. Any single expense in the amount of $50.00 or more must be
accompanied by a receipt in order to receive reimbursement. All invoices will be reviewed and
must be approved by the Contract Manager or designee prior to payment.
5.3. Contractor must submit properly itemized invoices to include the following information, as
applicable:
A. The HCA Contract number;
B. Contractor name, address, phone number;
C. Description of Services;
D. Date(s) of delivery;
E. Net invoice price for each item;
F. Applicable taxes;
G. Total invoice price; and
H. Payment terms and any available prompt payment discount.
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5.4. HCA will return incorrect or incomplete invoices for correction and reissue. The Agreement
number must appear on all invoices, bills of lading, packages, and correspondence relating to
this Agreement.
5.5. Payment will be considered timely if made within thirty (30) calendar days of receipt of properly
completed invoices. Payment will be directly deposited in the bank account or sent to the
address Contractor designated in this Agreement.
5.6. Upon expiration or termination any claims for payment for costs due and payable under this
Agreement that are incurred prior to the expiration date must be submitted by Contractor within
sixty (60) calendar days after the expiration date. There will be no obligation to pay any claims
that are submitted sixty-one (61) or more calendar days after the expiration date (“Belated
Claims”). Belated Claims will be paid at HCA’s sole discretion, and any such potential payment
is contingent upon the availability of funds.
6. ACCESSIBILITY
6.1. REQUIREMENTS AND STANDARDS. Each information and communication technology (ICT)
product or service furnished under this Contract shall be accessible to and usable by individuals
with disabilities in accordance with the Americans with Disabilities Act (ADA) and other
applicable Federal and State laws and policies, including OCIO Policy 188, et seq. For purposes
of this clause, Contractor shall be considered in compliance with the ADA and other applicable
Federal and State laws if it satisfies the requirements (including exceptions) specified in the
regulations implementing Section 508 of the Rehabilitation Act, including the Web Content
Accessibility Guidelines (WCAG) 2.1 Level AA Success Criteria and Conformance
Requirements (2008), which are incorporated by reference, and the functional performance
criteria.
6.2. DOCUMENTATION. Contractor shall maintain and retain, subject to review by HCA, full
documentation of the measures taken to ensure compliance with the applicable requirements
and functional performance criteria, including records of any testing or simulations conducted.
6.3. REMEDIATION. If the Contractor claims that its products or services satisfy the applicable
requirements and standards specified in this Section and it is later determined by HCA that any
furnished product or service is not in compliance with such requirements and standards, HCA
will promptly inform Contractor in writing of noncompliance. Contractor shall, at no additional
cost to HCA, repair or replace the non-compliant products or services within the period specified
by HCA. If the repair or replacement is not completed within the specified time, HCA may cancel
the contract, delivery, task order, or work order, or purchase line item without termination
liabilities or have any necessary changes made or repairs performed by employees of HCA or
by another contractor, and Contractor shall reimburse HCA for any expenses incurred thereby.
6.4. INDEMNIFICATION. Contractor agrees to indemnify and hold harmless HCA from any claim
arising out of failure to comply with the aforesaid requirements.
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7. AGREEMENT CHANGES, MODIFICATIONS AND AMENDMENTS
This Agreement may be amended by mutual agreement of the parties. Such amendments are not
binding unless they are in writing and signed by an Authorized Representative of each party.
8. SUBCONTRACTING
Neither the Contractor nor any Subcontractor shall enter into subcontracts for any of the work
contemplated under this Agreement without obtaining HCA’s prior written approval. HCA shall have
no responsibility for any action of any such Subcontractors.
9. SUBRECIPIENT
Intentionally omitted as not applicable.
10. ASSIGNMENT
The work to be provided under this Agreement, and any claim arising thereunder, is not assignable
or delegable by either party in whole or in part, without the express prior written consent of the other
party, which consent will not be unreasonably withheld.
11. CONTRACT MANAGEMENT
The Contract Manager for each of the parties, named on the face of this Contract, will be responsible
for and will be the contact person for all communications and billings regarding the performance of
this Agreement. Either party must notify the other party within thirty (30) days of change of Contract
Management. Changes in Contract Management shall require an amendment.
12. DISALLOWED COSTS
The Contractor is responsible for any audit exceptions or disallowed costs incurred by its own
organization or that of its Subcontractors.
13. DISPUTES
In the event that a dispute arises under this Agreement, it will be determined by a dispute board in
the following manner: Each party to this Agreement will appoint one member to the dispute board.
The members so appointed will jointly appoint an additional member to the dispute board. The
dispute board will review the facts, Agreement terms and applicable statutes and rules and make a
determination of the dispute. The dispute board will thereafter decide the dispute with the majority
prevailing. The determination of the dispute board will be final and binding on the parties hereto. As
an alternative to this process, either of the parties may request intervention by the Governor, as
provided by RCW 43.17.330, in which event the Governor's process will control.
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14. GOVERNANCE
This Agreement is entered into pursuant to and under the authority granted by the laws of the state of
Washington and any applicable federal laws. The provisions of this Agreement will be construed to
conform to those laws.
In the event of an inconsistency in the terms of this Agreement, or between its terms and any
applicable statute or rule, the inconsistency will be resolved by giving precedence in the following
order:
A. Applicable Federal and State of Washington statutes and regulations;
B. Attachment 1: Statement of Work; and
C. Any other provisions of the agreement, including materials incorporated by reference.
15. INDEPENDENT CAPACITY
The employees or agents of each party who are engaged in the performance of this Agreement will
not be considered for any purpose to be employees or agents of the other party.
16. RECORDS MAINTENANCE
16.1. The parties to this Agreement will each maintain books, records, documents and other evidence
which sufficiently and properly reflect all direct and indirect costs expended by either party in the
performance of the services described herein. These records will be subject to inspection,
review or audit by personnel of both parties, other personnel duly authorized by either party, the
Office of the State Auditor, and federal officials so authorized by law. All books, records,
documents, and other material relevant to this Agreement will be retained for six years after
expiration and the Office of the State Auditor, federal auditors, and any persons duly authorized
by the parties will have full access and the right to examine any of these materials during this
period.
16.2. Records and other documents, in any medium, furnished by one party to this Agreement to the
other party, will remain the property of the furnishing party, unless otherwise agreed. The
receiving party will not disclose or make available this material to any third parties without first
giving notice to the furnishing party and giving it a reasonable opportunity to respond. Each party
will use reasonable security procedures and protections to assure that records and documents
provided by the other party are not erroneously disclosed to third parties.
17. TREATMENT OF ASSETS
17.1. Ownership
HCA shall retain title to all property furnished by HCA to Contractor under this contract. Title to
all property furnished by the Contractor, for the cost of which the Contractor is entitled to
reimbursement as a direct item of cost under this contract, excluding intellectual property
provided by the Contractor, shall pass to and vest in HCA upon delivery of such property by the
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Contractor. Title to other property, the cost of which is reimbursable to the Contractor under this
Contract, shall pass to and vest in HCA upon (i) issuance for use of such property in the
performance of this Contract, (ii) commencement of use of such property in the performance of
this Contract, or (iii) reimbursement of the cost thereof by HCA, in whole or in part, whichever
occurs first.
17.2. Use of Property
Any property furnished to Contractor shall, unless otherwise provided herein, or approved in
writing by the HCA Contract Manager, be used only for the performance of and subject to the
terms of this Contract. Contractor's use of the equipment shall be subject to HCA's security,
administrative and other requirements.
17.3. Damage to Property
Contractor shall continuously protect and be responsible for any loss, destruction, or damage to
property which results from or is caused by Contractor's acts or omissions. Contractor shall be
liable to HCA for costs of repair or replacement for property or equipment that has been lost,
destroyed or damaged by Contractor or Contractor’s employees, agents or subcontractors. Cost
of replacement shall be the current market value of the property and equipment on the date of
the loss as determined by HCA.
17.4. Notice of Damage
Upon the loss of, destruction of, or damage to any of the property, Contractor shall notify the
HCA Contract Manager thereof within one (1) Business Day and shall take all reasonable steps
to protect that property from further damage.
17.5. Surrender of Property
Contractor will ensure that the property will be returned to HCA in like condition to that in which it
was furnished to Contractor, reasonable wear and tear excepted. Contractor shall surrender to
HCA all property upon the earlier of expiration or termination of this Contract.
18. RIGHTS IN DATA
Unless otherwise provided, data which originates from this Agreement will be "works for hire" as
defined by the U.S. Copyright Act of 1976 and will be owned by HCA. Data will include, but not be
limited to, reports, documents, pamphlets, advertisements, books, magazines, surveys, studies,
computer programs, films, tapes and/or sound reproductions. Ownership includes the right to
copyright, patent, register and the ability to transfer these rights.
19. CONFIDENTIALITY
Each party agrees not to divulge, publish or otherwise make known to unauthorized persons
confidential information accessed under this Agreement. Contractor agrees that all materials
containing confidential information received pursuant to this Agreement, including, but not limited to
information derived from or containing patient records, claimant file and medical case management
report information, relations with HCA’s clients and its employees, and any other information which
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may be classified as confidential, shall not be disclosed to other persons without HCA’s written
consent except as may be required by law.
20. SEVERABILITY
If any provision of this Agreement or any provision of any document incorporated by reference will be
held invalid, such invalidity will not affect the other provisions of this Agreement, which can be given
effect without the invalid provision if such remainder conforms to the requirements of applicable law
and the fundamental purpose of this agreement, and to this end the provisions of this Agreement are
declared to be severable.
21. FUNDING AVAILABILITY
HCA’s ability to make payments is contingent on funding availability. In the event funding from state,
federal, or other sources is withdrawn, reduced, or limited in any way after the effective date and
prior to completion or expiration date of this Agreement, HCA, at its sole discretion, may elect to
terminate the Agreement, in whole or part, or to renegotiate the Agreement subject to new funding
limitations and conditions. HCA may also elect to suspend performance of the Agreement until HCA
determines the funding insufficiency is resolved. HCA may exercise any of these options with no
notification restrictions.
22. TERMINATION
Either party may terminate this Agreement upon 30-days' prior written notification to the other party. If
this Agreement is so terminated, the parties will be liable only for performance rendered or costs
incurred in accordance with the terms of this Agreement prior to the effective date of termination.
23. TERMINATION FOR CAUSE
If for any cause, either party does not fulfill in a timely and proper manner its obligations under this
Agreement, or if either party violates any of these terms and conditions, the aggrieved party will give
the other party written notice of such failure or violation. The responsible party will be given the
opportunity to correct the violation or failure within 30 days. If failure or violation is not corrected, this
Agreement may be terminated immediately by written notice of the aggrieved party to the other.
24. WAIVER
A failure by either party to exercise its rights under this Agreement will not preclude that party from
subsequent exercise of such rights and will not constitute a waiver of any other rights under this
Agreement unless stated to be such in a writing signed by an Authorized Representative of the party
and attached to the original Agreement.
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25. ALL WRITINGS CONTAINED HEREIN
This Agreement contains all the terms and conditions agreed upon by the parties. No other
understandings, oral or otherwise, regarding the subject matter of this Agreement will be deemed to
exist or to bind any of the parties hereto.
26. SURVIVORSHIP
The terms, conditions and warranties contained in this Agreement that by their sense and context are
intended to survive the completion of the performance, expiration or termination of this Agreement
shall so survive. In addition, the terms of the sections titled Rights in Data, Confidentiality, Disputes
and Records Maintenance shall survive the termination of this Agreement.
Attachments
Attachment 1: Statement of Work
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ATTACHMENT 1: STATEMENT OF WORK
Contractor will provide the services and staff, and otherwise do all things necessary for, or
incidental to, the performance of work as set forth below.
1. DEFINITIONS
1.1. “American Society of Addiction Medicine Criteria” or “ASAM Criteria” means the
six dimensions to identify the intensity of treatment services that best fits the
individual’s needs and provides a common language of holistic, biopsychosocial
assessment, and treatment across addiction treatment, physical health, and mental
health services, which also addresses the spiritual issues relevant in recovery.
1.2. “Case Management” or “Case Management Services” means services provided by
a Substance Use Disorder Professional (SUDP) or Substance Use Disorder
Professional Trainee (SUDPT) licensed by the Washington Department of Health, or
a person under the direct clinical supervision of a SUDP, to individuals assessed as
needing treatment and admitted into treatment. Services are provided to assist
clients in gaining access to needed medical, social, educational, and other services.
Services include case planning, case consultation and referral, and other support
services for the purpose of engaging and retaining or maintaining clients in
treatment.
1.3. “Continuity of Care” means the provision of continuous care for chronic or acute
medical and behavioral health conditions to maintain care that has started or been
authorized to start as the Individual transitions between: facility to home; facility to
another facility; providers or service areas; managed care contractors; and Medicaid
fee-for-service and managed care arrangements. Continuity of Care occurs in a
manner that prevents secondary illness, health care complications, or re-
hospitalization; and promotes optimum health recovery.
1.4. “County Match” means that jurisdictions must match, on a dollar-for-dollar basis,
state moneys allocated for therapeutic courts with local cash or in-kind resources.
Moneys allocated by the state may be used to supplement, not supplant other
federal, state, and local funds for therapeutic courts (RCW 2.30.040).
1.5. “Criminal Justice Treatment Account” or “CJTA” means the account created by
Washington State Legislature that may be expended solely for: substance use
disorder treatment and treatment support services for individuals with a substance
use disorder that, if not treated, would result in addiction, against whom charges are
filed by a prosecuting attorney in Washington State (RCW 71.24.580).
1.6. “CJTA Plan” or “Plan” means the plan that is developed by the county human
services or behavioral health services department, county prosecutor, county sheriff,
county superior court, a substance use disorder treatment provider appointed by the
county legislative authority, a member of the criminal defense bar appointed by the
county legislative authority, and, in counties with a drug court, a representative of the
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drug court (RCW 71.24.580(6)). The plan shall be approved by the county legislative
authority or authorities; and, submitted to the panel established in 71.24.580(5)(b) of
this section, for disposition of all the funds provided from the CJTA within that county.
1.7. “Local CJTA Panel” means the representative group which reviews the County
CJTA plan and consists of at minimum: the county alcohol and drug coordinator,
county prosecutor, county sheriff, county superior court, a substance abuse
treatment provider appointed by the county legislative authority, a member of the
criminal defense bar appointed by the county legislative authority, and, in counties
with a drug court, a representative of the drug court .
1.8. “Culturally and Linguistically Appropriate Services” or “CLAS” means the
national standards in health and health care intended to advance health equity,
improve quality, and eliminate health disparities by establishing a blueprint for health
and health care organizations.
1.9. “Division of Behavioral Health and Recovery” or “DBHR” means the Health Care
Authority’s Division of Behavioral Health and Recovery, and its employees and
authorized agents.
1.10. “Drug Court” means a court utilizing a program structured to achieve both a
reduction in criminal recidivism and an increase in the likelihood of rehabilitation
through continuous and intense judicially supervised treatment and the appropriate
use of services, sanctions, and incentives (RCW 2.30.020).
1.11. “Evidence-based Practice” or “EBP” means a prevention or treatment service or
practice that has been validated by some form of documented research evidence
and is appropriate for use with individuals with a substance use disorder that are
involved in the criminal justice system. EBP also means a program or practice that
has been tested where the weight of the evidence from review demonstrates
sustained improvements in at least one outcome, and/or a program or practice that
can be implemented with a set of procedures to allow successful replication in
Washington and, when possible, is determined to be cost-beneficial.
1.12. “Individual” means any person in the criminal justice system who is in need of
behavioral health services, regardless of income, ability to pay, insurance status or
county of residence.
1.13. “Medications for Opioid Use Disorder” or “MOUD” or “MAT” means the use of
FDA-approved opioid agonist medications (e.g., methadone, buprenorphine products
including buprenorphine/naloxone combination formulations and buprenorphine
mono-product formulations) for the treatment of opioid use disorder and the use of
opioid antagonist medication (e.g. naltrexone products including extended-release
and oral formulations) to prevent relapse to opioid use.
1.14. “Outreach” or “Community Outreach” means identification of hard-to-reach
Individuals with a possible SUD and engagement of these individuals in assessment
and ongoing treatment services as necessary.
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1.15. “Research-based” means a program or practice that has been tested with a single
randomized, or statistically controlled evaluation, or both, demonstrating sustained
desirable outcomes; or where the weight of the evidence from a systemic review
supports sustained outcomes as described in this subsection but does not meet the
full criteria for evidence-based (RCW 2.30.020).
1.16. “Recovery Support Services” or “RSS” means services that are intended to
promote an individual’s socialization, recovery, self-advocacy, development of
natural support, and maintenance of community living skills. RSS include, but are not
limited to, the following services: Supported employment services, supportive
housing services, peer support services, wraparound facilitation services, and any
other services that are conducive to an individual’s recovery in an Substance Use
Disorder (SUD) Program (WAC 246-341-0718).
1.17. “State CJTA Panel” means a panel of appointed representatives from the
Washington Association of Prosecuting Attorneys, the Washington Association of
Sheriffs and Police Chiefs, the superior court judges' association, the Washington
State Association of Counties, the Washington Defender's Association or the
Washington Association of Criminal Defense Lawyers, the Department of
Corrections, the Washington State Association of Drug Court Professionals, and
Substance Use Disorder Treatment Providers. The panel shall review county or
regional plans for funding and grants approved. The panel shall attempt to ensure
that treatment as funded by the grants is available to offenders statewide
1.18. “Substance Use Disorder” or “SUD” means a problematic pattern of using alcohol
or another substance that results in the impairment in daily life or noticeable distress;
and, whereby the individualcontinues use despite leading to clinically significant
impairment or distress as categorized in the DSM-5.
1.19. “Substance Use Disorder Professional” or “SUDP” means an individual who is
certified according to RCW 18.205.020 and the certification requirements of WAC
246-811-030 to provide SUD services.
1.20. “Substance Use Disorder Professional Trainee” or “SUDPT” means an individual
working toward the education and experience requirements for certification as a
chemical dependency professional, and who has been credentialed as a CDPT.
1.21. “Therapeutic Courts” means a court utilizing a program or programs structured to
achieve both a reduction in recidivism and an increase in the likelihood of
rehabilitation, or to reduce child abuse and neglect, out-of-home placements of
children, termination of parental rights, and substance use and mental health
symptoms among parents or guardians and their children through continuous and
intense judicially supervised treatment and the appropriate use of services,
sanctions, and incentives (RCW 2.30.020).
1.22. "Treatment" means services that are critical to a participant's successful completion
of his or her substance use disorder treatment program, including but not limited to
the recovery support and other programmatic elements outlined in Chapter 246-341
WAC.
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1.23. "Treatment Support" means services such as transportation to or from inpatient or
outpatient treatment services when no viable alternative exists, and child care
services that are necessary to ensure a participant's ability to attend outpatient
treatment sessions.
1.24. “Washington State Jail” or “Jail” means any city, county, regional, or tribal jail
operating in the state of Washington.
2. Purpose
Contractor will provide treatment and recovery support services, funded by Criminal Justice
Treatment Account (CJTA) funds, to individuals involved in the criminal justice system in
accordance with RCW 71.24.580.
3. CTJA Account Services Specific Eligibility and Funding Requirements
3.1. In accordance with RCW 71.24.580, the Contractor will be responsible for treatment
and recovery support services for criminally involved Individuals.
3.2. In accordance with RCW 2.30.040, counties that allocate CJTA and/or State Drug
Court funds to support or provide services to Therapeutic Court Program are subject
to the County Match.
3.3. No more than ten percent (10%) of the total CJTA funds may be used for the
following support services combined in the context of meeting court/program
expectations:
3.3.1. Transportation; and
3.3.2. Child Care Services.
3.4. CJTA funds are intended to be used as a “payment of last resort,” meaning that other
means of payment for treatment or other services, such as Medicaid or other forms
of insurance, must have been exhausted or be ineligible to meet participant needs.
3.5. State Drug Court
3.5.1. In addition to state funding under the CJTA, several counties receive
additional state funding specifically for Drug Courts. State Drug Court
funding is provided to the following counties: Clallam, Cowlitz, King, Kitsap,
Pierce, Skagit, Spokane, and Thurston. The counties that receive State
Drug Court funding must ensure that the provision of substance use disorder
treatment and support services detailed in this Contract, are in accordance
with RCW 71.24.580 and RCW 2.30.030. These Counties are also required
to include in the quarterly R&E report which category of funds – base or
state drug court – are being drawn from for each expense.
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3.6. At a minimum, thirty percent (30%) of the CJTA funds, including State Drug Court
funding, is to be dedicated to special projects that meet any or all of the following
conditions:
3.6.1. An Evidence-Based Practice and/or Research-Based Practice (or
treatment strategy) that can be documented in published research;
3.6.2. An approach utilizing either traditional or best practice approaches to treat
significant underserved population(s) and populations who are
disproportionately affected by the criminal justice system;
3.6.3. A regional project conducted in partnership with at least one other entity
serving the service area; and/or
3.6.4. CJTA Special Projects. HCA retains the right to request progress reports or
updates on CJTA special projects.
4. CJTA Funding – Allowable Services
4.1. Brief Intervention (any level, assessment not required);
4.2. Acute Withdrawal Management (ASAM Level 3.7WM);
4.3. Sub-Acute Withdrawal Management (ASAM Level 3.2WM);
4.4. Outpatient Treatment (ASAM Level 1);
4.5. Intensive Outpatient Treatment (ASAM Level 2.1);
4.6. Opioid Treatment Program (ASAM Level 1);
4.7. Case Management (ASAM Level 1.2);
4.8. Intensive Inpatient Residential Treatment (ASAM Level 3.5);
4.9. Long-term Care Residential Treatment (ASAM Level 3.3);
4.10. Recovery House Residential Treatment (ASAM Level 3.1);
4.11. Assessment (to include Assessments done while in jail) - Assessments should
include and/or be informed by ASAM Criteria).
4.12. Interim Services;
4.13. Community Outreach;
4.14. Involuntary Commitment Investigations and Treatment;
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Washington State 15 HCA Contract #K8532
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4.15. Room and Board (Residential Treatment Only);
4.16. Transportation;
4.17. Childcare Services;
4.18. Urinalysis;
4.19. Recovery Support Services that may include:
4.19.1. Employment services and job training;
4.19.2. Relapse prevention;
4.19.3. Family/marriage education;
4.19.4. Peer-to-peer services, mentoring and coaching;
4.19.5. Self-help and spiritual, religious support groups;
4.19.6. Housing support services (rent and/or deposits);
4.19.7. Life skills;
4.19.8. Education Training (e.g. GED Assistance); and
4.19.9. Parent education and child development.
4.20. Substance Use Disorder treatment in the Jail:
4.20.1. CJTA funds may not supplement or supplant any currently funded
programs that previously existed in a Jail environment.
4.20.2. The Contractor may not use more than 30% of their allocation for
treatment in the Jail unless they receive written authorization from the HCA
Contract Manager or justification for doing so is detailed in the CJTA Plan
discussed in Schedule A, Statement of Work, Section 6, below.
4.20.3. If CJTA funds are utilized for these purposes, the Contractor must attempt
to provide treatment with the following stipulations:
4.20.3.1. Identify and provide transition services to persons with
substance use disorder, who meet the CJTA requirements as
defined in RCW 71.24.580, to expedite and facilitate their return
to the community;
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4.20.3.2. Continue treatment services with individuals who were engaged
in community-based treatment prior to their incarceration, with
the intent to complete the outpatient treatment episode; and
4.20.3.3. Initiate outpatient treatment services with individuals who will
be released and transition into community-based treatment.
4.20.4. The following treatment modalities may be provided through CJTA funding:
4.20.4.1. Engaging individuals in SUD treatment;
4.20.4.2. Screening, assessing, and inducting individuals on MOUD;
4.20.4.3. Referral to SUD services;
4.20.4.4. Providing continuity of care; and
4.20.4.5. Planning for an individual’s transition from Jail.
4.21. Utilization of CTA funding to cover the costs of housing within available resources
must present the individual with options for recovery residences of approved
recovery residences maintained by the authority under RCW 41.05.760. The
contractor is prohibited from requiring individuals to stay in a single specific approved
recovery residence when utilizing CTA funds to pay for housing in that region and
must offer choice, giving strong consideration to adding options when an individual
prefers a residence not currently utilized.
4.22. The Contractor shall coordinate when applicable or necessary with local Tribal
behavioral health agencies and Indian health care providers to meet the culturally
relevant needs of AI/AN Individuals receiving allowable CJTA funded services. The
contractor would also be expected to reasonably provide access to other necessary
and relevant CLAS.
5. MAT in Therapeutic Courts
5.1. Per RCW 71.24.580, “If a region or county uses criminal justice treatment account
funds to support a therapeutic court, the therapeutic court must allow the use of all
medications approved by the federal food and drug administration for the treatment
of opioid use disorder as deemed medically appropriate for a participant by a medical
professional. If appropriate medication-assisted treatment resources are not
available or accessible within the jurisdiction, the Health Care Authority's designee
for assistance must assist the court with acquiring the resource.” For the purposes of
this Contract, HCA’s designee for the Contractor will be the HCA Contract Manager,
who may facilitate assitance from other HCA employees.
5.2. The Contractor will only subcontract with Therapeutic Courts that have policy and
procedures allowing Participants at any point in their course of treatment to seek
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Health Care Authority Attachment 1
FDA-approved medication for any substance use disorder and ensuring the agency
will provide or facilitate the induction of any prescribed FDA approved medications
for any substance use disorder.
5.3. The Contractor will only subcontract with Therapeutic Court programs that work with
licensed SUD behavioral health treatment agencies that have policy and procedures
in place ensuring they will not deny services to Enrollees who are prescribed any of
the Federal Drug Administration (FDA) approved medications to treat all substance
use disorders.
5.4. The Contractor may not subcontract with a Therapeutic Court program that is known
to have policies and procedures in place that mandate titration of any prescribed
FDA approved medications to treat any substance use disorder, as a condition of
participants being admitted into the program, continuing in the program, or
graduating from the program, with the understanding that decisions concerning
medication adjustment are made solely between the participant and their prescribing
provider.
5.5. The Contractor must notify the HCA if it discovers that a CJTA funded Therapeutic
program is practicing any of the following:
5.5.1. Requiring discontinuation, titration, or alteration of their medication
regimen as a precluding factor in admittance into a Therapeutic Court
program;
5.5.2. Requiring participants already in the program to discontinue MOUD in
order to be in compliance with program requirements;
5.5.3. Requiring discontinuation, titration, or alteration of their MOUD medication
regimen as a necessary component of meeting program requirements for
graduation from a Therapeutic Court program.
5.6. All decisions regarding an individual’s amenability and appropriateness for MOUD
will be made by the individual in concert with a medical professional.
6. CJTA Plan
6.1. Contractor is expected to follow all guidelines provided in CJTA Plan guidelines
document, which will be provided to Contractor by HCA Contract Manager.
6.2. Contractor must coordinate with the Local CJTA Panel for the county in order to
facilitate the planning requirement as described in RCW 71.24.580(6). County level
funding priorities are established by the local CJTA Panel. The CJTA Plan should
detail the coordination within the county expected to help reach the goals of the
CJTA funding, identify the needed services for the community, and explain how the
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county plans to reach the intended population for the CJTA fund. Any CJTA funded
efforts must be included in the CJTA Plan, including the following specific elements:
6.2.1. Describe in detail how substance use disorder treatment and support
services will be delivered within the region;
6.2.2. Address the CJTA County Match Requirement if funds provide treatment
or recovery support services for therapeutic court participants;
6.2.3. Include details on special projects such as best practices/treatment
strategies, significant underserved population(s), or regional endeavors,
including the following:
6.2.3.1. Describe the project and how it will be consistent with the
strategic plan;
6.2.3.2. Describe how the project will enhance treatment services for
individuals in the criminal justice system;
6.2.3.3. Indicate the number of individuals who will be served using
innovative funds;
6.2.3.4. If applicable, indicate plans for inclusion of MOUD within the
county’s Therapeutic Court programs; and
6.2.3.5. Address the fiscal and programmatic Data Reporting
requirements found in Section 7 of this Statement of Work.
6.3. The final Plan must be approved by the county’s legislative authority.
6.4. Completed and legislatively approved Plans must be submitted to HCA for review
and approval. Plans will be forwarded to the State CJTA Panel once approved by
HCA. Contractor must implement the plan as it is written and notify the HCA if any
changes are made. HCA acknowledges the authority of the State CJTA panels for
final approval of plans, including the use of any subcontractors.
6.5. CJTA Plan is due by October 1, 2025, and shall be updated if spending plans
change, subject to approval by the Local CJTA Panel, HCA Contract Manager and
subsequently the State CJTA Panel. Contractor may request an extension of up to
30 calendar days on the CJTA Plan due date, and HCA may approve the extension
in its sole discretion.
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7. Data Reporting Requirements
7.1. Contractor shall ensure that staffing is sufficient to support CJTA-related data
analytics and related data systems to oversee all data interfaces and support the
specific reporting requirements under Contract.
7.2. Contractor will work with Research and Data Analysis Division (RDA) within
Washington State Department of Social and Health Services (DSHS) at its desired
cadence to provide requested data to assist in partnered efforts funded through
CJTA dollars, such as compiling a state drug court data dashboard. These
expectations are distinct from program activities reporting to HCA and are only
applicable to courts/counties not using the Drug Court Case Management System.
7.3. Contractor will work with HCA should system data reporting submission
requirements change.
7.4. Contractor shall ensure that all Subcontractors required to report programmatic data
have the capacity to submit all HCA required data to enable the Contractor to meet
the requirements under the Contract.
7.4.1. There are three quarterly reports that the Contractor will be responsible for
submitting: The Quarterly Progress Report (QPR), the Revenue and
Expenditure Report (R&E), and the Programmatic Treatment Report
(PTR)/ Program Data Acquisition, Management and Storage (PDAMS).
7.4.2. HCA Contract Manager will provide Contractor with a template form for the
QPR that will report on the following program elements:
7.4.2.1. Number of individuals served under CJTA funding for that time
period;
7.4.2.2. Barriers to providing services to the Criminal Justice
Population;
7.4.2.3. Strategies to overcome the identified barriers;
7.4.2.4. Training and Technical assistance needs;
7.4.2.5. Success stories or narratives from individuals receiving CJTA
services; and
7.4.2.6. If a Therapeutic Court receives CJTA funded services, the
number of admissions of individuals into the program who were
either already on MOUD, referred to MOUD, or were provided
information regarding MOUD.
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7.4.3. HCA Contract Manager will provide the Contractor with a template form for
the R&E report that captures the fiscal expenditures for that quarter.
7.4.3.1. Contractor will use the Excel document provided by HCA;
7.4.3.2. Contractor will report the amount of CJTA expenditures for
each state fiscal quarter (State Fiscal quarters end on March
31, June 30, September 30, and December 31);
7.4.3.3. document must be completed in its entirety; and
7.4.3.4. Completed R&E report must be submitted within 45 days of the
end of each State Fiscal Quarter.
7.4.4. Contractor is responsible for submitting the PTR each quarter through a
Managed File Transfer (MFT). During the Contract period, the PTR
reporting process may change to PDAMS, which will require Contractor to
provide data directly into a system rather than through MFT. The data to
be collected will not change, just the method of submission to HCA. HCA
Contract Manager will provide Contractor with an excel workbook template
and/or additional instructions for submission of data that will capture a
variety of demographic and programmatic data that supports the services
being provided by the state appropriations. In addition, this process will
include the following:
7.4.4.1. Contractor will ensure that their subcontractor has the
bandwidth to complete all data elements requested in the PTR.
7.4.4.2. Contractor may allow the subcontractor to do all data entry, but
the PTR must be submitted into the Behavioral Health Data
System (BHDS) by Contractor through the established Secure
File Transfer procedure within 45 days of the end of each State
Fiscal Quarter. The Contractor may request an extension of this
requirement during the first Contract term. Files submitted must
conform to the following naming convention: _<County
Name>_<Date of Upload>.
7.4.4.3. The Contractor will review for completeness and accuracy each
PTR that they receive from the subcontractor.
7.4.4.4. The Contractor will work with their subcontractors to ensure
that any applicable Release of Information (ROI) forms are
updated to account for the sharing of Personal Health
Information (PHI) with the HCA.
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Health Care Authority Attachment 1
8. Billing and Payment
8.1. Initial payment will be provided following receipt and acceptance of the CJTA
Biennial Plan in the amount of $10,000. Subsequent payments will be disbursed on
a quarterly basis following the receipt of noted deliverables (QPR, R&E, PTR) in the
amounts outlined in the deliverables table below.
8.1.1. In the interest of both honoring a deliverables-based contract and
minimizing waste and removing previous recoupment processes, an
allocation at the end of the contract period will be altered based on actual
spending calculated with data received from R&E reports throughout the
biennium.
8.1.1.1. Disbursements for the final quarter of the Contract term will be
reduced in accordance with actual spending – unspent funds in
smaller amounts would be subtracted from the anticipated
disbursement.
8.1.1.2. Should a considerable amount of funds remain unspent – in an
amount exceeding the anticipated disbursement – the final
quarterly disbursement of FY27 would be forfeited, however,
any excess beyond the anticipated disbursement the
Contractor would be permitted to keep. For example: if a
Contractor is underspent by $50,000, and the amount that
would have been distributed per the deliverables table was
$40,000, then Contractor would not be paid the $40,000, but
would be able to keep the $10,000 difference and not need to
repay it.
8.2. Payment will be contingent upon HCA Contract Manager acceptance of the
deliverables, and approval of a correct and complete Revenue and Expenditure
Report from Contractor.
8.3. Contractor is required to limit Administration costs to no more than ten percent
(10%) of the Total Maximum Compensation. Administration costs will be measured
on a fiscal year basis and based on the information reporting in the Revenue and
Expenditure reports and reviewed by the HCA Contract Manager.
8.4. Funding to support workforce (i.e., retention bonuses) must be reviewed and
approved by HCA Contract Manager prior to being expended.
8.5. Payment shall be considered timely if made by HCA within thirty (30) days after
receipt and acceptance by HCA of the properly completed reports.
8.6. Payment may be withheld if the deliverables are not met by the date indicated in the
table below.
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8.7. Deliverables Table
Deliverables Table
July 1, 2025 through June 30, 2027
# Deliverable Due Date Maximum
Amount
Treatment Account (CJTA) Plan that was
approved by the Local CJTA panel and
signed by County Legislative Authority
that indicates how the CJTA
• Progress Report
• R&E
• PTR
end of State Fiscal
Quarter
• Progress Report
• R&E
• PTR
end of June 30,
2027
expenditures per Section
8.1.1 but not to exceed
$21,617.00
Total Maximum Compensation
$182,950.00
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Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: David Windom 260
Public Health ☐
Action Agenda: ☐
Public Hearing: ☐
☒
Briefing Date(s): 11/10/2025 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: Opioid Settlement workshop
Background/Executive Summary: Workshop to set the priorities and policy for the distribution of
the Opioid Settlement dollars.
Budget Impact (amount, funding source, budget amendment, etc.): Funds currently in the account and
expected future revenues are included in the attached document
Public Outreach: Workshop
Requested Action: Brief and determine priorities and policy for the distribution of funds.
Attachment(s): Agenda, Authorized Uses, Funds and Projected Funds
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Shane Schoeneberg Ext: 303
Jail ☒
Action Agenda: ☐
Public Hearing: ☐
☐
Briefing Date(s): 11-10-25 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
Item:
Replace cooling unit for one of the walk-in coolers in jail kitchen.
Background/Executive Summary:
The jail kitchen has 2 walk-in coolers. One of the coolers has been having issues the past year and was
not working for over a month at one point. The jail needs both coolers operational to keep food at the
appropriate temperature to minimize any food-borne illness to inmates. Talking with facilities, it appears
the current cooling unit which needs to be replaced, has been operational since the Jail opened in 1985.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
Asking the County to find funding for this and have facilities move forward with replacing the cooling
unit.
Public Outreach:
N/A
Requested Action:
Approve facilities to move forward with replacing one of the cooling units in the jail.
Attachment(s):
Estimate from Bradley Air
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From:Ext: 206/299
Superior Court ☒
Action Agenda: ☐
Public Hearing: ☐
☐
Briefing Date(s): November 17, 2025 Agenda Date(s):
Internal Review: ☒ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other
(This is the responsibility of the requesting Department)
Item:
Approval to shift REIT funding from Juvenile Detention cabinet replacement to heat pump replacement.
Background/Executive Summary:
The heating and cooling system in the Juvenile Detention Center has failed; it is original to the building.
Kelly Frazier has a bid from Bradley Air to replace two of the four units for $44,556. We received
approval in the 2025 Budget to spend up to $48,000 of REIT funds to replace the cabinetry in Juvenile
Detention. We have been unable to find a contractor to do that work. We request approval to use the
cabinet funding to replace the two heat pumps.
Budget Impact (amount, funding source, budget amendment, etc.):
A net savings of REIT funding of about $3400.
Public Outreach:
n/a
Requested Action:
Direct staff to shift proper funds from cabinet replacement to heat pump replacement.
Attachment(s):
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Marissa Watson Ext: 367
Community Development ☒
Action Agenda: ☒
Public Hearing: ☐
☐
Briefing Date(s): November 17, 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
Item: Mason County 2025 Draft Comprehensive Plan Periodic Update
Background/Executive Summary: The BOCC has reviewed the Planning Advisory Recommendations
on the Draft Comprehensive Plan Periodic update during their joint PAC and BOCC meeting of October
20, 2025. Staff also provided a high-level review of substantive changes to the 2025 Mason County
Comprehensive Plan at a BOCC work session on November 10, 2025. Staff is now requesting discussion
and setting the topic of a public hearing on the action agenda.
Staff is also including responses to the last comment letter that was submitted by Jeff Carey regarding the
Comprehensive Plan draft that was reviewed on September 15, 2025. Staff can provide further
clarification on responses during briefing, if needed.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): None
Public Outreach: The public participation summary can be reviewed on the 2025 Comprehensive Plan
Update project page. All meetings have been advertised in the Journal, on the project webpage, and to
members of the notification list.
Requested Action: Discuss setting a public hearing for the Mason County 2025 Draft Comprehensive
Plan Periodic Update materials, requesting approval to place notice of hearing on the action agenda for
November 25, 2025.
Attachment(s): Attachment A: PAC member Jeff Carey’s latest comment letter (submitted to staff) with
staff response, Attachment B: public works additional information submitted to planning department, and
Notice of Hearing.
ATTACHMENT A: INCLUDES STAFF RESPONSE (11/12/25)
JLC’s Summary Of Thoughts 270 Page Draft 2025 Comp Plan:
The following list is broken down into 3 sections:
• General overview of my concerns, Opinions & Comments
• Administrative Updates
• Detail List of corrections Since 09/15/2025 PAC Meeting
General overview of my Opinions /Comments & Observations:
• In reviewing both the 08/08/25 & the Sept. 2025 drafts of the 2025 of the proposed 2025-45
comprehensive plan.
o The draft is organized and laid out better than the previous 2016-36 Comp Plan.
o The draft is much easier reading the than the previous 2016-36 Comp Plan.
• A a result of the cleaning up and better organizing the Comp Plan it allows me to see and identify
existing short coming and/or errors within the plan much easier.
o For example where I have pointed out that the current draft of the Comp Plan not meeting some
state RCW’s:
Like RCW 36.70A.070 section 1 addressing & planning related to wildfires.
See following text of the RCW. “ The land use element must reduce and mitigate the risk
to lives and property posed by wildfires by using land use planning tools, which may
include, but are not limited to, adoption of portions or all of the wildland urban interface
code developed by the international code council or developing building and maintenance
standards consistent with the firewise USA program or similar program designed to
reduce wildfire risk, reducing wildfire risks to residential development in high risk areas
and the wildland urban interface area, separating human development from wildfire prone
landscapes, and protecting existing residential development and infrastructure through
community wildfire preparedness and fire adaptation measures.”
The plan simply ignores this portion of the land use element.
For me, as planning advisory commission member this is not acceptable.
Staff Response: This topic was discussed with the PAC. The state paused this requirement
with separate legislation that requires the state to update the fire hazard mapping prior to
WUI adoption. DCD plans on bringing forth the Wildland Urban Interface code for adoption
and evaluating our development regulations for needed updates when the mapping has
been accepted. Note the RCW gives the County flexibility on how we address reduction and
mitigation and says that one method of satisfying this is by “adoption of portions or all of the
wildland urban interface code”.
Like RCW 36.70A.070 section 3 planning related to a capital facilities plan element along
with its concurrency with land use & population growth. See following text of the RCW.
A capital facilities plan element consisting of: (a) An inventory of existing capital
facilities owned by public entities, including green infrastructure, showing the locations
and capacities of the capital facilities; (b) a forecast of the future needs for such capital
facilities; (c) the proposed locations and capacities of expanded or new capital facilities;
(d) at least a six-year plan that will finance such capital facilities within projected funding
ATTACHMENT A: INCLUDES STAFF RESPONSE (11/12/25)
capacities and clearly identifies sources of public money for such purposes; and (e) a
requirement to reassess the land use element if probable funding falls short of meeting
existing needs and to ensure that the land use element, capital facilities plan element, and
financing plan within the capital facilities plan element are coordinated and consistent.
Park and recreation facilities shall be included in the capital facilities plan element.
• For example: We have no plan to address sewer capacity for the next 20 years
for either the NBCI or the Belfair Waste Water systems.
• Another example is the are no plans to bring sewer to any portion of the Shelton
UGA.s and we have not had one for the last 20 plus years for serving the Shelton
UGA.
o So if we where to address & follow the RCW we should be addressing
sub section “e” of the RCW. We have not even addressed the financing of
serving the Shelton UGA let alone create a plan for servicing the UGA.
Staff Response: Regarding the capital facilities element and requirements; in addition to
what is already included in the draft Capital Facilities, Financing, and Utilities chapter,
public works has provided the inventory information that is attached to this staff
response document. (See attachment B).
Staff Response: Regarding bullet point one, the County will have a sewer system plan
for the NBCI system which will update the information that is being requested, it has
been communicated that the update of the system plan and the update of this
Comprehensive Plan cycle do not exactly coincide. Information on the Belfair Waste
Water system has been provided in the draft and as outlined in attachment B. Any
additional information on that system would have to be provided by public works.
Regarding bullet point two, the County does not own nor manage the sewer system that
would serve the Shelton UGA, that is the city’s system and would and is within their
Capital Facilities Plan. The County and City coordinate on any projects that would
require extension of the system, but the system management and financing are not
required to be in the County plan.
• The PAC has not seen a draft of the city of Shelton’s Comp Plan & how it interlaces and complements
with the county’s Comp Plan.
Staff Response: PAC members are free to view the city’s plan anytime, they are also free to attend
meetings. We form the Countywide Planning Policies in coordination with the city at the beginning of the
Comp Plan update process and this helps to establish even ground rules regarding issues that require the
city and county to be on the same page, for example the topic of annexation. The PAC is not responsible
for personally reviewing and commenting on the city’s plan.
• Observation: Most if not all these goals in chapter 10 need major reworking & reanalysis at a financial
as well as a social level along with some real prioritization. From PAC stand point chapter 10 needs a
reality check with the citizens of Mason County.
Staff Response: Opinion noted, the PAC was given time when the chapter first came forward and again
when the full draft came forward to make revisions and suggestions on policies. Also, staff wants to note
that Jeff C, submitted this observation prior to the PAC reviewing, at their 9.29.25 meeting, a spreadsheet
ATTACHMENT A: INCLUDES STAFF RESPONSE (11/12/25)
of policy suggestions and revisions, which were a good majority of the Chapter 10 policies. The PAC then
voted on these changes. At this point, I would rely on the BOCC to make any other revisions to Chapter 10
policies and note that many of the policies within the Comp Plan would have to receive additional level of
review in order to gauge the feasibility of enacting regulations, programs, strategic plans, etc. The
Comprehensive Plan is a wish list of which the board of county commissioners then evaluate further and
prioritize.
• Observation: Overall the draft 2025-45 Comp Plan in general seems to talk about issues but does not
state what action needs to be addressed or taken.
Staff Response: The Comprehensive Plan creates a framework encompassing the current conditions and
how the County already addresses topics within the realm of land use, rural and urban environments,
natural resources, economic development, etc. The “Goals” and “Policies” are crafted to address short
comings, community desires, and so forth, thus the goals and policies are the “actions” that were
recommended. Some of these recommendations were pulled from the existing plan, some
recommendations were suggested by the consultant to address specific mandated requirements, some of
the recommendations are from the public, and the final product is what the PAC recommended for
approval, not just at the public hearing but throughout the process when staff brought each chapter forward
and requested the PAC focus on policy formation and revision as priority.
• Observation: The 2025 Comp Plan is failing to address the more recent slow down in population
growth
Staff Response: The initial research and drafting of the technical pieces such as the community profile and
housing needs assessment are based on the data that is officially published at the time of drafting, sources
such as OFM, ACS, and BLS. Unfortunately, staff and the consultant can not continually update the
background data throughout the process.
Staff also finds this observation somewhat vague, the tables reflecting population growth do show the slow
down from other decades and note that in the narrative. How does the commissioner want to address slow
down in population gain? We are still tasked with making sure we have sufficient UGA capacity and the
correct zoning allowances for a various housing types.
List of Administrative Updates:
• All Tables & Figures that reference UGA’s need to consistent showing the following
o The county
o The City of Shelton
o The Shelton UGA
o The Allyn UGA
o The Belfair UGA
Staff Response: SCJ Alliance has done an additional review and clean up, and staff will review pre-
public hearing submittal.
• All tables & figures must have the same or very similar values thru all chapters related to land use,
population, & housing past, present and projections wise.
ATTACHMENT A: INCLUDES STAFF RESPONSE (11/12/25)
Staff Response: SCJ Alliance has done an additional review and clean up, and staff will review pre-
public hearing submittal. Request that the commentor provide exact tables and figures, if they perceive
additional issues.
• All tables & figures should not run across page boundaries.
Staff Response: SCJ Alliance has done an additional review and clean up, and staff will review pre-
public hearing submittal.
• If tables are too large for one page all following pages must have column titles.
Staff Response: SCJ Alliance has done an additional review and clean up, and staff will review pre-
public hearing submittal.
• The Sept. draft Comp Plan is still using at least two different layouts of the population trend forecast
chart. Chapter 2 page 29 needs to be the same as chapter 4 page 83, & chapter 9 page 130 . (Fig. 2-6
vs 4-9 vs 9.1).
Staff Response: Figure 4-9 and 9-1 are the same (2000 – 2045) and 2-6 looks at 2020 to 2045. Staff
can replace 2-6.
Detail List of corrections:
• Table 3-2 of the Sept 2025 version has a transportation acreage errors originating from the assessors
coding conventions issue.
Staff Response: Detail would have to be provided by the commentor; this seems like personal
knowledge and not something privy to staff and the consultant. Staff will note that the change in
transportation acres will not affect the outcome of the exercise which is to determine whether there is
enough capacity in the UGA to meet population growth and housing needs.
• Table 3-5 of the Sept 2025 version is not how other jurisdiction address dwelling capacity. Like
Thurston County.
Staff Response: Without being provided a specific example, staff will note that SCJ Alliance has
extensive experience in performing comprehensive plan updates as well as FCS Group providing
housing needs assessments. Thuston County is required to provide a buildable lands analysis as
outlined by RCW, Mason County is not.
• Section 3.3.1 population trends. The first sentence under net migration & etc. inaccurate for Mason
County.
Staff Response: The sentence indicated is “The main components of population change are births and
deaths; “decrease” is defined as the difference between live births and deaths.” This is a standard
definition, staff is unsure how to address further since there is not enough detail provided.
• Chapter 3 page 42 2nd paragraph 2nd sentence. This is not what has occurred over the past 20 years is
not what has happened.
Staff Response: Staff previously updated this sentence and it was missed, the current draft provided to
the BOCC has this section corrected.
ATTACHMENT A: INCLUDES STAFF RESPONSE (11/12/25)
• Chapter 3 page 44 1st paragraph 1st sentence. This is inaccurate for Mason County.
Staff Response: Historical trends show population growth has half going to UGAs and half to rural
lands, with the majority of the UGA growth occurring in the Shelton UGA, this information has been
updated as noted in the previous response. Not suggesting any change to this paragraph because it is
also talking about growth related to the size of the area, “concentration”.
• Page 45 chapter 3.3.3 Green Diamond lot retirement project needs a separate zoning designation for
the Conservation easements. When are we going to address this??
Staff Response: After further review of the land that is now enrolled, staff created a new “designation”
called Forest Legacy Lands. We have to update the mapping at the Future Land Use level since there
is acreage in Inholding Land and Long Term Commercial Forest as well as the Rural Lands. The
updated map has been provided to the BOCC.
This is it for today..
Jeff Carey
Current
Asbestos Cement PVC
BC WATER
25 Fire Hydrants
Mains
ATTACHMENT: B Public Works Inventory Sheets
Current
4 85
Fully Metered Connections
Residential Only
Reservoir
SOURCE INFORMATION
RW WATER
ATTACHMENT: B Public Works Inventory Sheets
Gravity Sewer Main Force Mains
LS 1 Next to HOA Cabana
LS 2 Madrona Parkway
ERU's
Process Capacity
RW WWTP
4300 LF of 8" Lined Concrete
Pipe and 3900 LF of 8"PVC Pipe 2"& 2.5"HDPE
ATTACHMENT: B Public Works Inventory Sheets
Gravity Sewer Main Force Mains
Name Location
Victor SR 302
Allyn Southern Trminus of North Bay Rd on E side
TPU E Rainier Dr
Trailer Park SR 3
Drum Street Corner of Drum and Sullivan Streets
Lakeshore Corner of E Channel Dr and Lakeshore Drive
Lakeland E Lakeland Drive
Old Ranch On E Old Ranch Rd. South of Homestead
Soderberg South of the Western Terminus of E Sterling Dr
Virgil Western terminus of Eugenia Ave
ERU's 1430
Process Capacity
Headworks 2.5 MGD
SBR .625 MGD
Disinfection 2.5 MGD
Storage Pond .365 MGD
Sprayfield .365 MGD
NBCI Wastewater
6', 8" & 12" PVC 2", 3", 5", 6", 8", 12" HDPE
ATTACHMENT: B Public Works Inventory Sheets
2.5 Miles Gravity Sewer Main 3.9 miles of Force Mains
8" to 42" PVC
Name Location
LS 1 SR3
LS 2 SR3
LS 3 Sunlit Canyon Road
LS 4 SR3
G1 Old Belfair HWY
ERU's 691
Headworks 1 MGD
Collections System
Pump Stations
Connections
Water Reclamation Facility
Belfair Wastewater
ATTACHMENT: B Public Works Inventory Sheets
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 16, 2025 at 9:15a.
SAID HEARING will be to take public comment on the 2025 Mason County
Comprehensive Plan periodic update as required by RCW 36.70A.130(5). Said hearing will
include the Comprehensive Plan, Appendices including the 2026 – 2031 Capital Improvement
Program, and Future Land Use Map.
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 25 day of November 2025.
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
__________________________________
Christopher Pinkston
Executive Assistant
Bill: 615 W. Alder Street
Shelton, Wa 98584
Cc: Commissioners
Department of Community Development
Shelton Journal: Publ. 2t: December 4, 2025 & December 11, 2025
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Angela Avery Ext: 591
Department: Indigent Defense Briefing: ☒
Action Agenda: ☐
Public Hearing: ☐
Special Meeting: ☐
Briefing Date(s): November 10, 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: Office of Indigent Defense is requesting permission to open a posting for the Chief Public
Defender position with a hire date of January 1, 2026.
Background/Executive Summary: Current interim contract chief Angela Avery will not be seeking
to renew her contract past December 31, 2025.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): TBD
Public Outreach:
N/A
Requested Action: Post the position of Chief Public Defender in hopes of attracting a candidate to
replace Angela Avery in 2026.
Attachment(s):
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Jennifer Beierle Ext: 532
Central Services ☒
Action Agenda: ☒
Public Hearing: ☐
☐
Briefing Date(s): 11/24/2025 Agenda Date(s): 11/25/2025
Internal Review: ☒ Finance ☐ Human Resources ☒ Legal ☐ IT ☐ Risk ☒ Other -AC
(Please ensure proper internal review channels have been followed, this is the responsibility of the
Item:
Resolution to delete Fund 114, Victim Witness Activity, and establish Department No. 181, Victim
Witness Activity, within the general fund for the 2026 budget
Background/Executive Summary:
Fund 114 was created by Mason County Resolution No. 100-06 to account for a grant from the
Washington State Department of Community Trade and Economic Development (CTED), which funded a
0.5 FTE position to assist in meeting the needs of crime victims in Mason County.
Although the grant remains active, staff and the Audit Committee recommends consolidating the Victim
Witness Activity Fund into the General Fund to improve efficiency, strengthen fiscal oversight, and
ensure compliance with Washington State Auditor’s Budgeting, Accounting, and Reporting System
(BARS) requirements.
Under this proposal, grant activity will continue to be tracked within Department No. 181 of the General
Fund.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
Approximately $54,246 in revenue and expenditures will be moved from Special Fund No. 114 to
Department No. 181 in the General Fund as part of the 2026 budget.
Public Outreach:
N/A
Requested Action:
Request the Board approve the resolution deleting Fund 114, Victim Witness Activity, and establish
Department No. 181, Victim Witness Activity, within the general fund for the 2026 budget.
Attachment(s):
• Draft Resolution
Section 4. Budget Implementation.
The Mason County Treasurer, Auditor, and Budget Office is hereby directed to make all
necessary accounting and budget adjustments to reflect the deletion of Fund 114 and the
establishment of Department 181 within the General Fund for the 2026 fiscal year.
Section 5. Effective Date.
This resolution shall take effect immediately upon adoption and shall be implemented as
part of the 2026 Mason County Budget.
APPROVED AND ADOPTED this_ day of ___ , 2025.
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
Sharon Trask, Chair
Pat Tarzwell, Vice-Chair
Randy N eatherlin, Commissioner
ATTEST:
Christopher Pinkston, on
behalf of McKenzie Smith,
Clerk of the Board
Tim Whitehead, Chief Deputy Prosecuting Attorney
Distribution: Auditor, Treasurer, Prosecuting Attorney, Budget & Finance
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Jennifer Beierle Ext: 532
Central Services ☒
Action Agenda: ☒
Public Hearing: ☒
☐
Briefing Date(s): 11/24/2025 Agenda Date(s): 11/25/2025, PH 12/16/2025
Internal Review: ☒ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other
(This is the responsibility of the requesting Department)
Item:
Requests for supplemental appropriations and amendments to the 2025 budget
Background/Executive Summary:
Requests for supplemental appropriations and amendments to the 2025 budget are attached.
Budget Impact (amount, funding source, budget amendment, etc.):
See Attached
Public Outreach:
RCW 36.40.100 requires the Board to publish notice in the official county newspaper for two consecutive
weeks prior to the budget hearing.
Requested Action:
Request to set a public hearing for December 16, 2025, at 9:15 a.m. to consider and approve supplemental
budget requests and budget transfers to the 2025 budget.
Attachment(s):
Draft Resolution for Budget Supplemental Appropriations and Amendment Requests and
Proposed 2025 Budget Amendment #2 Detail and Detailed Budget Entries
RESOLUTION NO.
2025 BUDGET
BUDGET SUPPLEMENTAL APPROPRIATIONS AND AMENDMENT REQUESTS -NOTICE OF HEARING
WHEREAS, by reason of conditions which could not be reasonably foreseen at the time of making the budget
for the year 2025, it is necessary to make provisions for supplemental appropriations and amendments to the budget
as required by RCW 36.40.100, and RCW 36.40.195; and
WHEREAS, the revenue and expenditure adjustments to County funds, as listed in Attachments A & B to this
Resolution, are required in order to incorporate into the budget the revenues and expenditures now identified, which
were not known at the time of original budget adoption; and
WHEREAS, the net total of adjustments to 2025 authorized expenditure appropriations in the General Fund is
an increase of $1,735,054; and
WHEREAS, the net total of adjustments to 2025 authorized expenditure appropriations in funds other than
the General Fund is an increase of $644,500; and
THEREFORE, BE IT RESOLVED BY THE Board of Mason County Commissioners:
That the 16th day of December, 2025 at the hour of 9:15 a.m., in the Mason County Commissioners Chambers in
Courthouse Building I, 411 North 5th Street, Shelton, Washington, is hereby fixed as the time and place for a public
hearing upon the matter of Budget Amendment Requests to the 2025 Budget as provided in Attachments A & B to
this Resolution.
A copy of this resolution and the proposed amendments to the 2025 budget is available by contacting Jennifer
Beierle, Budget & Finance Manager, at (360) 427-9670 ext. 532.
The Clerk of the Board is hereby authorized, empowered, and directed to cause notice of such hearing to be published
as provided by law.
DATED this 25st day of November, 2025
ATIEST:
Christopher Pinkston, on
behalf of McKenzie Smith,
Clerk of the Board
APPROVED AS TO FORM:
Publish 2x 12/4 & 12/11 bill to
Commissioners,
411 North 5th Street, Shelton
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
Sharon Trask, Chair
Pat Tarzwell, Vice Chair
Randy Neatherlin, Commissioner
ATTACHMENT A TO RESOLUTION NO. _________2025 BUDGET AMENDMENT #2
DETAIL
LINE
FUND
FUND NAME DEPARTMENT
REVENUE EXPENDITURE
1 001
2 001
4 001
COURTHOUSE
60,000
INCREASE IN SECURITY NEEDS DUE TO THE
5 001 350,000
6 001 1,300,000 1,300,000
7 001
FOR PURCHASE OF INTERCIVIC VERITY
VANGUARD VOTING SYSTEM THAT HAS NOT
8 109
ELECTION
136,600 165,109
VOTING SYSTEM - NEEDS TO BE APPROVED BY
THE BOARD BEFORE BUDGET AMENDMENT IS
9 164
10 412
TO BELFAIR SEWER DUE TO MATCH ACTUAL
11 194
TO BELFAIR SEWER DUE TO MATCH ACTUAL
GENERAL FUND TOTAL 1,309,000 1,871,654
OTHER FUNDS TOTAL 136,600 549,609
ALL FUNDS GRAND TOTAL 1,445,600 2,421,263
Page 1 of 1
ATTACHMENT B TO RESOLUTION NO. _________2025 BUDGET AMENDMENT #2 DETAILED BUDGET ENTRIES
LINE
FROM
ACCOUNT TYPE I/D REVENUE
BALANCE
DESCRIPTION
General Fund Total:1,309,000 1,735,054 (426,054)
Other Funds Total:- 644,500 (644,500)
All Funds Grand Total:1,309,000 2,379,554 (1,070,554)
Page 1 of 1
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Mike Collins, PLS, PE, County Engineer Ext: 450
Public Works ☒
Action Agenda: ☒
Public Hearing: ☐
☐
Briefing Date(s): November 24, 2025 Agenda Date(s): November 25, 2025
Internal Review: ☐☐☐☐☐☐
(Please ensure proper internal review channels have been followed, this is the responsibility of the
requesting Department)
Item: Adopt-A- Road Applications
Background/Executive Summary:
Mason County Board of Commissioners established the Adopt-A-Road litter control program (County Code
Chapter 12.48), allowing volunteers to register to pick up roadside litter along County-maintained roads.
Public Works has received two Adopt-A-Road applications and agreements from volunteer groups wishing to
participate in the program. Both groups have been reviewed and determined eligible.
1. Hood Canal Lions Club
Interested in McReavy Road (milepost 1.00 to milepost 6.00)
2. The Denson’s
Interested in E. Agate Road (milepost 0.00 to milepost 3.78)
The Public Works Transportation Technician Tim Rhoades will meet with each group on-site, if approved by
the Board, to review program risks, responsibilities, safety rules, and answer any questions.
Each Adopt-A-Road Agreement is for a period of two years. Volunteers commit to picking up litter at least
twice per year and follow all program conditions. Public Works will supply and pick up trash bags, provide
safety materials and training aids, and support each group as outlined in the agreements. Trash collection and
disposal occur under the Community Litter Cleanup program overseen by the Sheriff’s Office.
Budget Impact (amount, funding source, budget amendment):
N/A
Public Outreach (news release, community meeting, etc.):
N/A.
Requested Action:
Recommend the Board of County Commissioners authorize moving both Adopt-A-Road items to the
November 25th Commission meeting and authorize the Chair to execute the Adopt-A-Road Agreements
between Mason County and the Hood Canal Lions Club and The Denson’s.
Attachments
1. Adopt-A- Road Applications
2. Vicinity Maps
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From:
on behalf of Mike Collins, PLS, PE Deputy Ext: 456
Public Works ☒
Action Agenda: ☒
Public Hearing: ☐
☐
Briefing Date(s): November 10, 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
Item: Road Vacation Order No. 426 – Set the Hearing date with the Hearing Examiner
Vacate all that portion of Hannegan Street adjacent to Lots 15 and 16, in Block 77, AND Lots 1 and
30, in Block 78, all in Hood Canal Land and Improvement Co’s Plan to Union City, in Volume 1 of
plats, Page 9, records of Mason County, Washington, all within the Southeast quarter, of Section 32,
Township 22 North, Range 3 West, W.M.
Background/Executive Summary:
South Shore Enterprises LLC, a Washington limited liability company, owns Lots 15 and 16, in Block 77
and Lots 1 and 30 in Block 78, all in Hood Canal Land and Improvement Co’s Plan to Union City, in
Volume 1 of plats, Page 9. The above property owner has petitioned for the vacation of the dedicated
right of way as attached on Exhibit A.
The requested right of way is unopened and hasn’t been maintained. The right of way was dedicated to
the public on March 16, 1889, when the plat of Hood Canal Land and Improvement Co’s Plan to Union
City was originally filed.
An Engineer’s Report has been prepared for the Hearing Examiner, and Public Works acknowledges the
right of way is vacated by operation of law, pursuant to the Session Laws of 1889-1890.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
The petitioner has paid the required administrative fee of $1,000 for the acknowledgment of the vacation
by operation of law of the right of way.
The right of way is classified as “Class C” per MCC 12.20.040, 12.20.050, & 12.20.060, therefore no
compensation other than the Administrative Fee is due.
Public Outreach:
The Notice of Intent to vacate will be published in the Shelton Journal two times and posted in three
locations, as required by RCW 36.87.050.
Requested Action:
Recommend the Board approve and execute the resolution setting a hearing date with the Hearings
Examiner for Wednesday January 14, 2026, at 1:00pm via zoom to consider public comment on Road
Vacation No. 426.
Attachment(s):
1. Engineer’s Report
2. Hearing Notice
1
MASON COUNTY
DEPARTMENT of PUBLIC WORKS
100 W PUBLIC WORKS DRIVE
SHELTON, WASHINGTON 98584
MEMORANDUM
DATE: October 29, 2025
TO: Mason County Hearings Examiner
FROM: Lovejoy Schaefer, Right of Way Agent Senior, on behalf of Mike Collins,
County Engineer, and Deputy Director
Cc: Mike McIrvin, County Surveyor & Dave Smith, Engineering and Construction
Manager
SUBJECT: ENGINEER’S REPORT – ROAD VACATION FILE NO. 426
Vacate all that portion of Hannegan Street adjacent to Lots 15 and 16, in
Block 77, AND Lots 1 and 30, in Block 78, all in Hood Canal Land and
Improvement Co’s Plan to Union City, in Volume 1 of plats, Page 9, records
of Mason County, Washington, all within the Southeast quarter, of Section
32, Township 22 North, Range 3 West, W.M.
BACKGROUND:
South Shore Enterprises LLC, a Washington limited liability company, owns Lots 15 and 16,
in Block 77 and Lots 1 and 30 in Block 78, all in Hood Canal Land and Improvement Co’s Plan
to Union City, in Volume 1 of plats, Page 9.
The above property owner has petitioned for the vacation of the dedicated right of way as
attached on Exhibit A. The requested right of way is unopened and hasn’t been maintained.
The right of way was dedicated to the public on March 16, 1889, when the plat of Hood
Canal Land and Improvement Co’s Plan to Union City was originally filed.
Vacating this area would clear the cloud on title for the property owner. Public Works
acknowledges the right of way was vacated by operation of law, pursuant to the Session
Laws of 1889-1890.
In compliance with RCW 36.87.40, at the Board of County Commissioners and County
Engineer’s direction, Public Works Department staff examined that portion of the right-of-
way requested to be vacated and solicited comments on the proposed vacation. Our
findings are the following:
2
1. The right of way is unopened, and no records indicate it was opened or maintained.
2. The right of way is vacated by Operation of Law, pursuant to the Session Laws of
1889-1890.
3. The right of way is classified as “Class C” per MCC 12.20.040, 12.20.050, & 12.20.060,
therefore no compensation other than the Administrative Fee is due.
4. The petitioners have paid in full the required administrative fee of $1,000.00,
pursuant to MCC 12.20.080.
Public Notice
Public notice has been provided as required by RCW 36.87.050, both by posting at the site
and by publishing in the county official newspaper.
Recommendation
Public Works recommends the formal acknowledgment of the Vacation by Operation of Law
of all that portion of Hannegan Street adjacent to Lots 15 and 16, in Block 77, AND Lots 1
and 30, in Block 78, all in Hood Canal Land and Improvement Co’s Plan to Union City, in
Volume 1 of plats, Page 9, records of Mason County, Washington, all within the Southeast
quarter, of Section 32, Township 22 North, Range 3 West, W.M.
The vacated area will be subject to existing easements for ingress, egress, and drainage or
other purposes, if any, and in accordance with RCW 36.87.140, and retaining an easement
in favor of Mason County for any utilities present in the vacated right of ways.
Attachments:
• Legal Description: Exhibit A
• Petition: Exhibit B pages 1 - 7
• Aerial Plat Map: Exhibit C
• Photos – Exhibit D
Road Vacation # 426
EXHIBIT A
Vacate all that portion of Hannegan Street adjacent to Lots 15 and 16, in Block 77, AND Lots 1
and 30, in Block 78, all in Hood Canal Land and Improvement Co’s Plan to Union City, in
Volume 1 of plats, Page 9, records of Mason County, Washington, all within the Southeast
quarter, of Section 32, Township 22 North, Range 3 West, W.M.
Rd Vac# 426 EXHIBIT B
Rd Vac# 426 EXHIBIT B
Rd Vac# 426 EXHIBIT B
Rd Vac# 426 EXHIBIT B
Rd Vac# 426 EXHIBIT B
Rd Vac# 426 EXHIBIT B
Rd Vac# 426 EXHIBIT B
Rd Vac# 426 EXHIBIT B
�QJ c..
�n QJ r"t'-·
0 ::J :t:I: ..i::. N °'
EXHIBIT C
EXHIBIT D
Looking South to the unopened right of way for Hannegan Street
Road Vacation # 426
RESOLUTION NO.______________
VACATION FILE NO. 426
NOTICE OF INTENT TO VACATE
SETTING TIME AND PLACE FOR HEARING ON SAID VACATION
RCW 36.87
WHEREAS NOTICE IS HEREBY GIVEN that the Mason County Public Works Department is
requesting formal acknowledgement of the vacation by operation of law of the following right of way:
Vacate all that portion of Hannegan Street adjacent to Lots 15 and 16, in Block 77, AND Lots 1 and 30, in
Block 78, all in Hood Canal Land and Improvement Co’s Plan to Union City, in Volume 1 of plats, Page
9, records of Mason County, Washington, all within the Southeast quarter, of Section 32, Township 22
North, Range 3 West, W.M.
WHEREAS the Board of Mason County Commissioners did set a date for public hearing on the matter
before the Hearing Examiner on the matter and directed Public Works to prepare notice thereof for posting and
publication.
NOW THEREFORE, BE IT RESOLVED that said hearing has been set for Wednesday,
January 14, 2026, at 1:00 p.m. via Zoom, at which time any taxpayer may appear via Zoom to hear the County
Engineer's report and be heard either for or against the vacation of the above said portion of road located in Mason
County Washington. For those unable to attend the hearing email testimony to mfrazier@masoncountywa.gov.
Visit the Mason County Hearings Examiner Agenda webpage at
https://www.masoncountywa.gov/government/hearing_examiner or contact Mariah Frazier at
mfrazier@masoncountywa.gov or call (360) 427-9670 Ext. 365 for Zoom information.
DATED this _____ day of ________________, 2025.
ATTEST:
__________________________________
McKenzie Smith, Clerk of the Board
APPROVED AS TO FORM:
________________________________
Tim Whitehead, Ch. DPA
Assessor
Auditor
County Engineer
Petitioner
Post no later than 12/25/2025 (20 days prior to hearing at each
terminus of the county road or portion thereof proposed to be
vacated or abandoned.)
Vacation File No. 426
JOURNAL – Publish 2t: 12/4/25 – 12/11/25
(Bill Public Works)
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
__________________________________
Sharon Trask, Chair
__________________________________
Pat Tarzwell, Vice Chair
_________________________________
Randy Neatherlin, Commissioner
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: PLS, PE, County Engineer Ext: 450
Public Works ☒
Action Agenda: ☒
Public Hearing: ☒
☐
Briefing Date(s): October 13, 2025 October 28, 2025- Set Hearing
November 25, 2025 - Hearing
☐ Finance ☐ Human Resources ☒ Legal ☐ IT ☐ Risk ☐ Other
(Please ensure proper internal review channels have been followed, this is the responsibility of the requesting
Item: Establishing Speed Limits on Yates Road and Ellis Road
Background/Executive Summary:
Yates Road (County Road No. 36600) and Ellis Road (County Road No. 15960) were both previously
designated as primitive roads under Resolution No. 2024-055. This summer, both roads were improved with
upgraded surfaces—Yates Road with a bituminous surface treatment (BST) and Ellis Road with an asphalt
surface.
The Department of Public Works has completed engineering and traffic investigations on both roads. Based on
the findings, it is recommended that a 25 MPH posted speed limit be established on each road segment.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
Costs for sign installation are funded by the Road Fund.
Public Outreach:
• Hearing notice published in the Mason-County Shelton Journal
• County Website under “Latest News”
• Posted at both road locations
Requested Action:
Requesting the Board to authorize the following actions:
1. October 28, 2025, Regular Agenda:
• Schedule two public hearings for November 25, 2025, at 9:15 AM to consider
establishing a 25-mph speed limit on Yates Road and Ellis Road.
2. November 28, 2025, Two Public Hearings, adopting an ordinance to approve:
• Establishing a 25 MPH speed limit on Yates Road (County Road No. 36600)
• Establishing a 25 MPH speed limit on Ellis Road (County Road No. 15960)
Attachment(s):
1. Traffic Investigations
2. Hearing Notice
3. Ordinances
4. Road Location Maps
MASON COUNTY
DEPARTMENT of PUBLIC WORKS
100 W PUBLIC WORKS DRIVE
SHELTON, WASHINGTON 98584
MEMORANDUM
DATE: October 8, 2025
TO: Mike Collins, PE, Deputy Director/County Engineer
Cc: Loretta Swanson, Director of Public Works
FROM: Dave Smith, PE, Engineering and Construction Manager
SUBJECT: Establish Speed Limit on Ellis Road
Ellis Road was recently upgraded from a gravel surface to a paved surface from milepost (MP) 0.00 to
MP 0.720. Currently, Ellis Road is designated as a primitive road under RCW 36.75.300. As such, it has
not been posted with speed limit or warning signs, consistent with state requirements for primitive roads.
With the newly paved surface and the installation of additional signage, Ellis Road no longer qualifies as
a primitive road within the defined mileposts. Therefore, it is necessary and appropriate to establish a
posted speed limit for this section of the road.
Recommendation
Ellis Road functions as a low-volume residential road. Following an engineering review conducted after
paving was completed, the Department of Public Works recommends:
• Establishing a speed limit of 25 miles per hour (mph)
• Limits: From MP 0.00 to MP 0.720
The road will also be evaluated for any additional warning signs needed to support safety and compliance
with applicable standards.
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): 10/20/2025 Agenda Date(s): 10/28/2025, PH Date: 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:
Approval to set a public hearing for Tuesday, November 25, 2025, at 9:15 a.m. to certify to the County
Assessor the amount of taxes levied for Current Expense and County Road for 2026. An increase to the
Current Expense and County Road property tax levies for 2026 may be considered.
Background/Executive Summary:
Pursuant to RCW 84.52.070, the Commissioners must certify to the County Assessor the amount of taxes
levied upon the property in the county for county purposes by adoption of a resolution, on or before the
15th day of December in each year, and on or before the first Monday in December the respective amounts
of taxes levied by the board for each taxing district, within or coextensive with the county, for district
purposes..
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
The estimated levies for Current Expense and County Road are included in the 2026 proposed budget.
Public Outreach:
The notice of public hearing will be advertised in the Shelton-Mason County Journal for two weeks prior
to the hearing.
Requested Action:
Approval to set a public hearing for Tuesday, November 25, 2025, at 9:15 a.m. to certify to the County
Assessor the amount of taxes levied for county purposes and the amount of taxes levied for each taxing
district for 2026. An increase to the Current Expense and County Road property tax levies for 2026 may
be considered.
Attachment(s):
Mason County General Fund Projected Ending Fund Balances at 12/31/2025 and 12/31/2026
General Fund Cash Balance as of 1/1/2019
2019 Budget
Revenue 36,087,366
Expense 36,808,395
(721,029)
2020 Budget
Revenue 43,827,825
Expense 43,418,623
409,202
2021 Budget
Revenue 40,567,833
Expense 42,989,234
(2,421,401)
2022 Budget
Revenue 41,489,842
Expense 45,473,830
(3,983,988)
2023 Budget
Revenue 42,974,627
Expense 49,068,227
(6,093,600)
2024 Budget
Revenue 45,352,859
Expense 54,613,142
(9,260,283)
2025 Budget
Revenue 44,216,717
Expense 56,604,204
(12,387,487)
2025
Revenue
Expense
2026
Revenue
Expense
Budget
44,216,717
56,604,204
(12, 387,487)
Proposed
Budget
47,942,893
57,702,740
(9,759,847)
7,857,952
Actual Budget to Actual Difference % Difference EFB at 12/31/19
38,330,506
34,088,013
4,242,494
2,243,140
2,720,382
6.22%
7.39%
Actual Budget to Actual Difference % Difference
44,346,229
40,178,159
4,168,070
518,404
3,240,464
1.18%
7.46%
12,100,445
EFB at 12/31/20
16,268,515
Actual Budget to Actual Difference % Difference EFB at 12/31/21
43,886,614 3,318,781 8.18%
38,456,162 4,533,072 10.54%
5,430,453 21,698,968
Actual Budget to Actual Difference % Difference EFB at 12/31/22
45, 729, 023 4,239,181 10.22%
40,767,814 4,706,016 10.35%
4,961,209 26,660,177
Actual
45,869,673
45,003,782
865,892
Budget to Actual Difference % Difference EFB at 12/31/23
2,895,046
4,064,445
6.74%
8.28%
Actual Budget to Actual Difference % Difference
48,254,447 2,901,588 6.40%
48,917,407 5,695,735 10.43%
(662,960)
Original Projected
Actual Based on 6 year
prior Budget to Actual Difference
47,086,382 2,869,665
51,464,542 5,139,662
(4,378,160)
Updated Projected
Actual based on
updates thru 10/31/25 Budget to Actual Difference
48,966,477 4,749,760
51,433,913 5,170,291
(2,467,436)
Original Projected
Actual Based on 6 year
prior Budget to Actual Difference
51,054,387 3,111,494
52,463,331 5,239,409
(1,408,944)
Updated Projected
Proposed Actual based on
2026 Budget updates thru 10/31/25 Budget to Actual Difference
Revenue 5,150,026
Expense 5,270,633
47,942,893
57,702,740
(9,759,847)
53,092,919
52,432,107
660,811
Average 6 year (2019-2024) revenues received over budget
Average 6 year (2019-2024)expenditures expended under budget
Updated 2025 projected revenues variance over budget thru 10/31/25
Updated 2025 projected expenditures variance under budget thru 10/31/25
27,526,068
EFB at 12/31/24
26,863,109
Original
Projected % Projected EFB at
Difference 12/31/25
6.49%
9.08%
22,484,948
Updated
Projected % Projected EFB at
Difference 12/31/25
10.74%
9.13%
24,395,685
Original
Projected % Projected EFB at
Difference 12/31/26
6.49%
9.08%
Projected %
Difference
10.74%
9.13%
6.49%
9.08%
10.74%
9.13%
22,986,740
Updated
Projected EFB at
12/31/26
25,056,496
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Travis Adams Ext: 530
Central Services ☒
Action Agenda: ☒
Public Hearing: ☐
☐
Briefing Date(s): October 27, 2025 Agenda Date(s): October 28, 2025
Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other
(This is the responsibility of the requesting Department)
Item:
Notice of Hearing Island Lake LMD #1
Background/Executive Summary:
Public hearing must be held prior to finalization of LMD roll of rates and charges. Hearing date shall be
set for Tuesday November 25, 2025
Budget Impact (amount, funding source, budget amendment, etc.):
N/A
Public Outreach:
Publish notice of hearing to the Mason Journal November 6 and 13, 2025
Requested Action:
Set hearing date for Tuesday November 25, 2025
Attachment(s):
Island Lake LMD Notice of Hearing
LMD
Year Inflator
Annual
Inflation Assessment
Total
Proposed
Activity
1 2026 50,000.00$
Treatment, Monitoring & Risk
Total Proposed Assessment:343,979.48$
Island Lake Management District #1 Budget Proposal
Exhibit A to Resolution No. _______________