HomeMy WebLinkAbout2025/12/09 - Regular PacketBoard of Mason County Commissioners
Draft Meeting Agenda
Commission Chambers
411 N 5th St, Shelton, WA 98584
December 9, 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 Onsite Septic System Rebate News Release
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 – N/A
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 # 8117275-8117503 $ 861,870.95
Direct Deposit Fund Warrant # 121401-121811 $ 1,002,473.65
Salary Clearing Fund Warrant # 7009302-7009328 $ 642,236.60
Treasurer Electronic Remittance $ 1,875,910.80
8.2 Approval to schedule and interview Virginia Feldman for consideration to serve on the Mason County Historic
Preservation Commission (MCHPC).
8.3 Approval to appoint Andrea Wilbur-Sigo to the Mason County Historic Preservation Commission (MCHPC)
for a term beginning at appointment date and ending November 2028.
8.4 Approval to appoint Cynthia Sund to the Planning Advisory Committee (PAC).
8.5 Approval to appoint Kerry Meyers to the Mason County Lodging Tax Advisory Committee (LTAC) as a
Spender.
8.6 Approval of the contract funding ShelterWorks for a term beginning November 15, 2025 and ending March 31
2026 authorize Chair to execute the necessary documents.
8.7 Approval of the rejection of all bids received for the Eells Hill Inbound Truck Scale Replacement Project.
8.8 Approval of a resolution, replacing Resolution 2024-055, updating the designation of certain low
volume unpaved county access roads as primitive county roads.
8.9 Approval of a resolution authorizing the transfer of jurisdiction for Delmore Road to the State of Washington
and authorize Chair and/or Public Works staff to execute the necessary transfer documents.
8.10 Approval of the Interagency agreement between Washington State Department of Agriculture and Mason
County and it’s agent Mason County Noxious Weed Control Board and authorize Chair to execute the
necessary documents – Contract No. K6454
8.11 Approval of the Interagency agreement between Washington State Parks and Recreation Commission and
Mason County Noxious Weed Control Board and authorize Chair to execute the necessary documents –
Agreement No. IA 527-131
8.12 Approval of the November 2025 – December 2029 Collective Bargaining Agreement (CBA) for Lieutenants
Command Guild representing Mason County Sheriff’s Office.
8.13 Approval to sign letter of support for Olympic College’s proposal to establish Emergency Medical Technician
EMT) and Paramedic education programs serving Kitsap and Mason Counties.
8.14 Approval of a resolution for a 2.0% general wage increase for non-represented employees effective January 1,
2026.
8.15 Approval of continuous Out of Class and Lead Pays that remain active into year 2026.
8.16 Approve the transition from CodeRED to Everbridge and sign quote and Master Services Agreement (MSA)
for Everbridge.
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 continued from December 1, 2025 to take public comment on and consider the adoption of the
2026 Mason County Budget. Staff Jennifer Beierle
10.2 Public Hearing continued from November 25, 20025 to take public comment on and consider 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 to take public comment on and consider the draft Mason County Local Homeless Housing
Plan (2025-2030) Staff: Melissa Casey
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: December 9th, 2025 No. 4.1
ITEM: Correspondence
4.1.1 Received 2026 Budgets, Levy Certifications and/or Resolutions from the following:
Mason County Fire District 5; Mason County Fire District 13; Central Mason Fire;
North Mason Regional Fire Authority, City of Shelton; City of Shelton – Metro Park;
Mason County Fire Protection District 4; Port of Grapeview; Mason County Fire
District 12; Mason County School Districts; North Mason School District No.403;
Mason County Fire Protections District 16
4.1.2 Received Letters from Federal Energy Regulatory Commission Regarding DPP
Addendum, Cushman No.1 Development, Cushman Project and Portfolio-Wide
IRRM Evaluation and Implementation Plan due by January 30, 2026, Cushman,
Nisqually River, Cowlitz River, and Wynoochee Projects.
Attachments: Originals on file with the Clerk of the Board.
Received 11.21.25CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Jennifer Beierle, Ciara Stiles,
Araceli Witz, Patti McLean
Reveneue~
Washington State Ordinance / Resolution No. 3~ 9
RCW 84.55.120 ---~---
WHEREAS, the &n.,,d ~ fj,1(__(()/IML\s&'o:w:s of
Governing body of the taxing district)
its budget for the calendar year Jo@ Ca ; and,
VV\..oLSM ~ R~DsHJhas met and considered
Name of the · g district) 61\A..3
WHEREAS, the districts actual levy amount from the previous year was $ I ;)J , / ;:ti, 30 ; and,
Prev"ious year's levy amount)
WHEREAS, the population of this district is D more than or ~s than 10,000; and now, therefore,
Check one)
BE IT RESOLVED by the governing body of the taxing district that an increase in the regular property tax levy
is hereby authorized for the levy to be collected in the c)Q:;J, l.t' tax year.
Year of collection)
The dollar amount of the increase over the actual levy amount from the previous year shall be$ 11 J 71.;>Q
which is a percentage increase of / % from the previous year. This increase is exclusive of
Percentage increase)
additional revenue resulting from new construction, improvements to property, newly constructed wind turbines,
solar, biomass, and geothermal facilities, and any increase in the value of state assessed property , any annexations
that have occurred and refunds made .
Adopted this ac>~ day of /1.JwitWLW
If additional signatures are necessary, please attach additional page.
This form or its equivalent must be submitted to your county assessor prior to their calculation of the property tax
levies . A certified budget/levy request, separate from this form is to be filed with the County Legislative Authority
no later than November 30 th • As required by RCW 84.52.020, that filing certifies the total amount to be levied by
the regular property tax levy. The Department of Revenue provides the "Levy Certification" form (REV 64 0100)
for this purpose. The form can be found at : http://dor.wa.gov/docs/forms/PropTx/Forms/LeyyCertf.doc.
To ask about the availability of this publication in an alternate format, please call 1-800-647-7706. Teletype (TTY) users may
use the Washington Re lay Service by calling 711. For tax assistance, call (360) 534-1400 .
REV 64 0!0le (w) (12 /9/1 4)
Received 11.21.25CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Jennifer Beierle, Ciara Stiles,
Araceli Witz, Patti McLean
RD epa rtm en t o f ~
evenue•~
Washington State Ordinance / Resolution No. 3 ;J, ~
RCW 84.55.120 -~-----
WHEREAS, the Boo.,,d~firLCOMm;~s,~;, of
Governing body of the trucing district)
M~Ccu,_.,,ly i:.,,-.J),<&t 1.3 has met and considered
Name of the taxing district) EX e
its budget for the calendar year d0ol (p ; and,
WHEREAS, the districts actual levy amount from the previous year was $ 39 (J I 5B y . oa ; and,
Previous year's levy amount)
WHEREAS, the population of this district is D more than or ~ than 10,000; and now, therefore ,
Check one)
BE IT RESOLVED by the governing body of the taxing district that an increase in the regular property tax levy
is hereby authorized for the levy to be collected in the !JO;) v:, tax year.
Year of collection)
The dollar amount of the increase over the actual levy amount from the previous year shall be $ 3Pt Q 5,'d'filfi>
which is a percentage increase of / % from the previous year. This increase is exclusive of
Percentage increase)
additional revenue resulting from new construction, improvements to property, newly constructed wind turbines,
solar, biomass, and geothermal facilities, and any increase in the value of state assessed property, any annexations
that have occurred and refunds made .
Adopted this d0-j¼_, day of No/e,,M,FKdf:
Ii additional signatures are necessary, please attach additional page.
This form or its equivalent must be submitted to your county assessor prior to their calculation of the property tax
levies. A certified budget/levy request, separate from this form is to be filed with the County Legislative Authority
no later than November 30th • As required by RCW 84.52 .020, that filing certifies the total amount to be levied by
the regular property tax levy. The Department of Revenue provides the "Levy Certification" form (REV 64 0100)
for this purpose. The form can be found at: http ://dor.wa.gov/docs/forms/PropTx/Forms/LeyyCertf.doc.
To ask about the availability of this publication in an alternate format, please call 1-800-647-7706. Teletype (TTY) users may
use the Washington Relay Service by calling 711. For tax assistance, call (360) 534-1400.
REV 64 OJ Ole (w) (12/9/14)
a)
b)
c)
October 8, 2025
FIRE DISTRICT #13
13375 CLOQUALLUM RD
ELMA WA 98541
Dear Taxing Authority,
Office of the Treasurer
411 N. 5th, Bldg. I
P.O. Box 429
Shelton, Washington 98584-0429
360) 427-9670, ext. 475 • Fax (360) 427-7267
Belfair (360) 275-4467
Brittany Pearson, Treasurer
Each year adjustments are made to the tax rolls AFTER the taxes have been calculated and billed . These changes
both increase and decrease the amount of tax your district can collect . When the sum of these changes results in a
net decrease to the amount of tax you can collect , the law allows you to impose a refund levy to recover those lost tax
dollars .
RCW 84 .69.180 authorizes taxing district to levy a refund levy to recover taxes that were refunded and/or canceled
during the last twelve months . The refunds/net cancellations for the year October 7, 2024, to October 6 , 2025, are
eligible for recovery through a refund levy in 2026 for the funds shown below.
Your legislative body is responsible for determining if they wish to levy all, part, or none of these lost tax
revenues. Please be aware that regular (non-voted) levies may be limited or eliminated by statutory levy rate
limitations.
Please select from one of the following options to (a) re-levy ALL of your net lost revenue, (b) re-levy PART of
your net lost revenue, or (c) re-levy NONE of your net lost revenue.
Fl RE DISTRICT #13 -EXPENSE
Fire District 13 hereby certifies a refund levy in its General Fund for collection in 2026 in the amount of
to recover a portion of the net refunds/cancellations reflected in (a) above .
Fire District 13 does NOT WISH TO RE-LEVY ANY of its General Fund net refunds/cancellations during the 2026 tax
year.
a)
b)
c)
Fl RE DISTRICT #13 -EMS
Are District 13 hereby certifies a refund levy in its EMS Fund for collection in 2026 in the amount of $1,280.24 to ~
recover net refunds/cancellations . If this number is $0 .00 there is nothing eligible for the refund levy.
Fire District 13 hereby certifies a refund levy in its EMS Fund for collection in 2026 in the amount of$ _____ _
to recover a portion of the net refunds/cancellations reflected in (a) above.
Fire District 13 does NOT WISH TO RE-LEVY ANY of its EMS Fund net refunds/cancellations during the 2026 tax
year.
Date
District/Representative Signature
District Representative Name & Title (Please Print)
Brittany Pearson
Mason County Treasurer
Please choose (a), (b) including the amount, or (c) then sign, date, and return on or before November 25, 2024. to:
Mason County Assessor
Attn : Araceli Witz
PO Box J
Shelton, WA 98584
D epartm e nt of ~ Levy Certification
Revenue'~
Washington State
Form 640100
Submit this document, or something similar, to the county legislative
authority on or before November 30 of the year preceding the year in which
the levy amounts are to be collected.
Courtesy copy may be provided to the county assessor.
This form is not designed for the certification of levies under RCW 84 .52.070 .
In accordance with RCW 84.52.020, 1ITamara Donovan I {Name),
secretary I (Title), for !Mason County Fire District #13 (District name),
do hereby certify to the !Mason I (Name of county) County legislative authority
that the !Fire Commissioners I {Commissioners, Council, Board, etc.) of said district requests
that the following levy amounts be collected in 12026 I (Year of collection) as provided in the district's
budget, which was adopted following a public hearing held on l11/20/20 25 I (Date of public hearing).
Regular levies
Levy General levy Other levy * EMS
Total certified levy request
amount, which includes the
amounts below.
Administrative refund amount
Non-voted bond debt amount
Other *
Excess levies
General
420,000.00
3,886.20
Levy (n/a for school Bond
districts)
Total certified levy
request amount,
which includes the
amounts below.
Administrative refund
amount
Other *
150,000.00
1,280.24
Enrichment
school Cap. project
districts only)
Other levy* -
Examples of other levy types may include EMS, school district transportation, or construction levies .
Examples of other amounts may include levy error correction or adjudicated refund amount. Please include
a description when using the "other" options .
Signature: r ~~(\ Date: i { -1 3 -d,s-
To request this document in an alternate format, please complete the form dor.wa.gov/AccessibilityRequest
or call 360-705-6705. Teletype (TTY) users please dial 711 .
REV 64 0100 (8/23/22) Page 1 of 1
Received 11.21.25CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Jennifer Beierle, Ciara Stiles,
Araceli Witz, Patti McLean
Received 11.21.2025CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Jennifer Beierle, Patti McLean,
Ciara Stiles, Araceli Witz
Received 11.21.2025CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Jennifer Beierle, Patti McLean,
Ciara Stiles, Araceli Witz
Received 11.21.2025CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Jennifer Beierle, Patti McLean,
Ciara Stiles, Araceli Witz
Received 11.21.2025CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Jennifer Beierle, Patti McLean,
Ciara Stiles, Araceli Witz
Received 11.24.25CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Jennifer Beierle, Patti McLean,
Ciara Stiles, Araceli Witz
Received 11.25.2025CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Jennifer Beierle, Patti McLean,
Ciara Stiles, Araceli Witz.
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Received 12/2/25CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Jennifer Beierle, Patti McLean,
Ciara Stiles, Araceli Witz
Received 12/2/25CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
FERC
Received 12/2/25CommissionersRandy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
FERC
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Ian Tracy Ext: 544
Public Health
Action Agenda:
Public Hearing:
Briefing Date(s): December 1st, 2025 Agenda Date(s): December 9th, 2025
Internal Review: Finance Human Resources Legal IT Risk Other
This is the responsibility of the requesting Department)
Item: Onsite Septic System(OSS) Rebates – Available Now
Background/Executive Summary: Mason County is currently under contract with the Puget Sound
Partnership to perform pollution identification and correction work as well as provide septic maintenance
rebates for certain qualifying services. During the initial phase of this grant, our staff conducted targeted
outreach to shoreline and near-shore properties with known or suspected OSS deficiencies or failures. We
are ready to advertise rebate availability to the broader community.
So far we have received a total of 34 applications.
Starting funds: $147,055.80
Remaining funds as of 11/21/2025: $129,665.11
Budget Impact (amount, funding source, budget amendment, etc.): N/A
Public Outreach: Press release
Requested Action: Approval to read the attached press release at the December 9th regular meeting.
Attachment(s): Press Release, Rebate Handout
NEWS RELEASE
December 9th, 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: Onsite Septic Rebates Available Now
Mason County Public Health and Human Services is offering rebates for septic system
maintenance and minor repair. Funding has been provided by the Puget Sound Partnership
for parcels located in drainage basins that flow into Puget Sound and Hood Canal. Grant
funding is limited to applicants who own and reside on the parcel served by the septic
system. Each septic system may qualify for up to two (2) rebates, covering 75% of the cost
of the services for a maximum combined total reimbursement of $1500. Qualifying
services are pumping, operation and maintenance inspections, septic tank riser installations
and minor repairs (excludes total system replacement). Email
cleanwaterdistrict@masoncoutywa.gov to apply.
For questions, please contact us at 360-427-9670 Ext. 511 and Ext. 580
This project has been funded wholly or in part by the United States Environmental Protection Agency
under Assistance Agreement CE-01J97401-0 to Mason County Environmental Health. The contents of
this document do not necessarily reflect the views and policies of the Environmental Protection Agency,
nor does mention of trade names or commercial products constitute endorsement of recommendation
for use.
PUGETSOUND
PART NE RSHIP
PUGET SOUND PARTNERSHIP SEPTIC
SYSTEM FINANCIAL ASSISTANCE
PROGRAM
Each system can receive up to two (2) rebates covering 75% of
the cost of the services for a maximum combined total
reimbursement of $1,500.
Applicant Qualifications:
The applicant must be the owner of the parcel that is served by the septic
system.
The septic system must be located within the boundaries of Mason County and
be located within a watershed that drains to either Puget Sound or Hood Canal.
Qualifying Services:
Pumping
Operation and Maintenance Inspections
Septic Tank Riser Installations
Repairs (excludes total system replacement)
Instructions for Homeowners
1. Choose a certified septic system service provider. We recommend comparing the
costs of several service companies and checking online reviews.
2. Schedule your service and pay the vendor.
3. Complete this application and Vendor form and attach a receipt for service.
Deliver it to Mason County Public Health, located at 415 N 6th St, Shelton, WA
98584, Building #8. Or email to: cleanwaterdistrict@masoncountywa.gov
Attention: The funding sources used to provide OSS rebates are from State and
Federal Grants with specific deadlines and requirements. The rebates are available
to qualified residents for work performed from 3/5/2025 through 5/30/2027, or when
the grant funding runs out, whichever comes first. Therefore, all rebate requests
are reviewed and processed, with no guarantees for reimbursement.
Questions? Contact us at (360)-427-9670 ext.511 or ext.580
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): December 9th, 2025 Agenda Date(s):
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 # 8117275-8117503 $ 861,870.95
Direct Deposit Fund Warrant # 121401-121811 $ 1,002,473.65
Salary Clearing Fund Warrant # 7009302-7009328 $ 642,236.60
Treasurer Electronic Remittance $ 1,875,910.80
Macecom 11.05.25 $ 289,352.16
MENTAL HEALTH 11.07.25 $ 74,281.28
Dispute Resolution Surcharge 11.07.25 $ 1,740.00
Rustlewood Bond Princ Series B 11.26.25 $ 35,340.00
Rustlewood Bond Int Series B 11.26.25 $ 13,326.68
Mason Co Public Wks Bond-Interest 11.26.25 $ 47,125.00
MC LTGO Refunding Bd 202A Prin 11.26.25 $ 211,928.61
MC LTGO Refunding Bd 2020A Int 11.26.25 $ 11,564.27
MC LTGO Refunding Bd 2020A Prin 11.26.25 $ 519,061.39
MC LTGO Refunding Bd 2020A Int 11.26.25 $ 528,323.52
2013 LTGO Bond B Principal 11.26.25 $ 80,000.00
2013 LTGO Bond B Interest 11.26.25 $ 22,605.85
Mason County 2011 BWWR-Principal 11.26.25 $ 314,780.00
Mason County 2011 BWWR-Interest 11.26.25 $ 15,673.20
NORTH BAY/CASE INLET 2017 PRINCIPAL 11.26.25 $ 145,000.00
NORTH BAY/CASE INLET 2017 INTEREST 11.26.25 $ 64,087.50
Mason Co Landfill (Brink’s) 11.19.25 $ 1,089.76
CURRENT EXPENSE 11.26.25 $ 285.23
ROAD DIV-CURRENT EXPENSE 11.26.25 $ 30.66
Veterans Assistance 11.26.25 $ 3.87
COUNTY ROAD 11.26.25 $ 305.68
MENTAL HEALTH 11.26.25 $ 6.14
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 $ 43,590,211.95
Direct Deposit YTD total $ 21,546,266.24
Salary Clearing YTD total $ 21,328,675.73
Treasurer Remittance YTD total $ 16,857,969.99
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:Ext: 282
Community Development
Action Agenda:
Public Hearing:
Briefing Date(s): 12/01/2025 Agenda Date(s): 12/09/2025
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:
The Mason County Historic Preservation Commission is asking the Board of County Commissioners to
consider interviewing and appointing Virginia Feldman to fill one of three currently vacant seats on the
Mason County Historic Preservation Commission.
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 expires on November 30th, 2025, two vacant seats that expire on
November 30th, 2025, and one vacant seat that expires on November 30th, 2026. Virginia Feldman is one
of three members of the public to apply. The empty seats are open until filled.
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 Virginia Feldman to serve on the Mason County Historic
Preservation Commission, and schedule an interview, if desired. Then, for the BOCC to consider
appointing Virginia Feldman to the Mason County Historic Preservation Commission for a term
beginning at the appointment date and ending November 2028.
Attachment(s):
Current Mason County Historic Preservation Membership List
Mason County Historic Preservation Commission Application from Virginia Feldman
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 #: 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
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:Ext: 282
Community Development
Action Agenda:
Public Hearing:
Briefing Date(s): 11/10/2025 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:
The Mason County Historic Preservation Commission is asking the Board of County Commissioners to
consider interviewing and appointing Andrea Wilbur-Sigo to fill one of three currently vacant seats on the
Mason County Historic Preservation Commission.
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 expires on November 30th, 2025, two vacant seats that expire on
November 30th, 2025, and one vacant seat that expires on November 30th, 2026. Andrea Wilbur-Sigo is
one of three members of the public to apply. The empty seats are open until filled.
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 Andrea Wilbur-Sigo to serve on the Mason County Historic
Preservation Commission, and schedule an interview, if desired. Then, for the BOCC to consider
appointing Andrea Wilbur-Sigo to the Mason County Historic Preservation Commission for a term
beginning at the appointment date and ending November 2028.
Attachment(s):
Current Mason County Historic Preservation Membership List
Mason County Historic Preservation Commission Application from Andrea Wilbur-Sigo
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 #: 47 - Historic Preservation Commission Status: Submitted Submitted: 10/19/2025 7:42 AM
Advisory Board Name:
Historic Preservation Commission
Name:
Andrea Wilbur-Sigo
Today's Date:
10/19/2025
Address
Voting Precinct:
Phone
(
Email
Community Service:
I currently set on several committees commission and boards at my
tribe but think I could help on a historical view of squaxin people
and Skokomish people
Employment:
I’m a self employed native carver and artist for over 30 years
What do you perceive is the role or purpose of this advisory board?
I would hope to share my native view and be a path way to working with the tribes of mason county along with helping the board make
important opinions to maintain the roots of our county
What interest or skills do you wish to offer this advisory board?
I’ve sat in the Squaxin island museum board for around 25 years now and working with several city’s in this state and believe I can help give a
different views from a deep rooted historic view as my great great grandfather is henry Allen a main informant to help William Welcome
Elmendorf and Myron Eells both write books that still help teach the history of the salish seas and beyond
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 10.20.2025Commissioners 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: Ext:
Department: Briefing:
Action Agenda:
Public Hearing:
Special Meeting:
Briefing Date(s): Agenda Date(s):
RiskLegalITInternalReview: D Finance D Human Resources
This is the responsibility ofthe requesting Department)
D Other
Item:
Background/Executive Summary:
Budget Impact (amount, funding source, budget amendment, etc.):
Public Outreach:
Requested Action:
Attachment(s):
Community Development
Scheduled interview for PAC.
PAC currently has three vacancies. An application was received from
Cynthia Sund.
N/A
News Release on 10/14/25.
Schedule interview for applicant.
Application for PAC from Cynthia Sund
Received 9.30.25
Commissioners Randy Neatherlin,
Sharon Trask and Pat Tarzwell.
Travis Adams, McKenzie Smith,
Mariah Frazier, Kell Rowen
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Travis Adams Ext: 530
Department: Central Services 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:
Fill Vacant Spender Position on the Mason County Lodging Tax Advisory Committee
Background/Executive Summary:
The Lodging Tax Advisory Committee (LTAC) shall consist of at least five (5) members appointed by the
Mason County Board of County Commissioners (BOCC). The committee shall include at least two
representatives of businesses that are required to collect lodging tax; at least two members who are
persons involved in activities that are authorized to be funded by lodging tax revenue; and one Mason
County Commissioner who shall serve as the Chair of the LTAC.
Currently three Generator and two Spender positions are filled:
Generators – Greg Oldham, John DeLeva, and Taylor Jacobs
Spenders – Duane Wilson and Deidre Peterson
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
N/A
Public Outreach:
N/A
Requested Action:
Approval to appoint Kerry Myers as a Spender on the Mason County Lodging Tax Advisory Committee
LTAC).
Attachment(s):
Application
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:
Kerry Myers
Today's Date:
10/29/2025
Address
Voting Precinct:
Phone
(
Email
Community Ser vice:
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 advisor y 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?
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): 6/9/25, 7/28/25, 9/22/25, 10/13/25,
11/3/25, 11/17/25 Agenda Date(s): 12/9/25
Internal Review: Finance Human Resources Legal IT Risk Other
Please ensure proper internal review channels have been followed, this is the responsibility of the
Item: ShelterWorks Cold Weather Emergency Shelter Subcontract
Background/Executive Summary:
The Department of Commerce contracts with Mason County directly to fund homelessness crisis response
systems and to assist people who are experiencing or are at risk of homelessness to obtain or maintain
housing. RCW 43.185C authorizes the local government’s responsibility to administer these funds. An
RFP was released for the operation of a cold-weather night-by-night emergency shelter, and the
recommendation to fund ShelterWorks has been previously reviewed and approved by the board.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
154,025 from Department of Commerce Consolidated Homeless Grant Contract No: 26-46108-20
Public Outreach:
Followed the competitive bid process per Resolution No. 2025-015 to select the service provider;
Housing & Behavioral Health Advisory board scored the application and made funding recommendations
Requested Action:
Approval of the contract funding ShelterWorks
Attachment(s):
ShelterWorks Subcontract
MASON COUNTY
PROFESSIONAL SERVICES CONTRACT
CONTRACT #
This CONTRACT is made and entered into by and between hiason County. hereinafter referred
to as "COUNTY" and JESUSWORKS dba SHELTERWORKS hereinafter referred to as,.
CONTRACTOR "
123 C Street/PO Box 158
COUNTY and CONTRACTOR as defined above. acknowledge. and accept the ternrs of this
contract and EXHIBITS and have executed thrs contract on the date below to starl as of the
date and year referenced above The rights and obligations of both parties to this contract are
governed by this contract includrng any Special Terms and Conditions. General Ternrs and
Conditrons. Exhibits. and the following other documents incorporated by reference, Crrginal RFP
application, instructions. and disclosures.
CONTRACTOR NAME BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
ShelterWorks
Agency Sharon Trask. Chair
Date
Snn Loon)s - Pnesiae,vr APPROVED AS TO FORM:
Print Name & Title
Tim DPA
Contracted Entitv JESUSWORKS dba SHELTERWORKS
Address
City. State Zip Code Sheiton. WA 98584
Phone 360-463-1 324
Primarv Contact. Name. Title Sam Loomrs President
Primary Contact: E-mail $&mlosmls2&qrnail.corn
Federal EIN 82-2311238
Total Award/Contract Value $154 025
Contract Term November 15,2425 - IVlarch 31,2A25
Professional Services Contract (rev 0712A25)Page'1
Washington State UBI#603 602 787
Professional Services Contract (rev 07/2025) Page 2
Special Terms and Conditions
CONTRACTOR agrees to the following: The award of funds does not guarantee that the
CONTRACTOR will receive funding if special conditions are not met. The following documents
are requirements and must be received within 30 days of the date of execution for the
CONTRACTOR to submit an invoice and receive funding. If the agency has provided these
documents under a previous contract, only updated documents need to be provided. For
tracking purposes, please notify COUNTY on each item stating “no updates” if this is the case.
1. CONTRACT REQUIREMENTS to receive funding:
a. Vendor Payment Form
b. Certificate of Insurance (see Exhibit B Insurance Requirements)
c. Hazardous Weather Response Plan
d. Exhibit E Attestation
e. Program Organization Chart
f. Cost Distribution Plan (if applicable)
g. Policies & Procedures related to avoiding Duplicate Billing for programs that may
share clients or are dual enrolled in other programs
2. Consolidated Homeless Grant funding must be prioritized for preserving and maintaining
existing programs and service levels, as reported to Commerce in the SFY 2024 Annual
Expenditure Report.
Federal and State Benchmarks, Data Collection, and Evaluation:
The Department of Housing and Urban Development (HUD) and the Department of Commerce
may require additional reporting of programs and continuums of care directly or indirectly related
to the funding awarded such as, but not limited to, Coordinated Entry, Data Quality, Data
Timeliness, Housing Inventory Report, Annual Performance Report, Point in Time Count and
System Performance Measures. CONTRACTOR agrees to participate in these evaluation
efforts, meet individual benchmarks that contribute to the system and will fulfill the data
collection and reporting requirements specified at the time of the request. It will be the
obligation of the COUNTY representatives, CONTRACTOR and other contractors to provide
protections and assurances regarding the confidentiality of data, samples of work (in any media
format) and/or interview comments provided by participants. CONTRACTOR also agrees to
provide the COUNTY with the results of any independent or self-directed evaluation or research
undertaken in respect to the funded program.
Contract Closeout:
CONTRACTOR shall adhere to any Commerce year-end fiscal deadlines. In the event of early
termination or non-renewal of a contract, final payment is contingent upon the CONTRACTOR’S
ability to provide the COUNTY with all invoices and work product including plans, narrative
reports, and data reports, to release the final payment for services within sixty (60) calendar
days of contract completion or termination. The COUNTY shall have no further obligation to pay
CONTRACTOR if any invoices or reports are past due for the sixty (60) day period following the
contract term end date. If funding has been awarded for the next grant term and there are
outstanding invoices or reports that are not completed to a satisfactory level by July 31, the
CONTRACTOR will start the new contract term in Probation Status.
Funding Source: Department of Commerce Consolidated Homeless Grant Contract Number:
26-46108-20
Professional Services Contract (rev 07/2025) Page 3
General Terms and Conditions
Scope of Service:
CONTRACTOR agrees to provide COUNTY the services and any materials as set forth as
identified in “Exhibit A Scope of Service,” during the CONTRACT period. In the event that
CONTRACTOR expends the total award specified in “Exhibit C Budget” before the end of the
CONTRACT duration, CONTRACTOR remains liable to provide COUNTY the services as
identified in “Exhibit A Scope of Service.” No material, labor or facilities will be furnished by
COUNTY, unless otherwise provided for in the CONTRACT.
Term:
Services provided by CONTRACTOR prior to or after the term of this CONTRACT shall be
performed at the expense of CONTRACTOR and are not compensable under this CONTRACT
unless both parties hereto agree to such provision in writing. The term of this CONTRACT may
be extended by mutual consent of the parties, provided, however, that the CONTRACT is in
writing and signed by both parties.
Amendments and Extension:
This CONTRACT may be amended by mutual agreement of the parties. Such an amendment
shall not be binding unless they are in writing and signed by personnel authorized to bind each
of the parties.
The duration of this CONTRACT may be extended by mutual written consent of the parties, for
a period of up to one year, and for a total of no longer than three years.
Independent Contractor:
The CONTRACTOR shall furnish CONTRACTOR's services as an independent contractor, and
nothing herein contained shall be construed to create a relationship of employer-employee. All
payments made hereunder and all services performed shall be made and performed pursuant to
this CONTRACT by the CONTRACTOR as an independent contractor.
CONTRACTOR acknowledges that the entire compensation for this CONTRACT is specified in
Exhibit C Budget and the CONTRACTOR is not entitled to any benefits including, but not limited
to: vacation pay, holiday pay, sick leave pay, medical, dental, or other insurance benefits, or any
other rights or privileges afforded to employees of COUNTY. The CONTRACTOR represents
that he/she/it maintains a separate place of business, serves clients other than COUNTY, will
report all income and expense accrued under this CONTRACT to the Internal Revenue Service,
and has a tax account with the State of Washington Department of Revenue for payment of all
sales and use and Business and Occupation taxes collected by the State of Washington.
CONTRACTOR will defend, indemnify and hold harmless COUNTY, its officers, agents or
employees from any loss or expense, including, but not limited to, settlements, judgments,
setoffs, attorneys' fees or costs incurred by reason of claims or demands because of breach of
the provisions of this paragraph.
Taxes:
CONTRACTOR understands and acknowledges that COUNTY will not withhold Federal or
State income taxes. Where required by State or Federal law, the CONTRACTOR authorizes
COUNTY to withhold for any taxes other than income taxes (i.e., Medicare). All compensation
received by the CONTRACTOR will be reported to the Internal Revenue Service at the end of
Professional Services Contract (rev 07/2025) Page 4
the calendar year in accordance with the applicable IRS regulations. It is the responsibility of
the CONTRACTOR to make the necessary estimated tax payments throughout the year, if any,
and the CONTRACTOR is solely liable for any tax obligation arising from the CONTRACTOR's
performance of this CONTRACT. The CONTRACTOR hereby agrees to indemnify COUNTY
against any demand to pay taxes arising from the CONTRACTOR's failure to pay taxes on
compensation earned pursuant to this CONTRACT.
COUNTY will pay sales and use taxes imposed on goods or services acquired hereunder as
required by law. The CONTRACTOR must pay all other taxes, including, but not limited to,
Business and Occupation Tax, taxes based on the CONTRACTOR's gross or net income, or
personal property to which COUNTY does not hold title. COUNTY is exempt from Federal
Excise Tax.
No Guarantee of Employment:
The performance of all or part of this CONTRACT by the CONTRACTOR shall not operate to
vest any employment rights whatsoever and shall not be deemed to guarantee any employment
of CONTRACTOR or any employee of CONTRACTOR or any sub-contractor or any employee
of any sub-contractor by COUNTY at the present time or in the future.
Accounting and Payment for CONTRACTOR Services:
Payment to the CONTRACTOR for services rendered under this CONTRACT shall be as set
forth in “Exhibit C Budget.” Where Exhibit C requires payments by the COUNTY, payment shall
be based upon written claims supported, unless otherwise provided in Exhibit C, by
documentation of units of work actually performed and amounts earned, including, where
appropriate, the actual number of days worked each month, total number of hours for the
month, and the total dollar payment requested, so as to comply with municipal auditing
requirements. Acceptable invoices will be processed within 30 days of receipt.
Unless specifically stated in Exhibit C or approved in writing in advance by the official executing
this CONTRACT for COUNTY or his or her designee (hereinafter referred to as the
Administrative Officer"), COUNTY will not reimburse the CONTRACTOR for any costs or
expenses incurred by the CONTRACTOR in the performance of this CONTRACT. Where
required, COUNTY shall, upon receipt of appropriate documentation, compensate the
CONTRACTOR, no more often than monthly, in accordance with COUNTY’s customary
procedures, pursuant to the fee schedule set forth in Exhibit C.
Budget:
CONTRACTOR further agrees that funds provided under this CONTRACT will be expended as
specifically itemized line by line in the Budget provided in Exhibit C, and that CONTRACTOR
will follow the Budget Amendment Process for quarterly expense transfers within a budget
category (i.e., operations, administration, facility support). Budget transfers will not be made
unless approved by the COUNTY. Late requests will not be accepted.
Withholding Payment:
In the event the CONTRACTOR has failed to perform any obligation under this CONTRACT
within the times set forth in this CONTRACT, then COUNTY may, upon written notice, withhold
from amounts otherwise due and payable to CONTRACTOR, without penalty, until such failure
to perform is cured or otherwise adjudicated. Withholding under this clause shall not be
deemed a breach entitling CONTRACTOR to termination or damages, provided that COUNTY
promptly gives notice in writing to the CONTRACTOR of the nature of the default or failure to
perform, and in no case more than ten (10) days after it determines to withhold amounts
Professional Services Contract (rev 07/2025) Page 5
otherwise due. A determination of the Administrative Officer set forth in a notice to the
CONTRACTOR of the action required and/or the amount required to cure any alleged failure to
perform shall be deemed conclusive, except to the extent that the CONTRACTOR acts within
the times and in strict accord with the provisions of the Disputes clause of this CONTRACT.
COUNTY may act in accordance with any determination of the Administrative Officer which has
become conclusive under this clause, without prejudice to any other remedy under the
CONTRACT, to take all or any of the following actions: (1) cure any failure or default, (2) to pay
any amount so required to be paid and to charge the same to the account of the
CONTRACTOR, (3) to set off any amount so paid or incurred from amounts due or to become
due the CONTRACTOR. In the event the CONTRACTOR obtains relief upon a claim under the
Disputes clause, no penalty or damages shall accrue to CONTRACTOR by reason of good faith
withholding by COUNTY under this clause.
Billing Procedures and Payment:
The funding awarded may only be used for eligible activities and expenses. COUNTY will pay
CONTRACTOR upon acceptance of services provided and receipt of properly completed
invoices, which shall be submitted to the COUNTY representative not more often than monthly.
Exceptions to the single billing per month (or quarterly) can be made by the COUNTY on a
case-by-case basis. The CONTRACTOR shall only be paid as a reimbursement of allowable
costs incurred during each invoice period, according to the terms provided in Exhibit A, if the
CONTRACTOR performs the services and submits all reporting to a satisfactory level. The
COUNTY may, in its sole discretion, withhold payments claimed by the CONTRACTOR for
services rendered if the CONTRACTOR fails to satisfactorily comply with any term or condition
of this CONTRACT. No payments in advance or in anticipation of services or supplies to be
provided under this CONTRACT shall be made by the COUNTY. No payment shall be made for
any work performed by the CONTRACTOR, except for work identified and set forth in this
CONTRACT. Unless otherwise provided for in this CONTRACT or any exhibits hereto, the
CONTRACTOR will not be paid for any billings or invoices presented for costs incurred prior to
the date of execution or after June 30, 2027. The CONTRACTOR is responsible for any audit
exceptions or disallowable costs incurred by its own organization or that of its subcontractors.
Duplicate Payment:
A duplication of benefits (DOB) occurs when a person, household, business, government, or
other entity receives financial assistance from multiple sources for the same purpose, and the
total assistance received for that purpose is more than the total need for assistance. The
COUNTY shall not pay CONTRACTOR if the CONTRACTOR has charged or will charge any
other party under any other Grant, subgrant/subcontract, or agreement, for the same services or
expenses. If it is determined that CONTRACTOR has received duplicate payment, the
CONTRACTOR must pay back the COUNTY for these expenses. The contractor must have
policies and procedures that differentiate funding and program FTE, enrollment criteria, program
descriptions, caseloads, or similar methods.
Fraud and Other Loss Reporting:
CONTRACTOR shall report in writing all known or suspected fraud or other loss of any funds or
other property furnished under this CONTRACT immediately or as soon as practicable. All
cases reported to law enforcement must be tracked and follow the fraud guidance in the
guidelines.
Labor Standards:
CONTRACTOR agrees to comply with all applicable state and federal requirements, including
but not limited to those pertaining to payment of wages and working conditions, in accordance
Professional Services Contract (rev 07/2025) Page 6
with RCW 39.12.040, the Prevailing Wage Act; the Americans with Disabilities Act of 1990; the
Davis-Bacon Act; and the Contract Work Hours and Safety Standards Act providing for weekly
payment of prevailing wages, minimum overtime pay, and providing that no laborer or mechanic
shall be required to work in surroundings or under conditions which are unsanitary, hazardous,
or dangerous to health and safety as determined by regulations promulgated by the Federal
Secretary of Labor and/or the State of Washington.
Assignment and Subcontracting:
The performance of all activities contemplated by this CONTRACT shall be accomplished by
CONTRACTOR. No portion of this CONTRACT may be assigned or subcontracted to any other
individual, firm or entity without the express and prior written approval of COUNTY. If
subcontracting is approved, the CONTRACTOR is responsible to COUNTY should the
subcontractor fail to comply with any applicable term or condition of this contract.
CONTRACTOR shall audit and monitor the activities of the subcontractor during the contract
term to assure fiscal conditions and performance metrics are met. COUNTY will be included on
any audit or monitoring activities and reports.
Conflict of Interest:
If at any time prior to commencement of, or during the term of this CONTRACT, CONTRACTOR
or any of its employees involved in the performance of this CONTRACT shall have or develop
an interest in the subject matter of this CONTRACT that is potentially in conflict with the
COUNTY’s interest, then CONTRACTOR shall immediately notify COUNTY of the same. The
notification of COUNTY shall be made with sufficient specificity to enable COUNTY to make an
informed judgment as to whether or not COUNTY’s interest may be compromised in any
manner by the existence of the conflict, actual or potential. Thereafter, COUNTY may require
CONTRACTOR to take reasonable steps to remove the conflict of interest. COUNTY may also
terminate this CONTRACT according to the provisions herein for termination.
Non-Discrimination in Employment:
COUNTY’s policy is to provide equal opportunity in all terms, conditions and privileges of
employment for all qualified applicants and employees without regard to race, color, creed,
religion, national origin, sex, sexual orientation, age, marital status, disability, or veteran status.
CONTRACTOR shall comply with all laws prohibiting discrimination against any employee or
applicant for employment on the grounds of race, color, creed, religion, national origin, sex,
sexual orientation, age, marital status, disability, or veteran status, except where such
constitutes a bona fide occupational qualification.
Furthermore, in those cases in which CONTRACTOR is governed by such laws,
CONTRACTOR shall take affirmative action to insure that applicants are employed, and treated
during employment, without regard to their race, color, creed, religion, national origin, sex, age,
marital status, sexual orientation, disability, or veteran status, except where such constitutes a
bona fide occupational qualification. Such action shall include, but not be limited to: advertising,
hiring, promotions, layoffs or terminations, rate of pay or other forms of compensation benefits,
selection for training including apprenticeship, and participation in recreational and educational
activities. In all solicitations or advertisements for employees placed by them or on their behalf,
CONTRACTOR shall state that all qualified applicants will receive consideration for employment
without regard to race, color, religion, sex or national origin.
The foregoing provisions shall also be binding upon any sub-contractor, provided that the
foregoing provision shall not apply to contracts or sub-contractors for standard commercial
supplies or raw materials, or to sole proprietorships with no employees.
Professional Services Contract (rev 07/2025) Page 7
Non-Discrimination in Client Services:
CONTRACTOR shall not discriminate on the grounds of race, color, creed, religion, national
origin, sex, age, marital status, sexual orientation, disability, or veteran status; or deny an
individual or business any service or benefits under this CONTRACT; or subject an individual or
business to segregation or separate treatment in any manner related to his/her/its receipt any
service or services or other benefits provided under this CONTRACT; or deny an individual or
business an opportunity to participate in any program provided by this CONTRACT.
Waiver of Noncompetition:
CONTRACTOR irrevocably waives any existing rights which it may have, by contract or
otherwise, to require another person or corporation to refrain from submitting a proposal to or
performing work or providing supplies to COUNTY, and CONTRACTOR further promises that it
will not in the future, directly or indirectly, induce or solicit any person or corporation to refrain
from submitting a bid or proposal to or from performing work or providing supplies to COUNTY.
Debarment Certification:
The CONTRACTOR, by signature to this contract, certifies that the CONTRACTOR is not
presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily
excluded from participating in this contract by any Federal department or agency.
Work Product:
CONTRACTOR will provide COUNTY with all work product including; plans, data reports, prior
to the release of the final payment for services.
Patent/Copyright Infringement:
CONTRACTOR will defend and indemnify COUNTY from any claimed action, cause or demand
brought against COUNTY, to the extent such action is based on the claim that information
supplied by the CONTRACTOR infringes any patent or copyright. CONTRACTOR will pay
those costs and damages attributable to any such claims that are finally awarded against
COUNTY in any action. Such defense and payments are conditioned upon the following:
A. CONTRACTOR shall be notified promptly in writing by COUNTY of any notice of such claim.
B. CONTRACTOR shall have the right, hereunder, at its option and expense, to obtain for
COUNTY the right to continue using the information, in the event such claim of infringement, is
made, provided no reduction in performance or loss results to COUNTY.
Confidentiality:
CONTRACTOR, its employees, sub-contractors, and their employees shall maintain the
confidentiality of all information provided by COUNTY or acquired by CONTRACTOR in
performance of this CONTRACT, except upon the prior written consent of COUNTY or an order
entered by a court after having acquired jurisdiction over COUNTY. CONTRACTOR shall
immediately give to COUNTY notice of any judicial proceeding seeking disclosure of such
information. CONTRACTOR shall indemnify and hold harmless COUNTY, its officials, agents
or employees from all loss or expense, including, but not limited to, settlements, judgments,
setoffs, attorneys' fees and costs resulting from CONTRACTOR's breach of this provision.
Right to Review:
This CONTRACT is subject to review by any Federal, State or COUNTY auditor. COUNTY or
its designee shall have the right to review and monitor the financial and service components of
this program by whatever means are deemed expedient by the Administrative Officer or by
COUNTY's Auditor’s Office. Such review may occur with or without notice and may include, but
Professional Services Contract (rev 07/2025) Page 8
is not limited to, on-site inspection by COUNTY agents or employees, inspection of all records
or other materials which COUNTY deems pertinent to the CONTRACT and its performance, and
any and all communications with or evaluations by service recipients under this CONTRACT.
CONTRACTOR shall preserve and maintain all financial records and records relating to the
performance of work under this CONTRACT for six (6) years after CONTRACT termination, and
shall make them available for such review, within Mason County, State of Washington, upon
request. CONTRACTOR also agrees to notify the Administrative Officer in advance of any
inspections, audits, or program review by any individual, agency, or governmental unit whose
purpose is to review the services provided within the terms of this CONTRACT. If no advance
notice is given to CONTRACTOR, then CONTRACTOR agrees to notify the Administrative
Officer as soon as it is practical.
Records Maintenance:
CONTRACTOR agrees to keep records in an easily read form sufficient to account for all
receipts and expenditures of contract funds. These records, as well as supporting
documentation, will be archived by the CONTRACTOR’S office for at least six (6) years after the
end of the contract. CONTRACTOR agrees to make such books, records, and supporting
documentation available to the COUNTY for inspection when requested.
Reporting and Other Contract Requirements:
CONTRACTOR agrees to submit program and expense reports, as well as perform all other
requirements outlined in “Exhibit A Scope of Service,” on or before the dates indicated therein.
The COUNTY reserves the right to aggregate, disaggregate, analyze, reproduce, and/or
disseminate the data provided in program reports, financial activity reports, or any other reports
submitted to the COUNTY with respect to the program.
Change in Personnel:
The success of the approved program is largely contingent on the approved staffing identified in
the proposal application and/or related to the final award amount and related services. Should
there be any material change in job description, level of authority, or employment status of
program staffing (or projected staff start dates for new programs) during the term of the
CONTRACT, the COUNTY requires that the CONTRACTOR notify the COUNTY in writing
within 15 days of the change and includes a staffing plan to minimize any disruption in services.
CONTRACTOR will provide updates if there are any changes to the staffing plan or hiring
delays.
Equipment Purchase, Maintenance, and Ownership:
The CONTRACTOR agrees that any depreciable equipment purchased, in whole or part, with
contract funds at a cost of $1,000 per item or more, is upon its purchase the property of the
COUNTY and will be used only for the program funded. The CONTRACTOR agrees to establish
and maintain transaction documents (purchase requisitions, packing slips, invoices, receipts)
and maintenance records of equipment purchased with Contract funds. The CONTRACTOR
shall be responsible for any loss or damage to property of the COUNTY that results from the
negligence of the contractor or that results from the failure on the part of the contractor to
maintain and administer that property in accordance with sound management practices. In the
case of Early Termination, the CONTRACTOR agrees that all such equipment will be returned
to the COUNTY unless otherwise agreed upon in writing by the CONTRACTOR and the
COUNTY.
Professional Services Contract (rev 07/2025) Page 9
Insurance Requirements:
At a minimum, CONTRACTOR shall provide insurance that meets or exceeds the requirements
detailed in "Exhibit B Insurance Requirements."
Insurance as a Condition of Payment:
Payments due to CONTRACTOR under this CONTRACT are expressly conditioned upon the
CONTRACTOR’s strict compliance with all insurance requirements under this CONTRACT.
Payment to CONTRACTOR shall be suspended in the event of non-compliance. Upon receipt
of evidence of full compliance, payments not otherwise subject to withholding or set-off will be
released to CONTRACTOR.
Industrial Insurance Waiver:
With respect to the performance of this CONTRACT and as to claims against COUNTY, its
officers, agents and employees, CONTRACTOR expressly waives its immunity under Title 51 of
the Revised Code of Washington, the Industrial Insurance Act, for injuries to its employees and
agrees that the obligations to indemnify, defend and hold harmless provided in this CONTRACT
extend to any claim brought by or on behalf of any employee of CONTRACTOR. This waiver is
mutually negotiated by the parties to this CONTRACT.
CONTRACTOR Commitments, Warranties and Representations:
Any written commitment received from CONTRACTOR concerning this CONTRACT shall be
binding upon CONTRACTOR, unless otherwise specifically provided herein with reference to
this paragraph. Failure of CONTRACTOR to fulfill such a commitment shall render
CONTRACTOR liable for damages to COUNTY. A commitment includes, but is not limited to,
any representation made prior to execution of this CONTRACT, whether or not incorporated
elsewhere herein by reference, as to performance of services or equipment, prices or options
for future acquisition to remain in effect for a fixed period, or warranties.
Defense and Indemnity Contract:
Indemnification by CONTRACTOR. To the fullest extent permitted by law, CONTRACTOR
agrees to indemnify, defend and hold COUNTY and its departments, elected and appointed
officials, employees, agents and volunteers, harmless from and against any and all claims,
damages, losses and expenses, including but not limited to court costs, attorney's fees and
alternative dispute resolution costs, for any personal injury, for any bodily injury, sickness,
disease or death and for any damage to or destruction of any property (including the loss of use
resulting there from) which 1) are caused in whole or in part by any act or omission, negligent or
otherwise, of the CONTRACTOR, its employees, agents or volunteers or CONTRACTOR's
subcontractors and their employees, agents or volunteers; or 2) are directly or indirectly arising
out of, resulting from, or in connection with performance of this CONTRACT; or 3) are based
upon CONTRACTOR’s or its subcontractors’ use of, presence upon or proximity to the property
of COUNTY. This indemnification obligation of CONTRACTOR shall not apply in the limited
circumstance where the claim, damage, loss or expense is caused by the sole negligence of
COUNTY. This indemnification obligation of the CONTRACTOR shall not be limited in any way
by the Washington State Industrial Insurance Act, RCW Title 51, or by application of any other
workmen's compensation act, disability benefit act or other employee benefit act, and the
CONTRACTOR hereby expressly waives any immunity afforded by such acts. The foregoing
indemnification obligations of the CONTRACTOR are a material inducement to COUNTY to
enter into this CONTRACT, are reflected in CONTRACTOR’s compensation, and have been
mutually negotiated by the parties.
Professional Services Contract (rev 07/2025) Page 10
Participation by County – No Waiver. COUNTY reserves the right, but not the obligation, to
participate in the defense of any claim, damages, losses or expenses and such participation
shall not constitute a waiver of CONTRACTOR’s indemnity obligations under this CONTRACT.
Survival of CONTRACTOR’s Indemnity Obligations. CONTRACTOR agrees all
CONTRACTOR’s indemnity obligations shall survive the completion, expiration or termination of
this CONTRACT.
Indemnity by Subcontractors. In the event the CONTRACTOR enters into subcontracts to the
extent allowed under this CONTRACT, CONTRACTOR's subcontractors shall indemnify
COUNTY on a basis equal to or exceeding CONTRACTOR’s indemnity obligations to COUNTY.
Compliance with Applicable Laws, Rules and Regulations:
This CONTRACT shall be subject to all laws, rules, and regulations of the United States of
America, the State of Washington, political subdivisions of the State of Washington and Mason
County. CONTRACTOR also agrees to comply with applicable Federal, State, County or
municipal standards for licensing, certification and operation of facilities and programs, and
accreditation and licensing of individuals.
Administration of Contract:
COUNTY hereby appoints, and CONTRACTOR hereby accepts, the Mason County Public
Health and Human Services Director and his or her designee, as COUNTY’s representative,
hereinafter referred to as the Administrative Officer, for the purposes of administering the
provisions of this CONTRACT, including COUNTY’s right to receive and act on all reports and
documents, and any auditing performed by the COUNTY related to this CONTRACT.
The Administrative Officer for purposes of this CONTRACT is:
Melissa Casey, Community Health Manager
Mason County Public Health & Human Services
415 N. 6th Street
Phone: 360-427-9670 Ext. 404
Fax: 360-427-7787
E-mail: mcasey@masoncountywa.gov
Financial Contact:
Casey Bingham, Finance Manager
Mason County Public Health & Human Services
415 N. 6th Street
Phone: 360-427-9670 Ext. 562
Fax: 360-427-7787
E-mail: caseyb@masoncountywa.gov
Notice:
Except as set forth elsewhere in the CONTRACT, for all purposes under this CONTRACT
except service of process, notice shall be given by CONTRACTOR to COUNTY’s Administrative
Officer under this CONTRACT. Notices and other communication may be conducted via e-mail,
U.S. mail, fax, hand-delivery or other generally accepted manner including delivery services.
Modifications:
Either party may request changes in the CONTRACT. Any and all agreed modifications, to be
valid and binding upon either party, shall be in writing and signed by both of the parties.
Professional Services Contract (rev 07/2025) Page 11
Termination for Default:
If CONTRACTOR defaults by failing to perform any of the obligations of the CONTRACT or
becomes insolvent or is declared bankrupt or commits any act of bankruptcy or insolvency or
makes an assignment for the benefit of creditors, COUNTY may, by depositing written notice to
CONTRACTOR in the U.S. mail, terminate the CONTRACT, and at COUNTY’s option, obtain
performance of the work elsewhere. If the CONTRACT is terminated for default,
CONTRACTOR shall not be entitled to receive any further payments under the CONTRACT
until all work called for has been fully performed. Any extra cost or damage to COUNTY
resulting from such default(s) shall be deducted from any money due or coming due to
CONTRACTOR. CONTRACTOR shall bear any extra expenses incurred by COUNTY in
completing the work, including all increased costs for completing the work, and all damage
sustained, or which may be sustained by COUNTY by reason of such default.
If a notice of termination for default has been issued and it is later determined for any reason
that CONTRACTOR was not in default, the rights and obligations of the parties shall be the
same as if the notice of termination had been issued pursuant to the Termination for Public
Convenience paragraph hereof.
Termination for Public Convenience:
COUNTY may terminate this CONTRACT in whole or in part whenever COUNTY determines, in
its sole discretion, that such termination is in the interests of COUNTY. Whenever the
CONTRACT is terminated in accordance with this paragraph, CONTRACTOR shall be entitled
to payment for actual work performed in compliance with Exhibit A Scope of Service and Exhibit
C Budget. An equitable adjustment in the CONTRACT price for partially completed items of
work will be made, but such adjustment shall not include provision for loss of anticipated profit
on deleted or uncompleted work. Termination of this CONTRACT by COUNTY at any time
during the term, whether for default or convenience, shall not constitute breach of CONTRACT
by COUNTY.
Termination for Reduced Funding:
COUNTY may terminate this CONTRACT in whole or in part should COUNTY determine, in its
sole discretion, that such termination is necessary due to a decrease in available project funding
including State and/or Federal grants. Whenever the CONTRACT is terminated in accordance
with this paragraph, the CONTRACTOR shall be entitled to payment for actual work performed
in compliance with Exhibit A Scope of Service and Exhibit C Budget.
Disputes:
1. Differences between the CONTRACTOR and COUNTY, arising under and by virtue of the
AGREEMENT shall be brought to the attention of COUNTY at the earliest possible time in
order that such matters may be settled or other appropriate action promptly taken. For
objections that are not made in the manner specified and within the time limits stated, the
records, orders, rulings, instructions, and decisions of the Administrative Officer shall be final
and conclusive.
2. The CONTRACTOR shall not be entitled to additional compensation which otherwise may
be payable, or to extension of time for (1) any act or failure to act by the Administrative
Officer of COUNTY, or (2) the happening of any event or occurrence, unless the
CONTRACTOR has given COUNTY a written Notice of Potential Claim within ten (10) days
of the commencement of the act, failure, or event giving rise to the claim, and before final
payment by COUNTY. The written Notice of Potential Claim shall set forth the reasons for
which the CONTRACTOR believes additional compensation or extension of time is due, the
Professional Services Contract (rev 07/2025) Page 12
nature of the cost involved, and insofar as possible, the amount of the potential
claim. CONTRACTOR shall keep full and complete daily records of the work performed,
labor and material used, and all costs and additional time claimed to be additional.
3. The CONTRACTOR shall not be entitled to claim any such additional compensation, or
extension of time, unless within thirty (30) days of the accomplishment of the portion of the
work from which the claim arose, and before final payment by COUNTY, the
CONTRACTOR has given COUNTY a detailed written statement of each element of cost or
other compensation requested and of all elements of additional time required, and copies of
any supporting documents evidencing the amount or the extension of time claimed to be
due.
Arbitration:
Other than claims for injunctive relief brought by a party hereto (which may be brought either in
court or pursuant to this arbitration provision), and consistent with the provisions hereinabove,
any claim, dispute or controversy between the parties under, arising out of, or related to this
CONTRACT or otherwise, including issues of specific performance, shall be determined by
arbitration in Shelton, Washington, under the applicable American Arbitration Association (AAA)
rules in effect on the date hereof, as modified by this CONTRACT. There shall be one arbitrator
selected by the parties within ten (10) days of the arbitration demand, or if not, by the AAA or
any other group having similar credentials. Any issue about whether a claim is covered by this
CONTRACT shall be determined by the arbitrator. The arbitrator shall apply substantive law
and may award injunctive relief, equitable relief (including specific performance), or any other
remedy available from a judge, including expenses, costs and attorney fees to the prevailing
party and pre-award interest, but shall not have the power to award punitive damages. The
decision of the arbitrator shall be final and binding and an order confirming the award or
judgment upon the award may be entered in any court having jurisdiction. The parties agree
that the decision of the arbitrator shall be the sole and exclusive remedy between them
regarding any dispute presented or pled before the arbitrator. At the request of either party
made not later than forty-five (45) days after the arbitration demand, the parties agree to submit
the dispute to nonbinding mediation, which shall not delay the arbitration hearing date; provided,
that either party may decline to mediate and proceed with arbitration.
Any arbitration proceeding commenced to enforce or interpret this CONTRACT shall be brought
within six (6) years after the initial occurrence giving rise to the claim, dispute or issue for which
arbitration is commenced, regardless of the date of discovery or whether the claim, dispute or
issue was continuing in nature. Claims, disputes or issues arising more than six (6) years prior
to a written request or demand for arbitration issued under this Agreement are not subject to
arbitration.
Venue and Choice of Law:
In the event that any litigation should arise concerning the construction or interpretation of any
of the terms of this CONTRACT, the venue of such action of litigation shall be in the courts of
the State of Washington and Mason County. Unless otherwise specified herein, this
CONTRACT shall be governed by the laws of Mason County and the State of Washington.
Severability:
If any term or condition of this CONTRACT or the application thereof to any person(s) or
circumstances is held invalid, such invalidity shall not affect other terms, conditions or
applications which can be given effect without the invalid term, condition or application. To this
end, the terms and conditions of this CONTRACT are declared severable.
Professional Services Contract (rev 07/2025) Page 13
Waiver:
Waiver of any breach or condition of this CONTRACT shall not be deemed a waiver of any prior
or subsequent breach. No term or condition of this CONTRACT shall be held to be waived,
modified or deleted except by an instrument, in writing, signed by the parties hereto. The failure
of COUNTY to insist upon strict performance of any of the covenants of this CONTRACT, or to
exercise any option herein conferred in any one or more instances, shall not be construed to be
a waiver or relinquishment of any such, or any other covenants or contracts, but the same shall
be and remain in full force and effect.
Order of Precedence:
A. Applicable federal, state, and county statutes, regulations, policies, and procedures
B. Funding source agreement(s) including attachments
C. Special Terms and Conditions
D. General Terms and Conditions
E. Exhibit A, Scope of Service
F. Exhibit B, Insurance Requirements
G. Exhibit C, Budget
H. Consolidated Homeless Grant (CHG) Guidelines, CHG Supplemental Manual
Entire Contract:
This written CONTRACT, comprised of the writings signed or otherwise identified and attached
hereto, represents the entire CONTRACT between the parties and supersedes any prior oral
statements, discussions, or understandings between the parties.
Professional Services Contract (rev 07/2025) Page 14
EXHIBIT A
SCOPE OF SERVICE
A. Consolidated Homeless Grant funding must be prioritized for preserving and maintaining
existing programs and service levels (i.e., households served), as reported to Commerce in
the SFY 2024 Annual Expenditure Report.
B. CONTRACTOR shall commit to operating a high-performing crisis response system in their
county by:
a. Assessing each household’s housing needs and facilitating housing stability with the
goal of obtaining or maintaining permanent housing.
b. Employing a progressive engagement service model.
c. Prioritizing households most likely to become homeless when using homelessness
prevention rent assistance.
d. Being anti-racist leaders in their crisis response systems and facilitating partnerships
among organizations that respond to the disproportionality in services and outcomes
for communities that may not seek assistance from mainstream organizations.
C. CONTRACTOR shall submit the deliverables outlined in EXHIBIT D DELIVERABLE TABLE
on time with truthful, accurate information.
D. CONTRACTOR shall comply with all of the requirements, policies and procedures in the
Consolidated Homeless Grant Guidelines, including the Washington State Coordinated
Entry Guidelines.
E. CONTRACTOR roles and responsibilities:
a. Provide direct service delivery according to the descriptions in the homeless
response system RFP, CHG Guidelines, CHG Supplemental Manual, and best
practices for the programs being implemented.
b. Identify individuals in need and work with other service providers to prioritize aid,
ensuring those who need help most get it quickly.
c. Assess eligibility and apply housing first principles, trauma-informed care, and harm
reduction to help program participants achieve stability and positive housing
outcomes.
d. Involve people who have experienced homelessness in developing service delivery
models and provide opportunities for their feedback.
e. Ensure the Washington Homeless Management Information System (HMIS)
operates in accordance with RCW 43.185C.180, the CHG Guidelines, and HUD data
standards:
All projects are set up correctly in HMIS
All data is accurate, complete, and timely
f. Respond to the disproportionality in access to services, service provision, and
outcomes.
g. Use a progressive engagement service model.
h. Operate programs within the approved budget and households served.
Project Intervention Type Funded: Overnight Emergency Shelter
Professional Services Contract (rev 07/2025) Page 15
Overnight Emergency Shelters: (CHG 1.4.1.1)
Emergency Shelters address the immediate needs of vulnerable populations by offering short-
term, temporary overnight shelter for people experiencing homelessness. They may operate
through facility-based sites or use hotel/motel vouchers. The effectiveness of Emergency
Shelters is measured by their capacity to be full, their racial equity, and the number of
households that transition from shelters to stable housing outcomes.
Shelterworks will provide low-barrier overnight shelter for single adults without children, on a
first-come, first-served basis, between 8:00 pm and 8:00 am, along with meals, hygiene
facilities/showers, and clothing. Case management will be available onsite, provided by certified
peer counselors with lived experience in homelessness and recovery. All services will be offered
at Community Lifeline, 218 N Third Street in Shelton, under an agreement between
Shelterworks and Community Lifeline.
Emergency Shelter Deliverables:
1. Achieve a capacity of 35 beds filled with provisions for up to 56 beds during extreme
weather events. During instances of increased capacity, the organization will partner
with other agencies for volunteer staffing.
2. Adhere to the Conditional Use Permit on file with the City of Shelton.
3. Adhere to the Low Barrier Housing Requirement (CHG Section 2.1.2).
4. Provide one daily meal.
5. Provide hygiene facilities, showers, and clothing.
6. Operate a notification system for key community partners on bed availability, referral
process, and provide adequate resources and assistance to individuals that are unable
to stay when the shelter is at maximum occupancy capacity or when the shelter or part
of the shelter is closed for any reason.
7. Develop and implement a hazardous weather response plan with the ability to increase
capacity and respond to community needs during periods of extremely cold weather (i.e.,
windchill reaches 35 degrees or below, a combination of cold temperatures and
precipitation, flooding)
8. Policies and Procedures that demonstrate the following:
a. Check-in process that includes a reasonable check-in time and accounts for
households that may be late or unable to make a predetermined time.
b. The protocol when maximum capacity is reached and the procedures to assist
households in finding other shelter options.
c. Protocols for emergency situations when employees are present and, if different,
during hours when employees are not present.
d. The process for shelter stayer to exit each day and included length of time.
e. Bed bug screening, mitigation, and avoidance.
f. Low barrier housing requirement.
Program Budget:
Administration
Facility Support
Total Monthly Expenses $38,506.15
Professional Services Contract (rev 07/2025) Page 16
EXHIBIT B
INSURANCE REQUIREMENTS
Without limiting CONTRACTOR’s indemnification of the COUNTY, and prior to commencement
of Work, CONTRACTOR shall obtain, provide and maintain at its own expense during the term
of this Agreement, and any extensions thereof, policies of insurance of the type and amounts
set forth below and in a form satisfactory to County.
A. MINIMUM Insurance Requirements:
1. Commercial General Liability Insurance, using standard Insurance Services Office
Commercial General Liability” policy form CG 00 01, with an edition date prior to 2004, or
the exact equivalent. Coverage for an additional insured shall not be limited to its vicarious
liability. Defense costs must be paid in addition to limits. Limits shall be no less than
1,000,000 per occurrence for all covered losses and no less than $2,000,000 general
aggregate, for bodily injury, personal injury, property damage, and products/completed
operations, including without limitation, blanket contractual liability.
2. Workers’ Compensation on a state-approved policy form providing statutory benefits as
required by law with employer’s liability limits for CONTRACTOR's, no less than $1,000,000
per accident for all covered losses.
3. Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including owned,
non-owned and hired autos, or the exact equivalent. Limits shall be no less than $1,000,000
per accident, combined single limit. If CONTRACTOR owns no vehicles, this requirement
may be satisfied by a non-owned auto endorsement to the general liability policy described
above. If CONTRACTOR or CONTRACTOR’s employees will use personal autos in any way
on this project, CONTRACTOR shall obtain evidence of personal auto liability coverage for
each such person.
4. Professional liability (errors & omissions) insurance. Consultant shall maintain professional
liability insurance that covers the Services to be performed in connection with this
Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any
policy inception date, continuity date, or retroactive date must be before the effective date of
this agreement and Consultant agrees to maintain continuous coverage through a period no
less than three years after completion of the services required by this agreement. Coverage
shall include acts, errors, or omissions arising from professional services, including housing
placement, case management, compliance reporting, and administration of grant funds.
5. Cyber Liability Coverage. CONTRACTOR shall maintain cyber liability insurance with limits
of not less than $1,000,000 per claim and $2,000,000 aggregate. Such coverage shall
include privacy liability, network security, breach response, notification, credit monitoring,
regulatory defense, and system restoration expenses related to the use and access of HMIS
and other client data.
Professional Services Contract (rev 07/2025) Page 17
6. Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements,
shall provide coverage at least as broad as specified for the underlying coverages. Such
policy or policies shall include as insureds those covered by the underlying policies,
including additional insureds. Coverage shall be “pay on behalf”, with defense costs payable
in addition to policy limits. There shall be no cross-liability exclusion precluding coverage for
claims or suits by one insured against another. Coverage shall be applicable to County for
injury to employees of Contractor, subcontractors or others involved in the Work. The scope
of coverage provided is subject to approval of County following receipt of proof of insurance
as required herein.
B. Proof of Insurance:
CONTRACTOR shall provide certificates of insurance to COUNTY as evidence of the
insurance coverage required herein, along with required endorsements and waivers.
Insurance certificates and endorsements must be approved by COUNYT’s Risk Manager
prior to commencement of Work.
C. Basic Stipulations:
1. CONTRACTOR agrees to endorse third party liability coverage required herein to include as
additional insureds COUNTY, its officials, employees and agents, using ISO CG 20 10 or
equivalent forms. CONTRACTOR also agrees to require all contractors, subcontractors, and
anyone else involved in this CONTRACT on behalf of the CONTRACTOR (hereinafter
indemnifying parties”) to comply with these provisions. This provision shall also apply to
excess liability policies.
2. CONTRACTOR hereby waives all rights of recovery against COUNTY, regardless of the
applicability of any insurance proceeds, and to require all indemnifying parties to do
likewise.
3. All insurance coverage maintained or procured under this Agreement shall be endorsed to
waive subrogation against COUNTY, its elected or appointed officials, employees, agents
and volunteers, or must specifically allow the insured to waive their right of recovery prior to
a loss.
4. All coverage types and limits required are subject to approval, modification and additional
requirements by COUNTY. CONTRACTOR shall not make any reductions in scope or limits
of coverage that may affect COUNTY’s protection without COUNTY’s prior written consent.
5. CONTRACTOR agrees to provide evidence of the insurance required herein, satisfactory to
COUNTY, consisting of: a) certificate(s) of insurance evidencing all of the coverages
required and, b) an additional insured endorsement to CONTRACTOR’s general liability
policy using Insurance Services Office (ISO) form CG 20 10 or equivalent forms.
CONTRACTOR agrees, upon request by COUNTY to provide complete, certified copies of
any policies required within ten (10) days of such request. COUNTY has the right, but not
the duty, to obtain any insurance it deems necessary to protect its interests. Any premium so
Professional Services Contract (rev 07/2025) Page 18
paid by COUNTY shall be charged to and promptly paid by CONTRACTOR or deducted
from sums due CONTRACTOR. Any actual or alleged failure on the part of COUNTY or any
other additional insured under these requirements to obtain proof of insurance required
under this CONTRACT in no way waives any right or remedy of COUNTY or any additional
insured, in this or in any other regard.
6. It is acknowledged by the parties of this CONTRACT that all insurance coverage required to
be provided by CONTRACTOR or indemnifying party, is intended to apply first and on a
primary and non-contributing basis in relation to any other insurance or self-insurance
available to COUNTY.
7. CONTRACTOR agrees not to self-insure or to use any self-insured retentions on any portion
of the insurance required herein and further agrees that it will not allow any indemnifying
party to self- insure its obligations to COUNTY. If CONTRACTOR’s existing coverage
includes a self-insured retention, the self-insured retention must be declared to the
COUNTY. The COUNTY may review options with CONTRACTOR, which may include
reduction or elimination of the self-insured retention, substitution of other coverage, or other
solutions.
8. CONTRACTOR will renew the required coverage annually as long as COUNTY, or its
employees or agents face an exposure from operations of any type pursuant to this
CONTRACT. This obligation applies whether or not the CONTRACT is canceled or
terminated for any reason. Termination of this obligation is not effective until COUNTY
executes a written statement to that effect.
9. The limits of insurance as described above shall be considered as minimum requirements.
Should any coverage carried by CONTRACTOR or a subcontractor of any tier maintain
insurance with limits of liability that exceed the required limits or coverage that is broader
than as outlined above, those higher limits and broader coverage shall be deemed to apply
for the benefit of any person or organization included as an additional insured and those
limits shall become the required minimum limits of insurance in all Paragraphs and Sections
of this CONTRACT.
10. None of the policies required herein shall be in compliance with these requirements if they
include any limiting endorsement that has not been first submitted to COUNTY and
approved of in writing.
11. The requirements in this Exhibit supersede all other sections and provisions of this
CONTRACT to the extent that any other section or provision conflicts with or impairs the
provisions of this Exhibit.
12. Unless otherwise approved by COUNTY, insurance provided pursuant to these
requirements shall be by insurers authorized to do business in Washington and with a
minimum A.M. Best rating of A-:VII.
Professional Services Contract (rev 07/2025) Page 19
13. All insurance coverage and limits provided by CONTRACTOR and available or applicable to
this agreement are intended to apply to the full extent of the policies. Nothing contained in
this CONTRACT limits the application of such insurance coverage.
14. CONTRACTOR agrees to require insurers, to provide notice to COUNTY thirty (30) days
prior to cancellation of such liability coverage or of any material alteration or non-renewal of
any such coverage, other than for non-payment of premium. CONTRACTOR shall assure
that this provision also applies to any subcontractors, joint ventures or any other party
engaged by or on behalf of contractor in relation to this agreement. Certificate(s) are to
reflect that the issuer will provide thirty (30) days’ notice to COUNTY of any cancellation of
coverage.
15. COUNTY reserves the right at any time during the term of the CONTRACT to change the
amounts and types of insurance required by giving the CONTRACTOR ninety (90) days
advance written notice of such change. If such change results in substantial additional cost
to the CONTRACTOR, the COUNTY and CONTRACTOR may renegotiate
CONTRACTOR’s compensation.
16. Requirements of specific coverage features are not intended as limitation on other
requirements or as waiver of any coverage normally provided by any given policy. Specific
reference to a coverage feature is for purposes of clarification only as it pertains to a given
issue and is not intended by any party or insured to be all-inclusive.
17. CONTRACTOR agrees to provide immediate notice to COUNTY of any claim or loss against
CONTRACTOR arising out of the work performed under this agreement. COUNTY assumes
no obligation or liability by such notice, but has the right (but not the duty) to monitor the
handling of any such claim or claims if they are likely to involve COUNTY.
Professional Services Contract (rev 07/2025) Page 20
EXHIBIT C
BUDGET
Emergency Shelter Fund Source FY26 Award
TOTAL Emergency Shelter $154,025
Payment:
In the event State, Federal, or local funding changes, the COUNTY reserves the right to amend
the payment terms and the amount awarded in this contract. Approved invoices will be
disbursed according to the vendor payment schedule of the County Auditor’s Office. Refer to the
Billing Procedures and Payment clause of this contract for additional information.
All COUNTY-provided templates must be used and not modified without the county's written
permission. The county can change the reporting requirements by notifying the contractor.
Payment will be considered timely within 30 days of receipt of invoice.
Monthly Financial Invoice: Final, approved invoices are due by the 15th of each
month
a. All invoices and reports, including HMIS, must be accurate, complete, and received to a
satisfactory level before invoices are approved and processed for reimbursement.
b. The CONTRACTOR will submit a monthly financial invoice to the COUNTY no later than
the 15th of each month for reimbursement of allowable costs; prepayment of expenses
is not allowable. Submitting invoices promptly and error-free is essential for the fastest
reimbursement turnaround possible.
c. Budget Narrative: If the invoice has a significant increase or decrease in totals, include
a budget narrative in the email submission to explain the change when the invoice is
submitted.
d. The CONTRACTOR may not manipulate, change, or adjust any template provided by
the COUNTY without prior written permission from the COUNTY.
e. Administration: Reimbursement requests cannot exceed the 1/12 monthly allotment.
For example, if the Administration allocation is 15%, administration costs may not
exceed 15% of the monthly reimbursement requests. The Department of Commerce
prefers that all overheads be budgeted and expensed in the Administration Budget
Category. Administration costs include, but are not limited to, Executive Director salary
and benefits, organization memberships or subscriptions, software licensing, business
license, general organizational insurance, conferences, organization-wide audits, board
expenses, community event registration, fire inspections, and general agency facility
costs (including those associated with the Executive Director) such as rent (building
space that is not directly attributed to a program funded through this contract),
depreciation expenses, and operations and maintenance. All amounts billed to
administration must be allowable, supported by actual costs, not double-charged, and
treated consistently in similar circumstances.
f. All “pooled” costs are considered “Administration” unless the County approves an
exception.
g. Time-billing: Agencies must ensure that processes are in place to track employee time
to the program they are working in and only bill hours to a program for time worked in
Professional Services Contract (rev 07/2025) Page 21
each program. Program employees must use time-billing methods to track the time
spent on tasks or projects directly related to the program. This helps reduce billing errors
and ensures that every program is charged appropriately.
h. Salary & Wages: The COUNTY will reimburse hourly rates and accrued/unused PTO in
accordance with RCW 49.48.010, without incentives such as bonuses, except for grants
that specifically allow it (e.g., the inflationary increase from FY24 and FY25). Payouts
are distributed across all programs that fund the position. Salary and benefits are
itemized separately.
i. Cost Distribution Plan: It is preferable to bill all overhead as part of the 15%
Administration allocation. However, a cost distribution plan is also allowable if the
agency operates more than one program and/or multiple fund sources are used across
programs. The plan must differentiate overhead/administration expenses that benefit the
whole organization and are not directly attributed to a program from overhead directly
tied to a program (e.g., marketing materials specific to the program or the CHG
Forum/Convening that may benefit multiple programs funded by these funds). Program
and operation expenses will be directly attributed to the Operations Budget Category
i.e., the agency would not have these costs if it didn’t operate the program). Agencies
will use a square foot calculation for office space directly related to the program to bill
agency facility costs to program operations. However, the square footage not directly
related to program office space will be billed to Administration.
j. Conferences: Allowable Conference: The Department of Commerce is not hosting the
annual CHG Forum this year. Homeless track sessions will be part of the Housing
Washington Conference in Bellevue on September 28th-30th, 2025.
k. Item Descriptions: To help ensure no duplication of expenses, include specific
descriptions in the journal entry or the itemized expense list. Include the date range for
utilities, rent, or other monthly recurring costs. Including the account numbers or
building addresses is helpful when the organization has similar costs for different
buildings (e.g., utilities and off-site shelters).
l. Reimbursement in one fiscal year may not exceed the approved annual budget.
Suppose annual budgeted funds are expended before the end of the first fiscal year. In
that case, no additional reimbursements for that fiscal year will be approved, and
programs/services are expected to continue. Any unspent funds will be rolled into the
next fiscal year if the grant or budget category allows. Programs funded from the state
fiscal budget, such as the Housing and Essential Needs program, do not have funds that
carry over.
m. The CONTRACTOR must retain all backup documentation, including policies and
procedures for tracking employee time to grants and calculating holiday and overtime
pay.
n. Invoices must be easily read, with program expenses organized and labeled. Arrange
the backup documentation in the order in which items appear on the invoice.
o. Errors: If you make an error in any previous months or overpayments or
underpayments, contact the COUNTY to determine the next steps. Monthly spend-down
amounts may not be changed after an invoice has been submitted, approved, and paid.
p. Allowable Expenses: The first step is to review the Scope of Service in the contract for
approved project intervention types and the expenses directly associated with
implementing the approved program. The next step is to review the CHG Guidelines. If
any questions or clarification about allowable expenses remain, contact the COUNTY
before making any purchases to avoid non-reimbursable situations.
q. Budget Adjustments/Revisions: Budget adjustments/revisions are when money is
moved from one budget category to another. All budget revision requests must use the
Contract Budget Transfer Request Form. Budget revisions are allowable up to once
Professional Services Contract (rev 07/2025) Page 22
per quarter. CHG Contracts will require Commerce approval and follow CHG
Guidelines. No more than 10% of the program budget may be transferred, and no
money may be transferred from the Rent Budget category.
r. Financial Contract Amendments: Contract amendments will be issued when there is a
change in the total contract award. Amendments are also required in CHG contracts
when the total budget adjustment for the county or sequential adjustments exceed(s)
10% of the award.
s. De-obligation of Funds: Budget categories are monitored for over- or underspending.
In some cases, a de-obligation of funds will be required for categories that are
underspent or tracking to underspend by more than five percent.
t. Submit monthly invoices electronically to Todd Parker (tparker@masoncountywa.gov)
using the correct naming convention. Each invoice must include:
The name of the agency,
Date submitted,
Dates of service the invoice represents
Contract number,
Invoice number
Version number when resubmitting invoice corrections
Name of funding source,
Total reimbursement request per funding source,
Salary or Time Worked and benefits are separated
Vacation (PTO), Holiday Pay, and Overtime are separated from Time Worked.
Total hours worked by employees for each program and ensure time-billing.
General Ledgers or backup documentation that includes expenses broken out by
the budget category. These reports cannot include client names or identifying
information. Use HMIS numbers in the description when any funds are paid on
behalf of or, if allowed, directly to the household. The landlord's name is
allowable when rental and/or utility assistance payments are made.
All Flexible Fund (CHG 6.3.3) expenses must be pre-approved. It is acceptable
to have a list of expenses approved at the start of the contract.
Voucher detail worksheets, if required by the grant,
Spenddown sheet matching the voucher detail worksheet. The subcontractor
may not overspend in a budget category.
Any HMIS reports required by the grant.
Signature Page: Signed by the Executive Director, CEO, and/or Board Chair
approving that the expenses are accurate and allowable.
Submitted by the Executive Director.
Professional Services Contract (rev 07/2025) Page 23
EXHIBIT D
DELIVERABLE TABLE
Date Due /
Frequency Deliverable Name & Description
No later than thirty
30) days of the
date of execution
Contract requirements identified under the Special Terms and Conditions
section of the contract
Monthly – complete,
accurate, and
approved by the 15th
of each month
An invoice and voucher detail worksheet, and, at a minimum, a general ledger
generated by the organization’s accounting system. The General Ledger must
include transaction-level detail for all costs that have been paid and are being
claimed for reimbursement. These documents are due to the COUNTY by the
15th of the month following the month in which services were provided.
Contract Term
extreme weather events. During instances of increased capacity, the
organization will partner with other agencies for volunteer staffing.
Adhere to the Conditional Use Permit on file with the City of Shelton.
Adhere to the Low Barrier Housing Requirement (CHG Section 2.1.2).
Provide one daily meal.
Provide hygiene facilities, showers, and clothing.
Operate a notification system for key community partners on bed
availability, referral process, and provide adequate resources and
assistance to individuals that are unable to stay when the shelter is at
maximum occupancy capacity or when the shelter or part of the shelter is
closed for any reason.
Develop and implement a hazardous weather response plan with the ability
to increase capacity and respond to community needs during periods of
extremely cold weather (i.e., windchill reaches 35 degrees or below, a
combination of cold temperatures and precipitation, flooding)
Policies and Procedures that demonstrate the following:
o Check-in process that includes a reasonable check-in time and
accounts for households that may be late or unable to make a
predetermined time.
o The protocol when maximum capacity is reached and the
procedures to assist households in finding other shelter options.
o Protocols for emergency situations when employees are present
and, if different, during hours when employees are not present.
o The process for shelter stayer to exit each day and included length
of time.
o Bed bug screening, mitigation, and avoidance.
o Low barrier housing requirement.
Annual County Expenditure Report (CHG 2.1.4.2): All agencies that enter
data into HMIS must coordinate with the COUNTY to submit a complete
and accurate report of program funding information to the Department of
Commerce.
Point-in-Time Count (2.1.4.3): All agencies must actively participate in the
PIT Count to obtain a complete count of people experiencing homelessness
in Mason County.
Professional Services Contract (rev 07/2025) Page 24
EXHIBIT E
ATTESTATION
I do hereby certify that to the best of my knowledge, the following is true, accurate, and
complete:
All contractors, including by and for organizations, attest that all are bound to all contracts,
including contracts between the Department of Commerce and Mason County Public Health
and Human Services, and/or any subrecipients.
I have reviewed all pass-through contract language, have received copies, and agree to be
bound to these terms.
I have read all guidelines specific to the fund source and policies set forth by the
Department of Commerce and Mason County Public Health and Human Services, and
agree to follow.
Name (printed) _________________________________________________________
Name (signature) _______________________________________________________
Title __________________________________________________________________
Agency _______________________________________________________________
Date _______________________
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Richard Dickinson, U&W Manager Ext: 207
Utilities & Waste
Action Agenda:
Public Hearing:
Briefing Date(s): November 10 2025 Agenda Date(s): December 9, 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: Rejection of Bids – Eells Hill Inbound Truck Scale Replacement Project
Background/Executive Summary:
Mason County issued a Request for Proposals for the removal and replacement of the inbound truck scale
at the Eells Hill Transfer Station.
Two proposals were received:
1. Unitec Corp – $181,955.00 (lowest bidder)
2. Rognlins, Inc. – $189,000.00
Initially, Unitec Corp certification personnel advised that the existing inbound scale was nearing the end
of its useful life and replacement parts will not be available in the coming future and that we should plan
on replacing it sooner rather than later. However, during a subsequent site visit, Unitec reevaluated the
scale and determined it remains in good working order with an estimated 10 years of remaining service
life and that replacement parts are readily available.
Given this updated assessment, the County has determined that immediate replacement is not warranted.
Considering the significant project cost and the scale’s continued usability, it is recommended that all bids
be rejected and the project deferred until such time as replacement becomes necessary.
In accordance with RCW 36.32.245, and in the best interest of the public, all proposals will be
administratively rejected due to the remaining service life of the existing scale.
Associated Costs/Budget Impact:
No funds will be expended at this time.
Public Outreach:
N/A
Requested Action:
Request the Board of County Commissioners approve the rejection of all bids received for the Eells Hill
Inbound Truck Scale Replacement Project.
Attachment(s):
2. RFP - Document for Reference
Request for Proposals
Eells Hill Inbound Truck Scale
Mason County, WA
Sept. 11, 2025 @2:00PM
Kevin Guijosa
Solid Waste Manager
kguijosa@masoncountywa.gov
2
TABLE OF CONTENTS
Pages 3-6…………………………………………………………………………..Request for Proposals
Pages 7-10…………………………………………………Scope of Work and General Provisions
Page 11-16……………………………………………………………….General Terms & Conditions
Page 17………………………………………………………………………………………….……..Bid Form
Page 18…………………………………………………………………Specifications Exception Form
Page 19…………………………………………..…….. Contractor Cert. Wage Law Compliance
Page 20……………………….……….…Non-Collusion Statement & Indemnification Form
Page 21…………………………………………………………….…………..Notice to Qualified Firms
Page 22-23…………………………………………………………………………………...Proposal Bond
Page 24………………………………………………………………………………………………….Contract
Pages 25-26..…………..………………………………………………..…………………Contract Bond
Page 27-30………………………………………………….……………………Title VI Requirements
Page 31……………………………………………………Picture of current inbound truck scale
Page 32………………….………Picture of Centurion CT-8010-AT outbound truck scale
Page 33……………………………………………………………………….……..No Bid Questionnaire
3
REQUEST FOR PROPOSALS
EELLS HILL INBOUND TRUCK SCALE REPLACEMENT PROJECT
1. Purpose:
Mason County is seeking proposals from qualified firms for the removal and replacement of the
inbound truck scale at the Eells Hill Transfer Station is located at 501 W Eells Hill Road, Shelton,
WA 98584.
The new truck scale will be installed on the existing concrete foundation, which is 80 feet long by
10 feet wide. The scope includes the removal of the old scale, delivery of the new scale, all
necessary preparation and installation work, as well as testing, calibration and calibration of the
system.
2. Submission Instructions:
Deadline:
All proposals must be received no later than 2:00pm on Thursday, September 11, 2025.
Late proposals will not be accepted. Mason County is not responsible for delivery delays.
Submission Address:
Please submit sealed proposals clearly labeled:
RFP – “Eells Hill Inbound Truck Scale Replacement Project
Bid Opening Date: September 11, 2025
Delivered to:
Mason County Public Works - U&W Management Division
Attention: Kevin Guijosa, Solid Waste Manager
100 W. Public Works Drive
Shelton, WA 98584
Format: All submittals shall be in 8.5x11 format and the entire submittal package,
excluding cover letter, shall not exceed thirty (30) pages.
Mason County reserves the right to reject any or all bids and/or waive any portion of the
requirements of the RFP and/or to reduce the scope of work to an amount proportionate to
available funds and/or to otherwise limit the work as may be deemed in the best interest of the
County.
3. Pre-Bid Meeting (Optional but Encouraged): A pre-bid meeting will be held to allow
prospective bidders to assess the work area and conditions.
Date: Thursday, August 28, 2025.
Time: 10:00 AM
4
Location: Eells Hill Transfer Station, 501 W Eells Hill Rd Shelton WA 98584.
4. Project Documents, Addenda & Questions
The RFP and associated documents are available online via the Builders Exchange of Washington:
Visit: www.bxwa.com
Navigate to: Posted Projects Public Works Mason County
This online plan room provides free access to:
Full RFP documents
Downloadable and printable documents
Digital take-off tools
Note: Bidders are strongly encouraged to register to receive automatic notifications of
addenda(s). Bidders who do not register are responsible for checking the plan room regularly.
For assistance with access or registration, contact Builders Exchange at (425) 258-1303.
Contact for Questions:
All questions regarding this request for proposals must be submitted in writing via email to:
Kevin Guijosa, Solid Waste Manager
email at kguijosa@masoncountywa.gov.
Phone inquiries will not be accepted.
Responses to questions will be posted daily on the project page on Builder’s Exchange. The
deadline for questions is seven (7) business days before the Request for Proposal due date
to be considered. Questions received by 4:30PM, September 3, 2025, will be answered in
the form of an addendum and posted to Builders Exchange
5. Prevailing Wage Notice:
This project is classified as a Public Works project and is subject to Washington State
prevailing wage laws (RCW 39.12). Mason County will create the project in the Department
of Labor & Industries’ Prevailing Wage Portal. Contractors and all subcontractors must
submit approved Intent and Affidavit forms through L&I. Compliance is required for final
payment.
6. Bid Proposal Requirements:
Each bid proposal must include:
Completed and executed Bid Form
Proposal with Evaluation Criteria Description
Executed Statement of Non-Collusion
Executed Indemnification Agreement
Completed Notice to Qualified Firms (Required only if you wish to submit comments,
additional information, or propose an alternate product. You may use the space provided
5
or attach a separate sheet.)
Completed Specifications Exception Form
Proposal Bond and Local Agency Proposal Signature Page
Contractor Certification Wage Law Compliance
Prospective Bidders are encouraged to complete the No Bid Questionnaire if they choose not to bid.
7. Minimum Contractor Qualifications: The contractor shall be a fully insured, licensed, and
certified scale installer with at least 10 years of experience. All permits for construction will be
through Mason County, Washington.
8. Evaluation Criteria:
Proposals will be evaluated based on the following criteria:
Criteria Description Weight
1. System
Compatibility
AT or approved equivalent) to integrate with the existing
and operate with the current facility 30%
2. Price 25%
Approach &
Work Plan
Quality and completeness of the proposed installation plan,
methodology for removal, site prep, scale installation, testing, and
minimizing operational disruptions.
20%
4. Experience &
Qualifications 15%
Support
Services
Warranty coverage for equipment and workmanship. Availability
and responsiveness of post-installation technical support, including 10%
The County reserves the right to award to the firm whose proposal offers the best overall value,
even if not the lowest cost, based on these criteria.
9. Terms and Conditions:
Mason County reserves the right to reject any or all proposals, waive informalities, and
modify or reduce the project scope depending on available funding or in the County’s best
interest.
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All permits for construction shall be secured through Mason County.
Any approved equivalent to the Centurion CT-8010-AT must meet or exceed the
performance requirements and be explicitly stated in the proposal.
10. ESTIMATED SCHEDULE OF ACTIVITIES:
The following schedule has been established for the submission and evaluation of the
SOPs and selection of the successful Bidder. These are tentative dates only and the
County reserves the right to adjust these dates at its sole discretion.
11. Civil Rights Compliance:
Mason County, in accordance with Title VI of the Civil Rights Act of 1964, 78 Stat. 252, 42
U.S.C.2000d to 2000d-4 and Title 49, Code of Federal Regulations, Department of Transportation,
Subtitle A, Office of the Secretary, Part 21, nondiscrimination in federally assisted programs of the
Department of Transportation issued pursuant to such Act, hereby notifies all bidders that it will
affirmatively insure that in any contract entered into pursuant to this advertisement,
disadvantaged business enterprises will be afforded full opportunity to submit bids in response to
this invitation and will not be discriminated against on the grounds of race, color, or national
origin in consideration for an award.
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SSCOPE OF WORK
EELLS HILL INBOUND TRUCK SCALE REPLACEMENT PROJECT
Project Location:
Eells Hill Transfer Station
Address: 501 W Eells Hill Rd Shelton WA 98584
Existing Foundation: 80' x 10' Concrete Pad
1. Pre-Construction Activities
Site Inspection:
o Conduct a site visit to verify the dimensions and condition of the existing concrete
foundation (80' x 10').
Requirements Verification:
o Evaluate site-specific conditions, regulatory specifications, and operational needs to
determine scale requirements.
o The new truck scale preferably the Centurion CT-8010-AT model with a concrete
deck and sight rails, as currently installed on the outbound scale at the Eells Hill
Transfer Station, or an approved equivalent.
This model is preferred due to known compatibility with the existing
foundation and is fully integrated with the facility’s Paradigm software and
data system.
Installation Plan Submission:
o Provide a detailed installation plan for review and approval, outlining all steps from
delivery through final commissioning.
Coordination with Facility Personnel:
o Work with county staff to coordinate work and minimize disruption to daily
operations.
2. Removal of Existing Truck Scale
Disconnection of Utilities:
o Safely disconnect all electrical and communication wiring connected to the current
truck scale.
Scale Removal and Disposal:
o Remove and properly dispose of the existing truck scale system.
o Ensure the safe handling and disposal of any hazardous materials (e.g., lead,
asbestos) in compliance with safety regulations.
Component Removal:
o Remove outdated or incompatible components, including load cells, controllers,
and wiring.
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3. Site Preparation
Foundation Inspection and Cleaning:
o Inspect the concrete pad for structural integrity and surface condition. Clean the
surface thoroughly.
Surface Preparation:
o Ensure the foundation is level, stable, and aligned to accommodate the new scale
installation.
Repairs (if necessary):
o Perform any necessary repairs or reinforcements to meet structural requirements
for the new scale.
4. Delivery and Installation of New Truck Scale
Truck Scale Specification:
o Install Centurion CT-8010-AT, or an approved equivalent that:
Fully integrate with the facility’s Paradigm software and data systems.
Structurally compatible with the existing 80' x 10' foundation.
Delivery Coordination:
o Coordinate the delivery of the truck scale and verify that all components are
received in good condition.
Installation:
o Install the new scale on the existing foundation, ensuring proper alignment,
leveling, and secure anchoring per industry standards.
Utility Connection:
o Connect the scale to existing electrical and communication systems, including load
cells, controllers, and indicators.
Calibration:
o Install and calibrate all components to ensure accurate operation and compliance
with regulatory standards.
5. System Integration and Testing
Software Integration:
o Integrate the new scale with existing Paradigm data software.
Testing and Quality Assurance:
o Perform system checks and run test operations to verify scale accuracy and
functionality.
Final Calibration:
o Conduct regulatory calibration procedures to ensure the scale is legally certified for
use.
Staff Training:
o Provide hands-on training to Transfer Station personnel on proper operation and
routine maintenance procedures for the new scale.
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6. Final Inspections and Documentation
Final Inspection:
o Perform a final walkthrough and inspection to confirm the system meets all
performance and safety standards.
Documentation Package:
o Provide a complete set of as-built drawings, operations and maintenance manuals,
and warranty documentation.
o Include maintenance procedures, calibration records, and any applicable regulatory
certifications.
7. Post-Installation Support
Warranty Coverage:
o Provide warranty for the truck scale and associated components in accordance with
the manufacturer's terms.
Ongoing Support:
o Offer post-installation technical support, troubleshooting, and warranty-based
follow-up services, including any needed recalibrations.
Deliverables:
Site Inspection and Installation Plan
Removal and Disposal of Old Truck Scale
Delivery and Installation of New Truck Scale (Centurion CT-8010-AT or Approved
Equivalent)
System Integration, Testing, and Calibration Reports
Onsite Staff Training on Scale Operation and Maintenance
As-Built Drawings, Manuals, and Warranty Documentation
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General Provisions:
The following provisions apply to all contractor bids submitted under this RFP.
1. Project Schedule
The detailed construction and installation schedule will be coordinated with the County, taking
into consideration site preparation activities scheduled during Fall/Winter 2025.
The selected Contractor shall complete full installation and operational setup of the new
truck scale within one (1) week of delivery to the site.
The Contractor is responsible for coordinating delivery timing and ensuring prompt
execution upon arrival.
2. Payment Schedule
Payment terms are negotiable but must generally adhere to the following structure:
40% of the total bid price may be paid after:
o Submission and County approval of all required documentation
o Official order of the truck scale has been placed
50% of the total bid price may be paid upon successful delivery of the truck scale to the
project site.
The remaining 10% will be paid upon:
o Full installation and verified operation of the truck scale
o Receipt of all final documentation, including the Certificate of Origin (or equivalent)
and any required certifications
Note: The County may withhold payment if deliverables are incomplete or installation fails to meet
specifications.
3. Warranty Requirements
Warranty for parts takes effect immediately after final payment for work. If any warranty is
voided as determined by manufacturer due to improper installation, then the contractor will
also be responsible for any additional costs including but not limited to parts, shipping, labor,
licensed sub-work, and trucking.
3.1 Scale weighbridge must have a minimum 5-year warranty against
manufacturer’s defects.
3.2 Load cells shall have a lifetime warranty
3.3 Summing boards shall have a lifetime warranty.
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GENERAL TERMS AND CONDITIONS
P REPARATIONS OF BIDS/PROPOSALS:
Proposals shall be submitted on the forms provided and must be signed by the Bidder or an
authorized representative. The person signing the proposal shall initial any corrections to entries
made on the attached forms.
Contractors must provide pricing on all items appearing on the bid forms unless specific
directions in the advertisement, on the bid form or in the special provisions allowed for partial
bids. Failure to provide pricing on all items may disqualify the bid. Alternative bids will be
considered, unless otherwise stated, only if the alternate is described completely, including, but
not limited to, sample, if requested and specifications sufficient so that a comparison to the
request can be made.
S UBMITED BIDS/PROPOSALS:
Bids must be submitted as directed in the Notice to Bidders, and on the forms provided unless
otherwise specified. Bids must be typed or printed in blue or black ink. Bids must be mailed or
delivered in person. Bids that are faxed or emailed will not be accepted.
WITHDRAWING BIDS/PROPOSALS:
Proposals may be withdrawn prior to the opening date and time upon a written request of the
Proposer up to three (3) calendar days prior to the bid opening. Negligence on the part of the
Proposer in preparing their proposal shall not constitute a right to withdraw a proposal
subsequent to the proposal opening.
PROPOSAL EVALUATION:
Mason County reserves the right to reject any and all proposals received in response to the
proposal. A proposal may be rejected, if the Bidder:
Fails to adhere to one or more of the provisions established in the Bid and General
Terms and Conditions.
Fails to submit the proposal at the time or in the format specified herein or to supply
the minimum information requested herein.
Fails to meet the minimum evaluation criteria specified in the Bid and General Terms
and Conditions.
Fails to submit its proposal to the required address on or before the deadline date
established by the County.
Misrepresents services, experience and personnel by providing demonstrably false
information in its proposal or fails to provide material information.
Fails to submit its cost on the enclosed bid form.
Refuses a reasonable request for an interview.
Refuses to provide clarification requested by the county.
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PROPOSAL RESULTS:
Proposals submitted in response to this RFP will remain confidential until the evaluation process is
complete and a selection has been made. Once a Proposer is selected, the proposals, excluding
any proprietary or confidential information identified by the proposer, will become public record
in accordance with applicable public disclosure laws.
Evaluation scores and the name of the selected consultant will be made available upon request
after the selection process is concluded.
RIGHT TO REJECT BIDS:
The County reserves the right to reject any and all proposals received in response to the proposal
if determined to be in the public’s best.
EXECUTION OF CONTRACT:
The successful Proposer shall sign (execute) the necessary contract for entering into the agreement
and return such signed agreement to the County within twenty (20) calendar days from the date mailed or
otherwise delivered to the successful Proposer.
TO EXECUTE AGREEMENT:
Failure of the successful Proposer to execute the agreement at the date and time agreed upon
by the County and the successful Proposer shall be just cause for cancellation of the award and
forfeiture of all deposits.
CONTRACT TERMINATION:
If at any time the Proposer fails to provide proper services during the contract period, Mason County
will have the option to terminate the contract at any time without prior notice.
FAILURE TO SUPPLY GOODS OR SERVICES: If during the contract period the successful
contractor fails to supply Mason County with the equipment/service (s). Mason County will
purchase this product/service(s) on the open market and the contractor will compensate Mason
County for the difference between the bid price and the price incurred on the open market.
INSURANCE REQUIREMENTS:
Prior to the beginning of and throughout the duration of the Work, Contractor will maintain
insurance in conformance with the requirements set forth below. Contractor will use existing
coverage to comply with these requirements. If that existing coverage does not meet the
requirements set forth here, it will be amended to do so. Contractor acknowledges that the
insurance coverage and policy limits set forth in this section constitute the minimum amount of
coverage required. Any insurance proceeds in excess of the limits and coverage required in this
agreement and which is applicable to a given loss, will be available to County. Contractor shall
provide the following types and amounts of insurance:
a. Commercial General Liability Insurance using standard ISO occurrence form CG 00 01,
including premises, operations, products and completed operations, contractual liability, personal
and advertising injury. Coverage for an additional insured shall not be limited to its vicarious
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liability. Defense costs must be paid in addition to limits. Limits shall be no less than $1,000,000
per occurrence for all covered losses and no less than $2,000,000 general aggregate.
b. Workers’ Compensation on a state-approved policy form providing statutory benefits as
required by law with employer’s liability limits no less than $1,000,000 per accident for all covered
losses.
c. Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including owned,
non-owned and hired autos, or the exact equivalent. Limits shall be no less than $2,000,000 per
accident, combined single limit. If Contractor owns no vehicles, this requirement may be satisfied
by a non-owned auto endorsement to the general liability policy described above. If Contractor or
Contractor’s employees will use personal autos in any way on this project, Contractor shall obtain
evidence of personal auto liability coverage for each such person.
d. Installation Floater Insurance: Contractor shall maintain Installation Floater (or Inland
Marine / Builder’s Risk) insurance covering the full replacement value of the new Centurion
CT-8010-AT truck scale, or its equivalent, including concrete deck and sight rails. Coverage shall
apply during transit, onsite storage, and installation, naming Mason County as loss payee as its
interests may appear.
e. Excess or Umbrella Liability Insurance (Over Primary) if used to meet total limit
requirements, shall provide coverage at least as broad as specified for the underlying coverages.
Such policy or policies shall include as insureds those covered by the underlying policies, including
additional insureds. Coverage shall be “pay on behalf”, with defense costs payable in addition to
policy limits. There shall be no cross-liability exclusion precluding coverage for claims or suits by
one insured against another. Coverage shall be applicable to County for injury to employees of
Contractor, subcontractors or others involved in the Work. The scope of coverage provided is
subject to approval of County following receipt of proof of insurance as required herein.
BASIC STIPULATIONS
a. Contractor agrees to endorse third party liability coverage required herein to include as
additional insureds: Mason County, its officers, elected officials, employees and agents, and
volunteers using ISO endorsement CG 20 10 with an edition date prior to 2004. [If this is a
construction contract, ISO endorsement 20 37 also is required.] Contractor also agrees to require
all contractors, subcontractors, and anyone else involved in this agreement on behalf of the
contractor (hereinafter “indemnifying parties”) to comply with these provisions.
b. Contractor agrees to waive rights of recovery against County regardless of the
applicability of any insurance proceeds, and to require all indemnifying parties to do likewise.
c. All insurance coverage maintained or procured by Contractor or required of others by
Contractor pursuant to this agreement shall be endorsed to delete the subrogation condition as to
County, or must specifically allow the named insured to waive subrogation prior to a loss.
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d. All coverage types and limits required are subject to approval, modification and
additional requirements by the County. Contractor shall not make any reductions in scope or
limits of coverage that may affect County’s protection without County’s prior written consent.
e. Proof of compliance with these insurance requirements, consisting of endorsements and
certificates of insurance shall be delivered to County prior to the execution of this Agreement. If
such proof of insurance is not delivered as required, or if such insurance is canceled at any time
and no replacement coverage is provided, County has the right, but not the duty, to obtain any
insurance it deems necessary to protect its interests. Any premium so paid by County shall be
charged to and promptly paid by Contractor or deducted from sums due Contractor.
c. It is acknowledged by the parties of this agreement that all insurance coverage required
to be provided by Contractor or indemnifying party, is intended to apply first and on a primary
non- contributing basis in relation to any other insurance or self-insurance available to County.
d. Contractor agrees not to self-insure or to use any self-insured retentions on any portion
of the insurance required herein and further agrees that it will not allow any indemnifying party to
self- insure its obligations to County. If contractor’s existing coverage includes a self-insured
retention, the self-insured retention must be declared to the County. The County may review
options with the contractor, which may include reduction or elimination of the self-insured
retention, substitution of other coverage, or other solutions.
e. Contractor will renew the required coverage annually as long as County, or its employees
or agents face an exposure from operations of any type pursuant to this agreement. This
obligation applies whether or not the agreement is canceled or terminated for any reason.
Termination of this obligation is not effective until County executes a written statement to that
effect.
f. The limits of insurance as described above shall be considered as minimum
requirements. Should any coverage carried by the General Contractor or a subcontractor of any
tier maintain insurance with limits of liability that exceed the required limits or coverage that is
broader than as outlined above, those higher limits and broader coverage shall be deemed to
apply for the benefit of any person or organization included as an additional insured and those
limits shall become the required minimum limits of insurance in all Paragraphs and Sections of this
Agreement.
g. Contractor agrees not to self-insure or to use any self-insured retentions on any portion
of the insurance required herein and further agrees that it will not allow any indemnifying party to
self- insure its obligations to County. If contractor’s existing coverage includes a self-insured
retention, the self-insured retention must be declared to the County. The County may review
options with the contractor, which may include reduction or elimination of the self-insured
retention, substitution of other coverage, or other solutions.
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h. Contractor will renew the required coverage annually as long as County, or its employees
or agents face an exposure from operations of any type pursuant to this agreement. This obligation
applies whether or not the agreement is canceled or terminated for any reason. Termination of this
obligation is not effective until County executes a written statement to that effect.
i. The limits of insurance as described above shall be considered as minimum requirements.
Should any coverage carried by the General Contractor, or a subcontractor of any tier maintain
insurance with limits of liability that exceed the required limits or coverage that is broader than as
outlined above, those higher limits and broader coverage shall be deemed to apply for the benefit
of any person or organization included as an additional insured and those limits shall become the
required minimum limits of insurance in all Paragraphs and Sections of this Agreement.
PRICING:
Unless otherwise specified all prices listed are firm for the term of the contract. All prices shall
include all labor and material costs, and any discounts offered. All services, materials, labor, and
equipment required for the Work will be supplied at the prices provided in the submitted Bid
Form and are intended to cover all aspects of the complete project.
DELIVERY:
Pricing so stated on the Bid Form shall be inclusive of delivery and any other
shipping charge. No additional compensation shall be granted for delivery or any shipment
requirement unless specifically provided for in the contract. Deliveries are to be made only to the
department or division indicated on the order and in accordance with accepted commercial
practices.
O R-EQUAL:
The name of manufacturer, trade name, or catalog number mentioned in this
request for bid description is for the purpose of designating a minimum standard of quality and
type. Such references are intended only to establish a minimum quality standard.
Proposals will be considered for any brand that meets or exceeds the quality of the
specifications listed. On all such proposals, the bidder shall specify the product they are
proposing and shall supply sufficient data to enable a comparison to be made with the particular
brand or manufacturer specified. Failure to submit the above may be sufficient grounds for
rejection of the proposal.
GUARANTEES AND WARRANTIES:
All work performed under this contract shall be guaranteed for a period of one year from the
date of project acceptance and issuance of final payment. The Contractor shall be responsible
for promptly repairing/replacing any component deemed unacceptable by the County. The
Contractor shall reimburse all damages or losses due to deficient materials or workmanship.
Additional Warranty requirements are stated in the Scope of Work if present.
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PREVAILING WAGE REQUIREMENTS
This project is a Public Works project and is subject to the prevailing wage requirements of the
State of Washington, as provided under Chapter 39.12 RCW. All contractors and subcontractors
must comply with these requirements. Mason County will create the project in the Washington
State Department of Labor & Industries Prevailing Wage Portal.
1. Wage Rates
All laborers, workers, and mechanics employed for the installation portion of this project
must be paid not less than the prevailing rate of wage for an hour’s work in the locality
where the work is performed. The applicable wage rates shall be those in effect at the time
the contract is executed and can be found on the Washington State Department of Labor &
Industries (L&I) website.
2. Required Documentation
Prior to commencement of work, the contractor and all subcontractors must submit a
Statement of Intent to Pay Prevailing Wages to L&I and receive approval.
After completion of the project, an Affidavit of Wages Paid must also be submitted and
approved.
No final payment will be made until the Affidavit has been received and approved by L&I
and verified by Mason County.
3. Responsibility
The contractor is responsible for ensuring that all subcontractors are in compliance with
prevailing wage laws and that proper documentation is submitted in a timely manner.
4. Posting Requirements
The contractor shall post the applicable prevailing wage rates for this project at the job site
in a location that is easily accessible to all workers.
5. Penalties
Failure to comply with prevailing wage requirements may result in penalties, withholding
of payments, and/or disqualification from future County contracts.
FORCE MAJEURE:
Neither party shall be liable for any inability to perform its’ obligations under any subsequent
agreement due to war, civil unrest, natural disaster (including fire, flood, earthquake, storm or
any other majeure events.
PROGRESS OF WORK:
It is the intent of the owner that once the Contractor has mobilized to begin construction the
project be prosecuted continuously without interruption with the work continuing until the
project is complete. Stoppage of the work for any reason (including pay application delays) shall
only occur if directed or approved by Mason County.
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BID FORM
Eells Hill Inbound Truck Scale Replacement Project
In compliance with all specifications enclosed the Bidder hereby proposes to provide services/equipment in
strict accordance with the specifications provided. All services, materials, labor, and equipment required for
furnishing and installing (1) Centurion CT-8010-AT model truck scale is stated below.
OR EQUAL, if proposed, as specified in the Scope of Work is stated below (refer to OR-EQUAL requirements
in the General Provisions and in the General Terms and Conditions);
Specify Brand & Model:
Purchase Price Delivered and Installed:
Dollars $
Written Figures
Manufacturer’s Warranty:
Location of Warranty Services:
Extended Warranty: $
Bidder acknowledges that this is a Public Works project subject to prevailing wage law and agrees to
comply with all applicable state requirements, including submission of Intent and Affidavit to the
Washington State Department of Labor & Industries
Proposal Submitted by (Business Name)
Title of person authorized to sign proposals
Name of person authorized to sign proposals (printed)
Signature of person authorized to sign proposals
Business Phone: Business Email: _____________________________
Business Address: _________________________________________________________________________
Business Type (Individual, Partnership, Corporation etc.): _________________________________________
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SPECIFICATIONS EXCEPTION FORM
In the interest of fairness and sound business practice, it is mandatory that you state any
exceptions taken by you to our specifications.
It should not be the responsibility of Mason County to seek clarification regarding the materials,
equipment, or services you intend to furnish.
If your bid/proposal does not meet all our specifications, you must state it in the space provided
below (attach additional sheets if necessary).
Bids/proposals on equipment, vehicles, computers, supplies, services and materials not meeting
specifications may be considered by the County, however, all deviations must be listed above.
If your bid does not meet our specifications, and your exceptions are not listed above or in space
provided, Mason County may claim forfeiture on your bid, if submitted.
Signed _____________________________________
I DO meet specifications
Signed______________________________________
I DO NOT meet specifications listed in this bid; exceptions are provided in space above.
Failure to submit this form with your Bid/Proposal response may result in your Bid/Proposal being
rejected as unresponsive.
Contractor Certification
Wage Law Compliance -Responsibility Criteria
Washington State Public Works Contracts
FAILURE TO RE TURN THIS CERT IFICAT ION AS PART OF THE BID PRO POSAL PA CKAGE
WILL MAKE THIS BID NONRESPONSIVE AND INELIGIBLE FOR AWARD
I hereby certify, under penalty of perjury under the laws of the State of Washington, on behalf of the firm identified below
that, to the best of my knowledge and belief, this firm has NO T been determined by a final and binding citation and notice
of assessment issued by the Washington State Department of Labor and Industries or through a civil judgment entered
by a court of limited or general jurisdiction to have willfully violated, as defined in RCW 49.48.082, any provision of RCW
chapters 49.46, 49.48, or 49.52 within three (3) years prior to the date of the Call for Bids.
Bidder Name:
By:
Title:
Date:
Name of Contractor/Bidder -Print full legal entity name of firm
Print Name of person making certifications for firm
Place:
Print city and state where signed
Form 272-009 -08/2017
Revised for Mason County
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NON-COLLUSION STATEMENT
The Undersigned certifies under penalties of perjury that this bid in all respects is bonafide, fair
and made without collusion or fraud with any other person. As used in this paragraph, the
PERSON” shall mean any natural person, joint venture, partnership, corporation or other
business or legal entity.
Title: ___________________________________________________________________________
Signature: _______________________________________________________________________
Company: _______________________________________________________________________
INDEMNIFICATION AGREEMENT
The successful contractor agrees to indemnify, investigate, protect, defend and save harmless the
Mason County, WA, it’s officials, officers, agents and employees from any and all claims and
losses accruing or resulting to any and all Contractors, Subcontractors, suppliers, laborers and any
other person, firm or corporation furnishing or supplying work, services, materials, equipment or
supplies in connection with the performance of this contract and from any and all claims and
losses accruing or resulting to any person, firm or corporation which may be injured or damaged
by the contractor in the performance of this contract. In any case, the forgoing provisions
concerning indemnification shall not be construed to indemnify the County for damage arising out
of bodily injury to persons or damage to property caused by or resulting from the sole negligence
of the County or its employees. This indemnification shall survive the expiration or early
termination of this contract.
Company: ______________________________________________________________________
Taxpayer Identification Number: ____________________________________________________
Authorized Signature: _____________________________________________________________
Contact Phone: __________________________________________________________________
Email Address: ___________________________________________________________________
Mailing Address: __________________________________________________________________
Date: ___________________________________________________________________________
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NOTICE TO QUALIFIED FIRMS
Do not alter bid documents in any way.
All bid documents must be filled out to be considered.
If you wish to offer comments, additional information or alternate bids, please do below or on a
separate sheet and attach it to the bid sheet.
Product Reference and Specification Intent
The Centurion CT-8010-AT truck scale, as currently installed on the outbound scale at the Eells Hill
Transfer Station, is referenced in these documents as a performance and integration baseline.
Specifications associated with that model (including structural footprint, load cell configuration,
and software compatibility) are considered minimum requirements.
Contractors and manufacturers are responsible for reviewing published specifications for the
Centurion CT-8010-AT to ensure that any alternate product offered matches or exceeds those
characteristics in terms of:
Dimensions (compatible with 80' x 10' existing concrete foundation)
Load capacity and concentrated load capability
Integration with existing facility software and systems
Environmental durability and IP-rated protection of load cells
Legal-for-trade certification (NTEP or equivalent)
These specifications are not intended to be proprietary or sole-source. Any product meeting or
exceeding these minimum performance and integration requirements will be considered. The
County reserves the right to reject any scale that, in its sole judgment, is not functionally
equivalent.
DO NOT FAX BIDS — THEY WILL NOT BE ACCEPTED.
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PROPOSAL BOND
KNOW ALL MEN BY THESE PRESENTS, That we, ____________________________
Of ____________________________as principal, and the _____________________
a corporation duly organized under the laws of the State of Washington, and authorized to do
business in the State of Washington, as surety, are held and firmly bound unto the County of
Mason in the full and penal sum of five (5) percent to the total amount of the bid proposal of
said principal for the work hereinafter described, for the payment of which, well and truly to be
made, we bind our heirs, executors, administrators and assigns, and successors and assigns, firmly
by these presents.
The condition of this bond is such, whereas the principal herein is herewith submitting his or its
sealed proposal for the following highway construction, to wit:
Eells Hill Inbound Truck Scale Replacement Project
said bid and proposal, by reference thereto, being made a part hereof.
NOW, THERFORE, If the said proposal bid by said principal be accepted and the
contract be awarded to said principal, and if said principal shall duly make and enter into and
execute said contract and shall furnish bond as required by the County of Mason within a period
of twenty (20) days from and after said award, exclusive of the day of such award, then this
obligation shall be null and void, otherwise it shall remain and be in full force and effect.
IN TESTIMONY WHEREOF, the principal and surety have caused these
presents to be signed and sealed this _______day of _____________ , 2025.
Principal)
Surety)
Attorney-in-fact)
DOT Form 272-001A -
Revised f05/13 for Local Agency Use
Page 1 of 2
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CONTRACT
THIS AGREEMENT made and entered into this day of , 2025, between MASON
COUNTY DEPARTMENT OF PUBLIC WORKS, acting through the Board of County Commissioners under and by virtue
of Title 36, R.C.W., as amended, and ___________________________, hereinafter called the Contractor.
The CONTRACTOR hereby proposes to provide all services, materials, equipment, and miscellaneous supplies
required to furnish the proposed equipment in strict accordance with the technical specifications provided.
The CONTRACTOR agrees to furnish a Inbound Truck Scale Replacement system per requested and/or agreed
specifications. The manufacturer will be ________ as specified in the Form for General Bid.
The CONTRACTOR agrees to perform all of the work described in the technical specifications and comply with the
terms therein for the sum of __________________, as shown in the Form for General Bid.
The CONTRACTOR agrees to all terms and conditions specified for the Eells Hill Inbound Truck Scale Replacement
Project:
Request for Proposals / Notice to Qualified Firms
Specification Exception / Proposal Form
Technical Specifications / Insurance Requirements / Title VI Requirements
Non-collusion Statement / Indemnification Agreement / General Terms and Conditions
The CONTRACTOR hereby agrees to supply appropriate equipment specified in the Form for General Bid on or before
Date executed by the Contractor: _______________
MASON COUNTY PUBLIC WORKS
Contracting Firm Name
Contractor License No. & Expiration Date Public Works Director Date
APPROVED AS TO FORM:
Authorized Signature
Name (Printed) & Title Tim Whitehead, Ch DPA
Address
City State Zip Code
Phone: ____________________________________
Email: _____________________________________
UBI# _____________________________________
25
CONTRACT BOND
Bond Number: ______________
KNOW ALL MEN BY THESE PRESENTS, that of
Washington, as Principal, and ______________________________________, as Surety, are jointly
and severally held and bound unto Mason County, Washington, in the penal sum of
Dollars, for the payment of which we jointly and severally bind
ourselves, our heirs, executors, administrators and assigns, and successors and assigns, firmly by
these presents.
THE CONDITION of this bond is such that WHEREAS, on the day of __________A.D., 2025,
the said Principal herein, executed a certain
contract with Mason County Department of Public Works, as Contracting Agency, by the terms,
conditions and provisions of which contract the said ________________
Principal herein, agrees to furnish all material and do certain work, to wit:
That will undertake and complete the project of the EELLS HILL INBOUND TRUCK
SCALE REPLACEMENT PROJECT for Mason County, according to the maps, Plans and
Specifications made a part of said contract, which contract, as so executed, is hereunto attached,
is now referred to and by reference is incorporated herein and made a part hereof as fully for all
purposes as if herein set forth at length.
NOW, THEREFORE, if the Principal herein shall faithfully and truly observe and comply with the
terms, conditions and provisions of said contract in all respects and shall well and truly and fully
do and perform all matters and things undertaken by_______________________________,
undertaken to be performed under said contract, upon the terms proposed therein, and within
the time prescribed therein, and until the same is accepted, and shall pay all laborers, mechanics,
sub-contractors and material men, and all persons who shall supply such Contractor or sub-
contractor with provisions and supplies for the carrying on of such work, and shall in all respects
faithfully perform said contract according to law, then this obligation to be void, otherwise to
remain in full force and effect, provided the liability hereunder for defects in materials or
workmanship for a period of one year after the acceptance of the work shall not exceed the sum
of ten percent (10%) of the amount hereinabove set forth as the penal sum of this Bond.
26
WITNESS our hand this day of , 2025.
Bonding Company Contractor Company Name
Licensed (resident) Agent of Surety Contractor Address
Agent's Address City State Zip Code
City State Zip Code Contractor Telephone Number
Surety Telephone Number
Signature
SURETY (signature)
APPROVED AS TO FORM:
Prosecuting Attorney
Date:
27
TITLE VI REQUIREMENTS
During the performance of this contract, the contractor, for itself, its assignees, and
successors in interest (hereinafter referred to as the "contractor") agrees as follows:
1. Compliance with Regulations: The contractor (hereinafter includes consultants) will
comply with the Acts and the Regulations relative to Non-discrimination in Federally-
assisted programs of the U.S. Department of Transportation, Washington State
Department of Transportation, as they may be amended from time to time, which are
herein incorporated by reference and made a part of this contract.
2. Non-discrimination: The contractor, with regard to the work performed by it during the
contract, will not discriminate on the grounds of race, color, or national origin in the
selection and retention of subcontractors, including procurements of materials and
leases of equipment. The contractor will not participate directly or indirectly in the
discrimination prohibited by the Acts and the Regulations, including employment
practices when the contract covers any activity, project, or program set forth in
Appendix B of 49 CFR Part 21.
3. Solicitations for Subcontracts, Including Procurements of Materials and Equipment:
In all solicitations, either by competitive bidding, or negotiation made by the
contractor for work to be performed under a subcontract, including procurements of
materials, or leases of equipment, each potential subcontractor or supplier will be
notified by the contractor of the contractor's obligations under this contract and the
Acts and the Regulations relative to Non- discrimination on the grounds of race, color,
or national origin.
4. Information and Reports: The contractor will provide all information and reports
required by the Acts, the Regulations, and directives issued pursuant thereto and will
permit access to its books, records, accounts, other sources of information, and its
facilities as may be determined by the Recipient or the Washington State Department
of Transportation to be pertinent to ascertain compliance with such Acts, Regulations,
and instructions. Where any information required of a contractor is in the exclusive
possession of another who fails or refuses to furnish the information, the contractor
will so certify to the Recipient or the Washington State Department of Transportation,
as appropriate, and will set forth what efforts it has made to obtain the information.
5. Sanctions for Noncompliance: In the event of a contractor's noncompliance with the
Non- discrimination provisions of this contract, the Recipient will impose such contract
sanctions as it or the Washington State Department of Transportation may determine
to be appropriate, including, but not limited to:
a. withholding payments to the contractor under the contract until the contractor
complies; and/or
28
b. cancelling, terminating, or suspending a contract, in whole or in part.
6. Incorporation of Provisions: The contractor will include the provisions of paragraphs
one through six in every subcontract, including procurements of materials and leases
of equipment, unless exempt by the Acts, the Regulations and directives issued
pursuant thereto. The contractor will take action with respect to any subcontract or
procurement as the Recipient or the Washington State Department of Transportation
may direct as a means of enforcing such provisions including sanctions for
noncompliance. Provided, that if the contractor becomes involved in, or is threatened
with litigation by a subcontractor, or supplier because of such direction, the contractor
may request the Recipient to enter into any litigation to protect the interests of the
Recipient. In addition, the contractor may request the United States to enter into the
litigation to protect the interests of the United States.
29
CLAUSES FOR CONSTRUCTION/USE/ACCESS TO REAL PROPERTY ACQUIRED UNDER THE
ACTIVITY, FACILITY OR PROGRAM
The following clauses will be included in deeds, licenses, permits, or similar
instruments/agreements entered into by Mason County pursuant to the provisions of
Assurance 7(b):
A. The (grantee, licensee, permittee, etc., as appropriate) for himself/herself, his/her heirs,
personal representatives, successors in interest, and assigns, as a part of the consideration
hereof, does hereby covenant and agree (in the case of deeds and leases add, "as a
covenant running with the land") that (1) no person on the ground of race, color, or national
origin, will be excluded from participation in, denied the benefits of, or be otherwise
subjected to discrimination in the use of said facilities, (2) that in the construction of any
improvements on, over, or under such land, and the furnishing of services thereon, no
person on the ground of race, color, or national origin, will be excluded from participation
in, denied the benefits of, or otherwise be subjected to discrimination,
3) that the (grantee, licensee, lessee, permittee, etc.) will use the premises in compliance
with all other requirements imposed by or pursuant to the Acts and Regulations, as
amended, set forth in this Assurance.
B. With respect to (licenses, leases, permits, etc.), in the event of breach of any of the above
Non- discrimination covenants, Mason County will have the right to terminate the (license,
permit, etc., as appropriate) and to enter or re-enter and repossess said land and the
facilities thereon, and hold the same as if said (license, permit, etc., as appropriate) had
never been made or issued.*
C. With respect to deeds, in the event of breach of any of the above Non-discrimination
covenants, Mason County will there upon revert to and vest in and become the absolute
property of Mason County and its assigns.
During the performance of this contract, the contractor, for itself, its assignees, and
successors in interest (hereinafter referred to as the "contractor") agrees to comply with
the following non- discrimination statutes and authorities, including but not limited to:
Pertinent Non-Discrimination Authorities:
Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252),
prohibits discrimination on the basis of race, color, national origin); and 49 CFR
Part 21.
The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42
U.S.C.
4601), (prohibits unfair treatment of persons displaced or whose property has been
30
acquired because of Federal or Federal-aid programs and projects);
Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), (prohibits discrimination on
the basis of sex);
Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended,
prohibits discrimination on the basis of disability); and 49 CFR Part 27;
The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq.),
prohibits discrimination on the basis of age);
Airport and Airway Improvement Act of 1982, (49 USC § 471, Section 47123), as
amended, (prohibits discrimination based on race, creed, color, national origin, or
sex);
The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage
and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of
1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of
the terms "programs or activities" to include all of the programs or activities of the
Federal-aid recipients, sub-recipients and contractors, whether such programs or
activities are Federally funded or not);
Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on
the basis of disability in the operation of public entities, public and private
transportation systems, places of public accommodation, and certain testing entities
42 U.S.C. §§ 12131-12189) as implemented by Department of Transportation
regulations at 49 C.F.R. parts 37 and 38;
The Federal Aviation Administration's Non-discrimination statute (49 U.S.C. § 47123)
prohibits discrimination on the basis of race, color, national origin, and sex);
Executive Order 12898, Federal Actions to Address Environmental Justice in Minority
Populations and Low-Income Populations, which ensures Non-discrimination against
minority populations by discouraging programs, policies, and activities with
disproportionately high and adverse human health or environmental effects on
minority and low-income populations;
Executive Order 13166, Improving Access to Services for Persons with Limited English
Proficiency, and resulting agency guidance, national origin discrimination includes
discrimination because of Limited English proficiency (LEP). To ensure compliance with
Title VI, you must take reasonable steps to ensure that LEP persons have meaningful
access to your programs (70 Fed. Reg. at 74087 to 74100);
Title IX of the Education Amendments of 1972, as amended, which prohibits you
from discriminating because of sex in education programs or activities (20 U.S.C.
1681 et seq).
31
Eells Hill Inbound Truck Scale Replacement Project
Eells Hill Transfer Station
501 W Eells Hill Rd Shelton WA 98584.
Current Inbound Truck Scale being replaced
32
Eells Hill Inbound Truck Scale Replacement Project
Eells Hill Transfer Station
501 W Eells Hill Rd Shelton WA 98584
Pictures of Centurion CT-8010-AT outbound truck scale
33
NO BID QUESTIONNAIRE
Reference: Eells Hill Inbound Truck Scale Replacement Project
If you choose not to bid, please complete the questionnaire below and return it with your
response by the bid opening date. Your assistance in helping us to analyze no bid rationale is very
much appreciated. Thank You.
A no bid is submitted in reply to Mason County, WA invitation for bids for the above referenced
project, dated: ___________________________, for the following reasons:
Item not supplied by our company.
Bid Specification (Give reason(s) e.g., too restricted, not clear etc.) ____________________
Profit Margin too low
Past experience with Mason County (give specific’s e.g. payment delay, bid process, admin
problems, etc. ____________________________________________________________________
Insufficient time allowed to prepare and respond to bid request.
Bid requirements too large ____or too small ____for our company.
Priority of other business opportunities limits time.
Other reason(s) Please Specify: ________________________________________________
Company Name: ______________________________
Address:_____________________________________
Email: ______________________________________
Phone: ______________________________________
Name & Title (Signature)
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 17, 2025 Agenda Date(s): December 9 , 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: Updating the Primitive County Road Resolution
Background/Executive Summary:
Mason County first designated Primitive Roads in 1982 pursuant to RCW 36.75.300. Roads
eligible for Primitive Road status must have a gravel or earth surface, carry traffic volumes of
100 vehicles per day or fewer, and not be part of the primary road system. Travelers on
designated Primitive Roads should expect lower levels of maintenance, fewer warning signs, and
deviations from standard road design.
As County roads are improved and traffic volumes are updated, the list of roads eligible for
Primitive Road designation may change. Public Works staff have reviewed the current list
Resolution 2023-060) and recommend removing Ellis Road and Yates Road, which have
recently been upgraded with a bituminous surface treatment (BST) and/or paved surfaces. As
such, they no longer meet the criteria for Primitive Road designation.
Associated Costs/Budget Impact:
N/A
Public Outreach:
A public hearing is scheduled for November 24, 2025, at 9:15am to consider setting speed limits
on Ellis Road and Yates Road and was posted onsite and in the Shelton Journal.
Requested Action:
Requesting the Board approve a resolution, replacing Resolution 2024-055, updating the
designation of certain low volume unpaved county access roads as primitive county roads.
Attachments
1. Resolution No. 2024-055
2. Updated Resolution
RESOLUTION NO. 2024-_Q5(5
REPLACING RESOLUTION 2023-060
MASON COUNTY ROADS DESIGNATED AS PRIMATIVE ROADS
WHEREAS, WAC 468-95-290,pursuant to RCW 36.75.300, authorizes a classification
of county roads to be designated by resolution as primitive roads; and,
WHEREAS,the legislative authority of each county may,by resolution, classify and
designate portions of the county road as primitive roads where the designated road portion:
1) Is not classified as part of the county primary system, as provided for in RCW
36.86.070;
2) Has a gravel or earth driving surface; and
3) Has an average annual daily traffic of one hundred or fewer vehicles; and
WHEREAS, WAC 468-95-090 states that any road designated as a primitive road shall
be marked with a"PRIMITIVE ROAD" sign at all places where the primitive road portion
begins or connects with a highway other than a primitive road.
WHEREAS,Mason County first designated primitive roads within the county road
system in 1982, Resolution 62-82, and has updated the list as changes have been made to our
road system that affect the primitive road status; and,
WHEREAS,the County Engineer has reviewed the county road system and determined
which roads are appropriate to be classified as primitive roads.
NOW, THEREFORE,BE IT RESOLVED,that the following roads be designated
Primitive Roads:
Road Start End Total
Road Name Number Sec.-Twn.-Rng. Mile Mile Length
FORD LOOP RD 00190 05 19N 6W 0.094 1.679 1.585
WHITE RD 06360 36 20N 4W 0.291 0.938 0.647
ROCK CREEK RD 10480 03 19N 4W 0.000 1.101 1.101
WALDRIP RD 14320 21 19N 3W 0.000 0.082 0.082
ELLIS RD 15960 02 19N 3 W 0.000 0.720 0.720
COVE DRIVE 27170 16 2N 2W 0.000 0.132 0.132
SQUAXIN DRIVE 30320 01 19N 2W 0.000 0.090 0.090
MAPLES RD 32850 24 20N 2W 0.038 0.602 0.602
CEMETERY RD 35650 12 20N 2W 0.000 0.130 0.130
YATES RD 36600 35 21N 2W 0.011 1.129 1.118
FOUR CORNERS RD 40590 30 21N 4W 0.000 3.275 3.275
EELLS HILL RD 40850 18 21N 4W 0.163 5.357 5.194
CALIFORNIA RD 41100 26 21N 4W 1.300 5.409 4.109
CALIFORNIA CUT-OFF RD 41380 18 21N 4W 0.000 0.568 0.568
Page 1 or pages
Resolution 2024-_5
Road Start End Total
Road Name Number Sec.-Twn.-Rng. Mile Mile Length
NASON RD 52400 36 21N 3W 0.000 0.190 0.190
WEBB HILL RD 57530 25 21N 2W 1.810 3.013 1.203
ROO'S COURT 62350 04 21N 2W 0.000 0.371 0.371
Total 21.117
NOW,THEREFORE,BE IT RESOLVED,that the Board of Mason County
Commissioners hereby replaces Resolution 2023-060.
BE IT FURTHER RESOLVED that the County Engineer place appropriate primitive
road signing on the above designated primitive roads.
DATED this 8 day of 2024.
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY, WASHINGTON
ATTEST:
tYI KIM6m 0-
MCKENZIE Mfffl RAN Y NEATHERLIN, Chair
Clerk of the Board
KEVIN SHUT ice Chair
APPROVED AS TO FORM
SHARON TRASK, Commissioner
TI AD, Ch. DPA
Page 2 of 2 pages
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:
December 1, 2025 &
November 10, 2025 Agenda Date(s): December 9, 2025
Internal Review: Finance Human Resources Legal IT Risk Other
Please ensure proper internal review channels have been followed, this is the responsibility of
Item: Delmore Road Jurisdiction Transfer
The Washington State Department of Natural Resources (DNR) and the Department of
Corrections (DOC) previously requested permission to install a gate on Delmore Road, which
serves the now-closed Mission Creek Correctional Center for Women near Belfair, to restrict
public access while the agencies determine long-term use of the property.
Delmore Road right-of-way was granted to Mason County in 1963 and primarily serves the
former correctional facility and DNR-managed lands. Initially, DNR declined a full jurisdiction
transfer due to lack of funding and equipment to maintain the road. DNR is now in agreement
with transferring jurisdiction back to the State because DOC has indicated they are willing to
assume ongoing road maintenance responsibilities.
With DOC committing to road maintenance, transferring jurisdiction to the State becomes a
viable option and would remove the need for temporary closure actions by the County, including
changes to road classification, suspension of maintenance, and gate installation under County
authority.
Key Points:
DNR supports transferring jurisdiction of Delmore Road back to the State.
DOC will assume maintenance responsibilities under an agreement with DNR.
A jurisdiction transfer removes the need for temporary closure and associated County actions.
The transfer process requires a Board-approved resolution and execution of transfer documents.
Budget Impact:
Transfer of jurisdiction would eliminate the estimated $650 per year gas tax revenue and county
maintenance responsibility.
Public Outreach:
Staff have coordinated with DNR and DOC. DNR, as the surrounding property owner, supports
the proposed jurisdiction transfer.
CRAB reviewed/approved the resolution.
Requested Action:
Recommend the Board of County Commissioners approve a resolution authorizing the transfer
of jurisdiction for Delmore Road to the State of Washington and authorize Chair and/or Public
Works staff to execute the necessary transfer documents.
Attachment(s):
1. Resolution
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From:Ext: 592
WSU Extension
Action Agenda:
Public Hearing:
Briefing Date(s): December 1st, 2025 Agenda Date(s): 12/9/2025
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: Interagency agreement between Washington State Department of Agriculture and Mason County
and it’s agent Mason County Noxious Weed Control Board – Contract No. K6454.
Background/Executive Summary: Mason County Noxious Weed Control Board was awarded $3,000
from Washington State Department of Agriculture for control of Class A Noxious Weed giant hogweed
Heracleum mantegazzianum) in Mason County.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): This agreement
will provide $3,000 to be used for control of giant hogweed (Heracleum mantegazzianum) in Mason
County. It will provide a maximum of $3,000 for the 2026 budget year. This will assist with funding the
extra-help noxious weed position and facilitate giant hogweed control in Mason County.
Public Outreach: NA
Requested Action: Approval to place Interagency agreement between Washington State Department of
Agriculture and Mason County and it’s agent Mason County Noxious Weed Control Board – Contract No.
K6454 on action agenda for signature.
Attachment(s): Interagency agreement between Washington State Department of Agriculture and Mason
County and it’s agent Mason County Noxious Weed Control Board – Contract No. K6454.
Contract Number: K6454
File Name: K6454_MasonCLassA_Contract Page 1 of 7
INTERAGENCY AGREEMENT
BETWEEN
THE WASHINGTON STATE DEPARTMENT OF AGRICULTURE
AND
MASON COUNTY
AND ITS AGENT
THE MASON COUNTY NOXIOUS WEED CONTROL BOARD
THIS AGREEMENT is made and entered into by and between the Washington State
Department of Agriculture, hereinafter referred to as “WSDA,” and Mason County Noxious
Weed Control Board, hereinafter referred to as “Mason County.”
IT IS THE PURPOSE OF THIS AGREEMENT to provide funding for eradication of the
Class A noxious weed giant hogweed (Heracleum mantegazzianum) in Mason County.
THEREFORE, IT IS MUTUALLY AGREED THAT:
STATEMENT OF WORK
Mason County, through its agent the Mason County Noxious Weed Control Board, shall furnish
the necessary personnel, equipment, material and/or service(s) and otherwise do all things
necessary for or incidental to the performance of the work set forth in Attachment “A and B”
which are attached hereto and incorporated herein.
PERIOD OF PERFORMANCE
Subject to its other provisions, the period of performance of this Agreement shall commence on
July 1, 2025, and be completed on or before June 30, 2026, unless terminated sooner as
provided herein.
COMPENSATION
Compensation for the work provided in accordance with this Agreement has been established
under the terms of RCW 39.34.130. This is a performance-based contract, in which payment to
the recipient (Mason County) is based on the successful completion of expected deliverables.
The parties have determined that the cost of accomplishing the work herein will not exceed
3,000. WSDA will not authorize reimbursement for administrative overhead charges. Only
reasonable costs incurred directly related to the activities specified in the plan of work
Attachment A) and proposal (Attachment B) will be reimbursed under this Agreement.
Payment for satisfactory performance of the work shall not exceed this amount unless the
parties mutually agree in writing to a higher amount prior to the commencement of any work that
will cause the maximum payment to be exceeded.
BILLING PROCEDURE
Mason County shall submit a properly completed invoice to the WSDA Agreement
administrator. Reference WSDA Contract number [K6454] on each invoice. Payment to Mason
County for approved and completed work will be made by warrant or account transfer by WSDA
within 30 days of receipt of the properly completed invoice. Upon expiration of the Agreement,
any claim for payment not already made shall be submitted within 10 days after the expiration
date or the end of the fiscal year (June 30th, 2026), whichever is earlier.
BILLING DETAIL
Each invoice voucher submitted to Agency by the Contractor shall include such information as is
necessary for the Agency to determine the exact nature of all expenditures. At a minimum, the
Contractor shall specify the following:
Contract Number: K6454
File Name: K6454_MasonCLassA_Contract Page 2 of 7
a. WSDA Agreement Number K6454______________.
b. The cost for each deliverable, service provided, task completed, or item purchased.
c. The total number of hours worked for each employee or contracted labor.
d. The total amount of taxes. (If applicable)
e. Any other applicable information.
f. The total invoice charge.
DUPLICATION OF BILLED COSTS
The Contractor shall not bill the Agency for services performed under this contract, and the
Agency shall not pay the Contractor, if the Contractor is entitled to payment or has been or will
be paid by any other source, including grants, for that service.
FUNDING CONTINGENCY
In the event funding from state, federal, or other sources is withdrawn, reduced, or limited in any
way after the effective date of this Agreement and prior to completion of the work in this
Agreement, the Agency may:
a. Terminate this Agreement with 30 days advance notice. If this Agreement is
terminated, the parties shall be liable only for performance rendered or costs
incurred in accordance with the terms of this Agreement prior to the effective date of
termination;
b. Renegotiate the terms of the Agreement under those new funding limitations and
conditions;
c. After a review of project expenditures and deliverable status, extend the end date of
this Agreement and postpone deliverables or portions of deliverables; or,
d. Pursue such other alternative as the parties mutually agree to writing.
MAINTENANCE OF RECORDS
The parties to this Agreement shall each maintain books, records, documents and other
evidence that sufficiently and properly reflect all direct and indirect costs expended by either
party in the performance of the services described herein. Documents must also support
performance and costs of any nature expended in the performance of this Agreement. These
records shall 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 of the Agreement and the Office of the State
Auditor, federal auditors and any persons duly authorized by the parties shall have full access
and the right to examine any of these materials during this period.
Contract Number: K6454
File Name: K6454_MasonCLassA_Contract Page 3 of 7
If any litigation, claim or audit is started before the expiration of the six (6) year period, the
records shall be retained until all litigation, claims, or audit findings involving the records have
been resolved.
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, consistent
with applicable laws. Each party will utilize reasonable security procedures and protections to
assure that records and documents provided by the other party are not erroneously disclosed to
third parties. However, the parties acknowledge that State Agencies are subject to chapter
42.56 RCW, the Public Records Act.
SITE SECURITY
While on Agency premises, Mason County, its agents, employees, or Subcontractors shall
comply with the Agency security policies and regulations.
RIGHTS IN DATA
Unless otherwise provided, data that originates from this Agreement shall be “works for hire” as
defined by the U.S. Copyright Act of 1976 and shall be owned by WSDA. Data shall 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.
INDEPENDENT CAPACITY
The employees or agents of each party who are engaged in the performance of this Agreement
shall continue to be employees or agents of that party and shall not be considered for any
purpose to be employees or agents of the other party.
AGREEMENT ALTERATIONS AND AMENDMENTS
This Agreement may be amended by mutual agreement of the parties. Such amendments shall
not be binding unless they are in writing and signed by personnel authorized to bind each of the
parties.
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 shall be liable only for performance
rendered or costs incurred in accordance with the terms of the Agreement prior to the effective
date of termination.
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 15 working days of receipt of
written notice. If the failure or violation is not corrected, this Agreement may be terminated
immediately upon receipt of written notice of the aggrieved party to the other.
CONFLICT OF INTEREST
WSDA may, by written notice to Mason County, terminate this Agreement if it is found after due
notice and examination by the Director of the Department of Agriculture, and/or the designee
authorized in writing to act on the Director’s behalf, that there is a violation of the State Ethics
Law, chapter 42.52 RCW; or any similar statute involving Mason County in the procurement of
Contract Number: K6454
File Name: K6454_MasonCLassA_Contract Page 4 of 7
or performance under this Agreement. Unless stated otherwise, the signatory of this Agreement
is the Director’s designee.
In the event this Agreement is terminated as provided above, WSDA shall be entitled to pursue
the same remedies against Mason County and its agent the Mason County Noxious Weed
Control Board as it could pursue in the event of a breach of the Agreement by Mason County.
The rights and remedies of WSDA provided for in this clause shall not be exclusive and are in
addition to any other rights and remedies provided by law.
FUNDING CONTINGENCY
WSDA may unilaterally terminate all or part of this contract, or may reduce its plan of work and
budget, if there is a reduction in funds by the source of those funds, and if such funds are the
basis for this Agreement.
DISPUTES
In the event that a dispute arises under this Agreement, 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.
LICENSING, BONDING, INDUSTRIAL INSURANCE AND OTHER INSURANCE COVERAGE
Mason County and its agent the Mason County Noxious Weed Control Board shall ensure that
all contractors hired to perform services under this Agreement shall comply with all applicable
licensing and bonding requirements for the type of service to be performed, and with the
provisions of Title 51, Industrial Insurance. Mason County and its agent the Mason County
Noxious Weed Control Board shall also ensure that all contractors provide proof of an adequate
amount of commercial general liability insurance coverage for the activities to be performed
under any subcontract.
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 shall be
construed to conform to those laws. In the event of a lawsuit involving this contract, venue shall
be proper only in Thurston County, Washington.
In the event of an inconsistency in the terms of this Agreement, or between its terms and any
applicable statute or rule, the inconsistency shall be resolved by giving precedence in the
following order:
a. Applicable state and federal statutes and rules;
b. The Terms and Conditions of this Agreement;
c. Plan of work (Attachment A);
d. Proposal (Attachment B); and
e. Any other provisions of the Agreement, including material incorporated by
reference.
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 shall not be unreasonably withheld.
WAIVER
A failure by either party to exercise its rights under this Agreement shall not preclude that party
from subsequent exercise of such rights and shall not constitute a waiver of any other rights
under this Agreement. Waiver of any default or breach shall not be deemed to be a waiver of
any subsequent default or breach. Any waiver shall not be construed to be a modification of the
Contract Number: K6454
File Name: K6454_MasonCLassA_Contract Page 5 of 7
terms of this Agreement unless stated to be such in writing and signed by personnel authorized
to bind each of the parties.
SEVERABILITY
If any term or condition of this Agreement is held invalid, such invalidity shall not affect the
validity of the other terms or conditions of this Agreement.
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 shall be
deemed to exist or to bind any of the parties hereto.
CONTRACT MANAGEMENT
The Agreement administrator for each of the parties shall be responsible for and shall be the
contact person for all communications and billings regarding the performance of this Agreement.
Fax: (360) 902-2094
All communications between the parties relating to this Agreement and any billings and
payments will be directed to those persons. Either party may change administrators by notifying
the other in writing.
IN WITNESS WHEREOF, the parties have executed this Agreement.
STATE OF WASHINGTON
DEPT. OF AGRICULTURE
MASON COUNTY
By: By:
Title: Assistant Director, Plant Protection
Division
Title:
Date: Date:
Contract Number: K6454
File Name: K6454_MasonCLassA_Contract Page 6 of 7
ATTACHMENT A
Plan of Work
Mason County
and its agent the Mason County Noxious Weed Control Board
Giant Hogweed Eradication
Ending June 30, 2026
The Mason County Noxious Weed Control Board will treat the class A noxious weed, giant
hogweed (Heracleum mantegazzianum), with the goal of eradication.
Reimbursement for travel expenditures shall not exceed allowable costs as set forth in
Washington State travel regulations, contained in the Office of Financial Management State
Administrative and Accounting Manual, Chapter 10, Section 90.
DELIVERABLES
The Mason County Noxious Weed Control Board will accomplish all proposed tasks as stated in
the proposal (Attachment B). The Mason County Noxious Weed Control Board shall submit a
final written report to the Washington State Noxious Weed Control Board, on or before June 30,
2026. The report shall include, at a minimum, the following information:
1. Details of herbicide use including application methods, rates and equipment.
2. Flower and seed head control details.
3. Copies of spray records where applicable.
4. Digital and hard copy photos of the infestation before, during and after treatment.
5. Details of communication with landowners where applicable.
6. Future plan for follow-up treatments and infestation monitoring.
Contract Number: K6454
File Name: K6454_MasonCLassA_Contract Page 7 of 7
Attachment B, Proposal
Attached separately as a PDF.
FY26 Class A and B Designate Noxious Weed Eradication Program Request
for Proposals
Washington State Noxious Weed Control Board
1
GENERAL INFORMATION
Applicant's name: Heidi Steinbach
Agency/organization name: Mason County Noxious Weed Control Program
Mailing address: 303 N. Fourth Street, Shelton, WA 98584
Email address: hsteinbach@masoncountywa.gov Phone number: (360) 427-9670 ext. 592
Please provide brief background information about the lead organization and partners:
The Mason County Noxious Weed Control Board (MCNWCB) was reactivated in 2003 after nearly 20
years of inactivity. The program currently funds a full-time coordinator and a 6-month, seasonal noxious
weed specialist. Both are licensed applicators with aquatic, agricultural, ornamental and right-of-way
endorsements. MCNWCB works with public and private landowners to provide educational programs and
materials, survey, and control noxious weeds. MCNWCB has developed partnerships with multiple large
landowners, including but not limited to, Tacoma Public Utilities, Green Diamond Resource Company,
Hood Canal Coordinating Council, the Olympic National Forest, Washington State Department of
Transportation (WSDOT), Washington State Parks, Washington State Department of Natural Resources
DNR), and other public and private landowners. These partnerships help facilitate “Early Detection,
Rapid Response” to new infestations of noxious weeds.
MCNWCB has successfully secured funding from partners such as the Washington State Department of
Agriculture (WSDA), Washington State Noxious Weed Control Board, United States Department of
Agriculture, Forest Service, Washington State Department of Ecology, Bonneville Power Administration,
Washington State Parks, and others to complete similar projects. These projects involve citizen
engagement, education and outreach, survey, documentation, and noxious weed control. Supplemental
funding from grants and interagency agreements is a key component of noxious weed control efforts in
Mason County.
Name of the Class A or B Designated noxious weed:
Giant hogweed (Heracleum mantegazzianum) - Class A
Perennial pepperweed (Lepidium latifolium) - Class B - Designate
Current total known acres in your county (please specify if using total infested acreage or total solid
acreage):
MCNWCB estimates there are less than 14 infested acres of perennial pepperweed and less than 20
infested acres of giant hogweed in Mason County.
FY26 Class A and B Designate Noxious Weed Eradication Program Request
for Proposals
Washington State Noxious Weed Control Board
2
How much of this acreage/infestation will be treated in this proposed eradication project?
MCNWCB will treat 7 infested acres of perennial pepperweed and 12 infested acres of giant hogweed.
Other known giant hogweed and perennial pepperweed infestations in the county are being treated by
Hood Canal Salmon Enhancement Group (HCSEG), WSDOT and Skokomish Indian Tribe.
Please briefly describe the nature of the known infestation, including number of known sites or
populations (if applicable), geographic extent, habitat types, and if the infestations are on private
lands, public lands, or both. Date when infestation was first identified.
Giant hogweed MCNWCB first documented and began treating giant hogweed in 2007. Giant hogweed
is a Class A noxious weed that poses public health and safety hazards due to the phototoxic sap it
produces. We have giant hogweed documented on private properties, including private residences and
privately owned industrial properties. It is also documented on properties owned by City of Shelton,
WSDOT, Skokomish Indian Tribe and Squaxin Island Tribe.
Perennial pepperweed, a Class B noxious weed, was first documented along the Hood Canal in 2018.
The Hood Canal is a natural fjord, which travels through Mason, Kitsap, and Jefferson Counties, and is of
great economic, cultural, and ecological importance. Marine shorelines such as the Hood Canal are
considered “shorelines of statewide significance.” It is home to several vulnerable native species, supports
a local shellfish industry and provides recreation and tourism opportunities. The spread of perennial
pepperweed threatens the health of this ecosystem by displacing native vascular plants that provide
habitat, forage, and aid in nutrient and water cycling.
The full extent of noxious weed infestations along the Hood Canal is unknown due to the limited number
of invasive plant surveys completed in the area. To develop an effective control strategy, it is critical that
we accurately understand infestation levels. MCNWCB staff have recorded perennial pepperweed along
Hood Canal shoreline in Mason County at five locations. All five sites are estuarine environments and are
a mix of public and private lands. This year MCNWCB completed seven years of perennial pepperweed
control at Belfair State Park and five years of control at the mouth of Rendsland Creek near Tahuya, WA.
There are two known perennial pepperweed infestations that are being managed by other groups. One is
located at Theler Wetlands in Belfair, Washington and is managed by HCSEG. The other is on
Skokomish Indian Tribe property and is managed by the Skokomish Indian Tribe.
Do you plan to treat all sites in your county or jurisdiction, or will you target specific sites?
There are active control plans for all known giant hogweed sites in Mason County. MCNWCB will
complete giant hogweed treatments at a minimum of 25 sites in the county. We are assisting all private
property landowners, the City of Shelton, and Squaxin Island Tribe with giant hogweed control. WSDOT
is treating sites on State Highways 106 and 101. WSDOT staff are also assisting Skokomish Indian Tribe
control giant hogweed sites found on Tribal property near Highways 101 and 106. MCNWCB will take
FY26 Class A and B Designate Noxious Weed Eradication Program Request
for Proposals
Washington State Noxious Weed Control Board
3
on these treatments for Skokomish Indian Tribe if WSDOT is unable to continue work in 2026. We will
notify the landowners and offer assistance with treatment if new sites are found.
MCNWCB plans to control perennial pepperweed at three locations. One site is located at Belfair State
Park and two are on private properties along the Hood Canal near the mouth of Rendsland Creek.
Perennial pepperweed at the mouth of the Skokomish River is being controlled by the Skokomish Indian
Tribe and HCSEG is controlling the site at Theler Wetlands. There are active control plans for all known
perennial pepperweed sites. If new infestations are found, we will complete control if time and funding
allow.
What IPM methods and materials are to be used in the eradication project? Include information on
the timing of each control measure. Please note that all treatments paid for by this pass-through
funding must occur on or before June 30, 2026.
MCNWCB staff and work crews are controlling perennial pepperweed through mechanical, manual, and
chemical means. The ideal treatment window is at the bolt-bud stage during late May through early June.
In areas where native vegetation is already abundant, staff and crew may hand-pull plants or complete
very careful herbicide applications. Where there is a high cover of perennial pepperweed, plants are
bundled with rubber bands, deadheaded, and with PVC tube barriers plants are sprayed with an aquatic
approved herbicide. MCNWCB has tried treating with imazapyr, aminopyralid, and triclopyr amine with
varying results. Imazapyr seems to be the most effective and is the herbicide we are currently using for
treatment. We are looking for funding opportunities to help cover the purchase of native plants or seeds to
help re-vegetate sites.
MCNWCB is using a combination of manual and chemical control at giant hogweed sites. At some sites
we have completed 7 + years of thorough treatments and are starting to see a sharp decrease in plants. We
are able to manually remove plants at these sites, through careful digging and disposal in sealed garbage
bags. At sites that still require herbicide treatments we are completing foliar treatments using Garlon 3A.
When we encounter blooming plants, we carefully deadhead flowers and dispose of flowers in sealed
garbage bags. We then complete foliar treatment for non-blooming and deadheaded plants. We have one
site on Squaxin Island Tribe property, where we are not approved to use herbicides due to proximity to
Tribal owned shellfish farm. We are manually removing plants through digging when possible and
repeatedly deadheading blooming plants until they reach the end of their natural lifecycle.
What previous control work has been done (include any IPM methods)? Include information on the
timing of each control measure and outcomes. If none please state so.
Perennial pepperweed - MCNWCB staff and crews have completed treatments (manual, mechanical, and
chemical) at Belfair State Park since 2018. MCNWCB and crews began mechanical control of perennial
pepperweed at the mouth of Rendsland Creek in 2021, after it was discovered at the end of the season in
2020. In 2022, MCNWCB received landowner waivers from private landowners to complete the first
chemical treatment of perennial pepperweed at Rendsland Creek. This infestation received manual and
FY26 Class A and B Designate Noxious Weed Eradication Program Request
for Proposals
Washington State Noxious Weed Control Board
4
chemical treatments in 2023 and 2024. Treatments have been successful at reducing perennial
pepperweed at these sites.
The perennial pepperweed site at Theler Wetlands Preserve in Belfair, WA is being controlled using
manual removal and herbicide treatment. The infestation on the Skokomish Indian reservation on Hood
Canal shoreline is being manually controlled.
Giant hogweed – MCNWCB has been controlling giant hogweed for public and private landowners since
2007. We use a combination of manual removal, herbicide application and deadheading blooming plants.
We begin our giant hogweed survey and control in May and continue this through June and July until
completed. In some cases, we will revisit sites a few weeks after initial treatment to ensure no plants were
missed. At sites that have received 7+ years of treatment we are starting to see a great reduction in plants
present during our survey.
Please briefly describe steps to assure that all applicable laws will be followed if herbicides are used,
e.g., permit coverage, applicant licensing, site-posting.
MCNWCB has an interagency agreement with Washington State Parks for control at State Parks within
Mason County. This agreement acts as a permission and waiver of liability to complete herbicide
treatments. The City of Shelton, Squaxin Island Tribe and private property landowners have completed
MCNWCB waivers of liability. This allows our staff to survey and treat noxious weeds at these sites as
needed.
MCNWCB annually applies for The National Pollutant Discharge Elimination System ‘Letter of Limited
Agent Status’ which allows staff to complete perennial pepperweed and giant hogweed treatments near
water. This coverage includes all areas, herbicides, and species identified in this proposal. On-site
postings are used to notify the public about on-going or previous herbicide applications.
The program currently funds a full-time coordinator and extra-help noxious weed specialist who are both
licensed applicators with aquatic, agricultural, ornamental and right-of-way.
Do you anticipate that enforcement of Washington State noxious weed law might be necessary in
the process of the eradication? If yes, please provide a brief description of the readiness of involved
county weed board(s) to carry out such enforcement within the proposal period.
MCNWCB does not anticipate that enforcement will be necessary. All the landowners with known
infestations of these noxious weeds are compliant and happy to participate in ongoing control efforts.
If the infestation to be eradicated lies in more than one county or jurisdiction, please provide a brief
description of any coordinated efforts to treat and eradicate the entire infestation in all applicable
jurisdictions.
MCNWCB will only be controlling perennial pepperweed and giant hogweed sites found in Mason
County.
FY26 Class A and B Designate Noxious Weed Eradication Program Request
for Proposals
Washington State Noxious Weed Control Board
5
Perennial pepperweed is found growing at Belfair State Parks we have an active interagency agreement to
control noxious weeds in State Parks in Mason County. Giant hogweed is found in the City of Shelton,
WSDOT and Tribal owned property. We will work with staff at the City of Shelton, WSDOT and
Squaxin Island to ensure sites are treated and assist when needed. If these weeds are found bordering or
extending into neighboring counties, we will notify the neighboring noxious weed programs to ensure the
entire extent of infestations are controlled.
Please describe local support (include match funding or in-kind efforts from local groups, county,
municipalities, or volunteer efforts.)
Washington State Parks and MCNWCB have previously held an interagency agreement to help fund
noxious weed control efforts at State Parks. Our previous agreement was $10,000 and helped cover
salaries and supplies related to noxious weed management. This interagency agreement expired June 30,
2025. We do not have a new agreement in place yet, but we anticipate State Parks will provide similar
amounts for control work planned for July 1, 2025 – June 30, 2027.
MCNWCB has a land use agreement with the City of Shelton to treat noxious weeds on City of Shelton
Property. This agreement helps facilitate “early detection and rapid response” to noxious weed
infestations. HCSEG and Skokomish Indian Tribe are controlling perennial pepperweed at Theler
Wetlands and on Skokomish Indian Tribe lands. WSDOT controls giant hogweed sites found on State
Highways. MCNWCB has aided all these groups with plant identification and control recommendations.
Mason County has also covered giant hogweed and perennial pepperweed treatments with the County
General fund. Costs include but aren’t limited to - staff time, herbicides, tools, travel, mailings and
outreach. So far in 2025 we have used $3,100 from the county general fund for survey and control of
these species.
Please describe any post-eradication plans to monitor the project area, prevent, and respond to any
infestation. Will you be conducting any outreach with landowners to help in early detection?
MCNWCB educates community members in Mason County about the identification and impacts of
perennial pepperweed, giant hogweed and other noxious weeds. This is done through site visits,
community events, Mason Shelton Journal articles, webpage and our bi-monthly newsletter. We will
write an article for the Fjord Magazine to educate community members about identification, impacts and
control recommendations for perennial pepperweed and giant hogweed. This is a great way to educate the
community about these plant species, receive reports of new sites, and gain cooperation with new
landowners.
Infested areas will be monitored throughout the year and control will be carried out as needed. After
plants are eradicated at current sites, we will re-visit areas annually for at least five years to ensure
infestations do not return.
FY26 Class A and B Designate Noxious Weed Eradication Program Request
for Proposals
Washington State Noxious Weed Control Board
6
We are looking for and hope to pursue additional funding to purchase native plant seeds and plugs to
revegetate control sites. Adding competition from native plants will reduce the re-infestation of controlled
noxious weeds.
Estimated date when the current infestation would be eradicated (no living plants or propagules), if
it were assumed that the requested funding and the matching funds of project partners were
continued annually.
The seed viability of perennial pepperweed is short (about 2 years). With cooperation from all affected
property owners, we estimate that perennial pepperweed will be eradicated in 2028. The seed viability for
giant hogweed is 7-15 years. We estimate giant hogweed will be eradicated in Mason County in 2040.
Dollar amount of funding requested for FY26 ($5000 maximum):
We are requesting $5,000 for this control project. $3,500 to be used for giant hogweed control and $1,500
to be used for perennial pepperweed control.
Matching funds, whether cash or in-kind, offered by other project partners not otherwise included
above. Note that matching funds are not required, but discussion and disclosure of matching funds
are required. If there are no matching funds, please state this.
We have previously had an interagency agreement with Washington State Parks to help fund staff time
for noxious weed control and surveys. This funding agreement expired June 30, 2025 and provided
10,000 to MCNWCB for noxious weed control at Washington State Parks. We are expecting another
interagency agreement with Washington State Parks that will cover $10,000 of noxious weed control
from July 1, 2025 – June 30, 2027.
We have a land use agreement with the City of Shelton to help facilitate noxious weed control. The City
of Shelton has also been very cooperative and shown a strong dedication to controlling noxious weeds.
The Mason County general fund will be used to help cover perennial pepperweed and giant hogweed
control work on private properties. In 2025, to date we’ve spent $3,100 from the county general fund on
giant hogweed and perennial pepperweed control.
Successful Projects will be required to submit accomplishments and a final report.
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From:Ext: 592
WSU Extension
Action Agenda:
Public Hearing:
Briefing Date(s): December 1st , 2025 Agenda Date(s): 12/9/2025
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: Interagency agreement between Washington State Parks and Recreation Commission and Mason
County Noxious Weed Control Board – Agreement No. IA 527-131.
Background/Executive Summary: Mason County Noxious Weed Control Board was awarded $10,000
from Washington State Parks and Recreation Commission to be used for control of noxious and invasive
weeds.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): This agreement
will provide $10,000 to be used for noxious weed control at Washington State Parks within Mason
County. It will provide a maximum of $10,000 for the 2027 budget year. This will assist with funding the
extra-help noxious weed position and facilitate noxious weed control at Washington State Parks within
Mason County.
Public Outreach: NA
Requested Action: Approval to place Interagency agreement between Washington State Parks and
Recreation Commission and Mason County Noxious Weed Control Board – Agreement No. IA 527-131
on action agenda for signature.
Attachment(s): Interagency agreement between Washington State Parks and Recreation Commission and
Mason County Noxious Weed Control Board – Agreement No. IA 527-131
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Kim Monroe Ext: 422
Human Resources
Action Agenda:
Public Hearing:
Briefing Date(s): 12/01/2025 Agenda Date(s): 12/09/2025
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:
Approval of the November 2025 – December 2029 Collective Bargaining Agreement (CBA) for
Lieutenants Command Guild representing Mason County Sheriff’s Office.
Background/Executive Summary:
We have reached an agreement for the first labor contract with the MCSO Lieutenant’ s Guild as of
November 10, 2025. This concludes the ongoing efforts to reach an agreement since the certification of
the bargaining unit in October of 2024.
Key terms are summarized as follows:
Effective Nov 1, 2025- Wage adjustment of 11.60%. This resolves compression issues that exist between
the Sergeants’ class and the Lieutenants while maintaining our compensation within a comfortable range
of comparable counties.
January 2027 – 2% wage adjustment
January 2028 – 2% wage adjustment
January 2029 – 2.5% wage adjustment
Healthcare premiums increase by $52 per year, consistent with non- represented and other contracts.
Vacation/ Sick Leave accrual and Longevity remain consistent with County Policy.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
Human Resources is working with Financial Services to finalize the total package cost.
Requested Action:
Approval of the November 2025 – December 2029 Collective Bargaining Agreement (CBA) for
Lieutenants Command Guild representing Mason County Sheriff’s Office.
Attachment(s):
November 2025 – December 2029 Collective Bargaining Agreement (CBA) for Lieutenants Command
Guild representing Mason County Sheriff’s Office.
COLLECTIVE BARGAINING AGREEMENT
11/01/2025 to 12/31/2029
By and Between
MASON COUNTY
And the
MASON COUNTY SHERIFF’S OFFICE
LIEUTENANTS COMMAND GUILD
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2025-2029 Agreement - Mason County Sheriff Office – Command Lieutenants Guild
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Table of Contents
PREAMBLE ..................................................................................................................................................... 3
ARTICLE 1: RECOGNITION ............................................................................................................................. 4
ARTICLE 2: GRIEVANCES ................................................................................................................................ 5
ARTICLE 3: UNLAWFUL ACTIVITY .................................................................................................................. 7
ARTICLE 4: LIEUTENANTS BILL OF RIGHTS..................................................................................................... 8
ARTICLE 5: RIGHTS OF MANAGEMENT ....................................................................................................... 10
ARTICLE 6: WAGES AND BENEFITS .............................................................................................................. 11
ARTICLE 7: HOLIDAYS .................................................................................................................................. 13
ARTICLE 8: HOURS OF WORK ...................................................................................................................... 13
ARTICLE 9: VACATION LEAVE ...................................................................................................................... 14
ARTICLE 10: SICK LEAVE, BEREAVEMENT LEAVE AND FMLA ...................................................................... 15
ARTICLE 11: CIVIL LEAVE ............................................................................................................................. 19
ARTICLE 12: LONGEVITY .............................................................................................................................. 19
ARTICLE 13: HIRING ..................................................................................................................................... 19
ARTICLE 14: SAVINGS CLAUSE ..................................................................................................................... 20
ARTICLE 15: DURATION (OPEN) .................................................................................................................. 21
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2025-2029 Agreement - Mason County Sheriff Office – Command Lieutenants Guild
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PREAMBLE
This agreement entered into by the County of Mason, hereinafter referred to as the
Employer," and the Mason County Sheriff’s Office Command Guild, hereinafter referred
to as the "Guild," has as its purpose to set forth the entire agreement of the parties with
respect to salaries, hours, and other conditions of employment for uniformed MCSO mid-
management employees identified in Article I. The promotion of harmonious relations
between the Employer and the Guild depends upon an equitable and peaceful procedure
for the resolution of differences.
In public interest, the parties covered by this agreement agree to make a concerted effort
to avoid conflicts of interest between mid-management members of the Guild and the
uniformed rank-and-file subordinates over whom the Lieutenants exercise authority on
behalf of the Employer. (PERC Doctrine)1
1www.perc.wa.gov
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2025-2029 Agreement - Mason County Sheriff Office – Command Lieutenants Guild
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ARTICLE 1: RECOGNITION
Section 1. Bargaining Agent: The Employer recognizes the Guild as the sole and
exclusive bargaining agent for the purpose of negotiations concerning salaries, hours,
and other conditions of employment for all full-time uniformed Lieutenants who is a fully
commissioned law enforcement officer working at the Mason County Sheriff’s Office,
excluding the Sheriff, Sergeants, nonsupervisory uniformed Sheriff’s Deputies,
confidential employees, and all other employees pursuant to the certification issued by
the Public Employment Relations Commission in case number 141321-C-21 DECISION
13976 – PECB ORDER CLARIFYING BARGAINING UNIT dated October 23, 2024.
Section 2. Membership: No employee in the bargaining unit shall be required to
become a member of the Guild as a condition of employment. It is recognized that the
Guild is required both under law and under this Agreement to represent all of the
employees in the bargaining unit fairly and equally without regard to whether or not the
employee is a member of the Guild.
Section 3. Guild Dues and Fees: The Employer shall make deductions for Guild dues
and/or service fees in the amount certified by the Guild Secretary from the wages of each
employee in the bargaining unit who executes a properly written authorization, and such
deductions shall be remitted each month to the Guild. New employees other than
provisional or emergency appointees shall be given thirty (30) days in which to authorize
dues deductions. Guild representatives shall be given time with each new employee to
discuss Guild membership, consistent with State Law.
Section 4. Deduction: The Guild agrees to supply the Employer with a statement of
deduction to be withheld each month. The Employer shall make deductions for the
current month's dues and/or service fees only and shall not be responsible for the
collection of any dues or service fees that may be in arrears. Deductions shall be promptly
transmitted to the Guild by check payable to its order or EFT. Upon issuance and
transmission of the check to the Guild, the Employer's responsibility shall cease with
respect to the deduction covered thereby.
Section 5. Administration: An employee may cancel their payroll deduction of dues
and/or service fees by written notice to the Employer and/or the Guild, either of whom will
notify the other. The cancellation will become effective on the second payroll after receipt
of the notice.
Section 6. Hold Harmless: The Guild agrees to indemnify, defend and hold harmless
the County from any and all claims and actions that arise as a result of actions taken by
the County in administering this Article of the Agreement. The Guild shall refund to the
Employer any amounts paid in error on account of the check-off provision upon
presentation of proper evidence thereof.
Section 7. Delegates: It is mutually agreed that only Guild members of this unit shall
engage in active participation in Guild affairs of this unit, or serve in a role of leadership
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2025-2029 Agreement - Mason County Sheriff Office – Command Lieutenants Guild
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of the unit such as: serving as a delegate or representative, serving on negotiating or
other Guild committees, or participating in other similar activities to the interest of the
unit.
Section 8. Discrimination: The Guild agrees to accept employees as members
without discrimination as to race, color, creed, sex, sexual orientation, national origin or
physical, sensory or mental disability or protected classes under the law.
Section 9. Officers: The Guild agrees to supply the Employer with lists of officers
of the Guild and representatives and to keep such lists current. The Employer will
recognize the officers and representatives, or shop stewards.
Section 10. Communication: The parties will communicate with each other and
provide notice on matters of concern using e-mail and written correspondence. Notice
is deemed to be served if communicated to a member of Administration or the Human
Resources Director for the Employer (except for Step 1 Grievances) or the Executive
Board for the Guild, who agree to ensure that their own constituents are notified and
copied appropriately. The parties agree to respond within a reasonable time frame.
ARTICLE 2: GRIEVANCES
Section 1. The term "grievance" shall mean any dispute between the Employer and
the Guild or an employee covered by this Agreement, concerning the interpretation,
application, claim, or breach or violation of the terms of this Agreement and established
personnel matters. The purpose of this grievance procedure is to provide a procedural
means for the timely resolution of disagreements arising from misapplication or
misinterpretation of the terms and conditions of this agreement. At the discretion of the
Guild or employee, all disputes relating to the discipline or discharge of an employee shall
be presented to either the Civil Service Commission or the Public Employment Relations
Commission for their exclusive handling.
Section 2. Employees will be unimpeded and free from restraint, interference,
coercion, discrimination, or reprisal in seeking adjudication of their grievances.
Section 3. Any time limits stipulated in the grievance procedure may be extended for
stated periods of time by appropriate parties by mutual agreement in writing with copies
to the Guild and the Employer.
Section 4. Failure by an employee or the Guild to comply with any time limitations of
the procedures in this Article shall automatically constitute withdrawal of the grievance.
Failure of the Employer to comply with any time limitations of a procedure of this Article
shall automatically permit the aggrieved employee to advance his/her grievance to the
next step of these procedures.
Section 5. A grievance of interest to two or more employees may be filed as a "group
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grievance" at Step 2 of the Grievance procedure and be processed within the time limits
set forth herein.
Section 6. Grievances shall be initiated at the lowest level within the grievance
procedure where the decision making authority lies to grant the requested remedy. Any
grievance filed at the wrong level will be moved to the appropriate level for hearing.
GRIEVANCE PROCEDURES:
STEP 1: Before filing a written grievance, the employee and/or the Guild shall
discuss the potential grievance with the employee's supervisor within fourteen (14)
calendar days from the date of occurrence of the alleged grievance or knowledge
of the occurrence of the alleged grievance.
If the matter cannot be resolved verbally, the supervisor shall make a decision in
writing within fourteen (14) calendar days from the date the alleged grievance was
discussed and give the written response to the Guild and employee. If this resolves
the matter , then no further action is necessary. However, if it does not resolve the
grievance, the grievance may be submitted to Step 2.
STEP 2: The grievance shall be presented in writing by the Guild to the Sheriff.
This shall include the specific grievance; Article or policy allegedly violated, and
the remedy sought. The grievance shall be submitted within fourteen (14) calendar
days from the date the written response is received from the Supervisor.
The Sheriff shall meet with all concerned parties including Guild representative(s)
and respond in writing within fourteen (14) calendar days of that meeting.
STEP 3: lf the grievance is not settled in Step 2, the grievance (as was previously
set forth in writing) may be submitted to the Human Resources Director within
twenty-one (21) calendar days of the Sheriff’s action, with a request for a meeting.
The Human Resources Director shall meet with the Guild within twenty-one (21)
calendar days of its receipt of the grievance. Within twenty-one (21) calendar days
of the meeting, the Human Resources Director shall send a written answer to the
Guild regarding the grievance.
STEP 4: If a non-disciplinary grievance is not resolved at Step 3, the non-
disciplinary grievance as previously set forth in writing, shall be submitted to PERC
Public Employees Relations Commission) within thirty (30) calendar days of the
Human Resource Director’s written response. PERC shall provide a list of five
5) Arbitrators and the Guild and Employer shall strike names until an Arbitrator is
selected.
In connection with any proceedings of the arbitration held pursuant to the Agreement, it
is understood as follows:
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A. The Arbitrator shall have no power to render a decision that will add to, subtract
from, alter, change, or modify the terms of this Agreement.
B. The decision of the Arbitrator shall be final, conclusive and binding upon the
Employer, the Guild and the employee(s) involved.
C. The prevailing party shall be exempted from the costs of the Arbitrator's fees.
Each party shall bear the cost of presenting its own case.
D. The Arbitrator's decision shall be made in writing and shall be issued to the
parties. The arbitrator will try to issue the decision thirty (30) calendar days
after the hearing is concluded.
E. For Disciplinary Grievances, the County and the Guild agree to follow the
procedures required by RCW 41.58.070 and any applicable administrative
code provisions.
ARTICLE 3: UNLAWFUL ACTIVITY
Section 1. The Employer agrees not to discriminate against any member for his/her
Guild activity. Neither the Employer, Guild , nor any employee shall in any manner whatsoever
discriminate against any employee on the basis of race, color, religion, creed, sex, marital
status, national origin, age, or sensory, mental or physical handicaps; Except, that such factors
may be considered in employment decisions where determined to be a bona fide occupational
qualification under the guidelines promulgated by the Federal Equal Employment opportunity
commission.
Section 2. No employee shall be discharged or discriminated against for engaging in lawful
Guild activities, fulfilling duties as an officer in the Guild, serving on a Guild committee or member
thereof, or exercising the employee’s rights as a Guild member, or for acting in compliance with
the rules of professional conduct as mandated by the Washington State Supreme Court.
Section 3. Prohibition of Strikes for uniformed employees of the MCSO shall be governed
by RCW 41.56.490.
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ARTICLE 4: LIEUTENANTS BILL OF RIGHTS
The County retains the right to adopt rules for the operation of the Mason County Sheriff's
Office and the conduct of its employees provided that such rules do not conflict with
County ordinances, County and State Civil Service Rules and Regulations as they exist,
or any provision of this Agreement. It is agreed that the County has the right to discipline,
suspend, demote or discharge employees pursuant to Mason County Civil Service Rules.
In the event there is a conflict between the procedures set forth below and the MCSO
Policy Manual or Civil Service, the MCSO Policy Manual and Civil Service Rules shall
govern.
a. In an effort to ensure that disciplinary interviews are conducted in a manner, which is
conducive to good order and discipline, the Guild shall be entitled to the protection of
what shall hereafter be termed as the "Police Officer Bill of Rights ." A "disciplinary
interview" shall mean questioning by a person in authority over an employee when the
interviewer either knows or reasonably should know that the questioning concerns a
matter that could lead to suspension, demotion, or termination.
b. Every employee who becomes the subject of a disciplinary interview shall be advised,
in writing, a minimum of forty-eight (48) hours prior to the time of the interview that
he/she is suspected of: 1. Committing a criminal offense; 2. misconduct that would be
grounds for termination, suspension or demotion, and, 3. that he/she has the right to
Guild or attorney representation during the interview.
c. Any employee who becomes the subject of a criminal investigation may have legal
counsel present during all interviews. Nothing in this Agreement, however, shall be
deemed a waiver of an employee's right to Guild representation. A criminal investigation
as used herein shall be interpreted as any action, which could result in the filing of a
criminal charge.
d. In criminal matters, employees will either be ordered to answer questions or informed
that they are not required to answer the employer's questions as a condition of
employment.
e. The employee shall be informed in writing as to whether he/she is a witness or
suspect before any interview commences.
f. The disciplinary interview of any employee shall be at a reasonable hour, unless the
exigency of the interview dictates otherwise. Whenever possible, interviews shall be
scheduled during the normal workday of the County.
g. The employee or County may request that a disciplinary interview be recorded, either
mechanically or by a stenographer. There can be no "off the record" questions. Upon
request, the employee, in a disciplinary interview, shall be provided an exact copy of
any written statement he/she has signed, or of a verbatim transcript of any interview.
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h. Interviewing shall be completed within a reasonable time and shall be done under
circumstances devoid of intimidation or coercion. In all disciplinary interviews, the
employee shall be afforded an opportunity and facilities to contact and consult privately
with an attorney of his/her own choosing, before being interviewed. Such opportunity to
contact and consult privately with a private attorney shall not unduly delay the
disciplinary interview. The employee shall be entitled to such reasonable intermissions,
as he/she shall request for personal necessities, meals, telephone calls, and/or rest
periods. The employee may be represented by either a private attorney or a Guild
representative during the interview.
i. All interviewing shall be limited in scope to activities, circumstances, or events which
pertain to the employees conduct or acts which may form the basis for disciplinary
action under one (1) or more of the categories contained in two (2) herein.
j. The employee will not be threatened with dismissal or other disciplinary punishment
as a guide to attempt to obtain his/her resignation, nor shall he/she be subject to
abusive or offensive language or intimidation in any other manner. No promises or
rewards shall be made as an inducement to answer questions.
k. No employee shall be required to unwillingly submit to a polygraph
I. Should any section, subsection, paragraph, sentence, clause, or phrase in this article
be declared unconstitutional or invalid, for any reason, such decision shall not affect the
validity of the remaining portions of this article.
m. The investigation shall be completed in a reasonable amount of time in light of the
circumstances and discipline shall be imposed within a reasonable amount of time after
the conclusion of the investigation in accordance with Mason County Civil Service
Rules.
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ARTICLE 5: RIGHTS OF MANAGEMENT
Subject to the terms of this Agreement, it is understood and agreed that the County and
Sheriff possess the sole right to operate the Department, whether heretofore or
hereinafter exercised, and regardless of the frequency or infrequency of their exercise. It
is expressly recognized that such rights include, but are not limited to, the following:
A. To determine the Department's mission, policies, and set forth all standards of
service offered to the public.
B. To plan, direct, control and determine the operations or services to be conducted
by the employees.
C. To utilize personnel, methods, and means in the most appropriate and efficient
manner possible.
D. To manage and direct the employees of the Sheriff's Office.
E. To hire, promote, transfer, train, evaluate performance and retain employees in
positions of the Sheriff’s Office.
F. To establish work rules and rules of conduct.
G. To determine the size and composition of the workforce and to lay off employees
in the event of lack of work or funds.
H. Determine the methods, maintenance, equipment, number and kinds of personnel,
the job, work, or position content required to accomplish governmental operations
and maintain the efficiency of those operations.
I. Determine and change the number, locations, and types of operations, processes
and materials to be used in carrying out all County functions.
J. Control departmental budgets and financial policies, including accounting
procedures.
K. Make whatever actions are necessary in emergencies to ensure the proper
function of the Department.
Nothing in this agreement shall be construed to restrict the inherent right of the Office of
Sheriff with regards to the Sheriffs lawful authority under the Revised Code of
Washington (RCW) 36.28.010 and RCW 36.28.020, and the principles of Posse
Comitatus.
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ARTICLE 6: WAGES AND BENEFITS
Section 1. The monthly base wage is set forth below:
Effective on November 1, 2025, The base salary rate from October 31, 2025 will be
increased 11.6%
Effective on January 1, 2027, the base rate from December 31, 2026 will be increased
2.0%
Effective on January 1, 2028, the base rate from December 31, 2027 will be increased by
2.0%
Effective on January 1, 2029, the base rate from December 31, 2028 will be increased by
2.5%
BASE RATE Increase
Oct 31, 2025 11.60% 2% 2% 2.5%
November 1, 2025 January 1,2027 January 1, 2028 January 1, 2029
9,585.78 $10,697.73 $10,911.69 $11,129.92 $11,408.17
Section 2. The County shall provide indemnification and defense of an employee from
liability that may arise out of the good faith performance of his/her duties Lieutenants
PERC Mediation per the Ordinance No. 06-18, Mason County Policy and Procedure for
Defense and Indemnity of Employees.
Section 3. The County shall contribute as below each month during the term of this
Agreement for each eligible employee for medical, dental, vision, and life insurance
coverage. This contribution is to be applied to premiums for PEBB medical dental, vision
and life. Eligible employees are those regular full-time and regular part-time employees
compensated for eighty (80) man-hours (excludes vacation, and sick time upon
separation) or more per month during the calendar year.
A. Effective upon signing for the year of 2025, the contribution shall be one
thousand, five hundred and seventy dollars ($1570) per month during
the term of this Agreement for each eligible employee for medical,
dental, vision, and life insurance coverage.
B. Effective January 1, 2026, the contribution shall be increased to one
thousand six hundred and twenty-two dollars ($1622) per month during
the term of this Agreement for each eligible employee for medical,
dental, vision, and life insurance coverage.
C. Effective January 1, 2027, the contribution shall be increased to one
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thousand six hundred and seventy-four dollars ($1674) per month during
the term of this Agreement for each eligible employee for medical,
dental, vision, and life insurance coverage.
D. Effective January 1, 2028, the contribution shall be increased to one
thousand seven hundred and twenty-six dollars ($1726) per month
during the term of this Agreement for each eligible employee for medical,
dental, vision, and life insurance coverage
E. Effective January 1, 2029, the contribution shall be increased to one
thousand seven hundred and seventy-eight dollars ($1778) per month
during the term of this Agreement for each eligible employee for medical,
dental, vision, and life insurance coverage
Section 4. EAP: The Employer shall provide an Employee Assistance Program (EAP)
benefit for all bargaining unit employees.
Section 5. ACA: In the event the Employer is subject to carrier plan design change or
a penalty, tax, fine or increased costs as a result of requirements or provisions of the
ACA, not within the control of the Employer, the parties agree to meet and negotiate
regarding the impacts of any such cost or plan design impacts and immediately bargain
alternative provisions.
Section 6. Uniforms and Equipment: A quartermaster system of uniform acquisition will
continue to be used by the County. Management reserves the authority to revise the
required uniform list as necessary and needed with the Sheriff retaining final decision-
making authority on Department issued uniforms and equipment.
Section 7. Retirement: The County makes contributions to the Social Security System on
behalf of all eligible employees in addition to those contributions made by the employee through
FICA payroll deductions.
All regular uniformed employees in the Sheriff's Department are covered by the Law
Enforcement Officers and Firefighters Retirement System (LEOFF). Benefit levels and
contribution rates are set by the State of Washington.
Employees intending to retire should notify their Elected Official or Department Head of
their intent to retire at least six (6) months prior to the date of retirement.
The County participates in a Section 457 Deferred Compensation Plans which allows
employees to make tax deferred contributions up to certain dollar limits defined by the
IRS. Contributions and interest earnings from investments are not subject to income tax
withholding until time of receipt.
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ARTICLE 7: HOLIDAYS
Section 1. The following is a list of the annual recognized holidays for employees in
this bargaining unit:
Christmas Eve Day may be taken off based on the operational needs of the Sheriff. If this
cannot be accommodated, the employee will schedule an alternative date with their
supervisor’s approval.
Section 2. Where there is a conflict or difference between either a federal or state
designated holiday, the parties may agree to honor either one, but not both.
Section 3. When a recognized holiday falls on Saturday, the Friday preceding it will be
allowed; and when a recognized holiday falls on a Sunday, the Monday following will be
allowed as a regular paid holiday.
Section 4. Floating holidays may be taken at the discretion of the employee, provided
the approval of the Sheriff is obtained, and one (1) week’s advance notice is given. The
one (1) week notice requirement may be waived by the Sheriff. Floating holidays not
used by the end of the calendar year, during which they accrued, will be lost. Floating
holidays shall be used in whole hour increments.
Section 5. Employees shall be paid no more than eight (8) hours of holiday benefit pay
for that day, regardless of their work schedule.
ARTICLE 8: HOURS OF WORK
Hours of Work
The normal work week: shall consist of Forty (40) hours in a Seven (7) day work week,
as determined by the Sheriff as to specific work hours. Different work schedules may
be established by the Sheriff to meet job requirements and provide necessary Sheriff’s
Office services.
Command employees do not accrue overtime pay or comp time. Due to principles of
public accountability, an exempt employee’s salary may be reduced for a partial day
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absence of four (4) hours or more (or half the employee’s regular work day for an
employee working less than a full FTE), or such employee may be placed on leave
without pay for absences for personal reasons or because of injury or illness of less
than one work day when accrued leave is not used by an employee because:
1. Permission for its use has not been sought or has been sought and denied;
2. Accrued leave has been exhausted; or
3. Authorized use of leave without pay.
4. Any absence, taken in increments of fifteen (15) minutes, for the following reasons:
a. FMLA leave;
b. Participation in political activity;
c. Outside employment, subject to approval; or
Other activities that would be in violation of the Conflict-of-Interest policy if conducted
during regular business hours
ARTICLE 9: VACATION LEAVE
The Sheriff is responsible for scheduling its employees’ vacations without undue
disruption of department operations. Employer’s vacation leave approval will be based
on meeting the workload requirements of the Sheriff’s Department service
schedule. The Employer may deny an Employee a vacation at the time it is requested
based upon existing operational needs, exigencies, or emergencies. In the event of
conflicting vacation requests for the same time period, the employee with greater
continuous time in service in the position of Lieutenant shall have priority.
Section 1. Each regular full-time employee shall accrue paid vacation leave as follows:
Section 2. Employees do not accrue vacation benefits during leave without pay.
Section 3. Regular full-time employees must work, or be in a paid status, at least eighty
80) hours in a month to accrue vacation for the month.
Section 4. The first day of the month of hire shall be the effective date of subsequent
increases in the vacation accrual rate for employees hired between the first (1st) and the
fifteenth (15th) of the month. The first day of the month following the month of hire shall
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be the effective date of subsequent increases in the vacation accrual rate for employees
hired between the sixteenth (16th) and the last day of the month.
Section 5. Vacation leave requests shall be made timely by the Employee. Leave
requests shall normally be submitted, in writing, at least two (2) weeks prior to taking
vacation leave.
Section 6. The maximum vacation leave hours that may be accrued at any point in
time is four hundred (400) hours. No additional vacation leave accrual will be added to
the employee’s vacation leave benefit when the maximum accrual of four hundred (400)
hours has been attained.
Section 7. Upon separation of an employee by resignation with two (2) weeks’ notice,
layoff, dismissal, or death, the employee or beneficiary, thereof, shall be paid for unused
Vacation leave at the rate of being paid at the time of separation. Payment for unused
accrued Vacation leave upon separation by retirement will be in accordance with Mason
County Resolution 95-04. The time limit of the resignation may be waived at the
discretion of the Elected Official or designee.
ARTICLE 10: SICK LEAVE, BEREAVEMENT LEAVE AND FMLA
Section 1. Sick Leave Policy: For those employees covered by the LEOFF Act on or
after October 1, 1977 per the Washington State Paid Sick Leave law, RCW 49.46, WAC
296-130 and Initiative 1433, please refer to the Sick Leave Policy, chapter 7.2 in the
Mason County Personnel Policy.
Authorized uses of sick leave may be utilized as defined by RCW 49.46.210 (or
subsequent statutes).
Section 2. Sick Leave Cash Out:
Sick Leave Cash Out shall be governed by County Personnel Policies.
Section 3. Coordination Of Workers’ Compensation Benefits:
Employees under this bargaining unit are covered by the Washington State Department
of Labor & Industries Workers’ Compensation Program for on-the-job injuries and
occupational illnesses. For qualifying cases, Workers’ Compensation typically pays
approved medical costs and provides wage replacement.
If an employee is absent from work for one (1) or more days or receives medical attention
due to an injury or occupational disease resulting from County employment, the employee
shall file an application for Workers’ Compensation in accordance with state law.
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If an employee is injured on the job and requires immediate medical treatment, the
employee will be required to use sick leave. Unless the employee is on FMLA, sick leave
must be exhausted prior to using vacation leave. FMLA qualified leave shall run
concurrent with use of sick leave, vacation leave, unpaid leave, light duty assignment due
to a disabling injury or illness, and/or workers’ compensation time loss benefits. The
employee may continue health care benefits by self-paying insurance premiums for the
remainder of the time they receive Workers’ Compensation benefits.
Scheduled workdays falling within the first three (3) calendar days following the day of
injury are compensable through accrued sick leave. Time loss payments from a Workers’
Compensation claim begin on the fourth (4th) consecutive day after the injury and continue
during the period of disability, as allowed by the employee’s Workers’ Compensation
claim.
Employees who are temporarily disabled resulting from County employment and are
being compensated through Workers’ Compensation time loss payments are entitled to
vacation and sick leave accruals for up to six (6) months from the date of injury. The
employer will also continue to pay for the employer’s portion of health insurance
premiums for up to six (6) months from the date of injury, provided that the employee
continues to pay their share of premiums, if any. It is the responsibility of the employee to
contact and follow the direction of DRS, while they are on time loss payments, to ensure
continuation of retirement service credit accrual.
An employee cannot be compensated simultaneously, for time missed due to an on-the-
job injury or occupational illness which is directly traceable to employment with the
County, using leave accruals and Workers’ Compensation time loss payments. If the
employee is certified unable to work, the employee must complete the Leave Choice
Option form (https://masoncountywa.gov/departments/human_resources/forms.php) to
notify the employer of their selection. Employees must complete and submit the form to
Human Resources no later than the fifth (5th) consecutive day of time missed due to an
on-the-job injury or occupational disease. Failure to submit the form, or until eligibility for
Workers’ Compensation is determined by the Dept. of L&I, all applicable leave accruals
may be used automatically to supplement such payments, provided that the employee
shall return any subsequent over payment to the County in the form of deductions from
subsequent wage payments in accordance with RCW 49.48.210.
The employee must use the Leave Choice Option form to select whether they would like
to supplement time loss payments with the use of accrued sick leave or use their accrued
leave for the entire pay period and buy back the accrued leave (sick leave, vacation, )
with their Workers’ Compensation time loss payments.
Supplementing:
If supplementing, sick leave pay shall be used to supplement Workers’ Compensation
time loss benefits in an amount equal to the difference between the compensation to
which the person is entitled under the Industrial Insurance Act and regular County gross
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pay. Accrued vacation and/or comp time may be used in a like manner after accrued sick
leave has been exhausted, unless other sections of this agreement supersede.
Buy-Back:
If the employee opts for buy-back, the employee shall use accrued sick leave for all time
missed and will buy back the accrued leave with their Workers’ Compensation time loss
payments. The employer will calculate the buy-back rate using the employee’s current
hourly rate at the time of the buy-back. Upon the repayment of funds, the appropriate
amount of leave shall be restored to the employee’s leave bank.
If an employee has any questions regarding Workers’ Compensation, they may contact
the County’s Human Resources Department.
Section 4. Bereavement Leave: The County will provide regular, full-time and part-time
employees with paid bereavement leave for up to three (3) days in the event of the death
of an immediate family member. Two (2) additional days chargeable to accrued sick
leave will be granted at the request of the employee. Immediate family for purposes of
bereavement leave includes only the employee’s spouse, parent, grandparent, child,
grandchild, sister, brother, grandmother-in-law, grandfather-in-law, mother-in-law, father-
in-law, sister-in-law, brother-in-law, son-in-law, daughter-in-law, aunt, uncle, nephew, or
niece.
Section 5. Family Leave: The County and the Guild mutually agree to comply with all
State and Federal Family Leave laws (FMLA, RCW 49.78), whichever is more
advantageous to the employee. Employer will grant leave consistent with the FMLA and
the adopted conditions and provisions of the state and federal law and are not intended
to expand upon the rights thus set forth. For purposes of this Article, the definition of
immediate family” will be found in Section 7.2.6 of the Mason County Personnel Policy.
If an employee has any questions regarding the State and Federal Family leave laws,
they may contact the County’s Human Resource Department for guidance.
Section 6. Compliance: The County and Guild mutually agree to comply with all
Washington State Paid Family & Medical Leave law, per RCW 50A.04.
Section 7. Pregnancy Disability Leave: Consistent with WAC 162-30-020, the
Employer will grant a leave of absence for a period of temporary disability because of
pregnancy or childbirth. This may be in addition to the leave entitlements of FMLA. Leave
for temporary disability due to pregnancy or childbirth will be medically verifiable. There
is no limit to the length of the disability phase, except for the right for medical verification
and the right of second opinion at the Employer’s expense. At the end of the disability
leave, the Employee is entitled to return to the same job or a similar job of at least the
same pay.
Parental leave will be granted to the employee for the purpose of bonding with the
employee’s newborn, adoptive or foster child. Parental leave may extend up to six
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6) months, including time covered by the family medical leave, during the first
year after the child's birth or placement. Leave beyond the period covered by family
medical leave may only be denied by the Employer due to operational necessity.
Employees must use their accrued sick and vacation leave, if any, during the approval
period. Sick leave may only be used for the same time period the employee is approved
and using FMLA leave for baby bonding purposes. Once all paid leave has been
exhausted, the remaining approved leave time will be considered as an unpaid leave of
absence.
The Employer will continue its regular share of health insurance premiums only while
the employee is in a paid status. When the employee is on unpaid bonding leave, the
County has no obligation to pay any portion of the health-insurance premium.
The employee may self-pay the full monthly premium (employer + employee shares) to
maintain coverage; failure to remit by the due date will terminate coverage retroactive to
the last paid-through date, and COBRA or PFML continuation will be offered as required
by law.
Upon timely return from bonding leave, the Employee is entitled to return to the same job
or a similar job of at least the same pay.
Section 8. Military Leave: Employees enlisting or entering the military service of the
United States, pursuant to the provisions of the Uniformed Services Employment and
Reemployment Rights Act of 1994 (USERRA) shall be granted all rights and privileges
provided by the Act. In addition to benefits granted under USERRA, Employees shall be
allowed military leave as required by RCW 38.40.060 and as interpreted by the Court.
This provides for twenty-one (21) working days of military leave per year (October 1
through September 30).
Section 9. Leave Without Pay: Except in the case of Family Medical Leave Act related
leave (and/or other protected leaves), an employee may be granted leave without pay
with prior approval of the Sheriff or designee. As appropriate for the type of leave
requested, paid leave accruals will be utilized prior to unpaid leave, unless Washington
Paid Family Medical Leave is utilized. An employee on leave of absence may be
affected by a lay off in the same manner as if the employee were working.
Leave of absence without pay is not creditable towards continuous time in service
benefits, except as identified above for legally protected leave such as FMLA and
Military. An employee who takes a leave of absence without pay shall have their date of
hire for time in service purposes adjusted for the same duration of time as the period of
leave without pay. General salary increases are not based upon the duration of
employment and will not be adjusted in this manner. The employee's time in service for
purposes of vacation accrual, promotion, and layoff would be adjusted in the same
amount as the duration of the leave without pay. In the unlikely event an employee was
granted a leave without pay during their probationary period, the probationary period
would be extended for the same duration as the leave without pay.
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Section 10. Temporary Modified-Duty Assignments:
Bargaining unit members may be offered temporary modified-duty assignments when
they are temporarily disabled in accordance with the Sheriff’s Office Policy Manual 1054.
ARTICLE 11: CIVIL LEAVE
Section 1. Jury Duty: The County provides all employees leave for jury service.
Regular full-time and part-time employees who have completed their probationary period
receive paid jury duty leave each time they are called for jury service. Payment provided
by the courts during periods of paid jury duty leave must be paid over to the County,
excluding expense reimbursements, such as mileage. You must provide your supervisor
with a copy of the jury duty summons as soon as possible after receiving it. Upon
completion of jury duty, you are required to provide your supervisor with proof of jury
service. Employees who have been released by the court during their period of jury duty
service may be required to report to work. An employee who is called to jury service for
a matter which is discovered to be likely multiple-week litigation agrees to ask to be
excused from such service on the basis of hardship to the Employer.
Section 2. Witness Duty: All employees summoned to testify in court are allowed time
off for the period they serve as witnesses. If you are paid by the County for time you are
testifying, payment provided by the courts during periods of paid witness duty must be
paid over to the County, excluding expense reimbursements, such as mileage. In
general, witness duty leave is paid unless you are a party in the case.
ARTICLE 12: LONGEVITY
Employees shall receive longevity pay in addition to their base pay as set forth below
in addition to their base pay set forth in Article 6, Section 1:
Continuous Years of Service
1st th
11th through 15th year 1.5%
16th through 20th year 3.0%
21st through 25th year 4.5%
26th year and over 6.0%
ARTICLE 13: HIRING
Docusign Envelope ID: 059DFD09-6DB4-41FA-89D6-A38DE3CA262F
2025-2029 Agreement - Mason County Sheriff Office – Command Lieutenants Guild
Page 20 of 22
Section 1. Probationary Employees: The probationary period is an integral part of the
examination process and shall be used for closely observing the employee's work in
order to effectively adjust the new employee to the position, and for rejecting any
employee whose performance or adjustment is not satisfactory.
All new employees in the position of Lieutenant will serve a probationary period, which
begins on the date of hire and ends one (1) calendar year from the date of promotion.
Section 2. Evaluation: The purpose of evaluation is to help an Employee to be
successful in performance and to understand the standards and goals of their position
and their department. The evaluation will assess and focus on the Employee's
accomplishment of their job functions and the goals and standards of the position.
Where the Employee does not meet the above, a plan for correction, training or support
should be developed with the Employee.
Evaluation may occur in two forms:
1. All regular Employees should be formally evaluated in writing by their
immediate Supervisor and/or Department head or designee during the
probationary or trial service period and at least annually (at date of hire or a
common date), there-after.
2. Additionally, evaluation of job performance may occur at any time and on an
ongoing basis. Evaluation may occur in various ways and may include
coaching, counseling or written assessment.
The evaluation process shall also include a review of the current job description.
Evaluation shall not, by itself, constitute disciplinary action - disciplinary action must be
specifically identified as such, in writing.
Employees will be given a copy of the evaluation. Employees will be required to sign
the evaluation, acknowledging its receipt. Evaluations are not grievable; however,
Employees may elect to provide a written response to the evaluation, which will be
retained with the evaluation in the Employee' s personnel file.
ARTICLE 14: SAVINGS CLAUSE
Should any clause of this Agreement be found to be in violation of any law, all other
provisions shall remain in full force and effect. If any provision in this Agreement is
determined to be invalid, the parties shall meet to renegotiate the substance of the
provision if demanded by either party.
Docusign Envelope ID: 059DFD09-6DB4-41FA-89D6-A38DE3CA262F
2025-2029 Agreement - Mason County Sheriff Office – Command Lieutenants Guild
Page 21 of 22
ARTICLE 15: DURATION
This Agreement shall be effective November 1, 2025 and shall remain in full force and
effect through December 31, 2029, by mutual agreement superseding previous
Agreements in term and effective date.
Either party may commence negotiations of a successor agreement by filing written notice
to the other party pursuant to the provisions of Chapter 41.56 RCW.
Docusign Envelope ID: 059DFD09-6DB4-41FA-89D6-A38DE3CA262F
2025-2029 Agreement - Mason County Sheriff Office – Command Lieutenants Guild
Page 22 of 22
SIGNATURES
IN WITNESS WHEREOF, the parties hereto have executed this Agreement this
25th day of November, 2025.
BOARD OF COUNTY COMMISSIONERS
MASON COUNTY
MASON COUNTY SHERIFF’S
LIEUTENANTS COMMAND GUILD
Sharon Trask, Commissioner Nathan Birklid, Lieutenant
Randy Neatherlin, Commissioner Trevor Severance, Lieutenant
Pat Tarzwell, Commissioner
Approved as to Form,
Tim Whitehead, Prosecuting Attorney
Docusign Envelope ID: 059DFD09-6DB4-41FA-89D6-A38DE3CA262F
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: Travis Adams Ext: 527
Central Services
Action Agenda:
Public Hearing:
Briefing Date(s): 12/1/25 Agenda Date(s): 12/9/25
Internal Review: Finance Human Resources Legal IT Risk Other
Please ensure proper internal review channels have been followed, this is the responsibility of the
Item:
Letter of support for Olympic College Emergency Medical Technician (EMT) programs
Background/Executive Summary:
Olympic college is requesting support from BOCC to establish Emergency Medical Technician (EMT)
programs service both Kitsap and Mason County
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
N/A
Public Outreach:
N/A
Requested Action:
Sign letter of support for Olympic College
Attachment(s):
Letter of support
25, November, 2025
Dear Washington State Board for Community and Technical Colleges (SBCTC) and Washington State Department
of Health (DOH):
We are writing to express strong support for Olympic College’s proposal to establish Emergency Medical
Technician (EMT) and Paramedic education programs serving Kitsap and Mason Counties. These programs
represent a critically needed investment in our local healthcare and emergency response infrastructure.
Our community continues to face a persistent shortage of qualified EMTs and paramedics. This shortage places
strain on emergency response systems, increases response times, and impacts the safety and well-being of
residents. As our population grows, ages, and experiences more complex medical needs, the demand for well-
trained EMS professionals is rising faster than our region can supply.
One of the major barriers contributing to this shortage is the lack of accessible local training. Many individuals
who want to pursue EMS careers must travel long distances, or even leave the state, to obtain the required
education. This creates financial and logistical barriers and often results in students securing employment in the
communities where they trained rather than returning home. Establishing EMT and Paramedic programs at
Olympic College will allow students to be educated, live, and work in the communities they already call home,
supporting true workforce retention and long-term regional stability.
These pathways will create meaningful opportunities for local residents, expand the regional healthcare
workforce, and strengthen partnerships across hospitals, fire departments, and community agencies. These
programs will be a significant asset not only to healthcare and emergency response organizations but to the
broader community that depends on timely, effective emergency medical care. We fully support Olympic
College’s efforts and recognize the positive impact these programs will have on regional safety, access, and
workforce resilience.
Sincerely,
BOARD OF MASON COUNTY COMMISSIONERS
Sharon Trask
Chair
Pat Tarzwell
Commissioner
Randy Neatherlin
Commissioner
1ST District RANDY NEATHERLIN
2ND District PAT TARZWELL
3RD District SHARON TRASK
Mason County Building 1
411 North Fifth Street
Shelton, WA 98584
360) 427-9670 ext. 419
Mason County
Agenda Request Form
From: Ext.
Department:
Action Agenda:
Public Hearing:
Special Meeting:
12/8/2025 12/9/2025
Finance Human Resources Legal Information Technology Risk
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:
Approval of a 2.0% general wage increase for non-represented employees effective January 1,
2026.
Background/Executive Summary:
Human Resources recommends a 2.0% general wage increase for non-represented employees
effective January 1, 2026. This increase will maintain parity with increases for members of
current Collective Bargaining Agreements within the County.
Budget Impact (amount, funding source, budget amendment):
Total approximate 2026 budget impact is:
General Fund Salaries: $103,486
FICA: $7,921
State Retirement: $9,147
WA Paid FMLA: $267
Total Estimated General Fund Budget Impact $120,821
Special Fund Salaries: $62,208
FICA: $4,759
State Retirement: $5,674
WA Paid FMLA: $159
Total Estimated Special Fund Budget Impact: $72,800
Grand Total Estimated 2026 ATB Budget Impact: $193,621
Public Outreach (news release, community meeting, etc.):
N/A
Mason County
Agenda Request Form
Requested Action:
Approval of a 2.0% general wage increase for non-represented employees effective January 1,
2026.
Attachments:
Proposed Resolution Amending Resolution 2025-052 and Non-Rep Salary Schedule effective 1/1/2026
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
1 $17.40 $1,507.98 $3,015.96 $36,191.52
2 $17.83 $1,545.68 $3,091.36 $37,096.32
3 $18.28 $1,584.32 $3,168.64 $38,023.68
4 $18.74 $1,623.93 $3,247.86 $38,974.32
5 $19.21 $1,664.53 $3,329.06 $39,948.72
6 $19.69 $1,706.14 $3,412.28 $40,947.36
7 $20.18 $1,748.79 $3,497.58 $41,970.96
8 $20.68 $1,792.51 $3,585.02 $43,020.24
9 $21.20 $1,837.33 $3,674.66 $44,095.92
10 $21.73 $1,883.26 $3,766.52 $45,198.24
1 $17.83 $1,545.68 $3,091.36 $37,096.32
2 $18.28 $1,584.32 $3,168.64 $38,023.68
3 $18.74 $1,623.93 $3,247.86 $38,974.32
4 $19.21 $1,664.53 $3,329.06 $39,948.72
5 $19.69 $1,706.14 $3,412.28 $40,947.36
6 $20.18 $1,748.79 $3,497.58 $41,970.96
7 $20.68 $1,792.51 $3,585.02 $43,020.24
8 $21.20 $1,837.33 $3,674.66 $44,095.92
9 $21.73 $1,883.26 $3,766.52 $45,198.24
10 $22.27 $1,930.34 $3,860.68 $46,328.16
1 $18.28 $1,584.32 $3,168.64 $38,023.68
2 $18.74 $1,623.93 $3,247.86 $38,974.32
3 $19.21 $1,664.53 $3,329.06 $39,948.72
4 $19.69 $1,706.14 $3,412.28 $40,947.36
5 $20.18 $1,748.79 $3,497.58 $41,970.96
6 $20.68 $1,792.51 $3,585.02 $43,020.24
7 $21.20 $1,837.33 $3,674.66 $44,095.92
8 $21.73 $1,883.26 $3,766.52 $45,198.24
9 $22.27 $1,930.34 $3,860.68 $46,328.16
10 $22.83 $1,978.60 $3,957.20 $47,486.40
1 $18.74 $1,623.93 $3,247.86 $38,974.32
2 $19.21 $1,664.53 $3,329.06 $39,948.72
3 $19.69 $1,706.14 $3,412.28 $40,947.36
4 $20.18 $1,748.79 $3,497.58 $41,970.96
5 $20.68 $1,792.51 $3,585.02 $43,020.24
6 $21.20 $1,837.33 $3,674.66 $44,095.92
7 $21.73 $1,883.26 $3,766.52 $45,198.24
8 $22.27 $1,930.34 $3,860.68 $46,328.16
2026 Non-Represented Salary Scale
RANGE 1
RANGE 2
RANGE 3
RANGE 4
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
9 $22.83 $1,978.60 $3,957.20 $47,486.40
10 $23.40 $2,028.07 $4,056.14 $48,673.68
1 $19.21 $1,664.53 $3,329.06 $39,948.72
2 $19.69 $1,706.14 $3,412.28 $40,947.36
3 $20.18 $1,748.79 $3,497.58 $41,970.96
4 $20.68 $1,792.51 $3,585.02 $43,020.24
5 $21.20 $1,837.33 $3,674.66 $44,095.92
6 $21.73 $1,883.26 $3,766.52 $45,198.24
7 $22.27 $1,930.34 $3,860.68 $46,328.16
8 $22.83 $1,978.60 $3,957.20 $47,486.40
9 $23.40 $2,028.07 $4,056.14 $48,673.68
10 $23.98 $2,078.76 $4,157.52 $49,890.24
1 $19.69 $1,706.14 $3,412.28 $40,947.36
2 $20.18 $1,748.79 $3,497.58 $41,970.96
3 $20.68 $1,792.51 $3,585.02 $43,020.24
4 $21.20 $1,837.33 $3,674.66 $44,095.92
5 $21.73 $1,883.26 $3,766.52 $45,198.24
6 $22.27 $1,930.34 $3,860.68 $46,328.16
7 $22.83 $1,978.60 $3,957.20 $47,486.40
8 $23.40 $2,028.07 $4,056.14 $48,673.68
9 $23.98 $2,078.76 $4,157.52 $49,890.24
10 $24.58 $2,130.73 $4,261.46 $51,137.52
1 $20.18 $1,748.79 $3,497.58 $41,970.96
2 $20.68 $1,792.51 $3,585.02 $43,020.24
3 $21.20 $1,837.33 $3,674.66 $44,095.92
4 $21.73 $1,883.26 $3,766.52 $45,198.24
5 $22.27 $1,930.34 $3,860.68 $46,328.16
6 $22.83 $1,978.60 $3,957.20 $47,486.40
7 $23.40 $2,028.07 $4,056.14 $48,673.68
8 $23.98 $2,078.76 $4,157.52 $49,890.24
9 $24.58 $2,130.73 $4,261.46 $51,137.52
10 $25.20 $2,184.00 $4,368.00 $52,416.00
1 $20.68 $1,792.51 $3,585.02 $43,020.24
2 $21.20 $1,837.33 $3,674.66 $44,095.92
3 $21.73 $1,883.26 $3,766.52 $45,198.24
4 $22.27 $1,930.34 $3,860.68 $46,328.16
5 $22.83 $1,978.60 $3,957.20 $47,486.40
6 $23.40 $2,028.07 $4,056.14 $48,673.68
7 $23.98 $2,078.76 $4,157.52 $49,890.24
RANGE 6
RANGE 5
RANGE 7
RANGE 8
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
8 $24.58 $2,130.73 $4,261.46 $51,137.52
9 $25.20 $2,184.00 $4,368.00 $52,416.00
10 $25.83 $2,238.60 $4,477.20 $53,726.40
1 $21.20 $1,837.66 $3,675.32 $44,103.84
2 $21.73 $1,883.26 $3,766.52 $45,198.24
3 $22.27 $1,930.34 $3,860.68 $46,328.16
4 $22.83 $1,978.60 $3,957.20 $47,486.40
5 $23.40 $2,028.07 $4,056.14 $48,673.68
6 $23.98 $2,078.76 $4,157.52 $49,890.24
7 $24.58 $2,130.73 $4,261.46 $51,137.52
8 $25.20 $2,184.00 $4,368.00 $52,416.00
9 $25.83 $2,238.60 $4,477.20 $53,726.40
10 $26.47 $2,294.57 $4,589.14 $55,069.68
1 $21.73 $1,883.26 $3,766.52 $45,198.24
2 $22.27 $1,930.34 $3,860.68 $46,328.16
3 $22.83 $1,978.60 $3,957.20 $47,486.40
4 $23.40 $2,028.07 $4,056.14 $48,673.68
5 $23.98 $2,078.76 $4,157.52 $49,890.24
6 $24.58 $2,130.73 $4,261.46 $51,137.52
7 $25.20 $2,184.00 $4,368.00 $52,416.00
8 $25.83 $2,238.60 $4,477.20 $53,726.40
9 $26.47 $2,294.57 $4,589.14 $55,069.68
10 $27.14 $2,351.94 $4,703.88 $56,446.56
1 $22.27 $1,930.34 $3,860.68 $46,328.16
2 $22.83 $1,978.60 $3,957.20 $47,486.40
3 $23.40 $2,028.07 $4,056.14 $48,673.68
4 $23.98 $2,078.76 $4,157.52 $49,890.24
5 $24.58 $2,130.73 $4,261.46 $51,137.52
6 $25.20 $2,184.00 $4,368.00 $52,416.00
7 $25.83 $2,238.60 $4,477.20 $53,726.40
8 $26.47 $2,294.57 $4,589.14 $55,069.68
9 $27.14 $2,351.94 $4,703.88 $56,446.56
10 $27.82 $2,410.73 $4,821.46 $57,857.52
1 $22.83 $1,978.60 $3,957.20 $47,486.40
2 $23.40 $2,028.07 $4,056.14 $48,673.68
3 $23.98 $2,078.76 $4,157.52 $49,890.24
4 $24.58 $2,130.73 $4,261.46 $51,137.52
5 $25.20 $2,184.00 $4,368.00 $52,416.00
6 $25.83 $2,238.60 $4,477.20 $53,726.40
RANGE 9
RANGE 10
RANGE 11
RANGE 12
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
7 $26.47 $2,294.57 $4,589.14 $55,069.68
8 $27.14 $2,351.94 $4,703.88 $56,446.56
9 $27.82 $2,410.73 $4,821.46 $57,857.52
10 $28.51 $2,471.00 $4,942.00 $59,304.00
1 $23.40 $2,028.09 $4,056.18 $48,674.16
2 $23.98 $2,078.76 $4,157.52 $49,890.24
3 $24.58 $2,130.73 $4,261.46 $51,137.52
4 $25.20 $2,184.00 $4,368.00 $52,416.00
5 $25.83 $2,238.60 $4,477.20 $53,726.40
6 $26.47 $2,294.57 $4,589.14 $55,069.68
7 $27.14 $2,351.94 $4,703.88 $56,446.56
8 $27.82 $2,410.73 $4,821.46 $57,857.52
9 $28.51 $2,471.00 $4,942.00 $59,304.00
10 $29.22 $2,532.77 $5,065.54 $60,786.48
1 $23.98 $2,078.76 $4,157.52 $49,890.24
2 $24.58 $2,130.73 $4,261.46 $51,137.52
3 $25.20 $2,184.00 $4,368.00 $52,416.00
4 $25.83 $2,238.60 $4,477.20 $53,726.40
5 $26.47 $2,294.57 $4,589.14 $55,069.68
6 $27.14 $2,351.94 $4,703.88 $56,446.56
7 $27.82 $2,410.73 $4,821.46 $57,857.52
8 $28.51 $2,471.00 $4,942.00 $59,304.00
9 $29.22 $2,532.77 $5,065.54 $60,786.48
10 $29.95 $2,596.09 $5,192.18 $62,306.16
1 $24.58 $2,130.73 $4,261.46 $51,137.52
2 $25.20 $2,184.00 $4,368.00 $52,416.00
3 $25.83 $2,238.60 $4,477.20 $53,726.40
4 $26.47 $2,294.57 $4,589.14 $55,069.68
5 $27.14 $2,351.94 $4,703.88 $56,446.56
6 $27.82 $2,410.73 $4,821.46 $57,857.52
7 $28.51 $2,471.00 $4,942.00 $59,304.00
8 $29.22 $2,532.77 $5,065.54 $60,786.48
9 $29.95 $2,596.09 $5,192.18 $62,306.16
10 $30.70 $2,661.00 $5,322.00 $63,864.00
1 $25.20 $2,184.00 $4,368.00 $52,416.00
2 $25.83 $2,238.60 $4,477.20 $53,726.40
3 $26.47 $2,294.57 $4,589.14 $55,069.68
4 $27.14 $2,351.94 $4,703.88 $56,446.56
5 $27.82 $2,410.73 $4,821.46 $57,857.52
RANGE 13
RANGE 14
RANGE 15
RANGE 16
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
6 $28.51 $2,471.00 $4,942.00 $59,304.00
7 $29.22 $2,532.77 $5,065.54 $60,786.48
8 $29.95 $2,596.09 $5,192.18 $62,306.16
9 $30.70 $2,661.00 $5,322.00 $63,864.00
10 $31.47 $2,727.52 $5,455.04 $65,460.48
1 $25.83 $2,238.60 $4,477.20 $53,726.40
2 $26.47 $2,294.57 $4,589.14 $55,069.68
3 $27.14 $2,351.94 $4,703.88 $56,446.56
4 $27.82 $2,410.73 $4,821.46 $57,857.52
5 $28.51 $2,471.00 $4,942.00 $59,304.00
6 $29.22 $2,532.77 $5,065.54 $60,786.48
7 $29.95 $2,596.09 $5,192.18 $62,306.16
8 $30.70 $2,661.00 $5,322.00 $63,864.00
9 $31.47 $2,727.52 $5,455.04 $65,460.48
10 $32.26 $2,795.71 $5,591.42 $67,097.04
1 $26.47 $2,294.57 $4,589.14 $55,069.68
2 $27.14 $2,351.94 $4,703.88 $56,446.56
3 $27.82 $2,410.73 $4,821.46 $57,857.52
4 $28.51 $2,471.00 $4,942.00 $59,304.00
5 $29.22 $2,532.77 $5,065.54 $60,786.48
6 $29.95 $2,596.09 $5,192.18 $62,306.16
7 $30.70 $2,661.00 $5,322.00 $63,864.00
8 $31.47 $2,727.52 $5,455.04 $65,460.48
9 $32.26 $2,795.71 $5,591.42 $67,097.04
10 $33.06 $2,865.60 $5,731.20 $68,774.40
1 $27.14 $2,351.94 $4,703.88 $56,446.56
2 $27.82 $2,410.73 $4,821.46 $57,857.52
3 $28.51 $2,471.00 $4,942.00 $59,304.00
4 $29.22 $2,532.77 $5,065.54 $60,786.48
5 $29.95 $2,596.09 $5,192.18 $62,306.16
6 $30.70 $2,661.00 $5,322.00 $63,864.00
7 $31.47 $2,727.52 $5,455.04 $65,460.48
8 $32.26 $2,795.71 $5,591.42 $67,097.04
9 $33.06 $2,865.60 $5,731.20 $68,774.40
10 $33.89 $2,937.24 $5,874.48 $70,493.76
1 $27.82 $2,410.73 $4,821.46 $57,857.52
2 $28.51 $2,471.00 $4,942.00 $59,304.00
3 $29.22 $2,532.77 $5,065.54 $60,786.48
4 $29.95 $2,596.09 $5,192.18 $62,306.16
RANGE 18
RANGE 17
RANGE 19
RANGE 20
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
5 $30.70 $2,661.00 $5,322.00 $63,864.00
6 $31.47 $2,727.52 $5,455.04 $65,460.48
7 $32.26 $2,795.71 $5,591.42 $67,097.04
8 $33.06 $2,865.60 $5,731.20 $68,774.40
9 $33.89 $2,937.24 $5,874.48 $70,493.76
10 $34.74 $3,010.67 $6,021.34 $72,256.08
1 $28.51 $2,471.00 $4,942.00 $59,304.00
2 $29.22 $2,532.77 $5,065.54 $60,786.48
3 $29.95 $2,596.09 $5,192.18 $62,306.16
4 $30.70 $2,661.00 $5,322.00 $63,864.00
5 $31.47 $2,727.52 $5,455.04 $65,460.48
6 $32.26 $2,795.71 $5,591.42 $67,097.04
7 $33.06 $2,865.60 $5,731.20 $68,774.40
8 $33.89 $2,937.24 $5,874.48 $70,493.76
9 $34.74 $3,010.67 $6,021.34 $72,256.08
10 $35.61 $3,085.94 $6,171.88 $74,062.56
1 $29.22 $2,532.77 $5,065.54 $60,786.48
2 $29.95 $2,596.09 $5,192.18 $62,306.16
3 $30.70 $2,661.00 $5,322.00 $63,864.00
4 $31.47 $2,727.52 $5,455.04 $65,460.48
5 $32.26 $2,795.71 $5,591.42 $67,097.04
6 $33.06 $2,865.60 $5,731.20 $68,774.40
7 $33.89 $2,937.24 $5,874.48 $70,493.76
8 $34.74 $3,010.67 $6,021.34 $72,256.08
9 $35.61 $3,085.94 $6,171.88 $74,062.56
10 $36.50 $3,163.08 $6,326.16 $75,913.92
1 $29.95 $2,596.09 $5,192.18 $62,306.16
2 $30.70 $2,661.00 $5,322.00 $63,864.00
3 $31.47 $2,727.52 $5,455.04 $65,460.48
4 $32.26 $2,795.71 $5,591.42 $67,097.04
5 $33.06 $2,865.60 $5,731.20 $68,774.40
6 $33.89 $2,937.24 $5,874.48 $70,493.76
7 $34.74 $3,010.67 $6,021.34 $72,256.08
8 $35.61 $3,085.94 $6,171.88 $74,062.56
9 $36.50 $3,163.08 $6,326.16 $75,913.92
10 $37.41 $3,242.16 $6,484.32 $77,811.84
1 $30.70 $2,661.00 $5,322.00 $63,864.00
2 $31.47 $2,727.52 $5,455.04 $65,460.48
3 $32.26 $2,795.71 $5,591.42 $67,097.04
RANGE 21
RANGE 22
RANGE 23
RANGE 24
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
4 $33.06 $2,865.60 $5,731.20 $68,774.40
5 $33.89 $2,937.24 $5,874.48 $70,493.76
6 $34.74 $3,010.67 $6,021.34 $72,256.08
7 $35.61 $3,085.94 $6,171.88 $74,062.56
8 $36.50 $3,163.08 $6,326.16 $75,913.92
9 $37.41 $3,242.16 $6,484.32 $77,811.84
10 $38.34 $3,323.22 $6,646.44 $79,757.28
1 $31.47 $2,727.52 $5,455.04 $65,460.48
2 $32.26 $2,795.71 $5,591.42 $67,097.04
3 $33.06 $2,865.60 $5,731.20 $68,774.40
4 $33.89 $2,937.24 $5,874.48 $70,493.76
5 $34.74 $3,010.67 $6,021.34 $72,256.08
6 $35.61 $3,085.94 $6,171.88 $74,062.56
7 $36.50 $3,163.08 $6,326.16 $75,913.92
8 $37.41 $3,242.16 $6,484.32 $77,811.84
9 $38.34 $3,323.22 $6,646.44 $79,757.28
10 $39.30 $3,406.30 $6,812.60 $81,751.20
1 $32.26 $2,795.71 $5,591.42 $67,097.04
2 $33.06 $2,865.60 $5,731.20 $68,774.40
3 $33.89 $2,937.24 $5,874.48 $70,493.76
4 $34.74 $3,010.67 $6,021.34 $72,256.08
5 $35.61 $3,085.94 $6,171.88 $74,062.56
6 $36.50 $3,163.08 $6,326.16 $75,913.92
7 $37.41 $3,242.16 $6,484.32 $77,811.84
8 $38.34 $3,323.22 $6,646.44 $79,757.28
9 $39.30 $3,406.30 $6,812.60 $81,751.20
10 $40.28 $3,491.46 $6,982.92 $83,795.04
1 $33.06 $2,865.60 $5,731.20 $68,774.40
2 $33.89 $2,937.24 $5,874.48 $70,493.76
3 $34.74 $3,010.67 $6,021.34 $72,256.08
4 $35.61 $3,085.94 $6,171.88 $74,062.56
5 $36.50 $3,163.08 $6,326.16 $75,913.92
6 $37.41 $3,242.16 $6,484.32 $77,811.84
7 $38.34 $3,323.22 $6,646.44 $79,757.28
8 $39.30 $3,406.30 $6,812.60 $81,751.20
9 $40.28 $3,491.46 $6,982.92 $83,795.04
10 $41.29 $3,578.74 $7,157.48 $85,889.76
1 $33.89 $2,937.24 $5,874.48 $70,493.76
2 $34.74 $3,010.67 $6,021.34 $72,256.08
RANGE 25
RANGE 26
RANGE 27
RANGE 28
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
3 $35.61 $3,085.94 $6,171.88 $74,062.56
4 $36.50 $3,163.08 $6,326.16 $75,913.92
5 $37.41 $3,242.16 $6,484.32 $77,811.84
6 $38.34 $3,323.22 $6,646.44 $79,757.28
7 $39.30 $3,406.30 $6,812.60 $81,751.20
8 $40.28 $3,491.46 $6,982.92 $83,795.04
9 $41.29 $3,578.74 $7,157.48 $85,889.76
10 $42.32 $3,668.21 $7,336.42 $88,037.04
1 $34.74 $3,010.67 $6,021.34 $72,256.08
2 $35.61 $3,085.94 $6,171.88 $74,062.56
3 $36.50 $3,163.08 $6,326.16 $75,913.92
4 $37.41 $3,242.16 $6,484.32 $77,811.84
5 $38.34 $3,323.22 $6,646.44 $79,757.28
6 $39.30 $3,406.30 $6,812.60 $81,751.20
7 $40.28 $3,491.46 $6,982.92 $83,795.04
8 $41.29 $3,578.74 $7,157.48 $85,889.76
9 $42.32 $3,668.21 $7,336.42 $88,037.04
10 $43.38 $3,759.91 $7,519.82 $90,237.84
1 $35.61 $3,085.94 $6,171.88 $74,062.56
2 $36.50 $3,163.08 $6,326.16 $75,913.92
3 $37.41 $3,242.16 $6,484.32 $77,811.84
4 $38.34 $3,323.22 $6,646.44 $79,757.28
5 $39.30 $3,406.30 $6,812.60 $81,751.20
6 $40.28 $3,491.46 $6,982.92 $83,795.04
7 $41.29 $3,578.74 $7,157.48 $85,889.76
8 $42.32 $3,668.21 $7,336.42 $88,037.04
9 $43.38 $3,759.91 $7,519.82 $90,237.84
10 $44.47 $3,853.92 $7,707.84 $92,494.08
1 $36.50 $3,163.08 $6,326.16 $75,913.92
2 $37.41 $3,242.16 $6,484.32 $77,811.84
3 $38.34 $3,323.22 $6,646.44 $79,757.28
4 $39.30 $3,406.30 $6,812.60 $81,751.20
5 $40.28 $3,491.46 $6,982.92 $83,795.04
6 $41.29 $3,578.74 $7,157.48 $85,889.76
7 $42.32 $3,668.21 $7,336.42 $88,037.04
8 $43.38 $3,759.91 $7,519.82 $90,237.84
9 $44.47 $3,853.92 $7,707.84 $92,494.08
10 $45.58 $3,950.27 $7,900.54 $94,806.48
1 $37.41 $3,242.16 $6,484.32 $77,811.84
RANGE 30
RANGE 29
RANGE 31
RANGE 32
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
2 $38.34 $3,323.22 $6,646.44 $79,757.28
3 $39.30 $3,406.30 $6,812.60 $81,751.20
4 $40.28 $3,491.46 $6,982.92 $83,795.04
5 $41.29 $3,578.74 $7,157.48 $85,889.76
6 $42.32 $3,668.21 $7,336.42 $88,037.04
7 $43.38 $3,759.91 $7,519.82 $90,237.84
8 $44.47 $3,853.92 $7,707.84 $92,494.08
9 $45.58 $3,950.27 $7,900.54 $94,806.48
10 $46.72 $4,049.02 $8,098.04 $97,176.48
1 $38.34 $3,323.22 $6,646.44 $79,757.28
2 $39.30 $3,406.30 $6,812.60 $81,751.20
3 $40.28 $3,491.46 $6,982.92 $83,795.04
4 $41.29 $3,578.74 $7,157.48 $85,889.76
5 $42.32 $3,668.21 $7,336.42 $88,037.04
6 $43.38 $3,759.91 $7,519.82 $90,237.84
7 $44.47 $3,853.92 $7,707.84 $92,494.08
8 $45.58 $3,950.27 $7,900.54 $94,806.48
9 $46.72 $4,049.02 $8,098.04 $97,176.48
10 $47.89 $4,150.25 $8,300.50 $99,606.00
1 $39.30 $3,406.30 $6,812.60 $81,751.20
2 $40.28 $3,491.46 $6,982.92 $83,795.04
3 $41.29 $3,578.74 $7,157.48 $85,889.76
4 $42.32 $3,668.21 $7,336.42 $88,037.04
5 $43.38 $3,759.91 $7,519.82 $90,237.84
6 $44.47 $3,853.92 $7,707.84 $92,494.08
7 $45.58 $3,950.27 $7,900.54 $94,806.48
8 $46.72 $4,049.02 $8,098.04 $97,176.48
9 $47.89 $4,150.25 $8,300.50 $99,606.00
10 $49.08 $4,254.00 $8,508.00 $102,096.00
1 $40.28 $3,491.46 $6,982.92 $83,795.04
2 $41.29 $3,578.74 $7,157.48 $85,889.76
3 $42.32 $3,668.21 $7,336.42 $88,037.04
4 $43.38 $3,759.91 $7,519.82 $90,237.84
5 $44.47 $3,853.92 $7,707.84 $92,494.08
6 $45.58 $3,950.27 $7,900.54 $94,806.48
7 $46.72 $4,049.02 $8,098.04 $97,176.48
8 $47.89 $4,150.25 $8,300.50 $99,606.00
9 $49.08 $4,254.00 $8,508.00 $102,096.00
10 $50.31 $4,360.35 $8,720.70 $104,648.40
RANGE 33
RANGE 34
RANGE 35
RANGE 36
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
1 $41.29 $3,578.74 $7,157.48 $85,889.76
2 $42.32 $3,668.21 $7,336.42 $88,037.04
3 $43.38 $3,759.91 $7,519.82 $90,237.84
4 $44.47 $3,853.92 $7,707.84 $92,494.08
5 $45.58 $3,950.27 $7,900.54 $94,806.48
6 $46.72 $4,049.02 $8,098.04 $97,176.48
7 $47.89 $4,150.25 $8,300.50 $99,606.00
8 $49.08 $4,254.00 $8,508.00 $102,096.00
9 $50.31 $4,360.35 $8,720.70 $104,648.40
10 $51.57 $4,469.35 $8,938.70 $107,264.40
1 $42.32 $3,668.21 $7,336.42 $88,037.04
2 $43.38 $3,759.91 $7,519.82 $90,237.84
3 $44.47 $3,853.92 $7,707.84 $92,494.08
4 $45.58 $3,950.27 $7,900.54 $94,806.48
5 $46.72 $4,049.02 $8,098.04 $97,176.48
6 $47.89 $4,150.25 $8,300.50 $99,606.00
7 $49.08 $4,254.00 $8,508.00 $102,096.00
8 $50.31 $4,360.35 $8,720.70 $104,648.40
9 $51.57 $4,469.35 $8,938.70 $107,264.40
10 $52.86 $4,581.10 $9,162.20 $109,946.40
1 $43.38 $3,759.91 $7,519.82 $90,237.84
2 $44.47 $3,853.92 $7,707.84 $92,494.08
3 $45.58 $3,950.27 $7,900.54 $94,806.48
4 $46.72 $4,049.02 $8,098.04 $97,176.48
5 $47.89 $4,150.25 $8,300.50 $99,606.00
6 $49.08 $4,254.00 $8,508.00 $102,096.00
7 $50.31 $4,360.35 $8,720.70 $104,648.40
8 $51.57 $4,469.35 $8,938.70 $107,264.40
9 $52.86 $4,581.10 $9,162.20 $109,946.40
10 $54.18 $4,695.62 $9,391.24 $112,694.88
1 $44.47 $3,853.92 $7,707.84 $92,494.08
2 $45.58 $3,950.27 $7,900.54 $94,806.48
3 $46.72 $4,049.02 $8,098.04 $97,176.48
4 $47.89 $4,150.25 $8,300.50 $99,606.00
5 $49.08 $4,254.00 $8,508.00 $102,096.00
6 $50.31 $4,360.35 $8,720.70 $104,648.40
7 $51.57 $4,469.35 $8,938.70 $107,264.40
8 $52.86 $4,581.10 $9,162.20 $109,946.40
9 $54.18 $4,695.62 $9,391.24 $112,694.88
10 $55.53 $4,813.01 $9,626.02 $115,512.24
RANGE 37
RANGEE 38
RANGE 39
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
1 $45.58 $3,950.27 $7,900.54 $94,806.48
2 $46.72 $4,049.02 $8,098.04 $97,176.48
3 $47.89 $4,150.25 $8,300.50 $99,606.00
4 $49.08 $4,254.00 $8,508.00 $102,096.00
5 $50.31 $4,360.35 $8,720.70 $104,648.40
6 $51.57 $4,469.35 $8,938.70 $107,264.40
7 $52.86 $4,581.10 $9,162.20 $109,946.40
8 $54.18 $4,695.62 $9,391.24 $112,694.88
9 $55.53 $4,813.01 $9,626.02 $115,512.24
10 $56.92 $4,933.33 $9,866.66 $118,399.92
1 $46.72 $4,049.02 $8,098.04 $97,176.48
2 $47.89 $4,150.25 $8,300.50 $99,606.00
3 $49.08 $4,254.00 $8,508.00 $102,096.00
4 $50.31 $4,360.35 $8,720.70 $104,648.40
5 $51.57 $4,469.35 $8,938.70 $107,264.40
6 $52.86 $4,581.10 $9,162.20 $109,946.40
7 $54.18 $4,695.62 $9,391.24 $112,694.88
8 $55.53 $4,813.01 $9,626.02 $115,512.24
9 $56.92 $4,933.33 $9,866.66 $118,399.92
10 $58.34 $5,056.67 $10,113.34 $121,360.08
1 $47.89 $4,150.25 $8,300.50 $99,606.00
2 $49.08 $4,254.00 $8,508.00 $102,096.00
3 $50.31 $4,360.35 $8,720.70 $104,648.40
4 $51.57 $4,469.35 $8,938.70 $107,264.40
5 $52.86 $4,581.10 $9,162.20 $109,946.40
6 $54.18 $4,695.62 $9,391.24 $112,694.88
7 $55.53 $4,813.01 $9,626.02 $115,512.24
8 $56.92 $4,933.33 $9,866.66 $118,399.92
9 $58.34 $5,056.67 $10,113.34 $121,360.08
10 $59.80 $5,183.09 $10,366.18 $124,394.16
1 $49.08 $4,254.00 $8,508.00 $102,096.00
2 $50.31 $4,360.35 $8,720.70 $104,648.40
3 $51.57 $4,469.35 $8,938.70 $107,264.40
4 $52.86 $4,581.10 $9,162.20 $109,946.40
5 $54.18 $4,695.62 $9,391.24 $112,694.88
6 $55.53 $4,813.01 $9,626.02 $115,512.24
7 $56.92 $4,933.33 $9,866.66 $118,399.92
8 $58.34 $5,056.67 $10,113.34 $121,360.08
9 $59.80 $5,183.09 $10,366.18 $124,394.16
RANGE 42
RANGE 40
RANGE 41
RANGE 43
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
10 $61.30 $5,312.66 $10,625.32 $127,503.84
1 $50.31 $4,360.35 $8,720.70 $104,648.40
2 $51.57 $4,469.35 $8,938.70 $107,264.40
3 $52.86 $4,581.10 $9,162.20 $109,946.40
4 $54.18 $4,695.62 $9,391.24 $112,694.88
5 $55.53 $4,813.01 $9,626.02 $115,512.24
6 $56.92 $4,933.33 $9,866.66 $118,399.92
7 $58.34 $5,056.67 $10,113.34 $121,360.08
8 $59.80 $5,183.09 $10,366.18 $124,394.16
9 $61.30 $5,312.66 $10,625.32 $127,503.84
10 $62.83 $5,445.47 $10,890.94 $130,691.28
1 $51.57 $4,469.35 $8,938.70 $107,264.40
2 $52.86 $4,581.10 $9,162.20 $109,946.40
3 $54.18 $4,695.62 $9,391.24 $112,694.88
4 $55.53 $4,813.01 $9,626.02 $115,512.24
5 $56.92 $4,933.33 $9,866.66 $118,399.92
6 $58.34 $5,056.67 $10,113.34 $121,360.08
7 $59.80 $5,183.09 $10,366.18 $124,394.16
8 $61.30 $5,312.66 $10,625.32 $127,503.84
9 $62.83 $5,445.47 $10,890.94 $130,691.28
10 $64.39 $5,580.70 $11,161.40 $133,936.80
1 $52.86 $4,581.10 $9,162.20 $109,946.40
2 $54.18 $4,695.62 $9,391.24 $112,694.88
3 $55.53 $4,813.01 $9,626.02 $115,512.24
4 $56.92 $4,933.33 $9,866.66 $118,399.92
5 $58.34 $5,056.67 $10,113.34 $121,360.08
6 $59.80 $5,183.09 $10,366.18 $124,394.16
7 $61.30 $5,312.65 $10,625.30 $127,503.60
8 $62.83 $5,445.47 $10,890.94 $130,691.28
9 $64.40 $5,581.61 $11,163.22 $133,958.64
10 $66.01 $5,721.16 $11,442.32 $137,307.84
1 $54.18 $4,695.62 $9,391.24 $112,694.88
2 $55.53 $4,813.01 $9,626.02 $115,512.24
3 $56.92 $4,933.33 $9,866.66 $118,399.92
4 $58.34 $5,056.67 $10,113.34 $121,360.08
5 $59.80 $5,183.09 $10,366.18 $124,394.16
6 $61.30 $5,312.66 $10,625.32 $127,503.84
7 $62.83 $5,445.47 $10,890.94 $130,691.28
8 $64.40 $5,581.61 $11,163.22 $133,958.64
RANGE 44
RANGE 45
RANGE 46
RANGE 47
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
9 $66.01 $5,721.16 $11,442.32 $137,307.84
10 $67.66 $5,864.18 $11,728.36 $140,740.32
1 $55.53 $4,813.01 $9,626.02 $115,512.24
2 $56.92 $4,933.33 $9,866.66 $118,399.92
3 $58.34 $5,056.67 $10,113.34 $121,360.08
4 $59.80 $5,183.09 $10,366.18 $124,394.16
5 $61.30 $5,312.66 $10,625.32 $127,503.84
6 $62.83 $5,445.47 $10,890.94 $130,691.28
7 $64.40 $5,581.61 $11,163.22 $133,958.64
8 $66.01 $5,721.16 $11,442.32 $137,307.84
9 $67.66 $5,864.18 $11,728.36 $140,740.32
10 $69.35 $6,010.79 $12,021.58 $144,258.96
1 $56.92 $4,933.33 $9,866.66 $118,399.92
2 $58.34 $5,056.67 $10,113.34 $121,360.08
3 $59.80 $5,183.09 $10,366.18 $124,394.16
4 $61.30 $5,312.66 $10,625.32 $127,503.84
5 $62.83 $5,445.47 $10,890.94 $130,691.28
6 $64.40 $5,581.61 $11,163.22 $133,958.64
7 $66.01 $5,721.16 $11,442.32 $137,307.84
8 $67.66 $5,864.18 $11,728.36 $140,740.32
9 $69.35 $6,010.79 $12,021.58 $144,258.96
10 $71.09 $6,161.06 $12,322.12 $147,865.44
1 $58.34 $5,056.67 $10,113.34 $121,360.08
2 $59.80 $5,183.09 $10,366.18 $124,394.16
3 $61.30 $5,312.66 $10,625.32 $127,503.84
4 $62.83 $5,445.47 $10,890.94 $130,691.28
5 $64.40 $5,581.61 $11,163.22 $133,958.64
6 $66.01 $5,721.16 $11,442.32 $137,307.84
7 $67.66 $5,864.18 $11,728.36 $140,740.32
8 $69.35 $6,010.79 $12,021.58 $144,258.96
9 $71.09 $6,161.06 $12,322.12 $147,865.44
10 $72.86 $6,315.09 $12,630.18 $151,562.16
1 $62.45 $5,412.33 $10,824.66 $129,895.92
2 $64.05 $5,551.15 $11,102.30 $133,227.60
3 $65.69 $5,693.48 $11,386.96 $136,643.52
4 $67.38 $5,839.43 $11,678.86 $140,146.32
5 $69.10 $5,989.20 $11,978.40 $143,740.80
6 $70.87 $6,142.73 $12,285.46 $147,425.52
7 $72.65 $6,296.29 $12,592.58 $151,110.96
RANGE 49
RANGE 50
RANGE 51
RANGE 48
STEP HOURLY RATE PERIOD MONTHLY ANNUAL
2026 Non-Represented Salary Scale
8 $74.46 $6,453.70 $12,907.40 $154,888.80
9 $76.32 $6,615.05 $13,230.10 $158,761.20
10 $78.23 $6,780.42 $13,560.84 $162,730.08
1 $75.85 $6,574.13 $13,148.26 $157,779.12
2 $77.75 $6,738.49 $13,476.98 $161,723.76
3 $79.69 $6,906.93 $13,813.86 $165,766.32
4 $81.68 $7,079.62 $14,159.24 $169,910.88
5 $83.73 $7,256.62 $14,513.24 $174,158.88
6 $85.82 $7,438.01 $14,876.02 $178,512.24
7 $87.97 $7,623.96 $15,247.92 $182,975.04
8 $90.16 $7,814.57 $15,629.14 $187,549.68
9 $92.42 $8,009.94 $16,019.88 $192,238.56
10 $94.73 $8,210.18 $16,420.36 $197,044.32
RANGE 52
RANGE CLASSIFICATION TITLE
52 County Administrator
51 Community Development Director
Human Resources Director
Public Health & Human Services Director
Public Works & Utilities Director
Undersheriff
50 Chief Public Defender
49
48
47 County Engineer
Chief Criminal Deputy
46 IT Manager
Deputy Director Public Works/Utilities & Waste Management
45 Chief Jail
44 Central Services Manager
43 Chief Superior Court Administrator
Budget & Finance Manager
Chief Finance Officer
Chief Civil Deputy
Building Official
42
41 Chief District Court Administrator
Jail Lieutenant
Patrol Lieutenant
Facilities Manager
40 Engineering and Construction Manager
39
38 County Surveyor
DEM Manager
Finance Manager III - Public Works
Non-Represented Salary Range Alignment
RANGE CLASSIFICATION TITLE
Non-Represented Salary Range Alignment
Parks and Trails Manager
Water & Wastewater Manager
Road Operations & Maintenance Manager
37 Community Health Manager
Environmental Health Manager
36 Engineer III
35 Juvenile Court Services Deputy Administrator
34 Prosecuting Attorney Administrative Manager
Solid Waste Manager
Public Defense Administrative Manager
33 Juvenile Detention Manager
Chief Deputy Assessor
Chief Deputy Treasurer
Chief Deputy Clerk
Chief Deputy Auditor
Finance Manager II - MCSO
Risk Manager
Environmental Health Supervisor
32 Project Support Services Manager
Equipment Maintenance Supervisor
Road Operations & Maintenance Supervisor
31
30 Engineering & Construction Assistant Manager
Grant Writer
Senior Epidemiologist
29 Public Works Office Administrator
Human Resources Analyst
Clerk of the Board
Finance Manager I
28 Engineer II
Office Manager
Therapeutic Court Program Manager
Senior Financial Analyst - Central Services
27 Public Records Coordinator
Epidemiologist
RANGE CLASSIFICATION TITLE
Non-Represented Salary Range Alignment
26 Engineer I
Lead Judicial Assistant - Superior Court
25 Financial Analyst - Superior Court
Financial Analyst - Central Services
24 Noxious Weed Coordinator
Judicial Assistant / Family Law Facilitator
Judicial Assistant / Official Court Recorder
Executive Assistant - Central Services
Executive Assistant - MCSO
Deputy Coroner
23
22
21 WIC Coordinator/Certifier
20 Therapeutic Courts Caseworker
Temp-Therapeutic Courts Caseworker
19 Administrative Clerk
18
17
16 Administrative Assistant II - Human Resources
15
14
13 Administrative Assistant I - Commissioners
12
11
10 Customer Service Specialist
9
8
RANGE CLASSIFICATION TITLE
Non-Represented Salary Range Alignment
7
6
5
4
3
2
1 Central Shop Assistant
Superior Court Judge Pro Tem*$130.43
Superior Court Pro Tem Commissioner $91.80
District Court Judge Pro Tem $91.80
Superior Court Bailiff $20.40
District Court Bailiff $20.40
Noxious Weed Specialist $17.34 - $22.44
Noxious Weed Inspector $17.13 - $20.40
Linked to Superior Court Judge salary - ATBs do not apply
Hourly Job Classes
Mason County
Agenda Request Form
From: Ext.
Department:
Action Agenda:
Public Hearing:
Special Meeting:
12/8/2025 12/9/2025
Finance Human Resources Legal Information Technology Risk
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:
Out of Class Employee List
Background/Executive Summary:
Compilation of continuous Out of Class and Lead Pays that roll into 2026.
Budget Impact (amount, funding source, budget amendment):
TBD
Public Outreach (news release, community meeting, etc.):
N/A
Requested Action:
Approval of continuous Out of Class and Lead Pays that roll into 2026.
Attachments:
OOC and LEAD 2026+
Status Name Date Submitted Type of Pay Request
1 Under Review Shanna Graham 11/17/2025 1:35 PM Out of Class
Approved Shanna Graham 5/20/2025 5:49 AM Out of Class
2 Incomplete Tammi Wright 11/5/2025 8:28 AM Lead Pay
3 Incomplete Carl Olson 11/5/2025 8:23 AM Lead Pay
4 Approved Kayla Brinckmeyer 10/15/2025 2:50 PM Lead Pay
5 Approved SHANDA GARCIA 10/13/2025 10:39 AM Lead Pay
6 Approved Cami Olson 8/25/2025 4:20 PM Out of Class
7 Under Review Lindsey Beahm 8/5/2025 6:03 AM Lead Pay
8 Under Review Mariah Frazier 7/31/2025 11:42 AM Lead Pay
9 Under Review Julie Cheney 7/31/2025 11:39 AM Lead Pay
10 Under Review Scott Ruedy 7/31/2025 11:38 AM Lead Pay
11 Under Review Genie McFarland 7/31/2025 11:36 AM Lead Pay
12 Approved Ravyn Marshall 7/29/2025 10:39 AM Out of Class
13 Under Review TJ Cannon 5/15/2025 11:13 AM Out of Class
Union Status Union Department
Union Corrections and Support Staff Sheriff's Office
Union Corrections and Support Staff Sheriff's Office
Union AFSCME Support Services
Union General Services Support Services
Non-Union Human Resources
Union AFSCME Clerk's Office
Non-Union Support Services
Union Teamsters - General Services Public Works
Union Teamsters - General Services DCD
Union Teamsters - General Services DCD
Union Teamsters - General Services DCD
Union Teamsters - General Services DCD
Non-Union Support Services
Union Engineer's Guild Information Services
Employee Current Job Title Higher Job Classification Title
SS2 SS3
Support Specialist 2 Support Specialist 3
Senior Emergency Management Coordinator
Maintenance IV
Administrative Assistant II HR
Jury/Records/Collection Manager
Public Records Coordinator Clerk of the Board
Combined Sewer and Water Operator III
Office Specialist
Planner Senior
Planner Senior
Permit Specialist Senior
Administrative Assistant Parks Program Support Technician
Network Engineer IT Manager
oposed Increase (% or rangditional funding need Funding Source
117.41 No
At least 5%No
10%No
10%No
10 No
10 No
5%No
10%No Utility rates
10%No
10%No
10%No
10%No
10%No
Range 46 Step 6 Yes Supplemental
Mason County
Agenda Request Form
To: Board of Mason County Commissioners Item No.
From: John Taylor Ext: 806
Emergency Management
Action Agenda:
Public Hearing:
Briefing Date(s): 12/8/2025 Agenda Date(s): 12/9/2025
Internal Review: Finance Human Resources Legal IT Risk Other
This is the responsibility of the requesting Department)
Item: Transition of Mason County Emergency Alert System from CodeRED to Everbridge.
Background/Executive Summary:
Mass notication/emergency alert systems deliver urgent information quickly to large groups during
emergencies or critical events. They use multiple channels—calls, texts, emails, sirens, and social
media—to ensure timely, reliable communication. Their purpose is to increase situational
awareness, guide protective actions, and help safeguard lives and property.
Mason County is transitioning from CodeRED to Everbridge after a November 10, 2025 cyberattack
shut down CodeRED’s system and FEMA revoked its IPAWS certicates, leaving the County unable
to issue emergency alerts. Everbridge was selected because it is fully IPAWS-certied, is the
platform used by Washington State EMD, and provides greater reliability and security. The change
also results in cost savings, with CodeRED priced at $21,578 (including tax) annually compared to
Everbridge at $17,270. This transition will restore Mason County’s public warning capability and
align operations with state partners.
The Master Services Agreement has been reviewed and approved by legal.
Budget Impact (amount, funding source, budget amendment, etc.):
Cost savings of $4,308.
Public Outreach:
Once the transition occurs, partner agencies and the public will be notied of the transition.
Requested Action:
Approve the transition from CodeRED to Everbridge and sign quote and Master Services Agreement
MSA).
Attachment(s): Everbridge quote and MSA.
Prepared for:
Tammi Wright
Mason County, WA
411 N. 5th St.
Shelton WA 98584-3466
United States
Ph: 3604277535
Fax:
Email: tammiw@masoncountywa.gov
Quotation
Quote #:Q-245110-1
Date:11/25/2025
Expires On:12/25/2025
Confidential
Salesperson:Zach Netzler
Phone:
Email:zachary.netzler@everbridge.com
Payment Term:Net 30
Entity ID:Everbridge, Inc. - 26-2919312
Contract Summary Information:
Contract Period:36 Months
Year 1
QTY DESCRIPTION PRICE
65,726 Public Communications Advanced - US USD 11,439.20
65,726 Resident Connection - Life Safety - USA USD 3,963.28
4 Everbridge Additional Organization USD 500.00
Year 1 TOTAL:USD 15,902.48
Year 2
QTY DESCRIPTION PRICE
65,726 Public Communications Advanced - US USD 11,439.20
65,726 Resident Connection - Life Safety - USA USD 3,963.28
4 Everbridge Additional Organization USD 500.00
Year 2 TOTAL:USD 15,902.48
Year 3
QTY DESCRIPTION PRICE
65,726 Public Communications Advanced - US USD 11,439.20
65,726 Resident Connection - Life Safety - USA USD 3,963.28
Page 1 of 3
QTY DESCRIPTION PRICE
4 Everbridge Additional Organization USD 500.00
Year 3 TOTAL:USD 15,902.48
Pricing Summary:
Year One Fees:USD 15,902.48
One-time Implementation and Setup Fees: USD 0.00
Professional Services:USD 0.00
Total Year One Fees Due: USD 15,902.48
Ongoing Fees:
Year Two Fees:USD 15,902.48
Year Three Fees:USD 15,902.48
Quote Terms:
1.By signing this Quote, or issuing a Purchase Order referencing this Quote or the services in this Quote, you represent
that you read, understand and agree the terms of the Master Service Agreement below apply to this Quote and any other
services provided by Everbridge and are authorized on behalf of the Client to execute the Quote and bind Client to the
Master Services Agreement
https://www.everbridge.com/master-services-agreement-v11-jan-2025
2.Subject to sales taxes where applicable.
3.Except for currency designation, the supplemental notes below, if any, supplied in this Quote are for informational
purposes and not intended to be legally binding or override the language of the Master Services Agreement.
Page 2 of 3
AID1\
Please, Sign, Date and Return:
Signature:Sig_es_:signer1:signature}}Date:Dte_es_:signer1:date}}
Name (Print):Name1_es_:signer1:fullname}}Title:Ttl1_es_:signer1:title}}
Please, Sign, Date and Return:
Signature:Sig_es_:signer2:signature}}Date:Dte_es_:signer2:date}}
Name (Print):N_es_:signer2:fullname}}Title:Ttl_es_:signer2:title}}
Everbridge, Inc.
8300 Boone Blvd, Suite 800
Vienna,VA 22182
818) 230-9700
THANK YOU FOR YOUR BUSINESS!
Page 3 of 3
SYSTEM INCLUSION - Confidential
Everbridge, Inc. Confidential & Proprietary www.everbridge.com
1
Resident Connection – Life Safety - USA
Overview
Resident Connection allows United States Local Government agencies to maximize the reach of their
constituents by providing Immediate access to the resident and business database for the jurisdiction.
Resident Connection has also been developed to help provide faster ways to communicate critical
information in an imminent threat to life and property (life-threatening emergencies).
The solution provides users with easy access to available resident and business contacts for their
jurisdiction or custom area, including:
Integrated management of all your contacts within the Everbridge Mass Notification Suite
This life safety database contains verified contact names, addresses and phone numbers (Landline, VOIP,
Wireless). Imminent Threat to Life notification protection for Wireless Data (SMS & VOICE) to prevent
misuse in non-emergency notifications
All contacts contain at least one delivery method, and all have a geocoded address for list-based or map-
based contact selections
Usage
Resident Connection – Life Safety is available as a premium add-on to Everbridge Mass Notification Suite
Use of the mobile phone numbers is only permitted for “Imminent Threat to Life” notifications via SMS or
Voice
Use of the landline phone numbers can be used for “Imminent Threat to Life” or notifications via non-
emergency messages
Using Everbridge to send SMS, Voice, Fax, conference calls, TTY communications and notifications are
subject to the Everbridge Credit Based Usage Policy
Our service transmits messages through various channels using standard protocols. Messaging services like
email, voice calls, and SMS may experience delays or undelivered messages due to third parties, often
chosen by you or the recipient (e.g., busy signal, carrier network issues, or dead battery). We cannot
guarantee delivery and advise against relying solely on one messaging channel for important
communications.
Our service supports messaging through various channels, subject to usage limits ("Message Credits"). Your
Quote or pricing document outlines your annual Message Credit Limit. This limit includes unlimited push
notifications via our app, email, or pager, and a maximum number of individual messages before incurring
extra costs. You can monitor your Message Credit usage, limit, and remaining credits on our Client Portal. If
SYSTEM INCLUSION - Confidential
Everbridge, Inc. Confidential & Proprietary www.everbridge.com
2
you exceed your limit, we may charge you for overages. We advise purchasing more Message Credits if you
are close to your limit. Additional Message Credits can be bought anytime.
Each of the following is counted as a single message credit:
SMS Text messages:
For messages that contain only GSM characters, each 153 characters or portion thereof.
For messages that contain any non-GSM characters, each 67 characters or portion thereof.
GSM characters include only characters in the GSM 7-bit default alphabet.
Character limits for SMS Text messages are determined by telecommunication providers.
Everbridge reserves the right to change the length of a single SMS Text message if
telecommunication providers update these amounts.
Voice messages or Conference Voice: One minute or portion of a minute of the voice message,
calculated on a cumulative basis per month, per destination country.
TTY: One minute per TTY message.
Fax: Per Page Transmitted.
Key features
Direct access to Resident Connection life safety to generate alerts from within Everbridge Mass Notification
Suite user interface
Leverage pre-loaded jurisdiction boundaries and POI data
Visualize contacts in Universe & Notification map
Resident Connection Data. If a Client is purchasing Resident Connection Data, Everbridge provides to
Client a limited, non-exclusive, non-transferable, non-sublicensable, right to use mobile, landline and VoIP
telephone records (“Resident Connection Data”) in connection with emergency notifications sent through
the Everbridge Solutions for lawful, life-safety purposes. Resident Connection Data is Confidential
Information of Everbridge and is subject to the confidentiality obligations and the license restrictions of this
Agreement. Resident Connection Data is owned expressly by Everbridge and rights to use such data
terminates upon the termination or expiration of this Agreement.
Set-up, Implementation & Support
Minor implementation is required at no charge. Your account manager will coordinate with our
implementation team to activate this feature
Available for United States government agencies delivering life safety communications only
Available for mass notification organizations only
Database is automatically updated monthly with no manual intervention.
To enable our customer support teams to more effectively solve our customers’ support-related issues by
providing analytics, suggesting guidance, and improving our knowledge base, as well as allow customers access
SYSTEM INCLUSION - Confidential
Everbridge, Inc. Confidential & Proprietary www.everbridge.com
3
to our knowledge base through a chat feature. Access to support tickets is needed for the feature to operate,
except for the chat feature where no support ticket or other customer data is required.
For more information about the policies that apply to our Services and how you use them, refer to our Policy
Page https://www.everbridge.com/company-policies. You will obtain all requisite permissions or consents to
support your use. For more information on the accreditations, certifications and operational practices relevant
to the Service(s) you have purchased from us, refer to trust.everbridge.com.
For a full product description, along with best practices and product details, please see the Everbridge User
Guide and Everbridge University.
Everbridge Public Safety Communications Inclusion Sheet
Everbridge, Inc. Confidential & Proprietary www.everbridge.com Rev. February 2022 version 1
Everbridge Public Safety
Communications Advanced – US
Everbridge Public Safety Communications Advanced (US) enables government agencies to quickly and reliably
send broad or targeted notifications based on lists or location to the public via text, voice, email, and over
100 other modalities, including desktop alerts. Communicate and collaborate internally securely. Engage with
your community through zip code and keyword opt-in. With Everbridge, you are supported by an expandable
and redundant infrastructure, industry-leading security and compliance, and real-time visualized intelligence.
Below is a list of key system inclusions:
Communication channels
Unlimited notifications through any of the IPAWS channels (EAS, WEA, NWEM, COG-to-COG) for
authorized authorities in the United States only
Unlimited email notifications
Unlimited notification to social media
Unlimited text pager notifications
Unlimited Everbridge mobile app push notifications
Unlimited notification streams to publicly accessible websites through Everbridge Web Widget
Unlimited notifications directly to websites and services that support API access via HTTPS using ‘Web
Posting’
Unlimited access to one Audio Bulletin Board for contacts to retrieve the audio message at their
convenience
Everbridge Network for situational intelligence & notifications shared by other public and private groups
SMPP-based True SMS text messaging for reliable and timely message delivery
Our service transmits messages through various channels using standard protocols. Messaging services
like email, voice calls, and SMS may experience delays or undelivered messages due to third parties,
often chosen by you or the recipient (e.g., busy signal, carrier network issues, or dead battery). We
cannot guarantee delivery and advise against relying solely on one messaging channel for important
communications.
Our service supports messaging through various channels, subject to usage limits ("Message Credits").
Your Quote or pricing document outlines your annual Message Credit Limit. This limit includes unlimited
push notifications via our app, email, or pager, and a maximum number of individual messages before
incurring extra costs. You can monitor your Message Credit usage, limit, and remaining credits on our
Client Portal. If you exceed your limit, we may charge you for overages. We advise purchasing more
Message Credits if you are close to your limit. Additional Message Credits can be bought anytime.
Everbridge Public Safety Communications Inclusion Sheet
Everbridge, Inc. Confidential & Proprietary www.everbridge.com Rev. February 2022 version 1
Each of the following is counted as a single message credit:
SMS Text messages:
For messages that contain only GSM characters, each 153 characters or portion thereof.
For messages that contain any non-GSM characters, each 67 characters or portion thereof.
GSM characters include only characters in the GSM 7-bit default alphabet.
Character limits for SMS Text messages are determined by telecommunication providers.
Everbridge reserves the right to change the length of a single SMS Text message if
telecommunication providers update these amounts.
Voice messages or Conference Voice: One minute or portion of a minute of the voice message,
calculated on a cumulative basis per month, per destination country.
TTY: One minute per TTY message.
Fax: Per Page Transmitted.
Desktop Alerts – Urgent Full-Screen Takeover Alerts
Everbridge Google Public Alerts displayed in Google Search and Google Maps
Unlimited notifications through authorized IPAWS channels:
Emergency Alert System (EAS)—send short text message to televisions and audio message to radio
Wireless Emergency Alerts (WEA) – send short text message to mobile phones
Non-Weather Emergency Alerts (NWEM) – send short audio messages to NOAA radio
IPAWS Authorization. Client represents and warrants to Everbridge that any employee, agents, or
representatives of Client who access IPAWS-OPEN using Client’s credentials provided by FEMA (each, an
IPAWS User”), are authorized by FEMA to use IPAWS-OPEN, have completed all required training, and
Client has executed an IPAWS Memorandum of Agreement (“MOA”) with FEMA. Client shall contact
Everbridge immediately upon any change in Client or any IPAWS User’s right to access IPAWS-OPEN.
Client shall only access IPAWS-OPEN using its designated credentials and FEMA issued digital certificate
Digital Certificate”). Client acknowledges and agrees that Everbridge shall not have access to its
credentials and that Client assumes full responsibility for maintaining the confidentiality of any
credentials issued to it. Client shall be solely responsible for any and all claims, damages, expenses
including attorneys’ fees and costs) that arise from any unauthorized use or access to IPAWS-OPEN.
Credentials. Client shall load and maintain within its Everbridge account Organization, its Digital
Certificate, COG ID, and Common Name. Client authorizes and requests Everbridge to use the foregoing
stored information to connect Client to IPAWS-OPEN.
Messaging. Client acknowledges and agrees that: (i) upon submission of messages to IPAWS-OPEN,
Everbridge shall have no further liability for the distribution of such message, and that the distribution
through IPAWS-OPEN, including, but not limited to, delivery through the Emergency Alert System or the
Commercial Mobile Alert System, is in no way guaranteed or controlled by Everbridge; (ii) Everbridge
shall not be liable as a result of any failure to receive messages distributed through IPAWS-OPEN; (iii)
IPAWS may include additional features not supported through the Everbridge system, and Everbridge
shall not be required to provide such additional features to Client; and (iv) Client shall be solely
responsible and liable for the content of any and all messages sent through IPAWS-OPEN utilizing its
access codes.
Everbridge Public Safety Communications Inclusion Sheet
Everbridge, Inc. Confidential & Proprietary www.everbridge.com Rev. February 2022 version 1
Term. Client acknowledges and agrees that access to IPAWS-OPEN shall be available once Client has
provided Everbridge with the Digital Certificate and any other reasonably requested information to
verify access to the system. Upon termination of the Agreement access to IPAWS-OPEN shall
immediately terminate. In addition, Everbridge may immediately terminate, without liability, access to
IPAWS-OPEN, if Client breaches this Addendum, the MOA, or FEMA changes the IPAWS-OPEN system so
that it materially change the business terms and/or feasibility for Everbridge to provide such access.
SMS, Voice, Fax, conference calls, TTY communications (US & Canada), numeric pager, and notifications are
subject to the Everbridge Credit Based Usage Policy.
Core platform access
Three (3) Organization with unlimited nested static and dynamic groups
One (1) Contact Data Location per organization
Access to Single Sign-On
Access to web-based portal to initiate messages, reporting, and administration
Access to ManageBridge Application (iOS, Android) and Mobile Optimized Notification Site
Access to incident management for streamlining and automating communication plans
Access to incident communications with incident chat for streamlining and automating communication
plans
Secure collaboration (mobile app) for encrypted communication to coordinate and collaborate
Access to REST APIs for automated contacts management and for launching notifications from external
applications
Access to email ingestion for launching notifications from external applications through email
Key features
Unlimited Mass Notification and Incident Templates
Map-based drawing and selection tools and imported shape files (e.g. Google Maps, Bing Maps, ESRI)
One-screen broadcast creation workflow to speed message creation and reduce human error
Downloadable PDF report for each incident
Real-time reporting for improved situational awareness and easier after-action analysis
Unlimited user accounts with role-based permissions for contacts
Flexible role-based access controls to manage user permissions
Custom branded community opt-in portal with custom fields and opt-in subscriptions
Organization specific customizable caller ID, greetings, and broadcast settings
Multi-language text to speech engine and custom voice recording
Notification escalation to automatically send a notification to the next person or group if there is no
confirmation
Everbridge Public Safety Communications Inclusion Sheet
Everbridge, Inc. Confidential & Proprietary www.everbridge.com Rev. February 2022 version 1
Contact Management APIs
Self-Service Contact Record Management, Contact Import via CSV Upload and via Contact API or via
Secure FTP
Contact filtering based on custom criteria
Map-based, rule-based, group-based, or individual contact selection
Automatic address geo-coding for contacts
Ability to send standard, polling, or on-the-fly ‘One-Touch’ Conference Call messages
Public Incident Zone – Alert residents through Everbridge Mobile App on their entry into the impacted
area
4 Smart Conference bridge lines (subject to regional availability)
International support:
o Dynamic caller ID to customize caller IDs with local number per country or broadcast
o Globally local calling for faster communications using local or regional message initiation
o International long and short codes for SMS delivery (where available)
SmartWeather: Access to automated severe weather alerting from the National Weather Service for 1
ONE) area no greater than a single County – Only available to US contacts
Community Engagement: Communicate via Text, Email, and/or Voice Messages and provide an easy way
for residents or visitors to Text Opt-In (text zip-code or a keyword to 888-777) – Only available to US
contacts
Set-up, implementation, and support
Up to 10 remote support hours via a dedicated Implementation Specialist to be used within 60 days of
contract signing. These 10 hours include web-based training, system testing, and administrative set-up.
Your Implementation Specialist will also deliver your EB Suite system with best-practice recommended
settings configured.
Unlimited access to Everbridge University classes
24x7 customer support (phone, web, email)
To enable our customer support teams to more effectively solve our customers’ support-related issues
by providing analytics, suggesting guidance, and improving our knowledge base, as well as allow
customers access to our knowledge base through a chat feature. Access to support tickets is needed for
the feature to operate, except for the chat feature where no support ticket or other customer data is
required.
Global support/operations centers for redundant live support
Initial contact data upload and test broadcast support
5 live operator message initiations per year
Usage
Everbridge Public Safety Communications Inclusion Sheet
Everbridge, Inc. Confidential & Proprietary www.everbridge.com Rev. February 2022 version 1
For more information about the policies that apply to our Services and how you use them, refer to our
Policy Page https://www.everbridge.com/company-policies. You will obtain all requisite permissions or
consents to support your use. For more information on the accreditations, certifications and operational
practices relevant to the Service(s) you have purchased from us, refer to trust.everbridge.com.
everbridge.com
2025 Everbridge, Inc. www.everbridge.com Master Services Agreement v.11 01.01.2025 1
MASTER SERVICES AGREEMENT
1. CERTAIN DEFINITIONS.
Affiliate” means any entity which directly or indirectly controls, is controlled by, or is under common control with the subject entity.
Control”, for purposes of this definition, means (a) the ownership of greater than 50% of the voting power to elect directors of the
subject entity, or (b) direct or indirect ownership or control of more than 50% of the voting interests of the subject entity. An entity that
becomes an Affiliate after the execution of this Agreement will be deemed to be an Affiliate under this Clause.
Client” and “Company” mean, respectively, the customer and the Everbridge, Inc. entity identified on an applicable Quote or, absent
that, the customer and Everbridge, Inc. entity that receive or provide the Services. Company and Client are each sometimes referred to as
a “Party” and collectively, the “Parties”.
Contacts” are Client individuals designated as authorized to receive notifications or other communications through the Solutions and/or
who provide their personal contact information to Company, including through an opt-in portal.
Effective Date” means the date specified on the Quote, or if no date is specified, then the date Company provides credentials for access
to the Services pursuant to such Quote.
Professional Services" means any training or professional services of Company or its Affiliates identified in a Quote.
Quote” means the applicable quote, order form or other ordering document (e.g., statement of work) in which the nature of the offering
and key commercial terms are identified, including the applicable Solutions and any Professional Services. Each Quote forms a material
part of this Agreement.
Services” means the Solutions and, if applicable, any Professional Services.
Solution(s)” means the proprietary solution(s) and platform(s) of Company or its Affiliates identified in a Quote.
Users” are Client individuals who are authorized by Client from time to time to use the Solutions for the purposes of serving as system
administrators, sending notifications, configuring templates, reporting or managing data, or performing similar functions, and who have
been supplied user identifications and passwords by Client. Users may include employees and contractors of Client or its Affiliates.
2. SERVICES.
2.1. Orders. Commencing on the Effective Date, the Company or one of its Affiliates shall provide Client access to the Services subject to
the terms and conditions set forth in this Master Services Agreement (“Agreement”) and the applicable Quote. For any Services
listed on a Quote, there may be certain Solution-specific or Service-specific terms or conditions referenced therein, including by
means of inclusion sheets, annexes, or appendices, or links to an online repository of applicable terms and conditions, all of which
are deemed a material part of the Quote and this Agreement.
2.2. Setup. Company shall provide Client with login and password information for each User and will configure the Solutions based on
the maximum number of Contacts, or Users, as applicable depending on the Solutions ordered. Client shall undergo the initial setup
and training as set forth in the onboarding materials within sixty (60) days of the Effective Date.
2.3. Accuracy of Information. Client shall provide accurate and complete information to Company in connection with the Solutions and
related Services. Company will not be responsible for any of its or its third-party service providers’ acts or omissions that are due to
inaccurate or incomplete information submitted by or on behalf of Client.
2.4. Affiliate Usage and Optional Purchase by Affiliates. A Client Affiliate may choose to purchase Services on their own behalf to the
same extent as Client, provided that such purchases shall be on the same terms and conditions as this Agreement pursuant to a fully
executed Quote agreed to by Company and such Affiliate. Solely as to the Agreement between Company and such Affiliate, all terms
and references to “Client” shall refer to such Affiliate upon execution of an applicable Quote.
3. FEES; PAYMENT. Company shall invoice Client annually in advance for all Services. Client shall pay the fees within the time specified in the
Quote (or, if no timeframe is specified, within 30 days from receipt of invoice). If Client has usage levels in excess of the permitted
amounts, Client is responsible for paying applicable excess fees, which are related to costs incurred by the Company based on usage levels.
All Professional Services must be used within 12 months from the date of the applicable Quote. Late payments shall accrue interest at a
rate of one and one-half percent (1.5%) per month or the maximum amount permitted by law, whichever is lower. Such interest shall be in
addition to any other rights and remedies of Company. Unless otherwise provided, the fees set forth in the Quote do not include any
taxes, levies or duties of any nature, all of which Client is responsible for paying, except for those relating to Company’s net income or
property. If Company is legally obligated to collect or pay taxes for which Client is responsible, the appropriate amount shall be invoiced to
everbridge.com
2025 Everbridge, Inc. www.everbridge.com Master Services Agreement v.11 01.01.2025 2
and paid by Client, unless Client provides a valid tax exemption certificate. If Client requires the use of a third party for invoice processing,
Client shall bear the cost and expense associated with such third party.
4. COMPANY POLICIES & COMPLIANCE.
4.1. Company Policies. This Clause 4 details service specific and compliance terms, including but not limited to data privacy, security,
resilience, and Client acceptable usage. Such applicable policies, information, and terms (collectively, the “Company Policies”) are
incorporated by reference and available at https://www.everbridge.com/company-policies (the “Company Policies Page”). The
Company Policies, and Client’s compliance with them, are a material part of this Agreement. Company may make updates to the
Company Policies from time to time, for example to describe new features and other improvements or address new regulatory
requirements, but the functionality and protections afforded the Client shall not be diminished materially.
4.2. Use of Solutions. Client’s Users and Contacts may use the Services on Client’s behalf, provided Client remains responsible and liable
for the acts and omissions of each, (including its provision of Client Data to Company) and the applicable Company Policies. Client
shall be responsible for ensuring that there is a lawful basis for sending communications and, where applicable, obtaining the
consent of or providing notice to Contacts.
4.3. Client Data. Client shall retain all ownership rights in all Contact data, electronic data, and content Client transmits to Company to or
through the Solutions (“Client Data”). Client shall act as the owner and controller of Client Data in accordance with the terms of this
Agreement, including Company’s Data Processing Agreement, at the Company Policies Page. Client shall maintain a copy of all
Contact data it provides to Company. Client acknowledges that the Solutions are a passive conduit for the transmission of Client
Data and that Company has no obligation to screen any Client Data or other content. Client is solely responsible for (a) the accuracy,
quality and legality of Client data, and (b) third party licenses, consents and permissions needed for Client to capture and transmit
Client Data without violating legal requirements or third party rights hereunder.
4.4. Data Security. Company’s IT security program includes: (i) reasonable and appropriate technical, organizational, and security
measures against the destruction, loss, unavailability, unauthorized access or alteration of Client Data in the possession or under the
control of Company, including measures to ensure the availability of information following interruption to, or failure of, critical
business processes; and (ii) Solutions are independently audited annually by an accredited third party audit firm in accordance with
industry standards. Where Company has obtained ISO 27001 and SSAE 18 Service Organization Control 2 (SOC 2) reports for a
Service, Company shall provide Client with a copy of current certifications on request. The Company’s Security Information and
Procedures Policy applies, which is available at the Company Policies Page. Upon Client’s written request once annually, Company
shall respond to a reasonable questionnaire regarding Company’s compliance with the security obligations under the agreement. In
lieu of completing Client’s security questionnaire, Company may make compliance information available to Client in the form of a
copy of the summary of Company’s then-current applicable security audit report or an industry standard questionnaire response.
4.5. Privacy Compliance. Company shall abide by applicable Privacy Laws in connection with the processing of personal data in providing
the Solutions to the Client. Company is registered under the EU-US Data Privacy Framework. “Privacy Laws” means all applicable
laws, treaties and regulations applicable to the Parties’ respective processing of personal data, including the GDPR, the United
Kingdom’s DPA 2018, the California Consumer Privacy Act of 2018, Cal. Civ. Code §1798.100, et seq. and its implementing
regulations, as amended by the California Privacy Rights Act (the “CCPA/CPRA”), and Canada’s Personal Information Protection and
Electronic Documents Act (the “PIPEDA”). The Company’s standard Data Processing Agreement applies, which is available at the
Company Policies Page.
4.6. Resilience. Company maintains (a) a business continuity program for restoring the availability and access to Services in a timely
manner in the event of a physical or technical incident; and (b) a process for regularly testing the effectiveness of technical and
organizational measures for ensuring such business continuity. Company will abide by the Company Policies for resilience.
5. TERM & TERMINATION.
5.1. Term. The term of this Agreement shall begin on the Effective Date and shall expire when all underlying Quotes with Client or its
Affiliates have expired in accordance with the terms of such Quotes, unless terminated earlier as provided herein.
5.2. Term of Services Under Quotes. Services under an applicable Quote will begin as set forth in such Quote and shall continue for the
period specified therein or, if none is specified, a period of one year (“Initial Service Term”). At the end of the Initial Service Term,
the Quote and the Services provided thereunder shall renew for a period of successive one-year periods (each, a “Renewal Term”),
unless the Quote expressly indicated otherwise. Client shall be informed that the Initial Service Term or any Renewal Term is due to
renew and of any changes to these terms at least sixty (60) days in advance; and if a Party notifies the other Party of its intent to
terminate, pursuant to Section 12.5, at least thirty (30) days prior to the end of the then-current term, such Quote and the Services
thereunder shall terminate at the end of such term without further renewal. If a Quote contains Services added to an existing
subscription, such added Services will be coterminous with the Initial Service Term or applicable Renewal Terms.
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5.3. Termination by Either Party. Either Party may terminate this Agreement upon the other Party’s material breach of the Agreement,
provided that where such breach is capable of remedy, (a) the non-breaching Party sends written notice to the breaching Party
describing the breach in reasonable detail; (b) the breaching Party does not remedy the breach within thirty (30) days following its
receipt of such notice (the “Notice Period”); and (c) following the expiration of the Notice Period, the non-breaching Party sends a
second written notice indicating its election to terminate this Agreement.
5.4. Termination or Suspension for Non-Payment. If Client fails to pay any fees or charges due within thirty (30) days of their due date,
Company may terminate this Agreement upon thirty (30) days’ prior written notice to Client. Termination for non-payment shall not
relieve Client of its outstanding obligations (including payment) under this Agreement. In lieu of termination for non-payment,
Company may suspend Client’s access to the Solutions upon written notice to Client until such time that Client pays any outstanding
obligations in full.
5.5. Other Suspension. Company may temporarily suspend Client’s access to the Solutions or any portion thereof for (a) emergency
network repairs, threats to, or actual breach of network security; or (b) any legal, regulatory, or governmental prohibition affecting
the Solution. Company shall use its best efforts to notify Client through the Client’s portal and/or via email prior to such suspension
and shall reactivate any affected portion of the Solution as soon as possible.
6. PROPRIETARY RIGHTS & RELATED PROTECTIONS.
6.1. Grant of Use Rights. Subject to the usage requirements of Clause 4.2, Company hereby grants to Client, during the term of this
Agreement, a limited, non- exclusive, non-transferable (except as permitted by Clause 12.3), non-sublicensable right to, solely for its
internal business purposes, (a) for those Solutions expressly indicated on a Quote (or documents referenced therein) as intended for
download by the Client, to download and install the Solutions in object code form only on the number of servers and for the Users
specified in the Quote; and/or (b) otherwise access and use the Solutions that are offered on a remotely-hosted basis by Company
in which case a copy of the software itself will not be made available for download).
6.2. Reservation of Rights. The Solutions (including all associated computer software (whether in source code, object code, or other
form), databases, indexing, search, and retrieval methods and routines, HTML, active server pages, intranet pages, and similar
materials) and all intellectual property and other rights, title, and interest therein (collectively, “Properties”), whether conceived by
Company alone or in conjunction with others, constitute Confidential Information and the valuable intellectual property, proprietary
material, and trade secrets of Company (for purposes of this Clause 6.2, “Company” includes its Affiliates) and its licensors and are
protected by applicable intellectual property laws of the United States and other countries. Company owns (a) all voluntary
feedback regarding the design or operation of the Services (except for the Client Data) provided to Company by Users, Client and
Contacts in conjunction with the Services, and (b) all aggregated and anonymized transactional, performance, derivative data and
metadata generated in connection with the Solutions, which are generally used to improve the functionality and performance of the
Services and cannot be disaggregated or deanonymized. Except for the rights expressly granted to Client in this Agreement, all rights
in and to the Solutions and all of the foregoing elements thereof (including the rights to any work product resulting from
Professional Services and to any modification, enhancement, configuration or derivative work of the Solutions) are and shall remain
solely owned by Company and its respective licensors. Company may use and provide Solutions and Professional Services to others
that are similar to those provided to Client hereunder, and Company may use in engagements with others any knowledge, skills,
experience, ideas, concepts, know-how and techniques used or gained in the provision of the Solutions or Professional Services to
Client, provided that, in each case, no Client Data or Client’s Confidential Information is disclosed thereby.
6.3. Restrictions. Client shall not, and shall not permit any User or other Party to: (a) use the Properties on a service bureau basis,
outsource, rent, resell, sublicense, or time-share the Properties; (b) sell, transfer, assign, distribute or otherwise commercially
exploit or make the Properties available to any third party except as expressly set forth herein; (c) modify, adapt, translate, alter, or
make derivative works based upon the Properties; (d) reverse engineer, decompile, disassemble, or otherwise derive or attempt to
derive or determine the source code (or the underlying ideas, algorithms, structure, or organization) of the Properties; (e) remove,
obscure, cover, or alter any proprietary notices or labels on the Properties or any materials made available by Company; (f) interfere
in any manner with the operation of the Properties or the network used to operate the Properties; (g) access or use the Properties
to build, improve, or enhance a similar or competitive product or service; (h) attempt to access the Properties through any
unapproved interface; (i) use the Properties in a manner that, as determined by Company in its discretion, exceeds reasonable
request volume, constitutes excessive or abusive usage, or otherwise fails to comply or inconsistent with any part of the
documentation; (j) imply inaccurate creation, affiliation, sponsorship or endorsement of Client or the Properties; or (k) otherwise
use the Properties in any manner inconsistent with applicable law. Client bears responsibility to obtain any telecommunications or
computer hardware or software required to access the Properties.
7. CONFIDENTIAL INFORMATION.
Each Party, as a receiving Party, agrees to retain in confidence the non-public information and know-how disclosed to it pursuant to the
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Agreement which is either designated in writing as proprietary and or/confidential, if disclosed in writing, or if disclosed orally, is
designated in writing (which may be via email) as confidential within thirty (30) days of the oral discloser or should reasonable be
understood to be confidential by the receiving Party (“the “Confidential Information”). For the avoidance of doubt, the Services are
deemed the Confidential Information of the Company and the Client Data is Confidential Information of the Client. Each Party agrees to:
a) preserve and protect the confidentiality of the other Party’s Confidential Information, using at least the same degree of care which it
uses to prevent the disclosure of its own confidential information of like importance, but in no event less than reasonable care; (b) refrain
from using the other Party’s Confidential Information except as contemplated herein; and (c) not disclose such Confidential Information to
any third party except to employees, officers, affiliates, controlling stockholders, agents, advisors, subcontractors and other
representatives as is reasonably required in connection with the exercise of its rights and obligations under the Agreement (and only
subject to binding use and disclosure restrictions at least as protective as those set forth herein). Each Party agrees to promptly notify the
other Party of any unauthorized disclosure or use of any Confidential Information and to assist the other Party in remedying such
unauthorized use or disclosure by taking such steps as are reasonably requested.
Notwithstanding the foregoing, Confidential Information shall not include information which is: (a) already publicly known without breach
of the Agreement; (b) discovered, created or independently developed by the receiving Party without use of, reliance upon, or reference
to, the Confidential Information of the disclosing Party, as shown in records of the receiving Party; or (c) otherwise known to the receiving
Party through no wrongful conduct of the receiving Party. In addition, the receiving Party may disclose the disclosing Party’s Confidential
Information if required to do so by law or court order; provided that the receiving Party, to the extent legally permitted, shall provide
prompt notice thereof and commercially reasonable assistance to the disclosing Party to enable the disclosing Party to seek a protective
order or otherwise prevent or restrict such disclosure. Moreover, either Party hereto may disclose any Confidential Information hereunder
to such Party’s agents, attorneys and other representatives (and only subject to confidentiality obligations at least as protective as those
set forth herein) or any court of competent jurisdiction as reasonably required to resolve any dispute between the parties hereto. Each
Party agrees and acknowledges that any breach or threatened breach of this Clause 7 may cause irreparable injury to the disclosing Party
and that, in addition to any other remedies that may be available, in law, in equity or otherwise, the disclosing Party shall be entitled to
seek injunctive relief against the threatened breach of the Agreement or the continuation of any such breach by the receiving Party,
without the necessity of proving actual damages or posting any bond, in addition to any other rights or remedies provided by law.
Upon any termination of this Agreement, the receiving Party shall continue to maintain the confidentiality of the disclosing Party’s
Confidential Information and, upon request and to the extent practicable, return or destroy all materials containing such Confidential
Information. Notwithstanding the foregoing, either Party may retain a copy of any Confidential Information if required by applicable law or
regulation, in accordance with internal compliance policy, or pursuant to automatic computer archiving and back-up procedures, subject
at all times to the continuing applicability of the provisions of this Agreement.
8. WARRANTIES; DISCLAIMER.
8.1. Limited Warranty. Company shall provide the Services in a professional manner and in material compliance with the documentation
referenced in the applicable Quote in connection with the specific Services to be provided. Client’s sole and exclusive remedy for
any breach of this warranty shall be, at no additional charge to Client, to use commercially reasonable efforts to offer Client an error
correction or work-around.
The Company commits to offering Client support 24 hours a day, 7 days a week, 365 days a year in accordance with its most recently
published Support Services Guide. Notwithstanding the foregoing, Company has no obligation to provide Client with any
administrative support but if Company agrees to do so Company may charge Client the reasonable applicable fees for the additional
support provided.
8.2. Disclaimer. THE FOREGOING REPRESENT THE ONLY WARRANTIES MADE BY COMPANY HEREUNDER, AND COMPANY EXPRESSLY
DISCLAIMS ALL OTHER WARRANTIES OF ANY KIND, WHETHER EXPRESS, IMPLIED, STATUTORY, OR OTHERWISE, WARRANTIES OF
TITLE, MERCHANTABILITY, NON-INFRINGEMENT, OR FITNESS FOR A PARTICULAR PURPOSE, TO THE MAXIMUM EXTENT PERMITTED
BY APPLICABLE LAW. COMPANY PROVIDES THE SOLUTIONS “AS IS” AND DOES NOT WARRANT THAT THE SOLUTION WILL PROVIDE
INFORMATION OR OPERATE ERROR FREE OR WITHOUT INTERRUPTION. WITHOUT LIMITING THE FOREGOING, IN NO EVENT SHALL
COMPANY HAVE ANY LIABILITY FOR PERSONAL INJURY (INCLUDING DEATH) OR PROPERTY DAMAGE ARISING FROM FAILURE OF THE
SOLUTION TO INFORM CLIENT OR DELIVER AN ELECTRONIC COMMUNICATION, HOWEVER CAUSED AND UNDER ANY THEORY OF
LIABILITY, EVEN IF COMPANY HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGE.
8.3. Message Transmission Risks. The solutions transmit information, data, and content to supported contact paths for public and
private networks and carriers using the standard protocol for each path. The Client acknowledges that the use of messaging
services, including email, voice calls, and SMS, carries a risk of messages being delayed, undelivered, or incomplete due to the
involvement of multiple third-party entities in the transmission process, including entities that the recipient and service providers
the client or recipient select. The final delivery of messages is dependent on the networks, carriers, and devices managed by the
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Client or recipient, which are beyond the Company’s control. Therefore, the Company cannot and does not guarantee delivery and
advises against relying solely on any single messaging channel for critical communication.
8.4. Third-Party Services. Client may be able to access and use third-party applications, data, content, software, or services that are
integrated into or otherwise made a part of the Services (“Third-Party Services”). Company is not responsible for the acts or
omissions of any third party that provides the Third-Party Services. Client acknowledges that such Third-Party Services are controlled
by the applicable third parties and are subject to such third parties’ terms and conditions. Company provides these Third-Party
Services only as a convenience and does not review, approve, monitor, endorse, warrant, or make any representations with respect
to Third-Party Services, or any product or service provided in connection therewith.
9. INDEMNIFICATION.
9.1. By Company. Company shall defend, Client from and against any third-party claim, suit or proceeding against Client arising out of an
allegation that Client’s use of the Solution in accordance with this Agreement infringes an issued patent, copyright, or other IP right
IP Claims”) and indemnify and hold Client harmless against any amounts owed pursuant to a court judgment or settlement of such
IP Claims, as well as any reasonable attorneys’ fees incurred prior to Company’s assumption of the defense prior to Clause 9.3.
9.2. Infringement Remedy. If (a) any aspect of the Solution is found or, in Company’s reasonable opinion is likely to be found, to infringe
upon the IP right of a third party or (b) the continued use of the Solution is enjoined, then Company will promptly, at its own cost
and expense, at its option: (i) obtain for Client the right to continue using the Solution; (ii) modify such aspect of the Solution so that
it is non-infringing; or (iii) replace such aspect of the Solution with a non-infringing functional equivalent. If, after commercially
reasonable efforts, Company determines in good faith that options (i) - (iii) are not feasible, Company will remove the infringing
items from the Solution and refund to Client on a pro-rata basis any prepaid unused fees paid for such infringing element. The
remedies set forth in this Clause 9.2 are Client’s exclusive remedy for IP Claims. Company shall have no obligation or liability for any
claim pursuant to this Clause to the extent arising from: (x) the combinations, operation, or use of the Solution supplied under this
Agreement with any product, device, or software not supplied by Company to the extent the combination creates the infringement;
y) the unauthorized alteration or modification by Client of the Solution; or (z) Company’s compliance with Client’s designs,
specifications, requests, or instructions pursuant to an engagement for Professional Services relating to the Solution to the extent
the claim of infringement is based on the foregoing.
9.3. Indemnification Process. The indemnifying Party’s obligations under this Clause 9 are contingent upon the indemnified Party: (a)
promptly giving notice of the claim to the indemnifying Party once the indemnification claim is known; (b) giving the indemnifying
Party sole control of the defense and settlement of the indemnification claim (provided that the indemnifying Party may not settle
such indemnification claim in a manner that imposes any obligation or restriction upon the indemnified Party absent their consent);
and (c) providing the indemnifying Party all available information and reasonable assistance.
10. LIABILITY LIMITS.
Neither Party shall be liable for any lost profits (other than from applicable fees), revenues, goodwill, business interruption, indirect,
incidental, or consequential damages under or in connection with this Agreement (including indemnification), even if a Party or its
affiliates have been advised of the possibility of such damages or if a Party’s or its affiliates’ remedy otherwise fails of its essential purpose.
Nothing in this Agreement shall limit or exclude liability for death or personal injury caused by gross negligence, fraud or other liability
where such liability may not properly be limited or excluded by applicable law.
Except with respect to amounts owed pursuant to the indemnification obligations under Clause 9 (Indemnification), Company’s maximum
aggregate liability shall in no event exceed the fees paid by Client to Company under the applicable Quote form during the twelve (12)
month period prior to when the claim arose. Each Party understands and agrees that these liability limits reflect the allocation of risk
between the Parties and are essential elements of the basis of the bargain, the absence of which would require substantially different
economic terms.
11. INSURANCE. Company will maintain during the term of this Agreement the following coverages: (a) General Liability insurance, with
liability limits of at least $3,000,000; (b) Professional Liability coverage with limits of at least $3,000,000; and (c) workers’ compensation
insurance as required by the state or local law in which the work is performed. Upon request by Client, Company shall provide Client a
certificate of insurance evidencing such coverages.
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12. MISCELLANEOUS.
12.1. Force Majeure Company shall not be responsible for performance under this Agreement to the extent precluded by
circumstances beyond Company’s reasonable control, including without limitation acts of God, acts of government, flood, fire,
earthquakes, civil unrest, acts of terror, labor problems, regional technology interruptions, or denial of service attacks.
12.2. Waiver; Severability. The failure of either Party hereto to enforce at any time any of the provisions or terms of this Agreement
shall in no way be considered to be a waiver of such provisions. If any provision of this Agreement is found by any court or other
authority of competent jurisdiction to be invalid, illegal or unenforceable, that provision shall, to the extent required, be deemed
deleted or revised, and the remaining provisions shall continue in full force and effect to the maximum extent possible so as to
give effect to the intent of the Parties.
12.3. Assignment. Neither Party may assign this Agreement to any third party except upon the other Party’s prior written consent,
which consent shall not be unreasonably withheld or delayed; provided, that no such consent shall be required in the event of
an assignment to an Affiliate or to a successor-in-interest to the business of the assigning Party resulting from a merger,
reorganization, or sale of all or substantially all such Party’s assets. Notwithstanding the above, neither Party shall assign this
Agreement to any third party which is a competitor of the other Party.
12.4. Governing Law; Attorneys’ Fees. Governing law and court jurisdiction for Agreement and applicable in any dispute or lawsuit
between the Parties shall be determined according to the table below, based on where a Client is incorporated, without giving
effect to any conflicts of laws principles that require the application of the law of a different jurisdiction:
Client Incorporation Location Governing Law and Jurisdiction
The U.N. Convention on Contracts for the International Sale of Goods shall not apply. The prevailing Party in any action arising
out of this Agreement shall be entitled to its reasonable attorneys’ fees and costs.
12.5. Notices. Legal notices (e.g., claimed breach or termination) to be provided under this Agreement shall be delivered in writing (a)
in person, (b) by nationally recognized overnight delivery service, or (c) by registered prepaid post to the other Party as set forth
on the signature page hereto. All legal notices shall be deemed to have been given upon receipt or, if under (c), two (2) business
days after being deposited in the mail. Either Party may change its address by giving notice of the new address to the other Party
pursuant to this Clause and identifying the effective date of such change. Company may provide all other notices to Client’s
billing contact on the Client Registration Form or to the Company Support Center, including with respect to billing, availability,
upgrades, maintenance, or other updates of the Solutions.
12.6. Marketing. Client consents to Company referencing Client’s name as a Company client in Company publications, its website, and
other marketing materials pursuant to Customer’s branding guidelines. Client may revoke this right at any time upon written
notice to Company.
12.7. Anti-corruption. Both Parties shall comply with all applicable laws, statutes, and regulations, relating to anti-bribery and anti-
corruption, including but not limited to, the FCPA and Bribery Act 2010. Neither Party has received or been offered any illegal or
improper bribe, kickback, payment, gift, or thing of value from an employee or agent of the other Party in connection with this
Agreement. Reasonable gifts and entertainment provided in the ordinary course of business do not violate the above
restriction.
12.8. Equal Employment Opportunity. Company is a government contractor and is subject to the requirements of Executive Order
11246, the Rehabilitation Assistance Act and VEVRAA. Pursuant to these requirements, the Equal Opportunity Clauses found at
41 Code of Federal Regulations sections 60-1.4(a) (1-7), sections 60-250.4(a-m), sections 60-300.5 (1-11) and sections 60-741.5
a) (1-6) are incorporated herein by reference as though set forth at length and made an express part of this Agreement.
12.9. Government Users and Contacts. Client is the government entity identified in the Quote that funds the acquisition of Services.
Another separately-funded independent government entity must be explicitly added to the Quote or obtain its own
subscription. The software contained within the Solutions and related documentation are “Commercial Items”, as that term is
defined at 48 C.F.R. §2.101, consisting of “Commercial Computer Software” and “Commercial Computer Software
Documentation”, as such terms are used in 48 C.F.R. §12.212 or 48 C.F.R. §227.7202, as applicable. Consistent with 48 C.F.R.
12.212 or 48 C.F.R. §227.7202-1 through 227.7202-4, as applicable, the Commercial Computer Software and Commercial
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Computer Software Documentation are being licensed to U.S. Government end users (a) only as Commercial Items and (b) with
only those rights as are granted to all other end users pursuant to the terms and conditions herein.
12.10. Export Controls. Client understands that the software, technologies or other aspects of the Services provided to Client pursuant
to this Agreement may be subject to various export control and sanctions laws and regulations of the United States and possibly
other jurisdictions (collectively, “Trade Controls”). Company and Client each represent that it is not on any applicable
government’s prohibited or restricted parties list or otherwise the subject of applicable Trade Controls (a “Restricted Party”).
Client will conduct its activities under this Agreement in compliance with applicable Trade Controls and, without regulatory
authorization as may be required, will not export, reexport, or transfer the Services in violation of applicable Trade Controls.
12.11. General. This Agreement, including each Quote, constitutes the entire agreement between the Parties and supersedes all other
agreements and understandings between the Parties, oral or written, with respect to the subject matter hereof, including any
confidentiality agreements. In the event of a conflict between the terms in the main body of this Agreement and other
applicable terms, such main body terms will prevail and control. This Agreement shall not be modified or amended except by a
writing signed by both Parties or pursuant to a renewal under Clause 5. ANY NEW TERMS OR CHANGES ISSUED IN A PURCHASE
ORDER OR OTHER DOCUMENT TO COMPANY ARE VOID AND OF NO FORCE OR EFFECT. COMPANY’S ACKNOWLEDGEMENT OF
RECEIPT OF SUCH DOCUMENT OR ACCEPTANCE OF PAYMENT IS FOR PAYMENT PROCESSING PURPOSE ONLY AND ARE
EXPRESSLY REJECTED BY BOTH PARTIES RELATED TO THE SUBJECT MATTER OF THIS AGREEMENT. This Agreement does not
create any joint venture, partnership, employment, or agency relationship. There are no third-party beneficiaries to this
Agreement, including under the Contracts (Rights of Third Parties) Act 1999. Any right, obligation or condition that, by its express
terms or nature and context is intended to survive the termination or expiration of this Agreement, shall survive any such
termination or expiration hereof. This Agreement, and any other document referencing and governed by this Agreement may be
executed in one or more counterparts, each of which shall be deemed an original but which together shall constitute the same
agreement. Each Party agrees to be bound by its digital or electronic signature, whether transmitted by fax machine, in the form
of an electronically scanned image (e.g., in .pdf form), by email, or by other means of e-signature technology, and each Party
agrees that it shall accept the signature of the other Party transmitted in such a manner.
IN WITNESS WHEREOF, the Parties have caused this Agreement governing the provision of Services to be executed by their duly authorized
representatives.
COMPANY
By:
Print Name:
Title:
Date:
For legal notice:
Attention: Legal Department
8300 Boone Blvd.
Suite 800
Vienna, VA 22182
CLIENT
By:
Print Name:
Title:
Date:
Client’s Address:
Mason County Emergency Management
100 W Public Works Dr.
Shelton, WA 98584
Attn: John Taylor
Address for Legal Notice:
Mason County Prosecutors Office
521 W Alder St
Shelton, WA 98584
Attn: Tim Whitehead
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): 10/20/2025 Agenda Date(s): 12/9/2025, cont’d from 12/1/2025
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:
Public hearing continued from December 1, 2025, to consider adoption of the 2026 budget for Mason
County.
Background/Executive Summary:
RCW 36.40.060 requires the Board of County Commissioners to hold a public hearing on the 2026
Preliminary Budget to allow taxpayers to “appear and be heard for or against any part of the budget.” The
Public Hearing also allows county departments to publicly testify if they so desire.
Pursuant to RCW 36.40.071 and Resolution No. 111-85, this hearing is to be held on the first Monday in
December.
Copies of the 2026 Preliminary Budget were made available to the public on November 17, 2025.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
See attached.
Public Outreach:
The public hearing notice was advertised in the Shelton-Mason County Journal for two weeks prior to the
public hearing.
Requested Action:
Recommended: 1: Move to adopt the 2026 budget in the total amount of $198,583,418. The General
Fund is $71,942,893 and the total other county funds are $126,640,525.
Option 2: Close public comment and continue the hearing to December 16, 2025, at 9:15 a.m. to consider
adoption of the 2026 budget.
Attachment(s):
Adopted Budget Resolution (DRAFT)
Attachment A: 2026 Adopted Budget Summary (DRAFT)
Mason County
2026 Adopted Budget
General Fund
December 9, 2025
Dept.General Fund Department Revenues
Salaries &
Benefits Operating Expenditures
Budgeted
FTE's
001-000 Beginning Fund Balance 24,000,000
001-010 WSU 45,000 308,230 128,945 437,175 2.50
001-020 Assessor 7,000 1,425,988 278,008 1,703,996 13.00
001-030 Auditor 1,324,988 1,838,454 550,696 2,389,150 16.00
001-050 Emergency Management 50,400 405,141 111,621 516,762 3.00
001-055 Facilities & Grounds 689,877 1,215,571 1,905,448 6.42
001-057 Human Resources/ Risk Mgmt 688,235 358,270 1,046,505 6.00
001-058 LEOFF 98,400 1,600 100,000
001-070 Clerk 379,752 1,166,207 133,265 1,299,472 13.00
001-080 Commissioners 440,884 22,400 463,284 3.00
001-090 Support Services 1,170,468 37,865 1,208,333 8.65
001-100 District Court 771,235 1,520,368 179,292 1,699,660 12.20
001-125 Community Development 2,794,700 2,950,606 698,086 3,648,692 25.00
001-126 Historical Preservation 13,000 23,750 23,750
001-146 Parks & Trails 69,450 701,550 245,676 947,226 6.00
001-170 Juvenile Court Services 1,350,638 2,260,789 169,330 2,430,119 20.50
001-180 Prosecutor 246,885 2,575,769 147,433 2,723,202 16.00
001-181 Victim Witness Activity 54,246 54,246 54,246
001-185 Child Support Enforcement 115,000 179,787 16,482 196,269 1.00
001-190 Coroner 99,000 409,766 308,701 718,467 3.40
001-205 Sheriff 1,176,007 15,203,622 4,541,077 19,744,699 104.50
001-208 Courthouse Security 352,300 352,300
001-240 Office of Public Defense 306,274 1,315,704 1,065,458 2,381,162 9.00
001-250 Superior Court 125,202 1,478,806 270,883 1,749,689 9.65
001-255 Family Court 2,500 2,500 2,500
001-256 Therapeutic Court 779,676 370,121 414,391 784,512 3.22
001-260 Treasurer 31,712,713 890,632 201,567 1,092,199 8.00
001-300 Non Departmental 6,519,227 498,908 7,112,947 7,611,855
001-310 Transfers Out 592,889 592,889
001-320 Ending Fund Balance 14,119,332
Total General Fund Including BFB & EFB 71,942,893 38,642,558 19,181,003 71,942,893 290.04
Total Resources from Ending Fund Balance 9,880,668
Total General Fund Removing BFB & EFB 47,942,893 38,642,558 19,181,003 57,823,561 290.04
Attachment A
Mason County
2026 Adopted Budget
Special Revenue and Other County Funds
December 9, 2025
Fund Fund Name
Beg Fund
Balance Revenues
Total
Revenues &
BFB
Salaries &
Benefits Operating
Ending Fund
Balance Expenditures
Budgeted
FTE's
103 Sales Use Tax 3,500,000 1,260,000 4,760,000 739,548 4,020,452 4,760,000
104 Auditor's O&M 500,310 95,250 595,560 135,195 460,365 595,560
105 County Road 15,008,688 24,414,540 39,423,228 7,561,961 18,993,190 12,868,077 39,423,228 61.50
106 Paths & Trails 344,686 15,888 360,574 2,390 358,184 360,574
107 RID - Shetland Rd 250,000 250,000 250,000 250,000
109 Election Equipment 249,502 93,000 342,502 89,916 252,586 342,502
110 Crime Victims 115,990 34,010 150,000 82,610 25,102 42,288 150,000 1.00
117 Community Support Services 1,391,526 4,478,373 5,869,899 226,383 4,977,737 665,779 5,869,899 2.00
118 Abatement 315,000 13,000 328,000 54,267 273,733 328,000
120 REET Property Tax 75,000 20,500 95,500 1,195 94,305 95,500
134 National Forest Safety 21,000 21,000 19,451 1,549 21,000
135 Trial Court Improvement 77,552 23,000 100,552 23,000 77,552 100,552
141 Sheriff's Boating Program 60,539 55,463 116,002 22,827 42,595 50,580 116,002
142 Narcotics Investigation Fund 90,000 8,700 98,700 16,363 82,337 98,700
145 Clean Water District 150,690 190,000 340,690 192,309 148,381 340,690
150 Community Services Health 4,740,341 5,317,667 10,058,008 3,811,067 1,991,643 4,255,298 10,058,008 33.00
155 American Rescue Plan Act 600,000 21,000 621,000 621,000 621,000
160 Law Library 1,500 43,260 44,760 8,283 31,423 5,054 44,760 0.06
163 Lodging Tax 2,500,000 880,000 3,380,000 1,215,662 2,164,338 3,380,000
164 Mental Health Tax 2,401,762 1,548,640 3,950,402 126,692 1,859,606 1,964,104 3,950,402 1.00
180 Treasurer's O&M 135,000 228,700 363,700 120,109 243,591 363,700 1.00
190 Veterans Assistance 300,000 158,844 458,844 458,844 458,844
194 Mason Lake Management 100,000 79,947 179,947 107,617 72,330 179,947
195 Spencer Lake Management 13,000 19,006 32,006 32,006 32,006
199 Island Lake Management 10,000 50,350 60,350 60,350 60,350
205 Public Works Facility Bond - 991,650 991,650 991,650 991,650
215 MC LTGO 2013 Bond - 121,634 121,634 121,634 121,634
250 MC LTGO 2008 Bond - 235,639 235,639 235,639 235,639
350 REET 1 2,500,000 1,635,700 4,135,700 86,000 2,476,780 1,572,920 4,135,700
351 REET 2 7,530,000 1,760,500 9,290,500 79,791 2,970,847 6,239,862 9,290,500
402 Mason County Landfill 5,813,403 7,502,110 13,315,513 1,413,903 6,859,129 5,042,481 13,315,513 14.35
403 NBCI Sewer Utility 3,625,226 2,365,671 5,990,897 604,753 2,619,478 2,766,666 5,990,897 6.03
411 Rustlewood Sewer & Water 75,963 1,077,329 1,153,292 123,662 953,595 76,035 1,153,292 2.11
412 Beards Cove Water 1,072,750 655,284 1,728,034 173,618 797,819 756,597 1,728,034 0.91
413 Belfair WW & W Reclamation 4,395,564 2,420,134 6,815,698 439,339 2,887,936 3,488,423 6,815,698 2.56
428 Landfill Reserve 427,474 17,099 444,573 236,956 207,617 444,573
500 Information Technology 400,000 1,330,000 1,730,000 743,985 835,182 150,833 1,730,000 5.35
501 Equipment Rental&Revolving 5,895,928 2,508,137 8,404,065 634,049 2,675,285 5,094,731 8,404,065 5.05
502 Unemployment Fund 200,000 82,106 282,106 280,259 1,847 282,106
Total Special Funds 64,638,394 62,002,131 126,640,525 16,559,937 56,922,985 53,157,603 126,640,525 135.92
Total General Fund 24,000,000 47,942,893 71,942,893 38,642,558 19,181,003 14,119,332 71,942,893 290.04
Grand Total All Funds 88,638,394 109,945,024 198,583,418 55,202,495 76,103,988 67,276,935 198,583,418 425.96
Attachment A
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): 10/20/2025 Agenda Date(s): 12/9/2025 cont’d from 11/25/2025
Internal Review: Finance Human Resources Legal IT Risk Other Assessor
Please ensure proper internal review channels have been followed, this is the responsibility of the
Item:
Continuation of the public hearing from November 25, 2025, to certify to the County Assessor the amount
of taxes levied for county purposes and the amount of taxes levied for collection in 2026. The Current
Expense and Road property tax levy resolutions were approved by the Board of County Commissioners at
the November 25, 2025, hearing.
Background/Executive Summary:
Pursuant to RCW 84.52.070, it is the duty of the County Commissioners, on or before the 15th day of
December in each year, to certify to the County Assessor the amount of taxes levied upon the property in
the county for county purposes, and on or before the first Monday in December the respective amounts of
taxes levied by the board for each taxing district for district purposes.
For property taxes due in 2026, the rate of inflation (Implicit Price Deflator or IPD) is 2.44%. Therefore,
the limit factor for taxing districts with populations of 10,000 or greater is 101% without an additional
ordinance/resolution of substantial need.
Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.):
See attached.
Public Outreach:
The public hearing notice was advertised in the Shelton-Mason County Journal for two weeks prior to the
public hearing.
Requested Action:
1. Move to adopt the resolution certifying to the County Assessor the property tax levies for collection in
2026.
OR (if all levy requests have not been received and calculated by the Assessor’s Office)
2. Move to continue the public hearing to the December 16, 2025, Commission meeting at 9:15 A.M. to
certify to the County Assessor the property tax levies for collection in 2026.
Attachment(s):
Resolution- Certification of Levies to Assessor
RESOLUTION NO._____________
A RESOLUTION CERTIFYING PROPERTY TAX LEVIES FOR COLLECTION IN 2026
WHEREAS, the Board of Mason County Commissioners must by law (RCW 84.52.070) certify to the
Mason County Assessor the amount of taxes levied upon the property in the county for county purposes,
and the respective amounts of taxes levied by the Board for each city, town and taxing district, within or
coextensive with the County, for city, town or district purposes; and,
NOW, THEREFORE, BE IT RESOLVED, by the Board of Mason County Commissioners that the
attached schedule constitutes the levies for the county, cities and taxing districts on all taxable property
in Mason County, Washington, as shown by the assessment rolls for the year 2026.
BE IT FURTHER RESOLVED, that the Mason County Board of Commissioners certify under penalty of
perjury under the laws of the State of Washington that the following is true and correct:
The taxes are levied in the amount and upon the property as shown in Attachment A for county, city,
town or district purposes.
Dated this day of 2025, signed and certified at 411 N 5th St, Shelton, WA 98584
ATTEST:
McKenzie Smith, Clerk of the Board
APPROVED AS TO FORM:
Tim Whitehead, Chief DPA
MASON COUNTY, WASHINGTON
Sharon Trask, Chair
Pat Tarzwell, Commissioner
Randy Neatherlin, Commissioner
County 11,230,126.50$ 2,962,647.27$
Current Expense (CE)10,847,242.73$ General 2,355,621.42$
Mental Health 234,039.77$ EMS 607,025.85$
Veteran’s Relief 148,844.00$ Bond -$
Refund**433.26$ Refund**-$
County Road 11,982,340.51$
Road Fund (General)9,822,340.51$ 649,904.45$
Road Diversion to CE 2,160,000.00$ General 649,904.45$
Refund**3,281.23$ Refund**-$
Cemetery District General Refund**Total
1 26,394.77$ -$ 26,394.77$
Hospital Districts General Refund**Total
1 2,603,927.24$ -$ 2,603,927.24$
2 536,765.00$ -$ 536,765.00$
General Refund**IDD Levy Total
338,405.36$ 1,312.63$ -$ 338,405.36$
48,800.00$ -$ -$ 48,800.00$
29,946.54$ -$ 130,482.88$ 160,429.42$
108,000.00$ -$ -$ 108,000.00$
920,000.00$ -$ -$ 920,000.00$
School Districts Enrichment Bond Refund**Capital Projects Total
Southside No. 42 752,662.65$ 9,694.65$ 752,662.65$
Grapeview No. 54 990,095.00$ 1,000,000.00$ -$ 1,990,095.00$
McCleary No. 65*1,280,544.76$ 656,000.00$ 544.76$ 1,936,544.76$
Elma No. 68/137*3,150,500.00$ -$ 3,150,500.00$
Shelton No. 309 8,201,026.56$ 4,805,744.93$ 6,771.49$ 13,006,771.49$
Mary M. Knight No. 311*818,200.00$ -$ 818,200.00$
Pioneer No. 402 2,991,195.54$ 1,660,464.56$ 28,902.10$ 4,651,660.10$
North Mason No. 403*3,422,766.45$ 81,730.33$ 3,422,766.45$
Hood Canal No. 404 1,777,057.08$ 2,475.10$ 2,825,351.02$ 4,602,408.10$
Fire Districts Expense EMS Refund**Bond Total
4 2,126,506.77$ 619,449.05$ 994.88$ 2,745,955.82$
5 7,400,000.00$ 2,700,000.00$ 427.27$ 10,100,000.00$
6 1,211,765.28$ 267,059.48$ -$ 1,478,824.76$
NMRFA*3,715,570.89$ 978,246.12$ 27,159.96$ 586,387.35$ 5,280,204.36$
12*390,000.00$ 97,000.00$ 2,466.14$ 487,000.00$
13 420,000.00$ 150,000.00$ 5,166.44$ 570,000.00$
16 698,380.46$ 279,250.42$ -$ 977,630.88$
17 280,000.00$ 85,000.00$ 747.07$ 365,000.00$
18 1,260,000.00$ 260,000.00$ 4,143.96$ 1,520,000.00$
Joint District
Refund levy amount intended for informational purposes only - included in Regular/Excess Levy Requests.
City of Shelton
Shelton Metropolitan Park
2026 MASON COUNTY LEVY CERTIFICATION REQUESTS (RCW's 84.52.020 & 84.52.070)
Port Districts
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 providerworkforceStrengthenWorkforce
Prevent episodes of homelessness wheneverpossiblePrevention
Prioritize those with the most significant barriers to housing stability and the
greatest risk ofharmPrioritization
Seek to house everyone in a stable setting that meets theirneedsHousing
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 providerworkforceStrengthenWorkforce
Prevent episodes of homelessness wheneverpossiblePrevention
Prioritize those with the most significant barriers to housing stability and the
greatest risk ofharmPrioritization
Seek to house everyone in a stable setting that meets theirneedsHousing
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 PLAN 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 COMMITTEE
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, YoungAdStateReceiving/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 OutreachServicesStateReceiving/Collecting 255,946.34$
Commerce Housing Trust Fund Operations and Maintenance FundsAwarded to a Housing Trust FundprojectStateReceiving/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
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The agency or entity responsible for managing the Coordinated Entry system, including
assessment tools, referral processes, and system performance.
Cost Burdened
A household spending more than 30% of its income on housing costs, including rent or
mortgage and utilities.
Diversion
A strategy to help people avoid entering the homeless system by resolving their immediate
housing crisis through problem-solving, mediation, or one-time financial assistance.
Document Recording Fees (2163 / 2060)
Local funds generated through real estate document recording fees, used to support
affordable housing and homelessness programs.
Equity
Ensuring fair access, opportunities, and outcomes for all—especially for historically
marginalized populations—by addressing systemic barriers and disparities. This includes
racial equity, LGBTQ+ inclusion, and accessibility for people with disabilities.
Flex Funds / One-Time Assistance
Flexible financial resources used to address immediate housing needs—such as rent,
utilities, transportation, or deposits—often used in prevention or diversion efforts.
HMIS (Homeless Management Information System)
A data system used to collect, manage, and report information about people experiencing
homelessness and the services they receive. Required for most HUD- and state-funded
programs.
Housing First
An approach that prioritizes providing permanent housing to people experiencing
homelessness without preconditions such as sobriety, employment, or service
participation.
LGBTQ+ (Lesbian, Gay, Bisexual, Transgender, Queer/Questioning, and others)
An umbrella term for people whose sexual orientation or gender identity differs from
societal norms. LGBTQ+ individuals often face higher rates of housing instability and
discrimination.
Permanent Supportive Housing (PSH)
Long-term housing with supportive services for people experiencing chronic homelessness
and disabilities.
Point-in-Time Count (PIT)
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An annual count of people experiencing homelessness on a single night in January,
required by HUD.
Prevention
Services or financial assistance provided to households at risk of homelessness to help
them retain housing or secure new housing before a crisis occurs.
Rapid Rehousing (RRH)
A housing intervention that provides short-term rental assistance and supportive services
to help people quickly exit homelessness and stabilize in housing.
Sheltered / Unsheltered Homelessness
Sheltered refers to people staying in emergency shelters or transitional housing.
Unsheltered refers to those sleeping in places not meant for habitation (e.g., tents,
vehicles, parks).
Supportive Services
Services that help people maintain housing stability, such as case management,
behavioral health care, employment support, and life skills training.
System Performance Measures (SPMs)
Metrics used by HUD and WA Commerce to evaluate how well a homeless response
system is functioning, including housing placement rates, returns to homelessness, and
length of time homeless.
Transitional Housing
Temporary housing that includes supportive services to help individuals or families move
toward permanent housing. Typically time-limited (up to 24 months).
Youth Homelessness
Refers to unaccompanied minors and young adults under age 25 who lack stable housing.
May include couch-surfing, living in unsafe conditions, or being unsheltered.
Young Adult Coordinated Entry (YACE)
A youth-specific Coordinated Entry system designed to assess and refer young people
under age 25 to housing and services tailored to their needs.