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Home My WebLink About2026/02/17 - Regular PacketBoard of Mason County Commissioners Draft Meeting Agenda Commission Chambers 411 N 5th St, Shelton, WA 98584 February 17, 2026 9:00 a.m. February 17, 2026 | Page 1 of 2 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 4-H Key Awards Presentation 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 – February 2, 2026 and February 9, 2026 Briefing Minutes and February 3, 2026 Regular Minutes 8. Approval of Action Agenda Items listed under “Action Agenda” may be enacted by one motion unless a Commissioner or citizen requests an item be removed from the Action Agenda and considered a separate item. 8.1 Approval of Warrants and Treasurer Electronic Remittances Claims Clearing Fund Warrant # 8118514-8118898 $7,156,653.05 Direct Deposit Fund Warrant # 123445-123815 $ 977,675.43 Salary Clearing Fund Warrant # 7009462-7009501 $1,287,937.97 Treasurer Electronic Remittance $3,291,781.05 8.2 Approval to fund the Mason County Linkages to Care Transportation Project (MC-LCTP) for three (3) years in the amount of $75,000 per year and to contract with the Mason County Economic Development Council (EDC) and North Mason Regional Fire Authority (NMRFA) for service provision. 8.3 Approval of the Crossroads Housing Consolidated Homeless Grant (CHG) contract amendment for the additional award amount of $89,976. 8.4 Approval of the Crossroads Housing – Housing & Essential Needs (HEN) contract amendment for the additional award amount of $56,517. 8.5 Approval for the Chair to electronically sign the Road Levy Certification for 2026 through the County Road Administration Board (CRAB) reporting system (CARS). 8.6 Approval for Public Works to utilize the Mason County Consultant Roster to select a qualified consultant to complete the Belfair General Sewer Plan for a cost not to exceed $100,000. 8.7 Approval of the Acknowledgement of Receipt for the Treasurer’s Annual Refund Report for 2025 property tax refunds. 8.8 Approval of the Resolution canceling uncollectible property taxes. 8.9 Approval of the purchase of woodchips from Wildwood Playgrounds NW in the estimated amount of $3,700 for the Mason County Recreation Area (MCRA) playground. 8.10 Approval to set a Public Hearing for Tuesday, March 17, 2026, at 9:15 a.m. to consider the rezone of two parcels totaling 2.63 acres from Commercial Industrial (CI) to Neighborhood Residential (NR) in the Shelton Urban Growth Area (UGA). 8.11 Approval to set a Public Hearing for Tuesday, March 17, 2026, at 9:15 a.m. to consider adoption of the 2025- 2030 5-Year Local Homeless Housing Plan. 8.12 Approval of the amended contract with Northwest Event Organizers, Inc. clarifying that $686,000 is the annual not-to-exceed amount, as originally intended. 8.13 Approval to sign the letter of concurrence with Lewis County’s appointment of Hal Blanton to the Timberland Regional Library (TRL) Board of Trustees to fill the Lewis County representative position that runs from December 31, 2025, to December 31, 2032. 8.14 Approval of the updated Memorial Hall Rental Policy and Procedures. 8.15 Approval for the Sheriff to sign the Washington State Association of Sheriff & Police Chiefs (WASPC) Grant Agreement, approval for the Sheriff to sign the Subcontractor agreement with Olympic Health & Recovery Services (OHRS), and approval of a $200,000 supplemental appropriation to the Sheriff’s Office 2026 budget. 8.16 Approval of the letters to the Transportation Committee Chairs and legislators sharing concerns with delaying the State Route 3 Freight Corridor schedule. 8.17 Approval to appoint Jennifer Williams to the Lewis-Mason-Thurston Area Agency on Aging for an initial two- year term expiring February 17, 2028. 8.18 Approval to appoint Mark Wilhelm II to the Mason County Board of Health for a three-year term expiring February 17, 2029. 8.19 Approval of the Memorandum of Understanding with the City of Bremerton for Sanitary Sewer Service. 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 minutes per person. 10.1 Public Hearing to amend the 2026-2031 Six-Year Transportation Improvement Program (TIP) and 2026 Annual Construction Program. Staff: Mike Collins 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: February 17, 2026 No. 4.1 ITEM: Correspondence 4.1.1 Received Board of Health Application from Mark A Wilhelm II; Veterans Advisory Board Application from Michael Fisher; and Lewis-Mason-Thurston Area Agency on Agency Application from Jennifer D. Williams. 4.1.2 Received Notice of Cannabis License Application from HAPI FARMS LLC. 4.1.3 Received Email from Liquor and Cannabis Board regarding Temporary Discontinued Business for HAZY DAZE INC 4.1.4 Received Local Authority Renewal Notice from Liquor and Cannabis Board 4.1.5 Received Letter from Shelton Mason County Chamber regarding Support for Acquisition of Mason Lake Recreation Area. 4.1.6 Received Letter from Federal Energy Regulatory Commission regarding Deviation from Ramping Rate Requirement- Article 411. Attachments: Originals on file with the Clerk of the Board. Received 01/30/2026 Commissioners Randy Neatherlin, Sharon Trask and Pat Tarzwell. Travis Adams, McKenzie Smith, Melissa Casey, Dave Windom. Received 01/30/2026 Commissioners Randy Neatherlin, Sharon Trask and Pat Tarzwell. Travis Adams, McKenzie Smith, Ravyn Lund. Received 01/30/26 Commissioners Randy Neatherlin, Sharon Trask and Pat Tarzwell. Travis Adams, McKenzie Smith, Chrissy Franklin,Lisa Bachmann. Washington State Liquor and Cannabis Board Licensing Division: Cannabis Unit 1025 Union Ave SE, P.O. Box 43098 Olympia, WA 98504-3098 Customer Service: (360) 664-1600 Fax: (360) 753-2710 \ Website: www.lcb.wa.gov DATE: 1/30/2026 NOTICE OF CANNABIS LICENSE APPLICATION RETURN THIS NOTICE TO: LAresponse@lcb.wa.gov TO: MASON COUNTY COMMISSIONERS RE: Change of Location UBI: 6052515060010003 License: 436801 - 7B Trade Name: HAPI FARMS Loc Addr: 440 SE STATE ROUTE 3 UNIT A-2 SHELTON WA 98584-9192 Mail Addr: 5424 CEDAR ST TACOMA WA 98409-6326 Contact Phone No.: 253-905-0591 Privileges Applied For: Cannabis Producer Tier 2 APPLICANTS: HAPI FARMS LLC SONYA LANI SENG, 04/05/1993 DAVID MAURICE BAILEY, 01/02/1990 As required by RCW 69.50.331(7), the Liquor and Cannabis Board is notifying you that the above has applied for a cannabis license. You have 20 days from the date of this notice to provide input on this application. If we do not receive this notice back within 20 days, we will assume you have no objection to the issuance of the license. If you need additional time to respond, you must submit a written request for an extension of up to 20 days, with the reason(s) you need more time. If you need information on SSN, contact LCB’s Cannabis CHRI at (360) 664-1704. 1. Do you approve of the applicant? . . . . . . . . . . . . . . . . . . 2. Do you approve of the location? . . . . . . . . . . . . . . . . . . If you disapprove, per RCW 69.50.331(7)(c) you MUST attach a letter to the Board detailing the reason(s) for the objection providing facts on which your objection(s) are based. DATE SIGNATURE OF MAYOR, CITY MANAGER, COUNTY COMMISSIONERS, OR DESIGNEE YES NO Received 01.30.2026 Commissioners Randy Neatherlin, Sharon Trask and Pat Tarzwell. Travis Adams, McKenzie Smith, Liquor and Cannabis 1 Kariann Rutledge From:McKenzie Smith Sent:Monday, February 2, 2026 11:53 AM To:Kariann Rutledge Subject:FW: 412452-7B HAZY DAZE: Temporarily Discontinued Business [ thread::TpxaeS0aLA-86WLHqu0N9Cc:: ] Follow Up Flag:Follow up Flag Status:Flagged Good morning Kariann, Would you please add the below email to correspondence and distribute? Thank you! Warm regards, **Please note: Mason County complies with the Public Records Act Chapter 42.56 RCW. As such, any e-mail sent to and/or from the County may be subject to public disclosure. From: LCB Case Response <lic.div@lcb.wa.gov> Sent: Friday, January 30, 2026 4:17 PM To: hazydaze502@yahoo.com Cc: linda.brock@lcb.wa.gov; linda.thompson@lcb.wa.gov; david.johnson@lcb.wa.gov; kandra.tinnerstet@lcb.wa.gov; alex.everson@lcb.wa.gov; jessica.petteys@lcb.wa.gov; alex.steele@lcb.wa.gov; jason.belles@lcb.wa.gov; McKenzie Smith <MSmith@masoncountywa.gov>; discontinuedbusiness@lcb.wa.gov Subject: 412452-7B HAZY DAZE: Temporarily Discontinued Business [ thread::TpxaeS0aLA-86WLHqu0N9Cc:: ] Entity Name: HAZY DAZE INC Trade Name: HAZY DAZE Location Address: 1982 NE OLD BELFAIR HWY,BELFAIR,WA,USA,98528-9656 License #: 412452 EO code: 7B UBI: 603513448 This email is to notify you that your cannabis license 412452 has been temporarily discontinued. You may no longer engage in the production, processing, sale, or service of cannabis at the above location as of January 30, 2026. You must remain in compliance with all license fees and tax reporting requirements and report any changes in circumstance to your Enforcement Officer. 2 This temporary discontinued business status is only valid for 60 days from the date of this letter. Your license may be permanently discontinued if you do not resume business within 60 days. If you are changing locations, you must apply for a change of location through the Dept. of Revenue’s Business Licensing Services within 14 days of receiving this letter. Click this link to access the required form. If you are rebuilding at your current licensed location, you must submit an alteration request with the Liquor and Cannabis Board within 14 days of receiving this letter. You can access the application by logging in to your account on the LCB Portal. Please note you may not resume business without prior authorization from the Liquor and Cannabis Board. You can request to reactivate your license by logging in to your account on the LCB Portal when you are ready to resume business. Please allow time to process the request. Sincerely, Customer Service Unit Licensing and Regulation Division (360) 664-1600 Thank you for visiting the Liquor and Cannabis Board. Our mission is to promote public safety, public health, and trust through fair administration, education, and enforcement of liquor, cannabis, tobacco, and vapor laws. Account Name Location Name License/Authorization Portfolio Name Trade Name Expiration Date Type Subtype Privilege Name OLY BOI, INC 160 W WESTFIELD CT STE A2, SHELTON, WA, 98584-4604, USA 016425 OLY BOI 5/31/2026 Cannabis Non-Retail Cannabis Processor HAPI FARMS LLC 160 W WESTFIELD CT UNIT H, SHELTON, WA, 98584-4604, USA 021345 HAPI FARMS 5/31/2026 Cannabis Non-Retail Cannabis Producer Tier 2 SOMANG INC 17151 WA-106, BELFAIR, WA, 98528 021175 SUNSET BEACH GROCERY & DELI 4/30/2026 Liquor Retail Grocery Store - Beer/Wine MASON COUNTY SENIOR ACTIVITIES ASSOCIATION 190 W SENTRY DR, SMP - 3, SHELTON, WA, 98584 000997 THE MASON COUNTY SENIOR ACTIVITIES CENTER 4/30/2026 Liquor Retail Senior Center CASEY'S BAR AND GRILLE, INC 24090 NE HWY 3, BELFAIR, WA, 98528 012204 CASEY'S BAR AND GRILLE 4/30/2026 Liquor Retail S/B/W Restaurant Lounge (-) THE FJORD LLC 24341 N US HIGHWAY 101, HOODSPORT, WA, 98548 019933 THE FJORD OYSTER BANK 4/30/2026 Liquor Retail B/W Restaurant - Beer/Wine THE FJORD LLC 24341 N US HIGHWAY 101, HOODSPORT, WA, 98548 019933 THE FJORD OYSTER BANK 4/30/2026 Liquor Retail Direct Shipment Receiver- In WA Only DEEP WELL FARMS LLC 340 E MILLWRIGHT RD BLDG A, SHELTON, WA, 98584 021350 DEEP WELL FARMS 5/31/2026 Cannabis Non-Retail Cannabis Producer Tier 2 DEEP WELL FARMS LLC 340 E MILLWRIGHT RD BLDG A, SHELTON, WA, 98584 021350 DEEP WELL FARMS 5/31/2026 Cannabis Non-Retail Cannabis Processor BLACK SUSHI CANNABIS, LLC 4340 SE BLOOMFIELD RD STE A, SHELTON, WA, 98584-8642, USA 018636 BLACK SUSHI CANNABIS 5/31/2026 Cannabis Non-Retail PERFECT PLANT LLC 50 WEST WESTFIELD COURT #A, SHELTON, WA, 98584 020024 PERFECT PLANT LLC 5/31/2026 Cannabis Non-Retail Cannabis Producer Tier 2 PERFECT PLANT LLC 50 WEST WESTFIELD COURT #A, SHELTON, WA, 98584 020024 PERFECT PLANT LLC 5/31/2026 Cannabis Non-Retail Cannabis Processor FRATERNAL ORDER OF EAGLES NORTH MASON #4226"" 80 NE ALDER CREEK LANE, BELFAIR, WA, 98528 003593 NORTH MASON EAGLES #4226 4/30/2026 Liquor Retail Private Club - Spirits/Beer/Wine FRATERNAL ORDER OF EAGLES NORTH MASON #4226"" 80 NE ALDER CREEK LANE, BELFAIR, WA, 98528 003593 NORTH MASON EAGLES #4226 4/30/2026 Liquor Retail Non-Club Event OLYMPIA LOCAL FOODS, LLC 36870 N US HIGHWAY 101, LILLIWAUP, WA, 98555, USA 008132 ELDON STORE 4/30/2026 Liquor Retail Grocery Store - Beer/Wine MILAKAI CORP. 2550 N LAKE CUSHMAN RD, HOODSPORT, WA, 98548, USA 018516 LAKE CUSHMAN STORE 4/30/2026 Liquor Retail HOME MEAT SERVICE INC. 341 SE TAYLOR RD STE 100, SHELTON, WA, 98584, USA 002214 HOME MEAT SERVICE 4/30/2026 Liquor Retail Grocery Store - Beer/Wine HOME MEAT SERVICE INC. 341 SE TAYLOR RD STE 100, SHELTON, WA, 98584, USA 002214 HOME MEAT SERVICE 4/30/2026 Liquor Retail Snack Bar HOME MEAT SERVICE INC. 341 SE TAYLOR RD STE 100, SHELTON, WA, 98584, USA 002214 HOME MEAT SERVICE 4/30/2026 Liquor Retail Factory Sealed Containers Takeout HAPPY CJ, INC 15280 E STATE ROUTE 106, BELFAIR, WA, 98528, USA 006123 HAPPY HOLLOW GROCERY 4/30/2026 Liquor Retail January 30, 2026 Mason County Commissioners 411 N Fifth St Shelton, WA 98584 RE: Support for Acquisition of Mason Lake Recreation Area Dear Mason County Commissioners, On behalf of the Shelton-Mason County Chamber of Commerce, I write to urge the Commission to move forward with the acquisition of the Mason Lake Recreation Area (MLRA) from Green Diamond Resource Company and to secure the property as a long-term public asset for Mason County. For generations, MLRA has represented public access to outdoor recreation, a connection to Mason County’s working-land history, and a quality-of-life amenity that cannot be readily replicated. Opportunities to preserve lakefront property of this scale and character are exceedingly rare. If the County does not act now, the property is likely to be lost permanently to private residential development, foreclosing future public access and limiting options for community benefit. Securing MLRA now protects an irr eplaceable asset and ensures it remains available to serve residents, workers, and visitors for generations to come. We recognize that acquisition and rehabilitation of MLRA will require significant investment. The completed feasibility study demonstrates that acquisition is viable, with a sustainable operating outlook and measurable economic contributions that justify the long-term investment. Viewed through a multi-decade lens, securing the property now allows the County to protect public access, shape future use deliberately, and plan improvements and operations over time. A reopened and well-managed MLRA has the potential to support tourism, increase visitor spending, and strengthen Mason County’s recreation economy, generating ongoing economic activity for local businesses. The Chamber supports a fiscally responsible approach to ownership and operations and appreciates the thorough analysis that has informed the County’s decision-making. The assessment confirms that the site is generally well maintained, with targeted upgrades needed to bring facilities to current standards. At this point, we believe the question is no longer whether MLRA should be acquired, but how the County positions itself to steward the asset effectively over time. Securing the property now preserves flexibility to phase improvements, explore partnerships, and evaluate long-term funding structures. Importantly, securing MLRA now does not preclude future policy decisions regarding governance or funding. The Commission may determine at a later date whether the creation of a parks district or other long -term funding mechanism is appropriate. Preserving the asset today ensures that those options remain available; failing to act eliminates them entirely. Consistent with our mission to promote tourism, facilitate economic development, and serve as a champion for a strong community, the Chamber strongly encourages the Commission to proceed with acquisition of MLRA. We believe this represents a prudent investment in Mason County’s future and a clear demonstration of long -term stewardship. Thank you for your leadership and consideration. Please do not hesitate to reach out if the Chamber can be helpful as next steps are taken. Sincerely, Deidre Peterson, President/CEO Received 02.04.2026 Board of Mason County Commissioners’ Briefing Minutes Mason County Commission Chambers, 411 N 5th Street, Shelton, WA 98584 February 2, 2026 | Page 1 of 3 Week of February 2, 2026 Monday, February 2, 2026 9:00 A.M. Closed Session – RCW 42.30.140(4) Labor Discussion Commissioners Neatherlin, Tarzwell, and Trask met in closed session for labor negotiation from 9:00 a.m. to 10:00 a.m. Kim Monroe, Travis Adams, Christopher Pinkston, and Kayla Brinckmeyer were also in attendance. 10:00 A.M. Executive Session – RCW 42.30.110(1)(c) Real Estate Commissioners Neatherlin, Tarzwell, and Trask met in executive session for real estate from 10:00 a.m. to 10:30 a.m. Travis Adams and Christopher Pinkston were also in attendance. 10:30 A.M. Economic Development Council & North Mason Regional Fire Authority – Kevin Shutty & Abe Gardner Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • Jennifer Beierle provided a funding update for the Mason County Linkages to Care Transportation Project (MC-LCTP). The recommendation is to use Treatment Sales Tax (TST) funding since it is an ongoing funding source. The request is for a total of $225,000 which would be $75,000 per year for three years. Approved to move forward. 10:40 A.M. Public Health – David Windom Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • David discussed the Mason Matters contract amendment for the new funding amount of $75,000 for a contract term of January 1, 2026, to December 31, 2026. Approved to move forward. • Melissa Casey shared the Housing and Behavioral Health Advisory Board Recommendations – 2026 Funding Priorities. System-wide priorities include cooperation between agencies and the evaluation, assessment, and landscape analysis of current programs and systems. Other priorities discussed include housing and homelessness priorities and behavioral health: substance use disorder and mental health priorities. • Melissa discussed the Crossroads Housing Consolidated Homeless Grant (CHG) contract amendment to provide additional rental assistance funds. Approved to move forward. • Melissa discussed the Crossroads Housing Housing and Essential Needs (HEN) contract amendment to sustain original enrollment numbers from the transition of the HEN program between Community Action Council (CAC) of Lewis, Mason, and Thurston Counties and Crossroads Housing . Approved to move forward. • David provided an update on projected Public Health fu nding and shared that emergency room visits due to the flu have doubled. 10:50 A.M. Public Works – Loretta Swanson Utilities & Waste Management Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • Mike Collins requested to submit a certification showing the amount of road levy fixed and the amount. This will be signed electronically through the County Road Administration Board’s (CRAB) reporting system (CARS). Approved to move forward. • Loretta discussed utilizing the Mason County Consultant Roster to select a qualified consultant to complete the Belfair General Sewer Plan. This is expected to be under $100,000. Approved to move forward. • Mike shared that an emergency permit was requested by the Washington State Department of Fish and Wildlife for repair on the Skokomish levy due to dike damage and suggested bringing back the Flood Control Committee. • Loretta shared discussions are being had around lease agreements with the Victor Improvement Club for the Victor pump station and City of Shelton for biosolids. Board of Mason County Commissioners’ Briefing Minutes Mason County Commission Chambers, 411 N 5th Street, Shelton, WA 98584 February 2, 2026 | Page 2 of 3 11:00 A.M. Treasurer – Brittany Pearson Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • Brittany presented the Treasurer’s Annual Refund Report for the total amount of $460,993.12. Approved to move forward. • Brittany shared the Resolution to cancel uncollectible property taxes in the approximate amount of $1,722.39. Approved to move forward. 11:00 A.M. Support Services – Travis Adams Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • McKenzie Smith provided an update on the Mason Transit Authority (MTA) Board membership. • McKenzie shared the contract amendments for the Shelton-Mason County Chamber of Commerce updating clerical errors. Approved to move forward. • McKenzie and Kelly Frazier discussed updating the Memorial Hall Rental Policy and Procedures to exempt veteran-related organizations from fees for facility use and remove the charge for the use of the kitchen since it is not a commercial kitchen. Other suggestions include limiting rental to Mason County residents/groups only. Cmmr. Neatherlin requested that priority groups (County and Veterans) take precedence. County and Veteran groups will be free, nonprofit 501(c)3 will be at a reduced rate, and outside the County individuals and organizations be double the rate. • John Taylor requested $3,700 from Real Estate Excise Tax (REET) funds to replace woodchips at the Mason County Recreation Area (MCRA) playground. Approved to move forward. • Nichole Wilston shared the request for Defense and Indemnification coverage assigned by the County as named defendants in the case of Brandon Rubio v Mason County, et al., case no. C25 -5716-TSZ- SKV, served upon the county on January 16, 2026, via Prosecuting Attorney’s Office: Brandon Bitz, Jayson Zaniewski, Krystal Dierich, and Tonia Reed. Approved to move forward. • Travis discussed the Memorandum of Understanding with City of Bremerton for Sanitary Sewer Service and shared the Puget Sound Industrial Complex (PSIC) sewer service feasibility study. Commissioners suggested changing the verbiage from “this work to be paid for with the Commerce grant” to “this work to be paid for by the City of Bremerton within the parameters of the feasibility study as provided in Exhibit A”. • Kim Monroe shared the tentative Teamsters Union Local No. 252 and Operating Engineers Local 302 Collective Bargaining Agreement. Approved to move forward. • Kim requested to elevate the salary for the Chief Public Defender position due to the market and being vacant for over a year. The recommendation is to set the salary at $187,500. • Travis discussed setting up an Elected Official meeting for Tuesday, March 10, 2026, at 9:00 a.m. 11:00 A.M. Finance Committee Meeting Commissioners Neatherlin, Tarzwell, and Trask were in attendance. Respectfully submitted, _________________________ McKenzie Smith, Clerk of the Board Board of Mason County Commissioners’ Briefing Minutes Mason County Commission Chambers, 411 N 5th Street, Shelton, WA 98584 February 2, 2026 | Page 3 of 3 BOARD OF MASON COUNTY COMMISSIONERS Pat Tarzwell, Randy Neatherlin, Sharon Trask, Chair Vice-Chair Commissioner Board of Mason County Commissioners’ Briefing Minutes Mason County Commission Chambers, 411 N 5th Street, Shelton, WA 98584 February 9, 2026 | Page 1 of 2 Week of February 9, 2026 Monday, February 9, 2026 9:00 A.M. Closed Session – RCW 42.30.140(4) Labor Discussion Commissioners Neatherlin, Tarzwell, and Trask met in closed session for labor negotiation from 9:00 a.m. to 10:00 a.m. Larry Bickett, Kim Monroe, Travis Adams, and Kayla Brinckmeyer were also in attendance. 10:00 A.M. No More Presentation Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • Bill Hyatt, Dave Mortinson, Dr. Jim States, and Dean Jewett presented the No More Presentation. Topic included how the group started, photos, mission statements, top priorities, what the group has observed, growth chart, cost of the Evergreen Treatment Services program, cost to the community, and a summary. Dr. States presented a Homelessness, Mental Health, Substance Use Dilemma Balancing Health of Clients, Communities, and Business whiteboard . 10:30 A.M. Lewis Mason Thurston Area Agency on Aging Interview Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • Commissioners interviewed Jennifer Williams for the Lewis Mason Thurston Area Agency on Aging (LMTAAA). Approved to appoint. 10:40 A.M. Board of Health Interview Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • Commissioners interviewed Mark Wilhelm II for the Board of Health (BOH). Approved to appoint. 10:50 A.M. Sheriff’s Office – Sheriff Spurling Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • Sheriff Spurling shared current Sheriff’s Office statistics, incoming calls, crimes rates, and discussed general updates. 11:00 A.M. Community Development – Kell Rowen Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • Kell shared the request to rezone two parcels totaling 2.63 acres from Commercial Industrial (CI) to Neighborhood Residential (NR) in the Shelton Urban Growth Area (UGA) off of Johns Prairie Road. Approved to move forward. 11:10 A.M. Public Health – David Windom Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • David and Ian Tracy discussed creating a Code Enforcement Coalition. Membership would include representatives from the Board of County Commissioners, Board of Health, Community Development, Public Health, Prosecutor’s Office, and the Sheriff’s Department. • Melissa Casey shared the 5-Year Local Homeless Housing Plan for 2025-2030 and requested to continue the Public Hearing to Tuesday, March 31, 2026. Approved to move forward. 11:25 A.M. Public Works – Loretta Swanson Utilities & Waste Management Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • Loretta shared a letter to the Washington State Department of Transportation (WSDOT) to formally request consideration for a new access point on State Route 3 for the Gateway Subdivision. • Loretta provided updates on the following: the County Road Administration Board (CRAB) discovery that the Motor Vehicle Fuel Tax was incorrectly distributed , there is a proposal to recoup those funds; the levy repair in Skokomish Valley that should be completed soon; the lease agreement with the Victor Improvement Club for the pump station that will expire in March, the Victor Improvement Club is Board of Mason County Commissioners’ Briefing Minutes Mason County Commission Chambers, 411 N 5th Street, Shelton, WA 98584 February 9, 2026 | Page 2 of 2 interested in selling the property to the County ; the new Public Works citizen request database; the Solid Waste Collection Tax; and other bills being tracked. 11:35 A.M. Support Services – Travis Adams Commissioners Neatherlin, Tarzwell, and Trask were in attendance. • McKenzie Smith discussed adding a ten (10) minute time limit to Public Hearing testimony. Approved . • McKenzie shared the contract amendment with Northwest Event Organizers, Inc. that corrects the language to clarify that $686,000 is the annual not-to-exceed amount. Approved to move forward. • McKenzie shared the request for concurrence for the appointment of Hal Blanton to the Timberland Regional Library (TRL) Board of Trustees for Lewis County. Approved to move forward. • McKenzie brought back further revisions to the Memorial Hall Rental Policy and Procedures to include Commissioner suggestions of a tiered fee schedule and precedence for County and Veteran organizations. Approved to move forward. • Jennifer Beierle shared the Washington State Association of Sheriff & Police Chiefs (WASPC) grant agreement and subcontractor agreement with Olympic Health & Recovery Services (OHRS). A $200,000 supplemental appropriation will be needed for the Sheriff’s Office 2026 budget. Approved to move forward. • Travis discussed the news release soliciting a vacant seat on the Mason County Citizens' Commission on Salaries for Elected Officials and asked for immediate posting. • Travis shared the letter to the Transportation Committee Chairs and legislators sharing concerns about delaying the State Route 3 Freight Corridor schedule. Approved to move forward. • Travis discussed further revisions for the City of Bremerton Memorandum of Understanding (MOU) for sewer services as well as the Puget Sound Industrial Center (PSIC) sewer service feasibility study draft scope of work. Approved to move forward. Respectfully submitted, _________________________ McKenzie Smith, Clerk of the Board BOARD OF MASON COUNTY COMMISSIONERS Pat Tarzwell, Randy Neatherlin, Sharon Trask, Chair Vice-Chair Commissioner Board of Mason County Commissioners Proceedings Commission Chambers 411 N 5th St, Shelton, WA 98584 February 3, 2026 1. Call to Order – The Chairperson called the regular meeting to order at 9:00 a.m. 2. Pledge of Allegiance – Cmmr. Trask led the flag salute. 3. Roll Call – Present: Commissioner District 1 – Randy Neatherlin; Commissioner District 2 – Pat Tarzwell; Commissioner District 3 – Sharon Trask. 4. Correspondence and Organizational Business 4.1 Correspondence 4.1.1 Federal Energy Regulatory Commission sent in a letter regarding Drilling Program Plan Revision, Revised Backfill Plan for RA-02 and RA-03, Cushman No.1 Development, Cushman Project. 4.1.2 United States Fish and Wildlife shared the publication of the 90-Day Findings on Petition for several species. 4.1.3 Randy Lewis sent in letters regarding the Belfair Sewer and sewer conditions. 5. Open Forum for Citizen Input Kevin and Trina Gustafson of Snowcrest Lane, near Phillips Lake, addressed the Commissioners regarding an ongoing issue in their neighborhood that has persisted for approximately 26 years. They reported that a nearby property owner has received multiple citations and has appeared in court numerous times, yet no lasting resolution has been achieved. Despite these actions, the property owner continues to bring additional junk vehicles and trash onto the property without consequence. While they acknowledge Mason County’s challenges with limited enforcement staffing, they expressed concern about the continued negative impacts on their community resulting from ineffective enforcement. Gary Reddinger shared that he also lives on Snowcrest Lane and has been affected by the negative impacts of a continually noncompliant property in the neighborhood. Susan Kirchoff reported that the Youth Connection remodel is now fully funded and that they are on track to spend all American Rescue Plan Act (ARPA) funds on time with plans to break ground in May or June. The project will provide 12 units of transitional housing for youth and reflects a strong collaboration between the city and county. Pastor Mike Katz of Hood Canal Community Church provided a blessing for the County Commissioners in appreciation of the work that they do for our county. 6. Adoption of Agenda Cmmr. Neatherlin/Trask moved and seconded to adopt the agenda as published. Motion carried unanimously. Neatherlin-aye; Tarzwell-aye; Trask-aye. 7. Approval of Minutes Cmmr. Trask/Neatherlin moved and seconded to adopt the November 25, 2025 and January 20, 2026 Regular Minutes and January 26, 2026 Briefing Minutes as presented. Motion carried February 3, 2026 | Page 2 of 3 unanimously. Neatherlin-aye; Tarzwell-aye; Trask-aye. 8. Approval of Action Agenda 8.1 Approval of Warrants and Treasurer Electronic Remittances Claims Clearing Fund Warrant # 8118375-8118513 $5,983,254.13 Direct Deposit Fund Warrant # 123040-123444 $1,017,908.56 Salary Clearing Fund Warrant # 7009432-7009461 $ 652,353.79 8.2 Approval for Superior Court to use Real Estate Excise Tax (REET) funds for Facilities to complete the Courtroom Lower Level 1 (LL1) to convert the jury box to seat thirteen jurors, recarpet, and repaint; and for the Main Courtroom repair plaster, hide wire runs, and repaint. 8.3 Approval to accept the recommendation of the Hearing Examiner and formally acknowledge the vacation of the rights-of-way as petitioned by operation of law pursuant to the Session Laws of 1889-1890, subject to the conditions contained in the Findings of Fact, Conclusions of Law and Recommendations of the Hearing Examiner for Road Vacation No. 425. (Resolution No. 2026-001) 8.4 Approval to solicit for the two vacant Mason Transit Authority (MTA) board positions and to reappoint Richard Lee for a four-year term set to expire December 31, 2030. 8.5 Approval of the North Mason Little League Concessions contract extension for Mason County Recreation Area (MCRA) for an additional year set to expire March 1, 2027. (MCC No. 22- 018) 8.6 Approval for Facilities to replace both heat pumps at the Sheriff’s Office for the approximate cost of $65,915.18 through Bradley Air using REET funds. 8.7 Approval to appoint Todd Wilmovsky to the Board of Equalization (BOE) for a term expiring May 31, 2029. 8.8 Approval to appoint Andrew Flannigan to the Transportation Improvement Program Citizens Advisory Panel for a term expiring February 3, 2029. 8.9 Approval of the contract amendment with Mason Matters for an updating funding amount of $75,000 for a contract term of January 1, 2026, to December 31, 2026. (MCC No. 25-020) 8.10 Approval of the amended contracts with the Shelton-Mason County Chamber of Commerce updating clerical errors. (MCC No. 25-052 & 25-054) 8.11 Approval of the following Mason County Officers, Employee’s and former Employee’s, pursuant to Mason County Ordinance 06-18, request for Defense & Indemnification coverage assigned by the County as named defendants in the case of Brandon Rubio v Mason County, et al., case no. C25-5716-TSZ-SKV, served upon the county on January 16, 2026 via Prosecuting Attorney’s Office: Brandon Bitz, Jayson Zaniewski, Krystal Dierich and Tonia Reed. 8.12 Approval of the Teamsters Union Local No. 252 and Operating Engineers Local 302 and Mason County Public Works Collective Bargaining Agreement (CBA) for January 1, 2026 through December 31, 2028. Cmmr. Neatherlin/Trask moved and seconded to approve action items 8.1 through 8.12. Motion carried unanimously. Neatherlin-aye; Tarzwell-aye; Trask-aye. 9. Other Business (Department Heads and Elected Officials) Steve Duenkel reported that he recently testified in favor of Washington State House Bill 2298, which authorizes county auditors to create a voluntary property title protection program to help prevent land and title fraud. He reported that if the bill passes, both Thurston and Mason Counties will be the first in this state to have this program. 10. 9:15 a.m. Public Hearings and Items Set for a Certain Time Please see above options to provide public testimony. These options are available only while COVID-19 OPMA meeting restrictions are in place. February 3, 2026 | Page 3 of 3 No Public Hearings set for this time. 11. Board’s Calendar and Reports – The Commissioners reported on meetings attended the past week and announced their upcoming weekly meetings. 12. Adjournment – The meeting adjourned at 9:37 a.m. ATTEST: ____________________________ McKenzie Smith, Clerk of the Board Prepared by Cami Olson BOARD OF COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON _______________________________ Pat Tarzwell, Chair _______________________________ Randy Neatherlin, Vice-Chair ________________________________ Sharon Trask, Commissioner Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.1 From: Kariann Rutledge Ext: 380 Department: Central Services Briefing: ☐ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): Click or tap here to enter text.Agenda Date(s): February 17th, 2026 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 # 8118514-8118898 $ 7,156,653.05 Direct Deposit Fund Warrant # 123445-123815 $ 977,675.43 Salary Clearing Fund Warrant # 7009462-7009501 $ 1,287,937.97 Treasurer Electronic Remittance $ 3,291,781.05 Macecom 01.08.26 $ 274,669.05 MENTAL HEALTH 01.09.26 $ 1,482.94 Dispute Resolution Surcharge 01.09.26 $ 1730.00 Mental Health- Budget Transfer 01.27.26 $ 2,621.58 Clerk 01.27.26 $ 2,621.58 Mental Health – Budget Transfer 01.27.26 $ 86,470.09 Therapeutic Court 01.27.26 $ 86,470.09 Mason Co Landfill (Brink’s) 01.22.26 $ 1,690.80 REET 1 01.13.26 $ 235,239.00 MC LTGO REFUNDING BOND 2020A 01.13.26 $ 235,239.00 Mental Health Transfer Out 01.27.26 $ 14,116.92 Juvenile Probation 01.27.26 $ 14,116.92 Mental Health Transfer Out 01.27.26 $ 7,000.06 Prosecutor 01.27.26 $ 7,000.06 Current Expense 01.13.26 $ 61,634.00 Reet 1 01.13.26 $ 30,000.00 Bond #215 – LTGO 2013 Series A & B 01.13.26 $ 61,634.00 Bond #215 – LTGO 2013 Series A & B 01.13.26 $ 30,000.00 MASON CO PUBLIC WORKS LOCAL 01.13.26 $ 991,525.00 MASON CO PUBLIC WKA LOCAL BOND 01.13.26 $ 991,525.00 Road Diversion – Current Exp over collected 01.30.26 $ 77,482.48 County Road 01.30.26 $ 77,482.48 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 $ 13,139,907.18 Direct Deposit YTD total $ 2,987,301.57 Salary Clearing YTD total $ 3,244,308.69 Treasurer Remittance YTD total $ 3,291,781.05 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. 8.2 From: Mason EDC and North Mason Regional Fire Authority Ext: Click or tap here to enter text. Department: Choose an item.Briefing: ☒ Action Agenda: ☐ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): Click or tap here to enter text.Agenda Date(s): Click or tap here to enter text. Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other (Please ensure proper internal review channels have been followed, this is the responsibility of the requesting Department) Item: Mason County Linkages to Care Transportation Project (MC-LCTP) Background/Executive Summary: Transportation remains one of the most persistent barriers to health and recovery in our rural county. Too many residents are forced to delay or miss critical appointments, including preventive care, specialty care, behavioral health services, recovery supports, and primary care, simply because they cannot get there. The MC-LCTP directly addresses this inequity by ensuring that no individual is denied access to essential services due to lack of transportation. The Mobile Integrated Health Program (MIHP), launched by NMRFA in 2023, has already demonstrated its effectiveness in bringing community-based care directly to residents across Mason County, with more than 2,500 patient encounters to date. Local service providers—spanning behavioral health, recovery, medical, and faith-based organizations—have been equally vital in addressing unmet needs and fostering trust within the community. Together, these efforts, reinforced by the successful county transportation pilot program, provide a strong foundation for the Mason County Linkage to Care Transportation Project (MC-LCTP) to expand access and deliver critical care where it is needed most. The partnership between NMRFA and the EDC ensures that this project will be both community driven and administratively strong. In addition to its role as co-lead, the EDC will provide administrative support and engage its member organizations and businesses to strengthen program delivery. By reducing barriers to care, this project will not only ease burdens on first responders, emergency departments, and social services, but will also help residents return to the workforce and contribute to Mason County’s economic vitality. Together, NMRFA and the EDC bring trusted leadership, proven innovation, and accountability to this critical effort. MC-LCTP will: •Provide no-cost, reliable transportation for residents with functional limitations. •Allow referrals into the program from both MIHP and other community service providers, ensuring broad accessibility and responsiveness to community needs. •Coordinate with trusted community transportation partners to ensure timely and flexible rides. • Strengthen connections across healthcare, social services, and local support. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): $225,000 from Treatment Sales Tax over three years. NMRFA also anticipates a grant from the EMS Council and Washington Department of Health in year one. Category Year 1 Year 2 Year 3 Total Transportation Services $67,500 $67,500 $67,500 $202,500 Administration $7,500 $7,500 $7,500 $22,500 Total $75,000 $75,000 $75,000 $225,000 The TST funding streams align with MC-LCTP’s goals of improving health outcomes, reducing the impact of substance use disorders, and addressing transportation as a critical social determinant of health. By providing sustainable support, the MC-LCTP will reduce reliance on emergency services, improve continuity of care, and ensure that Mason County residents have equitable access to medical, behavioral health, and recovery services. Public Outreach: N/A Requested Action: Approve funding MC-LTCP for three years and contract with Mason EDC and NMRFA for service provision. Attachment(s): Letter of support signed by partner agencies and service providers. Mason County Board of County Commissioners 411 North 5th Street Shelton, WA 98584 December 3, 2025 Dear Commissioners: On behalf of Mason County’s behavioral health, health, and recovery support providers, we are pleased to oƯer our strong support for the Mason County Economic Development Council (EDC) and North Mason Regional Fire Authority’s (NMRFA) Mason County Linkage to Care Transportation Project (MC-LCTP). Transportation remains one of the most persistent barriers to health and recovery in our rural county. Too many residents are forced to delay or miss critical appointments, including preventive care, specialty care, behavioral health services, recovery supports, and primary care, simply because they cannot get there. The MC-LCTP directly addresses this inequity by ensuring that no individual is denied access to essential services due to lack of transportation. The Mobile Integrated Health Program (MIHP), launched by NMRFA in 2023, has already demonstrated its ability to deliver mobile, community-based care across Mason County. With more than 2,500 patient encounters to date, MIHP has provided medical, behavioral health, and substance use disorder treatment, harm reduction resources, and navigation to social services. Building on this proven model, the MC-LCTP will: • Provide no-cost, reliable transportation for residents with functional limitations. • Allow referrals into the program from both MIHP and other community service providers, ensuring broad accessibility and responsiveness to community needs. • Coordinate with trusted community transportation partners to ensure timely and flexible rides. • Strengthen connections across healthcare, social services, and local support. The partnership between NMRFA and the EDC ensures that this project will be both community- driven and administratively strong. In addition to its role as co-lead, the EDC will provide administrative support and engage its member organizations and businesses to strengthen program delivery. By reducing barriers to care, this project will not only ease burdens on first responders, emergency departments, and social services, but will also help residents return to the workforce and contribute to Mason County’s economic vitality. Together, NMRFA and the EDC bring trusted leadership, proven innovation, and accountability to this critical e Ưort. Mason County’s geography and demographics underscore the urgency of this project. Our county covers nearly 1,000 square miles, with a population density of just 68.5 people per square mile, making access to services especially challenging for residents without personal transportation. One in four residents is over the age of 65, more than 13 percent of individuals under 65 live with a disability, and 12 percent of our population lives below the poverty line. Many specialty medical services are located outside the county, requiring long-distance travel to Olympia, Silverdale, Gig Harbor, Tacoma and beyond. For too many residents, these realities result in missed care, worsened health outcomes, and greater reliance on emergency services. The importance of transportation access was demonstrated clearly through the Mason County Public Health & Human Services Transportation Pilot Program (2022–2024). Over the 24-month pilot, 2,171 trips were completed covering more than 24,000 miles, serving at least 135 unique individuals. The Patty Wagon provided more than 2,000 trips, serving 178 individuals, while Gethsemane Ministries provided nearly 150 trips for 81 individuals. Trips ranged from local short rides to long-distance travel of over 800 miles round trip, showing the broad scope of community need. While the pilot revealed areas for improvement in data collection, standardization, and no-show management, it proved beyond question that transportation is a critical and unmet need in Mason County. The MC-LCTP builds on these lessons, adding structured evaluation, strong administrative support, and sustainable community partnerships to ensure long-term success. By addressing transportation as a social determinant of health, the MC-LCTP will reduce non- emergent 911 calls, decrease avoidable emergency department visits, and help individuals remain engaged in preventive and ongoing care. This project embodies the principles of health equity by bridging formal and informal systems of care, empowering community-led solutions, and centering belonging through responsive, patient-centered support. We believe this project will provide a strong return on investment by reducing burdens on first responders, hospitals, and social service systems, while improving health outcomes and empowering residents to re-enter and contribute to the workforce. We respectfully urge the Mason County Board of County Commissioners to support this innovative, collaborative, and urgently needed initiative. Together, we can ensure that transportation is no longer a barrier to health, recovery, and wellness in Mason County. Thank you for your consideration and for your ongoing commitment to building a healthy, thriving community. Sincerely, Host Agencies _____________________________________ North Mason Regional Fire Authority Beau Bakken _____________________________________ Mason County Economic Development Council Kevin Shutty Service Contractors _____________________________________ The Patty Wagon Patty Perry _____________________________________ Gethsemane Brian Hellenthal Referring Agencies & Community Partners _____________________________________ Mason Transit Amy Asher _____________________________________ BH-ASO/OHRS Joe Avalos _____________________________________ Mason Health Eric Moll _____________________________________ Crossroads Housing Tanya Strozyk-Frazier _____________________________________ Proactive Supportive Housing Michele Baumgart _____________________________________ The Youth Connection Susan Kirchoff _____________________________________ Family Education and Support Services Shelley Willis _____________________________________ New Directions Counseling Scott Dickinson _____________________________________ Be A Better You Counseling Jamie Ellertsen _____________________________________ Northwest Resources Dennis Neal _____________________________________ Consejo Counseling and Referral Services Mario Paredes Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.3 From: Melissa Casey Ext: Click or tap here to enter text. Department: Public Health Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): 2/2/26 Agenda Date(s): 2/17/26 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: Crossroads Housing Consolidated Homeless Grant Contract Amendment Background/Executive Summary: The purpose of this amendment is to provide additional rental assistance funds to maintain current enrollments and serve additional households in the tenant-based rental assistance Rapid Rehousing Program, to provide additional funds to the Diversion Fund in the CE/Care Coordination Program to assist households that need only move-in costs to achieve housing stability, and to provide additional funds to eviction prevention rent assistance. The cost breakdown and projected households to be served are below: •$39,066 – maintain rental assistance for 5 currently enrolled, tenant-based units; $9,000 of total for ongoing rent assistance, move-in costs to place an additional 1-3 households (cost/progressive engagement dependent) in tenant-based RRH. •$10,910 – CE/Care Coordination Diversion Fund (move-in assistance only) for 3-6 households. •$40,000 – eviction prevention rental assistance Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): No impact to general fund; $89,976 from Department of Commerce Consolidated Homeless Grant Public Outreach: N/A Requested Action: Move contract amendment to 2/17/26 action agenda for approval Attachment(s): Mason County Contract #25-029 Amendment #2 1 Contract Between Mason County and Crossroads Housing Professional Services Contract #25-029 Amendment #2 IT IS MUTUALLY AGREED THEREFORE: That the Original Contract is hereby amended as follows: 1. FUND SOURCE: Consolidated Homeless Grant, Emergency Housing SFY 26 budget, and DRF Backfill 2026 2. AMENDMENT TERM: January 1, 2026 – June 30, 2026 3. BUDGET AMENDMENT: a. Total additional award of $49,976 from Emergency Housing SFY26 Budget: Budget Category Current Amount Amended Amount Total New Budget Rapid Rehousing Rent $114,893 $39,066 $153,959 CE Diversion Fund $5,500 $10,910 $16,410 • $39,066 – maintain rental assistance for 5 currently enrolled, tenant-based units; $9,000 of total for ongoing rent assistance, move-in costs to place an additional 1-3 households (cost/progressive engagement dependent) in tenant-based RRH. • $10,910 – CE/Care Coordination Diversion Fund (move-in assistance only) for 3-6 households. b. Total additional award of $40,000 from DRF Backfill 2026: Budget Category Current Amount Amended Amount Total New Budget EP Rent $260,659 $40,000 $300,659 ALL OTHER TERMS AND CONDITIONS of the original Contract and any subsequent amendments hereto remain in full force and effect. IN WITNESS WHEREOF, the undersigned has affixed his/her signature in execution thereof on the ______day of , 2026. CONTRACTOR MASON COUNTY __________________________________ _________________________________________ Tanya Frazier, Executive Director Pat Tarzwell, Chair Crossroads Housing Mason County Board of County Commissioners The purpose of this amendment is to provide additional rental assistance funds to maintain current enrollments and serve additional households in the tenant-based rental assistance Rapid Rehousing Program, to provide additional funds to the Diversion Fund in the CE/Care Coordination Program to assist households that need only move-in costs to achieve housing stability, and to provide additional funds to eviction prevention rent assistance. Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.4 From: Melissa Casey Ext: Click or tap here to enter text. Department: Public Health Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): 2/2/26 Agenda Date(s): 2/17/26 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: Crossroads Housing – Housing & Essential Needs Contract Amendment Background/Executive Summary: The purpose of this amendment is to sustain original enrollment numbers from the transition of the HEN program between Community Action Council of Lewis, Mason, & Thurston Counties and Crossroads Housing. Additional funds are awarded to support the Rental Assistance category for homeless prevention or rapid rehousing. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): No impact to general fund; $56,517 from Department of Commerce Consolidated Homeless Grant Public Outreach: N/A Requested Action: Move contract amendment to 2/17/26 action agenda for approval Attachment(s): Mason County Contract #25-030 Amendment #1 1 Contract Between Mason County and Crossroads Housing Professional Services Contract #25-030 Amendment #1 IT IS MUTUALLY AGREED THEREFORE: That the Original Contract is hereby amended as follows: 1. FUND SOURCE: Consolidated Homeless Grant, Housing and Essential Needs, and CHG DRF Backfill 2026 2. AMENDMENT TERM: January 1, 2026 – June 30, 2026 3. BUDGET ADJUSTMENT: Housing & Essential Needs HEN Budget Categories Current Amount Amended Amount Total New Budget Administration HEN Admin SFY 26 $125,250.24 $0 $125,250.24 Rent HEN Rent/Facility Support SFY 26 $533,144.76 $90,967 $624,111.76 Operations HEN Operations SFY 26 $335,200.00 ($90,967) $244,233 TOTAL Housing and Essential Needs $993,595 $0 $993,595 4. BUDGET AMENDMENT: Total additional award of $56,517 Consolidated Homeless Grant CHG Budget Category Total New Budget Document Recording Fee Backfill SFY2026 DRF Backfill 2026 $56,517 5. SCOPE OF WORK: Collaborate with DSHS, using the prioritization tools, to assist the next most vulnerable households on the waitlist for Homeless Prevention and Rapid Rehousing. ALL OTHER TERMS AND CONDITIONS of the original Contract and any subsequent amendments hereto remain in full force and effect. IN WITNESS WHEREOF, the undersigned has affixed his/her signature in execution thereof on the ______day of , 2026. CONTRACTOR MASON COUNTY __________________________________ _________________________________________ Tanya Frazier, Executive Director Pat Tarzwell, Chair Crossroads Housing Mason County Board of County Commissioners The purpose of this amendment is to sustain original enrollment numbers from the transition of the HEN program between Community Action Council of Lewis, Mason, & Thurston Counties and Crossroads Housing. The budget adjustment moving funds in the current award from Operations to Rent; additional funds are awarded to support the Rental Assistance category for homeless prevention or rapid rehousing. Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.5 From: Mike Collins, PLS, PE, County Engineer Ext: 450 Department: Public Works Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 2, 2026 Agenda Date(s): February 17 , 2026 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: Road Levy Certification Background/Executive Summary: The County Road Administration Board (CRAB) annually requests that every county legislative authority submit a certification showing the amount of the road levy fixed and the amount, if any, budgeted in accordance with RCW 36.33.220 for traffic law enforcement, and/or any other purpose from diverted road levy. This certification is electronically signed through CRABs new Reporting System (CARS). Associated Costs/Budget Impact : N/A Public Outreach: N/A Requested Action: Recommend the Board authorize the Chair to electronically sign the Road Levy Certification for 2026 through CRAB’s reporting system (CARS). Attachment(s): 1.Certification 2. Resolution 2025-090 A RESOLUTION FIXING THE AMOUNT OF AD VALOREM TAXES FOR THE ROAD LEVY FOR THE YEAR 2026 RESOLUTION NO. a03.5-O \o WHEREAS, RCW 36.40.090 states that the Board of Mason County Commissioners shall fix the amount of the tax levies to be raised for Road Fund. IT IS THEREFORE DETERMINED, that the following be fixed as the amounts to be raised by ad valorem taxes for the purpose of meeting the expenditures estimated in the 2026 Budget for Mason County Refund Levy and Road Fund: ROAD FUND $ 9,819,059.28 DIVERSION OF ROAD LEVY $ 2,160,000.00 LEVY SHIFT TO CURRENT EXPENSE $ 0.00 TOTAL ROAD LEVY $ 11,979,059.28 REFUND LEVY $ 3,281.23 TOTAL AMOUNT TO LEVY FOR 2025 $ 11,982,340.51 This resolution reserves unutilized levy for banked capacity. The current banked capacity reserved for the year 2026 is approximately $623,074.37. ADOPTED this a5}. day of N0\10m196325. BOARD OF MASON COUNTY COMMISSIONERS Sharon Trask, Chairperson Pat Tarzwell, Commissioner Randy Nefherlin, issioner ATTEST: lel= erk of the Board APPROVED AS TO FORM: hitehead, Cf•ief Deputy Prosecuting Attorney Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.6 From: Loretta Swanson, Director & Richard Dickinson, Deputy Director U&W Management Ext: 450 Department: Public Works Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 2, 2026 Agenda Date(s): February 17 , 2026 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: Consultant Roster – Belfair General Sewer Plan Background/Executive Summary: The Belfair General Sewer Plan is approximately 90 percent complete. Remaining work includes completion of the financial analysis and updates to reflect new zoning requirements and the Planned Action Environmental Impact Statement (EIS). Public Works requests authorization to utilize the Mason County Consultant Roster to select a qualified consultant to complete the remaining work on the Belfair General Sewer Plan. Upon completion, the plan will evaluate existing and future wastewater service needs in the Belfair area and provide recommendations to support long-term infrastructure planning and compliance with applicable regulatory requirements. Associated Costs/Budget Impact: Total project costs are expected to be under $100,000. Funding will be provided through the existing Public Works U&W Belfair Sewer budget. No budget amendment is required. Public Outreach: N/A Requested Action: Request the Board authorize Public Works to utilize the Mason County Consultant Roster to select a qualified consultant to complete the Belfair General Sewer Plan. Attachment(s): None Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.7 From: Brittany Pearson Ext: 479 Department: Treasurer Briefing: lZl Action Agenda: lZl Public Hearing: D Special Meeting: D Briefing Date(s): February 2, 2026 Agenda Date(s): February 17, 2026 Internal Review: D Finance D Human Resources D Legal □ IT □ Risk D Other (Please ensure proper internal review channels have been followed, this is the responsibility of the reQuestinf! Devartment) Item: Acknowledgment of Receipt -2025 Property Tax Refunds Background/Executive Summary: RCW 84.69.020 states in part that the county treasurer shall make all refunds to be determined by this section, and by the first Monday in February of each year, report to the county legislative authority a list of all refunds made under this section during the previous year. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): Impact already reflected in 2025 budget for the county current expense, special funds and junior taxing districts. Public Outreach: None. Requested Action: Board acknowledgment of receipt of the 2025 Refund Report. Attachment(s): Acknowledgment Receipt, Exhibit "A" 2025 Refund Report. Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.8 From: Brittany Pearson Ext: 479 Department: Treasurer Briefing: � Action Agenda: � Public Hearing: D Special Meeting: D Briefing Date(s): February 2, 2026 Agenda Date(s): February 17, 2026 Internal Review: D Finance D Human Resources � Legal □ IT □ Risk D Other (Please ensure proper internal review channels have been followed, this is the responsibility of the requestin� Department) Item: Resolution to cancel "Uncollectible Property Taxes" Background/Executive Summary: RCW 84.56.240 states in part that if the county treasurer is unable to collect for the want of goods to chattels whereupon to levy, to collect by distress or otherwise, the taxes, or any part thereof, which may have been assessed upon the personal property of any person or corporation ..... , the treasurer shall file with the county legislative authority, on the first day of February following, a list of such taxes. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): Property tax revenue loss to county current expense, special funds and junior taxing districts in the approximate amo,unt of $1,722.39. Public Outreach: None. Requested Action: Board approval of Resolution to cancel "Uncollectible Personal Property Taxes" Attachment(s): Resolution Uncollectible Personal Property Taxes, Exhibit "A". Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.9 From: Cassidy Krall for John Taylor Ext: 535 Department: Parks & Trails Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 2, 2026 Agenda Date(s): February 3, 2026 Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other (This is the responsibility of the requesting Department) Item: MCRA Playground Woodchips Background/Executive Summary: The Mason County Parks Department replaces the all playground woodchips every other year on a rotation between the County owned parks that have playgrounds installed. This year we must replace the playground woodchips at MCRA to maintain quality conditions and playground safety for our community. Budget Impact (amount, funding source, budget amendment, etc.): Approximately $3,700.00 out of REET2. Public Outreach: Requested Action: Approval to move forward with Wildwood Playgrounds NW to bring in new woodchips for the MCRA playground. Attachment(s): Quote from Wildwood Playgrounds NW Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.10 From: Kell Rowen Ext: 286 Department: Community Development Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 9, 2026 Agenda Date(s): February 17, 2026 Internal Review: ☐ Finance ☐ Human Resources ☐ Legal ☐ IT ☐ Risk ☐ Other (This is the responsibility of the requesting Department) Item: Rezone two parcels totaling 2.63 acres, from Commercial Industrial (CI) to Neighborhood Residential (NR) in the Shelton UGA. Background/Executive Summary: The proposal is to rezone two parcels (32007-11-90110, and 32007-11-90112) from Commercial Industrial (CI) to Neighborhood Residential (NR). The subject properties are in Shelton UGA and directly adjacent existing NR zoning to the north. The property has been in residential use since 1979 and predates zoning. The applicant wishes to expand the residential use and does not plan to convert it to commercial use in the future. The Planning Advisory Commission (PAC) recommended unanimous approval of the rezone at their January 26, 2026, meeting. Budget Impact (amount, funding source, budget amendment, etc.): N/A Public Outreach: All property owners within 300 feet of the subject parcel were notified by mail, on November 3, 2025, informing them of the proposal to rezone the properties. In addition, Public Notice of the PAC public hearing was published in the Mason Shelton Journal on November 6 and 13, 2025. The Public Notice was posted onsite on November 7, 2025. The Public Hearing with the PAC held on November 17, 2025, was continued to December 15, 2025, and again to January 26, 2026, because of a lack of a quorum. This meeting of the BOCC to brief was advertised on the home page of the Mason County website and subsequent requests for action will also be advertised on the home page under the corresponding agenda as well as the Mason Shelton Journal on March 5 and 12, 2026. Requested Action: Set a public hearing for March 17, 2026. Attachment(s): Map with current zoning Mason County WA GIS Web Map Source: Esri, Vantor, Earthstar Geographics, and the GIS User Community County Boundary No Filled Site Address (Zoom in to 1:3,000) Tax Parcels (Zoom in to 1:30,000) Road Name Labels (Zoom to 1:100,000) 2/9/2026, 3:23:26 PM 0 0.01 0.030.01 mi 0 0.03 0.050.01 km 1:1,023 Mason County disclaims accuracy, reliability, or timeliness of website info, not liable for losses from reliance on it. https://www.masoncountywa.gov/disclaimer.php Mason County WA GIS Web Map Application Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.11 From: Melissa Casey Ext: 404 Department: Public Health Briefing: ☒ Action Agenda: ☐ Public Hearing: ☒ Special Meeting: ☐ Briefing Date(s): 2/9/26 Agenda Date(s): 2/17/26, 3/3/26 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: 5-Year 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. A public hearing was held on December 9th, 2025, to receive public comment on the draft plan; the hearing was continued to a later date pending revisions to the plan. Public Health requests that the public hearing be scheduled for Tuesday, March 3rd, to take public comment on the revised draft and consider the plan for adoption. The final plan is aligned with all requirements named in the Department of Commerce 2025-2030 Local Homeless Housing Plan Guidance. The Department of Commerce has granted an extension for Mason County to adopt the plan through March 31st, 2026. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): N/A Public Outreach: Public hearing held 12/9/25 Requested Action: Move to 2/17/26 action agenda for approval to continue the Public Hearing on Tuesday, March 3rd, 2026, at 9:15 a.m. and consider the plan for adoption Attachment(s): 2025-2030 Local Homeless Housing Plan Guidance Local Plan Elements Checklist Revised Local Homeless Housing Plan 2025-2030 Notice of Public Hearing 1 2025-2030 Washington State, Local Homeless Housing Plan: Local Plan Elements Checklist Background The Local Homeless Housing Plans Guidance from Commerce outlines multiple Requirements for Communities to develop their 2025-2030 Local Plans. Communities may utilize this Local Plan Elements Checklist to check that their plans have met all of the Requirements named in the guidance. The Types of Requirements Include : • Required Processes that must be followed in developing the Plan • Required Components that must be documented in the Plan • Required Reporting about the Plan and local progress. Communities W riting New Plans Communities drafting new Local Plans may use this worksheet to plan and track their progress in meeting core milestones of new plan development. Communities U sing Existing Plans Communities utilizing existing Local Plans may use this worksheet to confirm their existing plans followed all required processes and contain all required components of the local guidance. Communities using existing plans can review and consider whether it is appropriate to pursue an addendum to existing plans in order to meet local guidance requirements. Contact Information for Technical Assistance The main document for reference is the Local Plan Guidance, as provided by Commerce: Local Plan Guidance For questions and/or TA requests, please reach out to WAlocalplan@homebaseccc.org. 2 Local Plan Elements Checklist – Required Processes Required Processes Requirement Core Elements Completed Notice of Plan Development Notice of Plan development is published on local government website. Notice of Plan development is published on local government social media. Notice of Plan development includes expected date of adoption by local government. Key Stakeholder Participation and Collaboration The Two Largest Cities are participating in the local planning processes. OR There is a Coordinated City Local Plan. Additional stakeholders named in the Guidance received notice and invitations to participate in the local planning process. (See guidance for full listing of minimum required stakeholders to invite for participation.) The list of all representatives and their participation are included in the Final Plan. Participants qualifying as low-income or having lived experience were offered compensation, closely following State Office of Equity guidelines. Notice of Public Hearing Notice of public hearing was published at least 30 days in advance of the Plan approval. -Notice was shared in the local newspaper -Notice was shared on the local government website -Notice was shared on the local government socials -Good faith effort was made to distribute the Notice to people who’ve experienced homelessness and housing instability. Public Hearing was held, either at the adoption meeting or before. 3 The Final Plan documents good faith efforts to distribute the Notice to people who’ve experienced homelessness and housing instability. Plan Finalization and Adoption Final Plan adopted by the relevant local authority, following relevant local procedures. Final Plan submitted to Commerce no later than December 2025. 4 Local Plan Elements Checklist – Required Components Required Components Requirement Core Elements Completed Planning Period The plan period covers 2025-2030, unless otherwise approved in writing by Commerce. Plan Objectives All five State Objectives, at minimum, are named in the Final Plan - Objective 1: Promote an equitable, accountable and transparent homeless crisis response system. - Objective 2: Strengthen the homeless service provider workforce. - Objective 3: Prevent episodes of homelessness whenever possible. - Objective 4: Prioritize assistance based on the greatest barriers to housing stability and greatest risk of harm. - Objective 5: Seek to house everyone in a stable setting that meets their needs. All Objectives, at minimum, include: -Strategies or Actions to meet the Objective -Timelines for Completion -Measures of Success/Performance 5 Local Plan Elements Checklist – Required Components Required Components Requirement Core Elements Completed Estimates of Service Levels In the plan are estimates of local activities and investments according to HMIS project type and funding source are included in the plan. Survey of Fund Sources for Homeless Housing Assistance Programs and Capital Projects In the plan is a table listing of all fund sources (actual or potential) available to the local government and Homeless Housing Taskforce that could be used for homeless housing and assistance. To include, at minimum: Fund Source, Source, Status, Allowable Uses, Amount Received SFY24, Actual/Projected Received SFY25. (See guidance for full listing of minimum required fund sources to itemize.) Estimates of Permanent and Emergency Housing Needs In the plan is an estimate of permanent and emergency housing needs which corresponds to estimates created using the Housing All Planning Tool (HAPT) following the latest Growth Management Act (GMA) guidance and statutes. -Includes estimate of future Permanent Housing needs for households making 0-30% of the Area Median Income (AMI) -Includes estimate of future Permanent Housing need operated as a Permanent Supportive Housing model for households making 0-30% of the AMI -Includes estimate of future Emergency Housing need (i.e., emergency shelter and emergency housing) -Estimates are made through at least the 5-year period of the plan -Estimates may include the full 20-year projection of needed housing units provided by Commerce (optional) (optional) The estimates were developed in collaboration with Local Providers. The estimates were developed in collaboration with Local Comprehensive Planners. 6 Prioritization Criteria of Homeless Housing Capital Projects (applicable if the plan identifies actions related to the pre- development, development, or construction of homeless housing capital projects) The plan identifies guiding principles for all projects (such as consistency with local plans, comprehensive plans, zoning, etc.) (if applicable) The plan includes criteria and procedure used to evaluate prospective homeless housing capital projects. -The evaluation criteria must include all relevant factors that the HHTF and local government will take into consideration when prioritizing projects for public investment. Documentation of Public Engagement The local plan includes a record of public engagement and outreach efforts that supported its development and finalization. 7 Local Plan Elements Checklist – Required Reporting Required Reporting Requirement Core Elements Completed Annual Report on the Local Plan -due in December 2025 Report describes ‘Current Condition of Homelessness’ in the jurisdiction. Report describes ‘Performance in Meeting the Goals’ in the Local Homeless Housing Plan. Report describes ‘Significant Changes’ to the Local Homeless Housing Plan, if any. (optional) Annual Report on Expenditures -due in December 2025 A report that includes information on all local government’s homelessness spending from all sources, by project, during the state fiscal year. Local Plan Elements Checklist – Additional Requirements for those using Existing Plans Requirements for those communities using existing plans Requirement Core Elements Completed Local adoption of either of the two alternatives to meet state guidance requirements. Alternative 1: Develop and publish written explanations mapping the current local plan language and structure to the requirements in the guidance; OR (optional) OR Alternative 2: Adopt addendum that incorporates the requirements from the local plan guidance into the existing local plan. The addendum adoption must follow all the process requirements for a plan, as outlined above. (optional) 8 Local Plan Elements Checklist – Required Participation Checklist Homeless Housing Taskforce (HHTF) Composition Requirement Homeless Housing Taskforce Member Completed A representative of the county A representative of the largest city located within the county At least one homeless or formerly homeless person A representative of a private nonprofit organization with experience in low- income housing (if feasible) Minimum Stakeholder Engagement Requirement Must Engage Completed Two largest Cities (required Participation OR see Alternative Below) Must Invite Completed Individuals with lived experience of homelessness (not including those already participating as members of the local HHTF) A representative of a Behavioral Health Administrative Service Organization OR a Managed Care Organization A representative from a By and For organization within the local government's jurisdiction (Commerce may grant an exemption if a local government cannot fulfill this requirement) Emergency shelter operators Domestic violence/sexual assault shelter and housing providers Homeless outreach providers Rental subsidy administrators 9 Permanent Supportive Housing providers and operators Coordinated entry staff Two Largest Cities Alternative - Coordinated City Local Plan (optional) Additional Processes to Confirm Completed Cities have asserted responsibility for homelessness response pursuant to RCW 43.185C. 160 Cities have elected to prepare their own local plan separate from the county or multi-county plan Cities have coordinated with and included representatives of the local government coordinating the county or multi-county homeless response in the development of the city's local plan prior to its adoption. Cities must still submit to Commerce the Coordinated City Local Plan no later than December 2025. 2.0 1 2025-2030 LOCAL HOMELESS HOUSING PLAN GUIDANCE 2025-2030 Local Homeless Housing Plan Guidance Table of Contents Table of Contents .................................................................................................................................................................... 1 Background ............................................................................................................................................................................... 1 Research, evaluations, and reports to inform local plans ............................................................................................. 2 Requirements ........................................................................................................................................................................... 3 Components........................................................................................................................................................................... 3 Process ................................................................................................................................................................................... 5 Reporting ................................................................................................................................................................................... 7 Annual report on the local plan ........................................................................................................................................... 7 Annual report on expenditures ........................................................................................................................................... 7 Glossary ..................................................................................................................................................................................... 8 Background Washington state law requires that each local homeless housing task force develop and recommend to its local government legislative authority a five-year local homeless housing plan ("local plan") for its jurisdictional area.1 The local plan provides goals, strategies, activities, performance measures and timelines to eliminate homelessness within the entire county.2 The local plan must be consistent with this local plan guidance issued by the Department of Commerce (Commerce).3 Commerce last published guidance for the planning period 2019-2024 in December 2018. In preparation for the next planning cycle, Commerce has prepared this guidance for counties, cities and local homeless housing task forces to support alignment between state and local homeless housing efforts. Beginning October 2024 through June 2026, Commerce has contracted with a consultant to provide support and technical assistance to local governments with preparing their local plans in accordance with this guidance. Commerce also has funding available for local governments who would like to engage a consultant to assist in developing or updating their local plans. There are several ways to meet the local homeless housing plan requirement:  Develop a new local plan consistent with this state guidance 1 RCW 43.185C.050, https://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.050 2 RCW 43.185C.080 provides additional requirements when a city asserts responsibility for homeless response within its borders, and does not intend to adopt the county plan to guide its response efforts, https://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.080 3 RCW 43.185C.160, https://app.leg.wa.gov/RCW/default.aspx?cite=43.185C.160 Housing Division 2025-2030 LOCAL HOMELESS HOUSING PLAN GUIDANCE 2025-2030 LOCAL HOMELESS HOUSING PLAN GUIDANCE 2  Develop an addendum to an existing plan to fulfill the missing elements required by this state guidance. An addendum is subject to the "Requirements" included in this guidance.  In cases where the existing local plan uses different language and structure, but is otherwise consistent, develop a written explanation mapping the current local plan language and structure to this guidance. While counties (and applicable cities) may delegate the preparation and adoption of their respective local plans, they maintain the ultimate responsibility for the homeless housing program with in their borders.4 Where necessary this guidance clearly delineates between counties and cities. Otherwise, Commerce uses the term "local government" to refer to: Any local governmental entity leading the jurisdictional response to homelessness: a county, city, special purpose district OR any governmental entity leading the jurisdictional response to homelessness via interlocal agreement or memorandum of understanding. Research, evaluations, and reports to inform local plans Commerce encourages local governments to review and reference the following reports, studies, and evaluations when preparing their local plans. These documents contain recommendations to address homelessness and housing insecurity applicable to local homeless crisis response systems: US Interagency Council on Homelessness's Strategic Plan "All In" William R. Ruckelshaus Center's "Pathways to Housing Security Report" Year 3 "Homeless Service Provider Trauma Study" prepared by Uncommon Bridges (Building Changes) "Homeless Service Provider Workforce Study" prepared by Uncommon Bridges (Building Changes) "California Statewide Study of People Experiencing Homelessness", University of California San Francisco "Homelessness is a Housing Problem" by Gregg Colburn and Clayton Aldern SAMSHA evidence based practices documents on Permanent Supportive Housing SAMHSA catalog of evidence based practices for people experiencing homelessness Commerce's Permanent Supportive Housing Toolkit- Permanent Supportive Housing “Toolkit” - Washington State Department of Commerce "Assessment of the housing needs of American Indians, Alaska Natives and Native Hawaiians in Washington", report to the Washington State Legislature 4 Ibid. 2025-2030 LOCAL HOMELESS HOUSING PLAN GUIDANCE 3 Requirements Components Planning period The local plan must cover the five-year period from 2025 to 2030, unless otherwise approved in writing by Commerce. Plan objectives The local plan must include the 2024-2029 State Homeless Housing Strategic Plan objectives: Promote an equitable, accountable and transparent homeless crisis response system Strengthen the homeless service provider workforce Prevent episodes of homelessness whenever possible Prioritize assistance based on the greatest barriers to housing stability and the greatest risk of harm Seek to house everyone in a stable setting that meets their needs Local plans may include additional objectives developed by local government and local homeless housing task forces. All local plan objectives must have specific strategies or actions to achieve them, timelines for completion and measures of success or performance. Note: Please review the 2024-2029 State Homeless Housing Strategic Plan objectives to learn how Commerce will work to achieve the same objectives. For local governments that have adopted a new or revised local plan prior to the publication of this guidance, Commerce requires that local governments:  Develop and publish written explanations mapping the current local plan language and structure to the requirements in this guidance; OR  Adopt addendum that incorporates the requirements from this guidance into the local plan. Estimates of service levels Purpose: To provide baseline information about activities and investments to eliminate homelessness within the jurisdiction. The local plan must provide a summary of current investments to address homelessness and housing instability by project type and by funding source. For this component, the local plan must use HMIS project type definitions. The local plan must also use an analysis tool prepared by Commerce's consultant based on the annual Golden Report produced by Commerce for the state fiscal year 2024 (to be published in winter 2025). Local governments will report changes from the baseline in their annual reports (due each December). Survey of fund sources for homeless housing assistance programs and capital projects Purpose: To communicate resources available to the local government, whether actual or potential, to implement the local homeless housing plan and support the local homeless crisis response system. 2025-2030 LOCAL HOMELESS HOUSING PLAN GUIDANCE 4 The local plan must include a listing of all fund sources, actual or potential, available to the local government and the local homeless housing task force that could be used for homeless housing and assistance. At a minimum, the plan must provide information related to the following:  Local funds authorized by RCW 82.14.460 (Mental Health Sales and Use Tax)  Local funds authorized by RCW 82.14.530 (Housing and Related Services Sales and Use Tax)  Local funds authorized by RCW 82.14.540 (Affordable and Supportive Housing Sales and Use Tax)  Local funds authorized by RCW 84.52.105 (Local Housing Levies)  Local funds authorized by RCW 36.22.250 (Document Recording Surcharge, Local Portion)  Consolidated Homeless Grant/System Demonstration Grant (including Housing and Essential Needs)  Emergency Solutions Grant  Community Development Block Grant  Continuum of Care Grant (except Balance of State counties)  Youth Homelessness Demonstration Project Grants (except Balance of State counties) Note: For reference, the Washington State Department of Revenue provides the "Local Sales Tax Distributions Tool" and the "Local taxing district levy detail". For the fund sources listed previously, the local plan must document whether a local government does not meet the required criteria. Unless otherwise approved by Commerce, the local plan must include this information using the following table format: Fund source Source Status Allowable uses Amount received SFY24 Actual/projected received SFY25 Definitions of table headers:  Fund source: Official name of the fund source per law, regulation or funder  Source: Private, local, state, or federal source  Status: Not eligible/NA, not receiving/collecting, receiving/collecting, expired  Allowable uses: Operating, and/or capital  Amount received SFY24: Total dollars received from the fund source during state fiscal year 2024  Actual/Projected received SFY25: Total dollars received or expected from fund source during state fiscal year 2025 Local plans may add other information about funding sources beyond the items above. Estimates of permanent and emergency housing needs Purpose: To support a clear linkage between long-term land use planning and the development of homeless housing capital projects in consultation with homeless housing service providers. Local government departments must work collaboratively with other county homeless housing staff and area nonprofits to develop estimates of:  Future permanent housing need for households making 0-30% of the Area Median Income (AMI);  Future permanent housing need operated as a Permanent Supportive Housing model for households making 0-30% of the AMI; AND 2025-2030 LOCAL HOMELESS HOUSING PLAN GUIDANCE 5  Future emergency housing need (i.e., emergency shelter and emergency housing). The local plan must derive these estimates from Commerce's work pursuant to RCW 36.70A.070(2)(a). Such estimates must provide for the entire geographic jurisdictions covered by the local plan, except as otherwise provided in statute, and may break down the estimates by city, urban growth area, or other geography. The local plan must include a five-year estimate in line with the local plan planning period and may include the full 20-year projection of needed housing units provided by Commerce. Note: For reference, Commerce provides guidance for cities and counties on establishing housing targets for their communities in their comprehensive plan updates. See: "Updating GMA Housing Elements - Washington State Department of Commerce", and final projections of housing needs using the "Housing All Planning Tool (HAPT)". Prioritization criteria of homeless housing capital projects Purpose: To support the development of homeless housing capital developments that comply with the Growth Management Act and local comprehensive plans on sites with compatible uses, appropriate infrastructure and necessary amenities. Where 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 countywide planning policies and state laws. The plan must include the criteria and procedure used to evaluate prospective homeless housing capital projects. Such criteria must include all relevant factors that the homeless housing task force and local government would take into consideration when prioritizing homeless housing capital projects for public investment (e.g. new construction, expansion, renovation, rehabilitation or preservation). Documentation of public engagement The local plan must include a record of public engagement and outreach efforts that supported its development and finalization. Process Notice of plan development The local government must publish a notice announcing the development of its next local plan on its website and social media. The notice must include the expected date of adoption by the local government. Key stakeholder participation and collaboration The following stakeholders must be included in the development of the local plan pursuant to RCW 43.185C.080 and RCW 43.185C.160:  The two largest cities within the county or multi-county region, except where a city has asserted responsibility pursuant to RCW 43.185C.160  In cases where cities have:  Asserted responsibility for homeless response with their borders pursuant to RCW 43.185C.160; AND  Have elected to prepare their own local plan separate from the county or multi-county plan. 2025-2030 LOCAL HOMELESS HOUSING PLAN GUIDANCE 6 Such cities must coordinate with and include representatives of the local government coordinating the county or multi-county homeless response in the development of the city's local plan prior to its adoption.  One or more representatives from each of the following groups or organizations must be invited to participate in the development of the local plan:  Individuals with lived experience of homelessness (not including those already participating as members of the local homeless housing task force)  A representative of a Behavioral Health Administrative Service Organization OR a Managed Care Organization  A representative from a By and For organization within the local government's jurisdiction (Commerce may grant an exemption if a local government cannot fulfill this requirement)  Emergency shelter operators  Domestic violence/sexual assault shelter and housing providers  Homeless outreach providers  Rental subsidy administrators  Permanent Supportive Housing providers and operators  Coordinated entry staff  The list of representatives and their participation must be documented in the local plan. The local government must offer compensation to individuals who qualify as low-income or have experienced homelessness and participate in the development of the local plan. The provision of compensation must closely follow the State Office of Equity's guidelines. Notice of public hearing The local government must hold a public hearing prior to the adoption of the final local plan. Notice of a public hearing must be published at least 30 days in advance of the adoption of the final local plan in the local newspaper of record, on the local government's website and on its social media accounts. The local plan must document good faith efforts to distribute that public notice to people who have experienced homelessness and housing instability. Plan finalization and adoption Following applicable law and these guidelines, the local government must:  Ensure the local plan is adopted  Submit the final local plan or addendum to Commerce no later than December 2025 2025-2030 LOCAL HOMELESS HOUSING PLAN GUIDANCE 7 Reporting Annual report on the local plan Per RCW 43.185C.045(3), local governments are responsible for annually reporting updates to Commerce on the status of their local plan and its activities for the prior fiscal year. This report must include “the current condition of homelessness in its jurisdiction, its performance in meeting the goals in its local homeless housing plan, and any significant changes made to the plan.” This report is due to Commerce in December each year and will be posted on Commerce's website. Annual report on expenditures Along with each local government’s annual report, Commerce will continue to post information on the local government's homelessness spending from all sources by project during the prior state fiscal year. This is called the Annual Expenditure Report and Commerce sends a document to lead entities after the end of each fiscal year for review. The Annual Expenditure Report is posted on Commerce’s website. 2025-2030 LOCAL HOMELESS HOUSING PLAN GUIDANCE 8 Glossary Addendum: A supplement to the plan By and for organization: By-and-For Organizations are operated by and for the communities they serve. Their primary mission and history is serving a specific community. They are culturally based, directed, and substantially controlled by individuals from the population they serve. At the core of their programs, these organizations embody the community’s central cultural values. In the affordable housing context, these communities must have demonstrated disproportionate representation in homelessness, housing instability, and housing affordability. Based on national research and state-wide data, the following groups or communities have demonstrated disproportionate representation in homelessness, housing instability and housing affordability:  Black, Indigenous and People of Color including people identified as socially disadvantaged as defined in 13 CFR Sec. 124.103.  People with disabilities  People who are part of the d/Deaf and hard of hearing community  People with behavioral health conditions, including substance use disorder  People who identify as LGBTQIA+  Survivors of family violence and/or intimate partner violence  Incarcerated and formerly incarcerated individuals  Undocumented individuals, immigrants and refugees, and mixed-immigration-status families and communities Federally recognized Tribes and Nations are sovereign governments and are not considered By-and-For organizations. Comprehensive plan: a generalized coordinated land use policy statement of the governing body of a county or city that is adopted pursuant to Chapter 36.70A RCW. Emergency housing: Temporary indoor accommodations for individuals or families who are homeless or at imminent risk of becoming homeless that is intended to address the basic health, food, clothing and personal hygiene needs of individuals or families. Emergency housing may or may not require occupants to enter into a lease or an occupancy agreement. Growth Management Act: A series of state statutes, first adopted in 1990, that requires fast-growing cities and counties to develop a comprehensive plan to manage their population growth. It is p rimarily codified under Chapter 36.70A RCW, although it has been amended and added to in several other parts of the RCW. HB 1220 (2021): More information can be found on Commerce's website. 2025-2030 LOCAL HOMELESS HOUSING PLAN GUIDANCE 9 Local government: Any municipal corporation leading the local jurisdictional response to homelessness: a county, city special purpose district OR any governmental entity leading the local jurisdictional response to homelessness through an interlocal agreement or a memorandum of understanding. Local homeless housing plan: A plan aimed at eliminating homelessness prepared by a local homeless housing task force and recommended for adoption to its local government legislative authority. Local homeless housing task forces: A body created by a county or city government to develop a five-year homeless housing plan addressing short-term and long-term housing for homeless households. Objective: a component of the local plan that describes an aim, goal, or end of action that would result in the reduction of or elimination of homelessness. Planning period: The period covered by a planning activity. For local homeless housing plans, this is 2025 - 2030. State Plan, State Homeless Housing Strategic Plan: A plan prepared and published by Commerce that outlines statewide goals and performance measures. State fiscal year, SFY: the state's 12-month accounting period running from July 1 to June 30 of the following year. NOTICE OF HEARING NOTICE IS HEREBY GIVEN that the Board of Mason County Commissioners will hold a public hearing in Mason County Building I, Commission Chambers, 411 North Fifth Street, Shelton, WA 98584 on March 3rd, 2026 at 9:15 am. SAID HEARING will be to take public comment on the Mason County Local Homeless Housing Plan 2025-2030, which is being considered for adoption on March 3rd, 2026. Public testimony will be available in-person or via Zoom. The URL is available on the County website https://www.masoncountywa.gov/ to sign into the meeting. Please use the “raise hand” feature to be recognized by the Chair to provide your testimony. You can also email testimony to msmith@masoncountywa.gov or mail to the Commissioners’ Office, 411 N 5th St, Shelton, WA 98584; or call (360) 427-9670 ext. 230. If special accommodations are needed, please contact the Commissioners' office, (360) 427- 9670 ext. 419. DATED this 17 day of February, 2026. BOARD OF COUNTY COMMISSIONERS MASON COUNTY, WASHINGTON __________________________________ McKenzie Smith, Clerk of the Board Bill: Mason County Public Health and Human Services 415 N 6th St, Shelton, WA 98584 Cc: Commissioners Shelton Journal: Publ. 2t: February 19th, 2026 & February 26th, 2026 1 Homelessness Operational Plan Objectives, Strategies, Actions, and Performance Measures 2 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 designed through the community process to support the objectives, balancing effectiveness and local feasibility. 2025-2030 LOCAL HOMELESS HOUSING PLAN OBJECTIVES Promote an equitable, accountable and transparent homeless crisis response system Promote Equity Strengthen the homeless service provider workforceStrengthen Workforce Prevent episodes of homelessness whenever possiblePrevention Prioritize those with the most significant barriers to housing stability and the greatest risk of harmPrioritization Seek to house everyone in a stable setting that meets their needsHousing 3 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 that 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 partnership1: 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. 1 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 4 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. 5 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 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 6 2.3 Support overall sustainability for the homeless service provider workforce a. Launch peer support and wellness initiatives 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 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 System assessments 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 services, and use findings to guide prioritization and housing placement strategies 7 5 Seek to house everyone in a stable setting that meets their needs 5.1 Maintain and expand emergency shelter and permanent housing capacity a. Expand shelter capacity for all, especially for adults without children, young adults, and unaccompanied minors b. Review zoning and other city/county policies for opportunities to better support emergency shelter and permanent housing 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 5.4 Strengthen coordination with housing partners a. Collaborate with the Bremerton Public Housing Authority to streamline voucher referral processes and increase Fair Market Rent in Mason County b. Engage non-CES participating and/or non-HMIS participating providers in program placement efforts 8 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. 9 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 a 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. 10 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 consultation methods, 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. 11 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. 12 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 the 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 13 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 2 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. 2 Washington Balance of State Equitable Access Dashboard | Tableau Public https://public.tableau.com/app/profile/comhau/viz/DRAFTAccesstoHomelessSystem/Snapshot 14 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. 15 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 Briefings3 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 roles 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 to collaborate more freely 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 an agenda, to share information can help establish a more coordinated approach to this work. 3 See additional data regarding Briefings in Part III 16 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 Commission4 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 essential—not just for service quality, but for the health and sustainability of the entire system. 4 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). 17 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. 18 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 in 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. 19 2.2: Coordinate training opportunities for homeless services staff communitywide 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. 20 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. 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 satisfaction. 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 the impact of retention on client outcomes Staff who 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 21 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. 22 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. 23 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 Providers/Provider Committee, Public Health, Commerce 2026–2030 Number of households stabilized Moderate5 c. Expand aftercare for housing stability County Board of Commissioners, City Council, Local funding leaders 2027-2030 Number of households receiving aftercare Moderate6 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 5 Primary source will be non-federal funds, private philanthropy 6 CDBG, SAMHSA GBHI, Medicaid waivers and managed care tenancy supports may be utilized for this purpose 24 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 25 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 System Assessments to support alignment with the Local Homeless Housing Plan and statewide priorities, and Implement Findings Conducting a Coordinated Entry System 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. 26 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, 27 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 28 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 the average length of time homeless and overall service 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) 29 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.” 30 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 types7, 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. 7 “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 paving the way for increased building.” 31 5.1: Maintain and Expand Emergency Shelter and Permanent Housing Capacity Action Step Lead Entity Timeline Outcome Measure Revenue Impact8 a. Expand shelter capacity for all, especially adults w/o children, 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 8 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. 32 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 Local providers are encouraged 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 9 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 9 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 33 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. 5.3: Maximize the use of existing affordable housing units Action Step Lead Entity Timeline Outcome Measure Revenue Impact a. Assess funding need to preserve and/or renovate existing affordable housing10 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 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. Collaborate with the Bremerton Public Housing Authority to streamline voucher referral processes and increase the FMR in Mason County Collaborate with the Bremerton PHA to streamline the referral process for voucher programs. Also, work together with Provider Committee, Bremerton PHA, the County and City on an FMR increase as well as other affordable housing proposals. b. Engage non-CES and/or non-HMIS participating providers in program placement efforts 10 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 34 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. Collaborate with the Bremerton PHA to streamline voucher referral processes and increase FMR 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 35 OVERALL PERFORMANCE METRICS Mason County Local Homeless Housing Plan Performance Measures 2025-2030 Goal Measure Baseline (FY 2024) Target (2030) Pr e v e n t Expand Prevention services (diversion, flex funds, one-time support) # of households served through prevention 143 households1 300 households Reduce first time homelessness % reduction in individuals experiencing first-time homelessness Verifying data2 25% reduction Reduce Returns to Homelessness # of households Returned to Homelessness within 2 Years 15% RRH 0% TH 25% ES 5% RRH 5% TH 10% ES Maintain functional zero for veteran homelessness # of veterans housed vs. enrolled 32 housed / 40 enrolled1 Maintain Goal Measure 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 0 beds1 80 beds -42 singles -35 young adults -3 minors Increase rate of exits from RRH to PH % enrollment in rapid rehousing that end with client in Permanent Housing 63%2 80% Increase rate of exits from TH to PH % enrollment in transitional housing that end with client in Permanent Housing 100%2 80% Increase rate of exits from ES to PH % enrollment in emergency shelter that end with client in Permanent Housing 12%2 50% Increase # of RRH placements # of placements in Rapid Rehousing 138 placements1 244 placements Increase # of PSH beds # of additional general Permanent Supportive Housing beds 55 beds1 195 beds Decrease in total homelessness % reduction in total Point-In- Time (PIT) count 435 individuals3 15% reduction Reduce Unsheltered homelessness % reduction in unsheltered PIT count 300 individuals3 25% reduction Reduce Length of Time Homeless Reduction in the median length of time persons are homeless 160 days2 ≤ 45 days 1 HMIS data for FY 2024 2 Data from Washington State Homelessness System Performance County report card 3 Data from 2025 Mason County PIT 36 Goal Measure Base (2024) Target (2030) Eq u i t y , Pr i o r i t y Improve CE participation rate % of homeless population enrolled in Coordinated Entry ~65%1 85% Reduce homelessness for subpopulations % reduction in total PIT count for families and unaccompanied minors -147 Family -12 Una. Minor3 25% reduction Goal Measure Base (2024) Target (2030) St r e n g t h e n Maintain entry/exit data quality Entry/Exit Data Quality Score 97%2 ≥ 95% Data Completeness Completeness and correctness of data filled out in each record 94.8%2 ≥ 95% Data Timeliness The amount of days between event and when it is entered 51.1 days2 3 calendar days Reduce Cost per PH exit Increases steady at 3% to account for inflation $6,4002 ≤ $8,000 Increase HMIS Project Coverage Percentage of every project participating in HMIS 85%2 ≥ 90% 1 HMIS data for FY 2024 2 Data from Washington State Homelessness System Performance County report card 3 Data from 2025 Mason County PIT 37 The Way Forward 38 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. By combining clear commitments, accountability structures, and consistent engagement, Mason County can build the momentum needed to translate planning into measurable results. 39 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 initiatives, troubleshoot challenges, or support cross-sector collaboration. LOCAL P LAN COMMITTEE The Local Plan Committee will serve as a central forum for monitoring progress, evaluating outcomes, and identifying barriers to implementation. Meeting quarterly, this group will anchor cross-sector coordination and strategic oversight. It will operate in an advisory capacity to the Housing and Behavioral Health Advisory Board, ensuring that implementation efforts remain connected to broader policy and funding decisions. The committee will carry forward specific strategies and action steps from the Local Plan, with assignments clearly documented and revisited regularly. Members may form short- term workgroups to advance initiatives, troubleshoot challenges, or support cross-sector collaboration. 40 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 o ⁠Persons with lived experience of homelessness o Faith-based and philanthropic partners • Members will be selected to reflect geographic, cultural, and sectoral diversity Governance and Facilitation • Meetings will follow a published agenda and use shared decision-making protocols • A small Facilitation Team (2–3 members) will rotate responsibility for agenda setting, timekeeping, and note-taking o Members of the Facilitation Team will represent different agencies, disciplines, and subpopulations served to ensure diverse perspectives • Committee ground rules will promote respectful dialogue, equitable airtime, and collaborative problem-solving • A quarterly feedback process will help assess committee effectiveness and support continuous improvement Responsibilities • Carry forward assigned strategies and action steps from the Local Plan • Review and interpret performance metrics • Elevate emerging needs and recommend course corrections • Form workgroups to address specific implementation challenges or opportunities • Ensure alignment with equity goals and community priorities • Advise the Housing and Behavioral Health Advisory Board on progress and system- level needs PROVIDER C OMMITTEE The Provider Committee will offer a dedicated space for service providers and system partners to collaborate, share insights, and elevate operational challenges. To support 41 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 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 42 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 • 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 43 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. 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 1 MASON COUNTY LOCAL HOMELESS HOUSING PLAN 2025-2030 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%2 of renters are severely rent-burdened3 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 4. These efforts are complemented by expanded prevention services, including rental assistance and eviction diversion, which have demonstrated cost-effective outcomes. The County is at functional zero5 for Veteran’s homelessness and has demonstrated cost- effective outcomes in homeless prevention and permanent supportive housing (PSH)6. Prevention services cost less than half of post-homelessness interventions, underscoring the value of upstream investment. 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 U.S. Census Bureau, American Community Survey 2022 5-Year Estimates, Table B25070 https://data.census.gov/chart/ACSDT5Y2023.B25070?t=Income+and+Poverty:Renter+Costs&g=040XX00US53&y=2023&d=ACS+5 - Year+Estimates+Detailed+Tables 3 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 4 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 5 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. 6 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 A homeless person is defined as an individual or family who lacks a stable, safe, and functional housing. This includes those whose primary nighttime residence is a public or private place not designed for regular sleeping accommodations, such as cars, parks, abandoned buildings, or shelters. Additionally, homelessness encompasses individuals living in transitional housing or those exiting institutions where they temporarily resided. Overall, homelessness reflects the state of having no home or permanent residence. 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 priorities. It calls for targeted expansion of shelter beds, rapid rehousing (RRH)78, 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 Measures9 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. 7 HUD Exchange, Category 1: Literally Homeless, https://www.hudexchange.info/homelessness-assistance/coc-esg-virtual-binders/coc-esg-homeless- eligibility/four-categories/category-1/ 8 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. 9 See Part III for additional information on specific local performance measures 5 2025-2030 LOCAL HOMELESS HOUSING PLAN OBJECTIVES Promote an equitable, accountable and transparent homeless crisis response system Promote Equity Strengthen the homeless service provider workforceStrengthen Workforce Prevent episodes of homelessness whenever possiblePrevention Prioritize those with the most significant barriers to housing stability and the greatest risk of harmPrioritization Seek to house everyone in a stable setting that meets their needsHousing 6 STRATEGIES FOR ACTION Outlined below are summaries of strategic actions and outcomes for each objective. Objective 1: Promote an Equitable, Accountable, and Transparent Homeless Crisis Response System An equitable, accountable, and transparent system earns public trust, improves outcomes, and strengthens Mason County’s ability to compete for state and federal funding • Gather and maintain community energy to stay accountable to shared goals • Center community voices—especially those from historically excluded groups and individuals with lived or current experience—to advance equity and accountability • Promote transparency and collaboration with the public by improving community understanding of homelessness and housing instability • Enhance accountability, transparency and equity, by improving accuracy, analysis, and consistent dissemination of data Objective 2: Strengthen the Homeless Service Provider Workforce A supported workforce improves outcomes, reduces system costs, and strengthens Mason County’s capacity to deliver effective services • Add new community-building opportunities for local provider networks • Coordinate training opportunities for homeless services staff communitywide • Support overall sustainability for the homeless service provider workforce 7 Objective 3: Prevent Episodes of Homelessness Whenever Possible Upstream investments can reduce trauma, lower system costs, and keep individuals and families safely housed • Expand financial assistance and case management for prevention and diversion • Strengthening early identification protocols and referral pathways will help identify at-risk households early Objective 4: Prioritizing Assistance Based on the Greatest Barriers to Housing Stability and Greatest Risk of Harm Prioritizing those with the greatest barriers and greatest risk of harm can saves lives, reduce disparities, improve outcomes, and reduce costs • Conduct local Coordinated Entry Assessment to support alignment with the Local Homeless Housing Plan and statewide priorities • Expand availability of resources for individuals at imminent risk of harm • Adopt standardized protocols for prevention and diversion assistance • Pilot project to reduce emergency service use and system cycling by targeting high utilizers with intensive support to reduce system costs over time 8 Objective 5: Seek to House Everyone in a Stable Setting That Meets Their Needs A responsive housing system that reflects diverse needs leads to better placement outcomes and sustained housing stability • Expand emergency shelter capacity for adults without children, young adults, and unaccompanied minors • Expand permanent housing capacity through builder incentives – streamline permitting, reduce regulatory barriers and infrastructure investments. • Pilot housing models, such as single-room occupancy units10 (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 • Expand capacity for wrap-around services with housing, such as behavioral health care, rehabilitation, or employment. 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. 10 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 targets, 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 55 195 140 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. • Gaps in wraparound supports such as mental health, rehabilitation, and employment services. • 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. To carry the implementation of this plan forward, it is recommended to identify or establish two committees: a Local Plan Implementation Committee and a Provider Committee. These two spaces will serve different roles, but both are necessary to maintain momentum. 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 ..................................................................................................................................... 16 MASON COUNTY CONTEXT ............................................................................................................... 18 OVERVIEW ............................................................................................................................................ 18 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 ............................................................. 26 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 .................................................................... 37 SUMMARY OF SYSTEM GAPS IN HOUSING SUPPORT ......................................................................................... 39 ESTIMATES OF PERMANENT AND EMERGENCY HOUSING NEEDS ....................................................... 43 ESTIMATES OF SERVICE LEVELS ........................................................................................................ 51 DATA AND ANALYSIS SUMMARY ....................................................................................................... 56 APPENDICES ................................................................................................................................... 58 APPENDIX A: DOCUMENTATION OF THE PLANNING PROCESS ............................................................................. 59 APPENDIX B: COMPENSATION FOR PARTICIPATION IN THE PLANNING PROCESS ...................................................... 63 APPENDIX C: SUMMARY OF ALL PARTICIPANTS IN THE PLANNING PROCESS ........................................................... 64 APPENDIX D: PRIORITIZATION CRITERIA OF HOMELESS HOUSING CAPITAL PROJECTS ............................................... 65 APPENDIX E: SURVEY OF FUND SOURCES FOR HOMELESS HOUSING ASSISTANCE PROGRAMS AND CAPITAL PROJECTS .... 69 12 APPENDIX F: SOURCES OF QUANTITATIVE DATA AND GLOSSARY ......................................................................... 70 APPENDIX G: SUMMARY OF FEEDBACK AND PUBLIC COMMENT .......................................................................... 77 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. 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 14 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. The 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 Commerce11. 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 experience, including having been permanently housed, living in shelter, and are currently unhoused. All can share input about the homeless system of care. 11 2025-2030 Local Homeless Housing Plan Guidance Research, Evaluations, and Reports: https://docs.google.com/document/d/1FtmgE4yYZKwYX2bGqIKgs6LoTp3u--yRNZJnBegNPkw/edit?tab=t.0 15 Planning Process Key Components Plan Adoption With input from the Shelton City Council and the Housing & Behavioral Health Advisory Boardm 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, and the process and feedback was 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 and 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 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 16 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. 17 While the data sources used provide valuable insights, it’s important to acknowledge the 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. 18 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.12 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.13 14 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.15 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. 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.16 Veterans represent approximately 13.4% of Mason County’s population—higher than the statewide average of 7.3%. In contrast, foreign-born residents comprise just 5.5%, well below Washington’s 16.1%, suggesting lower linguistic diversity but potential gaps in cultural representation.17 12 U.S. Bureau of Economic Analysis, Gross Domestic Product: All Industries in Mason County, WA, 2023. https://fred.stlouisfed.org/series/GDPALL53045 13 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 14 U.S. Census Bureau, American Community Survey 2019–2023 5-Year Estimates, Mean Commuting Time. https://fred.stlouisfed.org/series/B080ACS053045 15 BestNeighborhood.org, Mason County Housing Data, 2023. https://bestneighborhood.org/housing-data-in-mason-county-wa/ 16 U.S. Census Bureau, American Community Survey 2023 1-Year Estimates. https://censusreporter.org/profiles/05000US53045-mason-county-wa/ 17 U.S. Census Bureau, American Community Survey 2024 1-Year Estimates https://data.census.gov/profile/Mason_County,_Washington?g=050XX00US53045 19 Notable subpopulations in Mason County include: • Children under 18: ~20% of the population18 • People with disabilities: ~15% of residents report having a disability19 • Seniors aged 65 and older: ~25.2%20 • Households with female heads and no spouse present: ~10%21 • Veterans: 13.4%22 • Foreign-Born: 5.5%23 These demographics shape service needs, outreach strategies, and equity priorities across housing, health, and economic development efforts. Employment and Wage Statistics Compared to the state of Washington overall, both Mason County and the City of Shelton have lower rates of employment, lower median household income, and higher poverty rates. In Mason County, there is a higher share of those aged 65 or older, who may not be participating in the workforce. Those who are employed, are more likely to be employed in commonly lower-paid sectors: government, non-profit, and self-employed. Employment and Wage Data 2024 ACS Survey 1-year data unless otherwise noted Washington State Mason County City of Shelton24 Population 7,958,180 66,96825 10,371 Population aged 65 or older 17.3% 25.2% 13.6% Households 3,168,080 28,255 3,443 Median Household Income $99,389 $88,999 $60,589 Median Gross Rent $1,824 $1,338 $1,298 Ratio, Median HH Income to Median Rent 1.84 1.50 2.14 Poverty Rate 9.9% 12.6% 23.3% Employment Rate 60.9% 46.8% 53.5% Employed in private companies 64.3% 53.3% 54.7% Employed in government jobs 16.3% 27% 25.6% Employed in non-profit organizations 9.2% 11% 8.5% Employed as self-employed workers 9.7% 8.7% 16.9% 18 U.S. Census Bureau, American Community Survey 2023 1-Year Estimates. https://censusreporter.org/profiles/05000US53045-mason-county-wa/ 19 Ibid 20 U.S. Census Bureau, American Community Survey 2024 1-Year Estimates. https://data.census.gov/profile/ZCTA5_98531?g=040XX00US53 21 Ibid 22 Ibid 23 Ibid 24 U .S. Census Bureau, American Community Survey 2023 1-Year Estimates. https://datausa.io/profile/geo/shelton-wa 25U .S. Census Bureau, American Community Survey 2023 1-Year Estimates. https://censusreporter.org/profiles/05000US53045-mason-county-wa/ 20 HOUSING AND HOMELESSNESS IN MASON COUNTY Mason County’s economic profile reflects both relative prosperity and significant disparities. According to the 2024 American Community Survey 1-year estimates, the median household income in Mason County was approximately $88,999, while the poverty rate was 12.6%. Within the City of Shelton, the poverty rate was more pronounced, with 23.3% of households living below the poverty line in the 2023 ACS estimates.26 These statistics illustrate the uneven distribution of resources across the county. Housing conditions further demonstrate the pressures faced by many residents in Mason County. 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 $432,400.27 Rental housing remains limited, comprising just 21% of the available housing stock, with vacancy rates remaining low.28 This scarcity contributes to affordability challenges, particularly for households that rely on the rental market. 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. In Mason County, over one-quarter (26%) of renters fall into this category, while in Shelton the rate rises to one-third (33%).29 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. 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. To afford a one- bedroom unit without being rent burdened, a household would need an annual income of $37,440.30 However, local market rents exceed this FMR. Median rent is $1,338 in Mason County and $1,298 in Shelton and would require an annual income of $48,168 and $46,728, respectively. These thresholds represent 54 percent of the county’s area median income (AMI) of $88,999 and 77 percent of Shelton’s AMI ($60,589), revealing the gap between HUD’s estimates and actual market conditions. Compounding the issue, the supply of one-bedroom units is limited, with most properties designed for families and turnover rates remaining low. 26 U .S. Census Bureau, American Community Survey 2023 1-Year Estimates. https://datausa.io/profile/geo/shelton-wa 27 U.S. Census Bureau, American Community Survey 2023 1-Year Estimates. https://censusreporter.org/profiles/05000US53045-mason-county-wa/ 28 Ibid 29 U.S. Census Bureau, American Community Survey 2022 5-Year Estimates, Table B25070 https://data.census.gov/chart/ACSDT5Y2023.B25070?t=Income+and+Poverty:Renter+Costs&g=040XX00US53&y=2023&d=ACS+5 - Year+Estimates+Detailed+Tables 30 HUD Fair Market Rent Documentation System, FY 2024. https://www.rentdata.org/mason-county-wa/2024 21 The Bremerton Housing Authority has noted that voucher placement is easier in surrounding counties where the FMR is higher and better aligns with rental prices. There was an attempt to increase the FMR for Mason County; however, no funding was approved to pursue it to completion. 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. 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.31 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.32 • Home values rose 46% from $274,000 in 2020 to $399,000 in 2024.33 • Shelton accounts for 74% of projected housing need over the next 20 years. • 23.3% of City of Shelton residents are experiencing poverty,34 significantly more the rates of 12.6% in Mason County, and 9.9% in WA overall. 31 Washington State Department of Commerce, 2025 Point-in-Time Count Results. https://www.commerce.wa.gov/homelessness-response/planning-and- reporting/pit-count/ 32 U.S. Census Bureau, American Community Survey 2022 5-Year Estimates, Table B25070 https://data.census.gov/chart/ACSDT5Y2023.B25070?t=Income+and+Poverty:Renter+Costs&g=040XX00US53&y=2023&d=ACS+5 - Year+Estimates+Detailed+Tables 33 2025 Draft Mason County Housing Needs Assessment 34 Mason and WA rates from ACS 2024 1-yr https://data.census.gov/profile/Mason_County,_Washington?g=050XX00US53045 , Shelton rate from 2023 ACS 5-year https://datausa.io/profile/geo/shelton-wa 22 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. Strategic Implications for Shelton 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. Mason County Climate Justice Housing Survey (2025) Conducted January–April 2025 by Cedar Stewards of Mason County, the youth leaders and adult mentors of Mason County Climate Justice. Finding Highlights: • 92% of respondents say Mason County needs more affordable housing • 95% of respondents believe everyone deserves stable, safe shelter • 50%+ of renters and mobile home residents struggle with housing costs • 4 in 9 residents who responded live in substandard housing • 67% of BIPOC respondents report difficulty securing housing vs. 49% of white respondents • Only 8% of homeless residents were in shelters; most couch surf or stay with family/friends; homeless data likely underreported Mason County Climate Justice is a multiracial, multigenerational, community‑based nonprofit rooted in Mason County and local tribal nations. Originally a grassroots collective, they became a 501(c)(3) nonprofit in 2023. Their work spans climate justice, forest defense, regenerative agriculture, and community organizing, and they bring a rural perspective to policy discussions Mason County Climate Justice. 2025. Mason County Affordable Housing Survey Results: Data Collected January to April 2025. Released June 2025. https://www.masoncountyclimatejustice.org 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 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. “I had to walk home from the hospital [with my child] in the snow because it was after- hours and buses weren't running.” – local resident “I sometimes feel like government sets us up to fail.” -local resident 26 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. 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 “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 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. RACIAL EQUITY SNAPSHOT University of Washington – Center for Environmental Health Equity Analysis (2025) About the Analysis The UW Center for Environmental Health Equity conducted a technical analysis of racial disparities in housing and social conditions in Mason County, the City of Shelton, and Washington State, using 2019–2023 American Community Survey data • Education: 93% of White residents in Mason County have a high school diploma vs. 80% of BIPOC; in Shelton, 89% vs. 67%. • Homeownership: 85% of White households in Mason County own their homes vs. 60% of BIPOC; in Shelton, 61% vs. 28%. • Rental Cost Burden (largest gap): Mason County: 21% of BIPOC renters are cost‑burdened vs. 4% of White renters. Shelton: 41% of BIPOC renters vs. 16% of White renters. • Economic Hardship: SNAP participation in Mason County: 28% of BIPOC households vs. 13% of White households. Unemployment in Mason County: 12.8% of BIPOC adults vs. 5.1% of White adults. University of Washington, Center for Environmental Health Equity. Racial Disparities in Mason County and Shelton. Technical Assistance Report, November 17, 2025. Based on 2019–2023 American Community Survey (ACS) 5‑year estimates. 28 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 rapid rehousing, permanent supportive housing, 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 COUNTY35 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 are aged over 18 and minor children are 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. 35 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 Tables36 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 or an issue with CE enrollments. • 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.37 • 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. 36 This section uses data from the 2024 Washington State Annual Expenditure Report “the Golden Report” 37 Ibid 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 Ideal System of Housing Supports A complete homelessness and housing instability response system will provide sufficient supports to meet the needs of many types of households in a wide variety of circumstances. The primary supports for households are twofold: Prevention and Diversion and Housing Assistance subsidies. Prevention and Diversion To address housing instability, a robust system of Prevention and Diversion assistance provides early intervention – reducing both the human impact of potential homelessness and the costs of later intervention. Investments in prevention and diversion reduce the inflow of households to the street, encampments, or shelters. Housing Assistance Housing Assistance programs for low-income households serve to reduce the costs of housing, making housing more affordable where market forces have not done so. Programs such as housing vouchers or short-term or long-term rental assistance help those who are priced-out of the local housing market. With a strong primary support system of Prevention, Diversion, and Housing Assistance, the need for secondary supports of Emergency Shelter and Housing Stability Case Management lessens. Emergency Shelter Emergency Shelter services are necessary to provide immediate safety to those who did not receive adequate prevention supports. Shelters reduce visible street homelessness and encampments, while serving as a useful connection to additional assistance programs. 35 Housing Stability Case Management Housing Stability Case Management is a special type of case management which focuses on helping a vulnerable household to stay housed. This might mean working with them to obtain employment, enroll in benefits, address mental health or substance use concerns, or connect to a variety of supportive services. Housing stability case management well- tailored to a household’s needs helps the household to reach sustainability over time. What is the ideal system in Mason? During the planning process, local partners who attended the planning summit developed a diagram of how their ideal Mason County system would work. The lines represent referral pathways. Existing System Diagram by summit participants 36 Ideal System Diagram by summit participants The differences in this second, ideal system diagram include: • The option for a lighter-touch version of coordinated entry, in a triage model, where not all households complete the full assessment needed for housing programs • Increased funding for Diversion • New physical access points for coordinated entry • New shelter capacity for singles, youth/young adults, and unaccompanied minors • New PSH capacity for the general population • Specific investment for housing stability case management programs, perhaps a 6- month program model of support How to make this Ideal a reality? To understand what it would take to reach this ideal state, the remaining sections of this plan review and quantify the need and costs for added services or other structures in Mason County. 37 ESTIMATES OF SERVICE CAPACITY VS. SERVICE NEEDS The ideal system of housing supports would have enough service capacity to address all the local service needs. In the following pages are a summary of the estimated need for various types of housing interventions or supportive services in Mason County. This is compared to estimates of current capacity of those service types offered in Mason. Therefore, we may estimate any gap in services needed to reach that ideal level of support. While data is available about local service capacity, quantifying local need requires interpreting available data to estimate what service types may best fit the needs of local households. Estimates of need for each type of support: Housing Instability/Homelessness Prevention This need may be estimated based on the share of renters experiencing cost-burden and local rates of eviction. Severe rent burden impacts 26%38 of renters in Mason County. Since July 2022, local providers have served 240 households with eviction prevention services. In 2024 this was 412 persons.39 Emergency Shelter and Transitional Housing This type of intervention is used for those who are unsheltered or staying in shelter but need a longer stay. 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 can estimate that 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. 38 U.S. Census Bureau, American Community Survey 2022 5-Year Estimates, Table B25070 https://data.census.gov/chart/ACSDT5Y2023.B25070?t=Income+and+Poverty:Renter+Costs&g=040XX00US53&y=2023&d=ACS+5 - Year+Estimates+Detailed+Tables 39 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 some type of prevention assistance. 38 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, in Youth-specific or General Shelter 3% Unaccompanied Minors Safe Parking (20%) Lost contact (10%) CES Enrollment (1,300) Diversion (50%) Rapid Rehousing (25%) Permanent Supportive Housing (15%) 39 o Of the 1,300 individuals, the ideal 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/Self-Resolve (reduced from the current rate ~50%) (130) Interpreting the local context, and reading the table below, we have highlighted the gaps in housing support needs for Mason County. Each gap is a project type to consider for action steps such as increased investments or policy changes. SUMMARY OF SYSTEM GAPS IN HOUSING SUPPORT Detailed Services Offered vs Estimated Need40 Total Service Available in Mason County (beds/persons) Estimate of Need target 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 30 140 Solutions to Housing Instability 412 1,062 650 Eviction Prevention 412 412 0 Diversion/Flex Funds/One-Time Support 143 households41 300 households42 (~650 persons) 157 households 40 This section uses data from the 2024 Washington State Annual Expenditure Report “the Golden Report” 41 Determined by exits from CES to PH destinations FY24 42 This gap is calculated based on a realistic 5-year target of 50% of CE contacts served rather than serving all 18,000 rent-burdened households. 40 Additional Services to Complement Housing Support Mason County is experiencing significant pressure from a limited affordable housing supply and wages that have not kept pace with rising rents. These economic challenges increase housing instability and require housing interventions. However, households experiencing homelessness and housing instability also have other needs. To provide holistic support to households, housing interventions should also be accompanied by wrap-around services. Wrap-around services address other needs such as childcare, education, mental health, rehabilitation, medical care, employment or many others – which also ultimately support the household’s stability and potential for self-sufficiency. Such services are of limited availability within Mason County and are not adequately met by the current service infrastructure. For example, there are no providers in the county for withdrawal management, residential substance use disorder (SUD) treatment for women, or crisis stabilization facilities. Currently in Mason County there are 360:1 residents for every mental health care provider. About 11% of residents lack health insurance43, and 20.7% of residents rely on Medicaid coverage.44 Addressing wrap-around services gaps will require expanding the county’s service infrastructure so residents have access to both safe housing and the supportive care necessary for stability. Highlighted below are example programs which combine housing and wrap-around services which may be considered for addition to the Mason County system. Medical Beds Mason County lacks sufficient temporary or permanent beds that come with medical care. These may include detox and withdrawal management beds, or beds for those with physical health needs such as dialysis, diabetes management, or other conditions which would benefit from skilled nursing. Individuals experiencing both homelessness and medical needs often end up in the ER, which is not designed for long-term care, requires more staff time and cost per patient, and often discharges individuals back into unsafe conditions. Additional medical beds would: • Provide appropriate, medically monitored stabilization • Reduce ER usage and improve patient outcomes Crisis Response and Crisis Stabilization Beds In a medical or behavioral health crisis, specialized care is needed beyond the typical emergency shelter. Mason County has active crisis response teams which coordinate cross-system partners to respond to these crises, however there are not dedicated beds for this purpose. A program which has dedicated beds for emergencies could be 43 2023 Mason County Community Health Assessment report https://cms2.revize.com/revize/mason/2023%20CHA%20final.pdf 44 2023 5-year ACS report https://datausa.io/profile/geo/mason-county-wa 41 developed in partnership with the crisis team or other local frontline staff such as EMT’s or law enforcement. This type of bed would allow rapid, low-barrier drop-off, reduce time officers spend on health-related calls, and ensure individuals receive clinical care rather than punitive responses. Additional crisis response beds or a partnership with a dedicated facility would: • Offer an immediate, safe alternative to jail or the hospital • Allow 24/7 walk-in and first responder drop-off • Reduce response burdens on law enforcement and EMTs • Help stabilize individuals quickly and connect them to ongoing care • Increase successful transitions into treatment and recovery services • Reduce ER usage and improve patient outcomes Behavioral Health Services Beds Community members report an unmet need for behavioral health care in general. For those who need a psychiatric evaluation, and those with more acute or chronic conditions would benefit from inpatient care or long-term stabilization beds. More mental health beds would ensure: • Access to essential psychiatric treatment in a specialized facility • Earlier intervention before behavioral health crises escalate Substance Use Treatment Beds Treatment beds for those with substance use disorders are another type of housing intervention with specialized wrap-around support. Crisis beds, mental health beds, or medical beds are sometimes also able to provide this service. More treatment beds would ensure: • A safe place for monitored withdrawal and detox • A starting point for connection to longer term rehabilitation care for those with substance use disorders Permanent Supportive Housing with Integrated Behavioral Health services Individuals experiencing homelessness often have behavioral health needs, chronic health conditions, or disabilities. In a permanent supportive housing model, housing support is combined with long-term case management, and connections to necessary care. One concern noted in the community was a need for PSH combined with strong behavioral health services. Additional PSH units with integrated behavioral health supports would: • Provide stable, long-term housing • Offer case management, psychiatric support, and recovery services • Reduce public system costs (hospital, EMS, law enforcement) • Create sustainable pathways to health and stability 42 To reach the ideal system capacity, Mason County will need a network of coordinated services. These may include new models with specific supports for critical needs: crisis intervention, medical conditions, behavioral health, substance use, or other concerns. Expanding this infrastructure will improve safety, reduce system strain, support frontline workers, and provide individuals with the care necessary to achieve stability and increase their chance for long-term self-sufficiency. 43 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.45 In 2022, 26% of renters in Mason County were ‘severely rent burdened’, spending more than 50% of their income on rent.46 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%. 47 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. 48 45 https://homelessnesshousingproblem.com/ 46 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. 47 U.S. Census Bureau, American Community Survey 2022 5-Year Estimates, Table B25070 https://data.census.gov/chart/ACSDT5Y2023.B25070?t=Income+and+Poverty:Renter+Costs&g=040XX00US53&y=2023&d=ACS+5 - Year+Estimates+Detailed+Tables 48 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% 44 Existing Housing 49 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. 49 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 45 Population is forecasted to increase The overall population of Mason County is predicted to increase by approximately 23% over the next 20 years. One of the drivers of the population increase is likely that adjacent big cities are sprawling into the Mason County area. For example, the drive from Mason County to Olympia is 30-40 minutes. From there, the busy Seattle/Tacoma suburban region is only minutes away. Housing Costs on the Rise: Since 2020, Shelton and other neighboring cities have seen home values rise signiflcantly. Once the more affordable option, Shelton has seen typical home values rise from $274,000 in 2020 to $399,348 in 2024. Home Value Price Index in Mason County and Neighboring Local Markets Jan. 2020 Jan. 2021 Jan. 2022 Jan. 2024 Annual Avg. % Change Belfair $329,000 $380,000 $501,000 $470,573 9.4% Shelton $274,000 $346,000 $459,664 $399,438 9.9% Olympia $355,000 $411,000 $510,000 $508,088 9.4% Tacoma $340,000 $398,000 $482,000 $460,851 7.9% 46 Forecasted Need for Units Increases in population will naturally mean an increased need for housing. 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 between 7,000 and 7,700 additional housing units will be needed in the next 20 years, for households of varying sizes and income levels. Almost three quarters, 74%, of the new units are planned by the County Comprehensive Plan to develop within either the City of Shelton or the designated Urban Growth Areas (UGA) around Shelton, and the UGA of Allyn and Belfair. In the county Comprehensive Plan, the latest housing needs assessment (Method D) projects a need for 7,037 new units and a population increase of 14,801, distributed by geographic location and housing type as described in the table below. Within the next 20 years, Mason County should aim to add approximately 7,000-7,700 NEW housing units. Based on 2019-2023 trends, construction within Mason County average 382 new units per year. This rate could in theory accommodate the minimum need of 7,000 new units within 18 years. However, that simple math does not consider the types of units being built. Primarily, new construction has been single family detached homes, to be sold at the market rate. These properties are not accessible to low-income households and are unlikely to be utilized as rental units. The HAP forecast recommends construction in the multi-family category at much higher rates than the current level. Multifamily units are more likely to be utilized as long-term rentals and will be better suited to the household populations most in need of housing, those in the 0-80% of AMI range. The County Comprehensive Plan provides more detail about these gaps based on rental costs. 47 20-year projections of housing and emergency housing/shelter bed needs based on income levels The HAP tool predicts the below tables of needs for future housing supply based on household % of area median income. This includes an estimate of the need for emergency housing/shelter beds. Using the “low” and “high” estimated population growth, the need for emergency housing/shelter beds ranges from 342 to 217 units. Estimating that the Mason County population will increase to the “medium” level of 82,932 by 2045, 308 total units of emergency beds will be needed. Notably, the estimated supply in the HAP tool is based on a 2020 capacity of 217 emergency beds and 2 PSH beds. Since 2020, this capacity has shifted dramatically with the closure of Mason County’s largest shelter program in early 2025 and the opening of new PSH. Therefore, the HAP tool’s estimate of “Net New Housing Need” is inaccurate for ES and PSH beds. The 2025 estimate of Emergency Shelter/Housing is 250 beds and 85 PSH beds. However, the vast majority of those beds come with restrictions – for only families, only veterans, etc. The HAP tool estimates a general need for beds and does not account for variance by subpopulation. 48 HAP Estimates Converted to 5-year projection of housing needs (2030): Using the medium population growth projection, as was used in Method D in the comp plan and then dividing the 20-year estimate by 4 – we see that within the next 5 years Mason County should aim to add approximately 7,037/4 = 1,759 new housing units. Of those 74% (1,304 units) should be in the City of Shelton and the other Urban Growth Areas. 42% (702 units) should be of the multi-family type. WITHIN THE NEXT 5 YEARS, MASON COUNTY SHOULD AIM TO ADD APPROXIMATELY 1,759 NEW HOUSING UNITS. 5-year additional Housing Needs projected for Mason County Housing Type Shelton +UGA Allyn, Belfair UGA Other, rural Total estimated, Method D Housing Distribution Single Family, Det. 290 203 87 580 33% Multi-Family 2+ units 384 318 37 739 40% Mfg. Homes, Cottages, ADU’s 44 66 330 440 25% Total Housing Units 718 587 454 1,759 100% Est. Capture of Housing Need 41% 33% 26% 100% NA Projected Population Increase 1,850 1,395 454 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 49 repair. 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. Impact on the Mason County Housing and Homeless Services System of Care Permanent Supportive Housing and Emergency Housing/Shelter needs are tied to the lack of affordable permanent housing. In the context of rising housing costs and stagnant wages nationally, Mason County can expect homelessness and housing insecurity to continue unless there are signiflcant investments in supports available through the homeless services system of care. Estimate of Need: Permanent and Emergency Housing (HAP), medium population growth 5-Year additional Need 20-Year additional Need Permanent Housing, for all households 1,759 7,037 Permanent Housing (non-PSH), for households making 0-30% of the Area Median Income (AMI) 259 1,034 Permanent Supportive Housing (PSH)*, for households making 0-30% of the Area Median Income (AMI) 241 964 Emergency Housing/Shelter*, for households making 0- 30% of the Area Median Income (AMI) 15 58 *In the above chart, the additional need is calculated based on 2025 estimated capacity of 250 ES beds and 85 PSH beds. The fact that this existing capacity is limited to speciflc subpopulations has been considered when setting target goals in the chart below. In collaboration with Local Homeless Housing providers, the Mason County Planning Department, and the City of Shelton Planning department, we set 5-year targets similar to the HAP range predicted: New Housing Interventions: 5-year Targets additional capacity goal 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) 140 General PSH Emergency Housing/Shelter, for households making 0-30% of the Area Median Income (AMI) 80 general beds 50 Limitations Named during Focus Groups as slowing down local housing development During focus group conversations with local providers, government officials, and other partners, the planning team heard multiple reasons that limited the development of affordable housing in Mason County. These barriers to development would need to be addressed to increase production of new affordable housing and emergency housing in Mason County. • Lack of infrastructure – water, sewer, road, sidewalk/access • Missing or insufficient infrastructure represent increased costs to build, which make potential projects less profltable • Lack of builders locally • Lack of buildable parcels • Many empty parcels that remain may have gone undeveloped due to geographic challenges such as steep slopes or other natural barriers in the site conditions. “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 51 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. In both 2023 and 2024, most expenditures in Mason County were in Housing Interventions50 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 changing51? Total Household Enrollments across housing and other assistance programs52, remained relatively steady from 2023 to 2024, serving 576 and 564 persons respectively. On average, the cost to provide assistance ranges from $1,000 to $50,000 per person per year. These averages vary widely because the types of services investments needed for various household situations will have very different costs. An intervention which provides housing is the most expensive, while a services-only project will be the least. It is important to note that prevention is signiflcantly less expensive than other housing interventions. Helping a household avoid homelessness averages about $10,000-15,000 per prevention support while assistance after the household has become homeless averages double to triple that cost at $30,000-50,000. Expenditures on Prevention are the most cost-effective, two to three- times less costly than intervention after a household loses their housing. 50 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). 51 Estimates of Service Levels Data Tool 2024-2025 52 This does not include CES enrollments. 52 Overall, service levels from 2023 to 2024 remained the same, while costs rose signiflcantly for services projects. The data shows a drop in costs for housing interventions, however due to the large shift in construction costs we must look closer to see what happened. Expenditure vs. Enrollment Trends from 2023 to 202453 2023 Housing Intervention Homelessness Prevention* Services Only Other Projects Expenditure $8,371,565.00 $1,425,384.00 $335,770.00 $594,312.00 Enrollment 166 95 292 23 Costs per Enrollment $50,431.11 $15,004.04 $1,149.90 $25,839.65 2024 Housing Intervention Homelessness Prevention* Services Only Other Projects Expenditure $5,933,252.00 $1,118,910.00 $688,511.00 $604,844.00 Enrollment 194 97 260 13 Costs per Enrollment $30,583.77 $11,535.15 $2,648.12 $46,526.46 Enrollments 2023 to 2024 Up 17% Up 2% Down 32% Down 10% Costs 2023 to 2024 Down 40% Down 23% Up 130% Up 80% Housing Intervention Costs in Detail Breaking up the Housing Interventions category by project type, there are big differences. Both expenses and enrollments remain stable on the ‘TH’ and ‘Other PH’ project types. The ES and RRH numbers show a rise in both investments and services, with ES showing a strong rise in cost. The PSH numbers show service levels maintained while costs are dramatically lowered (91%). These numbers refiect the short-term boost of construction investment moving to a lower maintenance level of cost to serve those households. In 2024, the Permanent Supportive Housing costs per bed were similar to Rapid Rehousing costs and much lower than the costs for Emergency Shelter. While there is a high up-front cost to construct PSH units, once constructed their operating costs are very low. Housing Interventions - Expenditure vs. Beds Trends from 2023 to 2024 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 53 Cost estimates using cost per person have the potential to skew estimated costs somewhat lower than if costs are calculated p er household served. 53 Bed 141 45 127 32 1 Costs per Bed $22,766 $3,026 $17,202 $12,369 $6,578 Beds 2023 to 2024 Down 6% No change Up 11% No Change No Change Costs 2023 to 2024 Up 39% Down 9% Up 41% Down 91% Down 16% Where do these investments come from? Funding for housing and homelessness investments in Mason County is primarily coming from the state. The construction funds for the 2023 Veterans Village completion were also state dollars. In 2024 data, at a more typical funding level, we see 52% of investments coming from the state, 23% from the federal government, and 25% from local sources. This proflle is very similar to the funding ratios seen at the Washington Balance of State CoC levels: 24% Federal, 52% State, and 23% Local. While the balance is within reason, the overall volume of investment continues to fall short of the need. Highlight: Safe Parking as a new model for Mason County Safe parking has been identifled as a potential good flt for adding temporary resources in Mason County. Adding safe parking to Mason County will flll a gap in services for those living in their cars, while also being less costly than renovation or construction needed to add new congregate shelter. Nearby projects in the state of Washington and along the west coast may serve as models that Mason County providers may emulate. Estimations of the cost will vary based on the exact implementation model. Costs of safe parking operations will range primarily based on the services and facilities to be provided at the site. At a minimum, a safe parking site should have land, toilet and shower access, trash pickup, and security lighting. Additional site services to be provided may include a communal kitchen, onsite case management, security officers, and other services. Potential Costs to consider in a Safe Parking program: • Staffing/Case Management • Sanitation: portable toilets, showers, laundry, sewer access for RV • Trash removal: dumpsters, trash pickup • Water • Security/Site Management: lighting, cameras, overnight staff, etc. • Transportation vouchers – gas for vehicles • Repair vouchers - for vehicles, RV's • Site preparations: fencing, lighting, ADA access, etc. 54 • Provisions for weather: Heating options, Hotel/Motel vouchers for weather emergencies • Onsite facilities: office space, communal kitchen, etc. Similar Safe Parking programs include: • City of Kirkland, WA (2024)54 o Memo to City council with information about other safe parking operations ▪ City of Belleview (2024) • $450,000 per year, 20 vehicles, day center, community kitchen, overnight security ▪ City of Olympia (2022) • 33 RV Permitted spaces, 3 full-time staff • Cost not listed • City of Everett, WA (2019)55 o $25,000 to start a new program with 5 spaces, to grow to 10 over time • Pierce County56 o Program began in 2020 o Adopted an ordinance in 2022 to manage and coordinate safe parking sites • Skagit County57 o Multiple local churches offer spaces, coordinated by Welcome Home Skagit day center • Vancouver, WA58 o 80 spaces opened in 2020 • Bellingham, WA59 o City allows community organizations to establish a safe parking or safe tenting area through a permit process • Eugene, OR60 o 2 Large sites: 55 RV Spaces, 92 vehicle spaces, additional safe tent spaces o Scattered Site: More than 60 spaces available at more than 40 locations 54 https://www.kirklandwa.gov/files/sharedassets/public/v/1/finance-and-administration/budget-documents/25-26-budget/2025-2026-vehicle-and-rv- residency-program-models-issue-paper.pdf 55 https://www.heraldnet.com/news/everett-oks-25000-for-safe-parking-lot-program-for-homeless/ 56 https://www.piercecountywa.gov/DocumentCenter/View/117967/Safe-Parking-FAQ, https://www.tnhrc.org/s-projects-side-by-side, https://www.piercecountywa.gov/7835/Safe-Parking 57 https://welcomehomeskagit.com/ 58 https://www.cityofvancouver.us/city-managers-office/homeless/vancouver-safe-parking-zone/ 59 https://cob.org/services/housing/homeless/temporary-shelter 60 https://www.eugene-or.gov/4701/City-Supported-Shelter-Sites, https://www.eugene-or.gov/3703/Overnight-Parking-Program 55 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 $2,500 $ 50,000 Rapid Rehousing 106 $ 17,202 $ 1,823,412 PSH for Non-Veterans 140 $ 12,369 $ 1,731,660 Prevention/Diversion/One-Time 157 (HH) $2,000 (per HH)61 $314,000 Total Funding Gap: $5,740,352 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. Safe Parking costs can vary but will typically be less than operational costs for full shelter facilities. RRH programs typically rely upon willing landlords offering affordable units and do not need to invest in construction. Scattered-site PSH projects may also use this model, but both RRH and PSH operating as scattered-site will be limited by the lack of affordable housing inventory in Mason County. To fill the total funding gap estimated would roughly double the typical annual investment within Mason County. Expecting a limited budget, the information presented in this report could be used to create a cost vs. beneflts analysis of various housing interventions for more informed funding decisions. It is critical to invest limited funds where they are likely to have the most impact on the goals and objectives of the community. 61 estimate 56 DATA AND ANALYSIS SUMMARY Mason County faces a shortage of affordable housing, both for purchase and for rent. The current supply does not meet the needs of today’s population, leaving households struggling to flnd stable and affordable options. While new construction does happen in Mason, the type of units being produced are not aligned with the greatest needs, for affordable units. Based on projected population and income estimates, the need for affordable units will continue to increase. At the same time, existing housing stock may be under-utilized, due to many properties serving as second homes, short-term rentals, or vacant rather than rented to locals on long-term leases. 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 manage limited resources. To date, investments in prevention have been far more cost-effective than responding later in the cycle, once a household has entered homelessness. Permanent Supportive Housing, after any construction costs, also is highly cost-effective and recognized as the best solution for those experiencing ‘chronic homelessness’ – a combination of long-term homelessness and a disability.62 There are today many households in need of emergency shelter, permanent supportive housing, and prevention assistance in Mason County. To address all needs, it will be important to support a balance of both immediate and long-term housing solutions. Wrap- around services such as mental health, rehabilitation, employment assistance, childcare, or other supports should be provided with the housing solutions to ensure wholistic solutions for those experiencing homelessness and housing instability. Key Takeaways from the data and analysis: • Wages are low and poverty is high in Mason County, and more in Shelton. • Funding and therefore the available services to combat housing instability and address homelessness have not met the need for those supports. • Estimates to reach an ideal system capacity almost double the current rate of annual investment. • Given limited resources, investments should focus on those which are of greatest impact for their cost. 62HUD Definition of chronic homelessness can be found here: https://www.hudexchange.info/homelessness-assistance/coc-esg-virtual-binders/coc-esg- homeless-eligibility/definition-of-chronic-homelessness/ 57 Monitoring Progress with Data Many of the data elements could be used to envision future goals to reach an ideal system with sufficient capacity for the needs of Mason County. During the implementation phase, concrete data should be reviewed to set realistic short and long-term targets for speciflc performance measures. 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 Measures63 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 63 See Part III for additional information on Local System Performance Measures 58 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 G. Summary of Feedback and Public Comment 59 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. The notice was also posted to the County social media page via Facebook. In this notice, an expected date of plan adoption was given as December 2025. An additional press release was made by the County on 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. 60 • 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 Commerce64 and other relevant best practice research and guidance. Kickoff Workshop Early in the planning process, a Homeless Housing Task Force (HHTF) was temporarily assembled to develop the Local Plan. The consulting team met with this group of local leadership from City/County government and non-profit homeless services providers for a three-day summit. (June 25-27, 2025) This 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 future planning 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. Lived/Living Experience Input Input from persons with lived and living experience was incorporated throughout the process to ensure authentic perspectives shaped the work. Five members of the HHTF contributed insights based on their prior lived experience, while additional feedback was gathered through interviews and conversations during service provider site visits. A compensated focus group engaged individuals with recent or active experiences of homelessness, providing valuable perspectives on system navigation, existing barriers, 64 2025-2030 Local Homeless Housing Plan Guidance Research, Evaluations, and Reports: https://docs.google.com/document/d/1FtmgE4yYZKwYX2bGqIKgs6LoTp3u--yRNZJnBegNPkw/edit?tab=t.0 61 and opportunities for improvement. This input was critical in identifying gaps and informing recommendations for a more responsive and equitable system. Additional Feedback Gathered The consulting team attended local community meetings, including the Next Steps Collaborative, which includes housing and supportive services providers, treatment providers, behavioral health providers, etc. 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. Two open office hours sessions were offered during this time to receive feedback. Iterative drafts were reviewed, and interviews were conducted with summit participants and county staff 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 Commissioners to discuss and vote on this plan was shared on the Mason County website and emailed to the Mason County mailing list November 3, 2025, 36 days in advance of the Public Hearing scheduled for December 9, 2025. It was also posted to the Mason County Facebook social media page on November 10, 2025. The notice was published in the Shelton Mason County Journal 11/13/2025 and 11/20/2025 editions. In this notice was also a call for public comment via email, by attending two open office hours sessions, via an online feedback survey, or in person at the county clerk’s office. That format of public comment was collected until November 28, 2025. 62 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. The notices were also shared with local providers with strong ties to PWLE in the community. Three providers were offered the opportunity to host a compensated focus group on the plan draft during the public comment period. 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, as listed in Appendix G. The Public Hearing was hosted on December 9th, 2025. Appendix G: Summary of Feedback and Public Comment summarizes all public comment received, how it was received, and how it was considered as part of the development of this final plan document. Local Approval The Final Draft of this plan was confirmed by a vote of the Mason County Board of Commissioners on March 3rd, 2026. At the Mason County Board of Commissioners meeting public comment was also accepted. Input was provided by the Shelton City Council at a special Study Session on October 28, 2025. 63 APPENDIX B: COMPENSATION FOR PARTICIPATION IN THE PLANNING PROCESS The local plan must be consistent with the local plan guidance issued by the Department of Commerce, which requires that local governments offer compensation to individuals who qualify as low-income or have experienced homelessness and participate in the development of the plan. 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. 64 APPENDIX C: SUMMARY OF ALL PARTICIPANTS IN THE PLANNING PROCESS The planning process incorporated multiple forms of engagement with local community members. These included in-person workshops, one on one interviews between the consultants and local partners, focus groups, and written feedback. The table below lists those who participated or were invited to participate in the development of this plan. Participant Type Organization Two largest cities* (Mason has only one City) City of Shelton, Mayor City of Shelton, City Council Members City of Shelton, City Manager 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 The Youth Connection Domestic violence/sexual assault shelter and housing providers* Turning Pointe Survivor Advocacy Homeless outreach providers* Olympic Health and Recovery Services Mason County Behavioral Health 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 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 Other Community Members such as Business Owners and Local Residents Participants in Public Comment 65 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. 66 Mason County Homeless Housing Capital Project Evaluation Process Mason County Homeless and Housing Funding Allocation Process Mason County Public Health & Human 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 •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 67 fees authorized under RCW 36.22.178 and RCW 36.22.179,65 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 populations66. 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 Public Health & Human 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 options67. 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 homelessness68. 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 units69. City staff identify funding opportunities and align local investments with countywide strategies, prioritizing projects that serve vulnerable populations and comply with state guidelines. 65https://masoncountywa.gov/departments/public_health/community_health_and_human_services/housing_homelessness.php 66 https://www.healthymasoncounty.com/community_health/housing_and_homelessness/index.php 67 https://masoncountywa.gov/_T14_R27.php 68https://masoncountywa.gov/departments/public_health/community_health_and_human_services/housing_homelessness.php 69 https://citizenportal.ai/articles/1455076/Shelton/Mason-County/Washington/City-tackles-housing-crisis-with-new-funding-strategies 68 Shelton also supports eviction prevention and housing rehabilitation efforts, often in partnership with Mason County Public Health & Human 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 Connection70 • Eviction prevention services have expanded, with prioritization based on risk factors such as missed rent, overcrowding, and recent institutional exits71 • Housing cost burden remains high: over 30% of Mason County households spend more than 30% of income on housing72 • Rental vacancy rates are low, exacerbating access challenges for low-income renters73 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. 70 https://citizenportal.ai/articles/1455076/Shelton/Mason-County/Washington/City-tackles-housing-crisis-with-new-funding-strategies 71https://masoncountywa.gov/departments/public_health/community_health_and_human_services/housing_homelessness.php 72 https://www.healthymasoncounty.com/community_health/housing_and_homelessness/index.php 73 Ibid 69 APPENDIX E: SURVEY OF FUND SOURCES FOR HOMELESS HOUSING ASSISTANCE PROGRAMS AND CAPITAL PROJECTS 70 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 74 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. 74 https://public.tableau.com/app/profile/comhau/viz/DRAFTWashingtonStateHomelessSystemPerformance_CountyReportCardSFY2019/Repor tCard 71 Washington Balance of State Equitable Access Dashboard 75 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 76 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). 75 https://public.tableau.com/app/profile/comhau/viz/DRAFTAccesstoHomelessSystem/Snapshot 76 https://public.tableau.com/app/profile/comhau/viz/DQDashboard_15719398928900/BoS 72 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. 73 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. 74 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 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. 75 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. Homeless A homeless person is defined as an individual or family who lacks a stable, safe, and functional housing. This includes those whose primary nighttime residence is a public or private place not designed for regular sleeping accommodations, such as cars, parks, abandoned buildings, or shelters. Additionally, homelessness encompasses individuals living in transitional housing or those exiting institutions where they temporarily resided. Overall, homelessness reflects the state of having no home or permanent residence. 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) An annual count of people experiencing homelessness on a single night in January, required by HUD. 76 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. 77 APPENDIX G: SUMMARY OF FEEDBACK AND PUBLIC COMMENT In the below table is summarized all public comment received, how it was received, and how it was considered as part of the development of this final plan document. Summary of Feedback Mason County Housing and Behavioral Health Advisory Board Feedback Response What is the role of providers in creating this plan and implementing the suggestions? Providers were a key part of the planning summit and subsequent iterative draft feedback sessions. Many of the providers are interested in supporting the actions named in the plan. More specific roles should be considered by the Local Plan Implementation Committee, Provider Committee, and individual provider executive leadership. What kinds of participation requirements can be incorporated into assistance programs? There are currently shifting rules around this topic. Currently some state and local funding sources mandate that there is a Housing-First no service requirements model. At the federal level there is movement away from Housing First in the 2025 administration. How can the housing providers and behavioral health providers better collaborate? What about other system coordination? Multiple strategies in the plan address collaboration, and these should develop more detail in the implementation phase. What mental health services can be provided for those who aren’t ready to go into housing? Additional language around appropriate wrap-around services, including mental health, has been added to the plan. Shelton City Council Feedback Response There seems to be good alignment with the City of Shelton vision for 2030. Good news! We worked with members of the Shelton City Council and City planning department to ensure alignment. We are excited we have reached functional zero for veterans, how can this be met for other subpopulations such as seniors? Functional zero was achieved for veterans by investing in an appropriately sized PSH project dedicated to veterans. This model 78 could be replicated with sufficient funding and community support. Cuts to the available funding at a federal and state level are concerning. The plan now calls for increased investment, but how does this plan work in a limited budget environment? Many communities are facing that same challenge at this time. Those best able to adapt have made significant local funding commitments to address affordable housing, housing instability and homelessness. Typically, local government funding sources are raised through taxes, bonds, and/or permitting fees. Private philanthropy can also make a large impact. Can we incorporate more crisis response and coordination with law enforcement? Additional language about crisis response and coordination with law enforcement has been added to the plan. What about mental health services and crisis response for those individuals who are unable to be housed without additional support? Additional language around appropriate wrap-around services, including mental health and crisis response, has been added to the plan. Office Hours and Public Comment Feedback Response How can organizations support the plan? Data was offered for incorporation to enhance the plan. Specific edits offered for the plan. Organizational support is critical for plan implementation and collaboration is key for future success. Edits were incorporated and selected data was incorporated. Today there are long waitlists for housing vouchers and not enough support, how will this plan help? The plan calls for increased investment in all types of housing assistance. Most of the planning and implementation seems led by the County, what will their role be and what will be the City of Shelton’s role be? While the County is a lead in planning, local partners must be the backbone for implementation of action steps. Elected officials, including the County Board of Commissioners and City Council, will need to make decisions that support investment and other policies to address housing concerns. The Local Plan Implementation Committee can serve as a forum to continue uncovering specific roles and encourage local support for action during the implementation phase. 79 How can we have a process that is data and best-practices driven rather than operating on unreliable self-reported metrics? Establishing a “Local Plan Implementation Committee” which is responsible for sharing and analyzing metrics should alleviate this concern. However, the performance metrics chosen for discussion will need to be reliable and consistent. Encouraging use of HMIS and data quality enforcement will be needed. The 1% sales tax initiative failed, but this plan calls for more funding, where will funding come from? Revenue could be pursued through existing state and federal programs, competitive grants, and targeted housing trust funds. Local mechanisms such as developer fees, lodging taxes, and document recording fees could be considered, alongside philanthropic and private sector contributions. This multi‑stream approach reduces reliance on any single tax measure and ensures a stable foundation for long‑term investment. How do we address employment, mental health, substance abuse, etc. in the plan? Additional language has been added in support of expanding wrap-around services for those experiencing homelessness and housing instability. How can we encourage more participation by Tribal Organizations? We recommend doing more proactive outreach to these communities, rather than having a project-based engagement. Thurston-Mason BHO is interested in supporting those efforts. Who exactly would be responsible for putting together the “Local Plan Implementation Committee”? The LPIC is proposed as a Subcommittee of the Housing and Behavioral Health Committee so they would help to lead that process. However, multiple local partners contributed to this plan’s drafting and would need to help to take ownership of both the implementation and provider committees. This may be in existing spaces or in the creation of a new space for continuing the plan process. Who will have the authority to enforce implementation of the plan? The Local Plan Implementation Committee is designed as a Subcommittee of the Housing and 80 Behavioral Health Committee; however, it is envisioned as a public forum where partners may help hold each other accountable to their commitments. What is being done to address privacy concerns for DV clients? Education for local providers is needed to help address this concern by building a greater understanding of the requirements of DV programming and specific risks for DV clients in a small community such as Mason County. Can this report include both relative % and specific numbers when statistics are given? Where feasible these data points have been added. What actions would the politicians be interested in accomplishing? City of Shelton and Mason County representatives have both contributed to the development of this plan. There are people in Mason County who want to end homelessness but don’t care about the wellbeing of those experiencing homelessness. There are goals in the plan to promote understanding and engagement and provide community outreach. How were business owners included in the planning process? Business owners and other community members participated in the planning process by contributing public comment and attending office hour discussions about the plan. Will the plan cover both housing and behavioral health/substance use disorder solutions? The plan focuses primarily on the need for housing supports. However, additional language around the need for appropriate wrap-around services, including mental health and SUD, has been added to the plan. The cost of shelter and permanent housing are expensive. How will we pay for this plan? We are not a rich community. We need strategies that are not expensive. The costs estimate section of this plan emphasizes a need for strategic investment of limited funds. Expansion of funding available should also be a primary concern, reflecting that the current need is greater than the available funding and those needs are projected to increase. What were the results of the previous plan and how will this plan be any different? The results of the previous plan are mentioned in the performance section. Metrics from the previous plan have been carried forward into this plan with updated targets where appropriate; 81 however, updated strategies and actions have been developed. The costs of building permitting fees are a barrier to adding housing units. How can these costs be addressed? The review of County and City policy for such barriers is a recommendation of this plan. State-level barriers are out of scope of this Local plan. Can you define the term ‘homeless’ in the glossary? The HUD definition of homeless was added to the glossary. Housing First is a term never used in the plan, so why include it in the glossary? Housing First remains in the glossary, as it is a common term within the housing field and may be relevant in later discussions referencing this plan. Why does Youth homelessness go up to age 25? Opportunity Youth is a HUD-defined category for young adult households aged 18-25. Multiple HUD funding sources and outcomes initiatives are targeted to this age group, also sometimes referred to as Transition- Aged-Youth (TAY) Will the comprehensive plan and this plan be aligned? Yes. Input from the City and County planning departments, as well as local community members participating in the 2025 Comprehensive Plan update process has been incorporated into this plan. A need for infrastructure is named in the plan, who will be responsible for paying for that – homeowners through taxes or developers through permitting fees? This question would be up to the Local Plan Implementation Committee, and local elected representatives to discuss further. References to eliminating vacation homes or investment properties should be removed. Strategies and actions to establish new City/County policies addressing seasonal and vacant units have been removed from the Plan. The data analysis recognizes the impact this has on housing availability and that this ratio is outsized compared to similar nearby communities. The impacts should continue to be monitored and considered. We should prioritize the enforcement of local laws against illegal camping and inform property owners of the camps. Enforcement of local laws is outside the scope of this plan. Having more services for substance abuse in our community has attracted more homeless Additional data is needed to evaluate this statement. Additional language has 82 substance users. We should reduce the number of substance abuse services that have no end game, i.e. no plan for full recovery and stability for those clients. been added to the plan in support of holistic service provision, including full treatment and recovery services. Without a structured environment, just adding new housing for the homeless won’t work. Additional language has been added in support of expanding wrap-around services for those experiencing homelessness and housing instability. The homeless here are not from Mason County, they should be receiving services in their home communities. There is currently no data available to confirm how many of those experiencing homelessness are from Mason County or not. Mason is leading the state in overdoses per population; how does this plan address this? Additional language addressing crisis response and substance use disorder treatment and recovery needs has been added to the plan. I like the ideas outlined so far and would support them. I hope this plan can be unifying for our community. Same here! We hope this plan can be used as a reset moment to start fresh and move forward with a shared vision. Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.12 From: McKenzie Smith Ext: 589 Department: Support Services Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 9, 2026 Agenda Date(s): February 17, 2026 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: Amended Northwest Event Organizers, Inc. Contract Background/Executive Summary: At the December 16, 2025, meeting, the Lodging Tax contract for the Director of Tourism Development for Mason County was approved and awarded to Northwest Event Organizers, Inc. in an amount not to exceed $686,000 per year. Subsequent review identified a substantive error in Exhibit B – Compensation. The contract incorrectly states that “the total amount paid in the life of this contract shall not exceed $686,000 (six hundred eighty-six thousand dollars and zero cents) unless additional awards are made.” This amendment corrects the language to clarify that $686,000 is the annual not-to-exceed amount, as originally intended. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Approval of the amended contract with Northwest Event Organizers, Inc. clarifying that $686,000 is the annual not-to-exceed amount, as originally intended. Attachment(s): Contract Page 1 of 15 MASON COUNTY PROFESSIONAL SERVICES CONTRACT NORTHWEST EVENT ORGANIZERS, INC. TOURISM DEVELOPMENT & MARKETING SERVICES AND SUPPORT OF LOCAL FESTIVALS & EVENTS THIS CONTRACT is made and entered into by and between Mason County, hereinafter referred to as "COUNTY" and Northwest Event Organizers, Inc. (NEO), hereinafter referred to as "CONTRACTOR.” RECITALS: WHEREAS, COUNTY desires to retain a person or firm to provide the following service: Tourism Development and Marketing services of the established tourism marketing campaign and support of Local Festivals and Events; and WHEREAS, CONTRACTOR warrants that it is qualified and competent to render the services. NOW, THEREFORE, for and in consideration of the CONTRACT made, and the payments to be made by COUNTY, the parties agree to the following: Special Conditions Funding Source: Lodging Tax Fund (#164) Invoices: CONTRACTOR shall invoice the Tourism Development/Marketing Services and Local Festivals and Event Support separately. Treatment of Assets. Ownership of all property/equipment purchased with lodging tax funds shall be owned by Mason County. The CONTRACTOR shall surrender to the COUNTY all property of the COUNTY within thirty days after termination or completion of this Contract unless mutually agreed up on by the parties. A detailed inventory shall be maintained by the CONTRACTOR and reported to the County by December 31 of each contract year. Reporting Requirements: CONTRACTOR will analyze, prepare and report key performance indicators (KPI) metrics on a quarterly basis. These metrics will include month over month and year over year results and trends for Lodging Tax revenue, website activity, social activity, and growth. The report will include information on tourism development strategies the CONTRACTOR has used to engage potential visitors and enhance the visitor experience and details on the support provided to local festivals and events. CONTRACTOR will fulfill reporting requirements as defined in Revised Code of Washington RCW 67.28.1816 (2)(c)(i). General Conditions Scope of Services: The CONTRACTOR agrees to provide to COUNTY the services and any materials as set forth as identified in "Exhibit A Scope-of-Services," during the CONTRACT period. No material, labor or facilities will be furnished by the COUNTY, unless otherwise provided for in the CONTRACT. Term: This a two-year CONTRACT for the period of January 1, 2026 – December 31, 2027 with an option for renewal for up to two additional years. 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. A performance review will be conducted annually. Compensation: The 2026 CONTRACT is $583,100 (five hundred eighty-three thousand one hundred dollars and zero cents) for Tourism Development and Marketing Services and $102,900 (one hundred and two thousand nine Page 2 of 15 hundred dollars and zero cents) for support of Local Festivals, and Events. There is potential of an additional $102,900 (15% of contract) to fund unanticipated services that are recommended by the Lodging Tax Advisory Board and approved by the Board of Mason County Commissioners. The total amount paid in the life of this contract shall not exceed $$686,000 (six hundred eighty-six thousand dollars and zero cents). The Lodging Tax Advisory Committee shall make a recommendation to the Mason County Commissioners on the contract award if and when the contract is extended. Accounting and Payment for CONTRACTOR Services: Payment to the CONTRACTOR for services rendered under this CONTRACT shall be in accordance with RCW 67.28.1816 and set forth in “Exhibit B Compensation”. Invoices shall be submitted for services performed in accordance with the Scope of Work. Tourism Development/Marketing Services and Local Festival and Event support shall be invoiced separately. Acceptable invoices will be processed within 30 days of receipt. Unless specifically stated in Exhibit "B" or approved in writing in advance by the official executing this CONTRACT for the COUNTY or his designee (hereinafter referred to as the "Administrative Officer") the COUNTY will not reimburse the CONTRACTOR for any costs or expenses incurred by the CONTRACTOR in the performance of this CONTRACT. The COUNTY or his designee (hereinafter referred to as the "Administrative Officer") will reimburse the CONTRACTOR for any costs or expenses incurred by the CONTRACTOR in the performance of this CONTRACT. Taxes: CONTRACTOR understands and acknowledges that the COUNTY will not withhold Federal or State income taxes. Where required by State or Federal law, the CONTRACTOR authorizes the 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 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 the 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 the COUNTY does not hold title. COUNTY is exempt from Federal Excise Tax. 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 the 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 the 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 10 days after it determines to withhold amounts 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. The 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 cl ause, no penalty or damages shall accrue to CONTRACTOR by reason of good faith withholding by the COUNTY under this clause. Page 3 of 15 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 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. Independent Contractor: CONTRACTOR's services shall be furnished by the CONTRACTOR 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 "B" 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 the COUNTY. The CONTRACTOR represents that he/she/it maintains a separate place of business, serves clients other than the 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 the 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. 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 the COUNTY. 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 the COUNTY at the present time or in the future. 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, Page 4 of 15 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. 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 the 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 the COUNTY. Ownership of Items Produced: All writings, programs, data, public records or other materials prepared by CONTRACTOR and/or its consultants or sub-contractors, in connection with performance of this CONTRACT, shall be the sole and absolute property of COUNTY. It is agreed the Tracing the Fjord magazine is owned by the CONTRACTOR. In this magazine, the CONTRACTOR may include a pull-out travel guide that will be funded by LTAC dollars and this pull-out travel guide shall be the sole and absolute property of COUNTY. Work Product: CONTRACTOR will provide COUNTY with all work product and source documents used and/or produced by the CONTRACTOR including plans, data, maps (digital and paper), reports, photos, videos, marketing media, client e-mails, access to analytical accounts, and art work within 30 days after termination or completion of this CONTRACT unless mutually agreed up on by the parties. All work product shall belong to the COUNTY. 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. Page 5 of 15 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 the 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 is not limited to, on-site inspection by COUNTY agents or employees, inspection of all records or other materials which COUNTY deems pertinent to t he 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. Insurance Requirements: CONTRACTOR is required to provide insurance as detailed and stipulated in "EXHIBIT C Insurance Requirements." Proof of Insurance: A certificate of insurance is attached hereto as "Exhibit D Certificate of Insurance." 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 cla ims, 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 therefrom) which 1) are caused in whole or in part by any act or Page 6 of 15 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. Provider’s initials acknowledging indemnity terms: ________ 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 the COUNTY on a basis equal to or exceeding CONTRACTOR’s indemnity obligations to COUNTY. E-Verify: The E-Verify contractor program for Mason County applies to contracts of $100,000 or more and subcontracts for $25,000 or more if the primary contract is for $100,000 or more. CONTRACTOR represents and warrants that it will, for at least the duration of this CONTRACT, register and participate in the status verification system for all newly hired employees. The term “employee” as used herein means any person that is hired to perform work for Mason County. As used herein, “status verification system” means the Illegal Immigration Reform and Immigration Responsibility Act of 1996 that is operated by the United States Department of Homeland Security, also known as the E-Verify Program, or any other successor electronic verification system replacing the E-Verify Program. CONTRACTOR agrees to maintain records of such compliance and, upon request of the COUNTY, to provide a copy of each such verification to the COUNTY. CONTRACTOR further represents and warrants that any person assigned to perform services hereunder meets the employment eligibility requirements of all immigration laws of the State of Washington. CONTRACTOR understands and agrees that any breach of these warranties may subject CONTRACTOR to the following: (a) termination of this CONTRACT and ineligibility for any Mason County Contract for up to three (3) years, with notice of such cancellation/termination being made public. In the event of such termination/cancellation, CONTRACTOR would also be liable for any additional costs incurred by the COUNTY due to contract cancellation or loss of license or permit.” CONTRACTOR will review and enroll in the E-Verify program through this website: www.uscis.gov 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 Administrative Services Manager 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. Page 7 of 15 The Administrative Officer for purposes of this CONTRACT is: Travis Adams, County Administrator 411 North 5th Street Shelton, WA 98584 Telephone (360) 427-9670 ext. 530 tadams@masoncountywa.gov Contractor Contact Information: Northwest Event Organizers, Inc. (NEO) Rachel Hansen PO Box 622 Shelton, WA 98584 Telephone: (360) 427-5599 Rachel@nwevent.org 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. Notice to CONTRACTOR for all purposes under this CONTRACT shall be given to the address provided by CONTRACTOR herein above in the “Contractor Information” section. Notice may be given by delivery or by depositing in the U.S. mail. 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. 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 comple ting 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-Services and Exhibit B Compensation. 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 Page 8 of 15 CONTRACTOR shall be entitled to payment for actual work performed in compliance with Exhibit A Scope - of-Services and Exhibit B Compensation. Disputes: Differences between CONTRACTOR and COUNTY, arising under and by virtue of the CONTRACT Documents, 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. Except for such objections as are made of record in the manner hereinafter specified and within the time limits stated, the records, orders, rulings, instructions, and decisions of the Administrative Officer shall be final and conclusive. Notice of Potential Claims: 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 or COUNTY, or (2) the happening of any event or occurrence, unless 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 f or which CONTRACTOR believes additional compensation or extension of time is due, the 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. Detailed Claim: 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, 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. 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 in and for the County of Mason. Unless otherwise specified herein, this CONTRACT shall be governed by the laws of Mason County and the State of Washington. Severability: Page 9 of 15 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 an d conditions of this CONTRACT are declared severable. 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, procedures, federal Office of Management and Budget (OMB) circulars and federal and state executive orders. B. Funding source agreement(s) including attachments C. Special Conditions D. General Conditions Entire Contract: This written CONTRACT, comprised of the Request for Proposals as published, Proposal as submitted, 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. IN WITNESS WHEREOF, COUNTY and CONTRACTOR have executed this CONTRACT as of the date and year last written below. NORTHWEST EVENT ORGANIZERS, INC. BOARD OF COUNTY COMMISSIONERS SHELTON, WA MASON COUNTY, WASHINGTON ____________________________________ ____________________________________ Rachel Hansen, Owner Randy NeatherlinPat Tarzwell, Chair Dated: _____________________________ Dated: _____________________________ APPROVED AS TO FORM: ________________________________ Tim Whitehead, Chief DPA Page 10 of 15 EXHIBIT A SCOPE OF SERVICES 2026-2027 NORTHWEST EVENT ORGANIZERS, INC. TOURISM DEVELOPMENT & SUPPORT OF LOCAL FESTIVALS & EVENTS Northwest Event Organizers, Inc. called “CONTRACTOR” will be responsible for providing the following Tourism Development & Marketing services and support of Local Festivals & Events as well as others as detailed throughout this CONTRACT. CONTRACTOR will provide the following Tourism Development & Marketing services: 1) CONTRACTOR will maintain/enhance existing tourism branding and optimize efficiency and effectiveness through local collaboration. 2) Maintain and continue to update the Mason County Tourism Website – www.explorehoodcanal.com. CONTRACTOR will provide new content and keep the website current while maintaining the established branding and design. The website shall be of cross-device design for the best quality browsing experience, on all mobile devices and regardless of the operating system. Ensure the proper technical elements are aligned with Search Engine Optimization (SEO) best practices. This includes items such as XML site map, title tagging, URL structure, duplicate content, errors management, etc. 3) Reporting Requirements: Analyze, prepare and report key performance indicators (KPI) metrics on a quarterly basis. These metrics will include month over month and year over year results and trends for Lodging Tax revenue, website activity, social activity and growth. The report will include information on tourism development strategies the CONTRACTOR has used to engage potential visitors and enhance the visitor experience and details on the support provided to local festivals and events. 4) CONTRACTOR will fulfill reporting requirements as defined in Revised Code of Washington RCW 67.28.1816 (2)(c)(i). Data to fulfill these reporting requirements will be submitted to Mason County no later than February 15 after contract year. 5) Provide print materials necessary to best serve visitors. This includes navigational maps and maps that provide recreation/tourism information. CONTRACTOR will provide details on print material to COUNTY and to LTAC members prior to producing print materials. 6) Increase tourism outreach of the existing brand – The Wild Side of Washington. This includes contributions to social media outlets, promotions and blogging and continue to integrate new video material into the marketing plan using the current branding and use innovative strategies to reach potential visitors. 7) Support and continue to develop Mason County’s Wild Side concierge campaign. 8) Continue outreach efforts with area businesses by promoting offers and events, provide advice when called upon and strategize additional events with special focus on off-season growth. 9) Collaborate with tourism groups and associations to extend and enhance the reach of marketing campaigns via partnerships and optimize opportunities. Any membership fees shall be paid by the CONTRACTOR at no additional cost to the COUNTY. 10) Exhibit at events that target secondary and tertiary markets including but not l imited to travel, scuba, paddling, shellfish/seafood & wine events. 11) In the event this contract is awarded to a different contractor all costs incurred by NEO associated with the transition are included in this contract amount. Invoices for Tourism Development & Marketing services shall not exceed $583,100 (five hundred eighty- three thousand one hundred dollars and zero cents) unless additional awards are made. Page 11 of 15 shall not exceed $583,100 (five hundred eighty-three thousand one hundred dollars and zero cents) unless additional awards are made. In addition, the CONTRACTOR will provide the following LOCAL FESTIVAL & EVENT Support: 1) All Mason County festivals and events will receive marketing through blog writings, social posts, e- mail mentions, monthly eNewsletters and shall be included on the Mason County Tourism Website – www.explorehoodcanal.com. 2) Communicate with the event organizers to determine the best media placements that can include print, radio, social, ferry advertising or other traditional or new media. Provide push notification about upcoming events. Provide on-site support at select festivals with the intent of increasing out - of-area tourism. This support includes hosting the Wild Side tent and gathering event assets including video, images, testimonials and event statistics. 3) Provide post-event support including posting photos/images and details about next year’s event on the www.explorehoodcanal.com website and social media. 4) Create festivals and small events through partnerships with a special focus on off-season growth. 5) Reporting requirements. Provide the following metrics: attendance, media spend, and recommendations for improvements and growth. CONTRACTOR will fulfill reporting requirements as defined in Revised Code of Washington RCW 67.28.1816 (2)(c)(i). 6) A detailed inventory of all assets purchased under this CONTRACT shall be maintained by the CONTRACTOR and reported annually to the COUNTY by December 31. CONTRACTOR shall take appropriate steps to ensure all assets are protected and secure. Invoices for Festival and Small Event marketing shall not exceed $102,900 (one hundred and two thousand nine hundred dollars and zero cents) unless additional awards are made. Page 12 of 15 EXHIBIT B COMPENSATION Invoices shall be paid for the following services: Partner Associations & Memberships Website & Online Media Fulfillment Festival & Event Support Wild Side guide Maintenance Content Creation Distribution, Travel & Outreach. Fees may not exceed allowed County’s per diem costs Printing & Marketing Tangibles Program Management CONTRACTOR shall invoice the Tourism Promotion services and Festival/Small Even t Marketing services separately and invoices shall include at a minimum the following information: Date, Service Billed, Cost. Invoices for Tourism Promotion shall not exceed $583,100 (five hundred eighty-three thousand one hundred dollars and zero cents) unless additional awards are made. Invoices for Marketing of Festival and Small Events shall not exceed $102,900 (one hundred and two thousand nine hundred dollars and zero cents) There is potential of an additional $102,900 (one hundred and two thousand nine hundred dollars and zero cents) to fund unanticipated services that are recommended by the Lodging Tax Advisory Board and approved by the Board of Mason County Commissioners. The total amount payable by the County under this Agreement shall not exceed six hundred eighty-six thousand dollars ($686,000) per contract year.The total amount paid in the life of this contract shall not exceed $$686,000 (six hundred eighty-six thousand dollars and zero cents) unless additional awards are made. Page 13 of 15 EXHIBIT C INSURANCE REQUIREMENTS 1. MINIMUM Insurance Requirements: A. Commercial General Liability Insurance using 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. 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 $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. D. 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 r, 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. 2. Certificate of Insurance: A certificate of insurance is attached hereto as "Exhibit D Certificate of Insurance." 3. Basic Stipulations: A. CONTRACTOR agrees to endorse third party liability coverage required herein to include as additional insureds COUNTY, its officials, employees and agents, 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 CONTRACT 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 CONTRACT 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. D. 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. 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 CONTRACT. 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 Page 14 of 15 protect its interests. Any premium so paid by COUNTY shall be charged to and promptly paid by CONTRACTOR or deducted from sums due CONTRACTOR. F. 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 non-contributing basis in relation to any other insurance or self-insurance available to COUNTY. 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 CONTRACTOR, which may include reduction or elimination of the self-insured retention, substitution of other coverage, or other solutions. 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 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. Page 15 of 15 EXHIBIT D CERTIFICATE OF INSURANCE (Placeholder) Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.13 From: McKenzie Smith Ext: 589 Department: Support Services Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 9, 2026 Agenda Date(s): February 17, 2026 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: Appointment of Hal Blanton to the Timberland Regional Library Board of Trustees Background/Executive Summary: Timberland Regional Library (TRL) is a five-County rural library district that consists of Grays Harbor, Mason, Lewis, Pacific, and Thurston counties. The library is governed by a seven-member Board of Trustees. On January 30, 2026, the Board of Commissioners of Lewis County appointed Hal Blanton to fill the Lewis County representative position that runs from December 31, 2025, to December 31, 2032. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): None Public Outreach: N/A Requested Action: Approval to sign the letter of concurrence with Lewis County’s appointment of Hal Blanton to the Timberland Regional Library (TRL) Board of Trustees to fill the Lewis County representative position that runs from December 31, 2025, to December 31, 2032. Attachment(s): Letters Resolution Timberland Regional Library Serving Grays Harbor, Lewis, Mason, Pacific, and Thurston Counties Administrative Service Center 415 Tumwater Boulevard SW Tumwater, WA 98501-5799 360.943.5001 TRL.org January 30, 2026 Mason County Commissioners Mason County Building 1 411 N 5th St. Shelton, WA 98584 Dear Board Commissioners, The Lewis County Commissioners have appointed Hal Blanton to the Timberland Regional Library Board of Trustees that runs from December 31, 2025, to December 31, 2032. The Lewis County Commissioners have requested that Timberland Regional Library secure the letter of confirmation of this appointment from the other four county Board of Commissioners. A copy of the resolution appointing Mr. Blanton is enclosed. If you concur with the appointment of Mr. Blanton, please send a letter of confirmation to my attention at the above address. Once we have received letters from Mason, Pacific, Thurston, and Grays Harbor County Commissioners, copies will be forwarded to the Lewis County Commissioners. We would appreciate your immediate consideration of this appointment. To further speed the process, please email the scanned letter to Rose Enos-Weedmark at renosweedmark@trl.org. Thank you for your attention to this matter. Sincerely, Cheryl Heywood Executive Director Enclosure MASON COUNTY BOARD OF COMMISSIONERS 1ST District RANDY NEATHERLIN 2nd District PAT TARZWELL 3rd District SHARON TRASK Mason County Building 1 411 North Fifth Street Shelton, WA 98584-3400 (360) 427-9670 ext. 419 Fax (360) 427-8437 February 17, 2026 Cheryl Heywood, Executive Director Timberland Regional Library Administrative Service Center 415 Tumwater Blvd SW Tumwater, WA 98501 Re: Blanton Concurrence Dear Ms. Heywood, The Mason County Board of County Commissioners met and took action to concur with the reappointment of Hal Blanton to the Timberland Regional Library (TRL) Board of Trustees to fill the term that runs through December 31, 2032. Sincerely, Pat Tarzwell, Randy Neatherlin, Sharon Trask, Chair Vice-Chair Commissioner Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.14 From: McKenzie Smith & Kelly Frazier Ext: 589/519 Department: Support Services Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 2 and 9, 2026 Agenda Date(s): February 17, 2026 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: Updated Memorial Hall Rental Policy and Procedures Background/Executive Summary: Changes are centered around only exempting veteran-related organizations from fees for facility use and removing the charge for the use of the kitchen since it is not a commercial kitchen. The Veterans’ Advisory Board (VAB) also suggested limiting rental to Mason County residents/groups only, grandfathering in groups that already meet at Memorial Hall for meetings only (such as Rotary and NA) but other events would have a charge, and, if not charging fees to non-profits, requiring an EIN to verify non-profit status. Commissioner suggestions of charging 501(c)3 organizations at a reduced rate and outside of County individuals and organizations a doubled rate have been included. County and Veteran organizations will take precedence. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Discussion and approval of the updated Memorial Hall Rental Policy and Procedures. Attachment(s): Policy and Procedures Facility Use Agreement Mason County Commissioner’s Office Memorial Hall Rental Policy and Procedures 1. Reservations and Payment Procedures a. Reservations will be accepted on a first-come, first-serve written application basis only using the Facility Use Agreement form. Electronic and Telephone telephone inquiries are welcome. For more information, please call (360) 427-9670 ext. 419. b. Reservations are suggested requested to be made a minimum of thirty (30) days in advance. Confirmation of rental will take place with the receipt of a $50.00 non-refundable advance deposit that will be applied to the rental fee. c. Before final approval of the rental application, the applicant shall furnish to the County evidence that they have in full force and effect a general liability policy with Mason County as an additional insured as indicated on the Facility Use Agreement. This insurance may be obtained through the individual’s own insurance agent. Please inquire with your insurance agent that ‘Event Insurance’ is available through your renters/homeowner’s policy prior to submitting your rental application. d. Payment procedures: i. The rental fee must be paid in full ten (10) days prior to the event. If payment is not received within the time limit, your reservation may be subject to cancellation. If a reservation is made within ten (10) days of the event, confirmation of rental will take place with receipt of the rental fee paid in full to include a $50.00 non-refundable advance rental deposit. ApplicantsApplicants’ $50.00 non-refundable deposit will go towards their rental balance. Please make checks payable to Mason County. Payments must be made at the Commissioner’s Office, located at 411 North 5th Street, Shelton. ii. A refundable damage/cleaning deposit of $300.00 will be charged for some events and is due with the rental fee, payable with a separate check ten (10) days prior to the event. To ensure the return of the damage/cleaning deposit, please clean the facility before you leave. If there is no damage and the facility is clean, the deposit will be returned to you within thirty (30) days after the scheduled event. iii. Cancellations can be made two (2) weeks prior to the event and must be in writing. Cancellations made after that time will result in twenty-five percent (25%) of the rental fee being retained or the $50.00 non-refundable deposit retained, whichever is less. Damage/cleaning deposits will be refunded in full if the facility is left clean. iv. Rental hours are consecutive and must include time for delivery of supplies, set up, take down, and clean up. v. The applicant must be at least 21 years of age, must have a valid state issued identification, and must be present during the event. The individual signing the rental agreement will be considered the responsible party in case of damage, theft, or any other disturbance during the rental event. e. County and Veteran organizations established community groups (for example: Rotary, Kiwanis) and 501(c)3 non-profit organizations are exempt from the payment of fees and deposits unless otherwise assessed and take precedence over other groups and rentals. 501(c)3 organizations shall be verified. f. This policy and procedure are targeted towards, but is not limited to, all events and meetings that are not veteran related events such as wedding receptions, family reunions, family parties, birthday events, political gatherings, and similar activities, events that have the potential to attract large numbers of participants, and events where food and/or alcohol may be served or allowed. 2. Rate Information The following rates will be charged for rental of Memorial Hall: 0-2 hours 2-4 hours 4-6 hours 6-8 hours $80.00 $155.00 $235.00 $310.00 0-2 hours 2-4 hours 4-6 hours 6-8 hours 501(c)3 Organizations $40.00 $77.50 $117.50 $155.00 Mason County residents $80.00 $155.00 $235.00 $310.00 Outside of County Residents $160.00 $310.00 $470.00 $620.00 - $300.00 damage/cleaning deposit for specified events. - $100.00 additional charge for any event serving or allowing alcohol. - $50.00 additional charge for use of kitchen (any food preparation or service). The tables and chairs at Memorial Hall are the sole property of the American Legion and Veterans of Foreign Wars posts. Any damage to the tables and/or chairs will be reimbursable to the American Legion and VFW. Damaged tables will be valued at $125.00 per table and damaged chairs will be valued at $40.00 per chair. 3. General Rules a. Use of rice, birdseed, confetti, or like materials inside or outside of the facility is prohibited. b. Decorations may only be attached to walls, windows, ceilings, or other surfaces with painters (blue) masking tape or similar non-marring material. c. Any use of flammable materials, such as candles, is regulated by the Shelton Fire Department. Renters are limited to three (3) candles per table. Candles must be placed on a non-combustible surface. Candles used in a center piece surrounded by combustible materials must be contained in a votive or similar container. Food warming appliances must be used in accordance with the manufacturer's recommendations. Sterno is acceptable. Formatted: Centered Formatted: Centered Formatted: Centered Formatted: Centered d. Use of illegal drugs, smoking, vaping, and/or gambling are not permitted in or on Memorial Hall grounds. e. Only those areas specified on the agreement will be available for use by the renting party. f. Alcoholic beverages are allowed inside Memorial Hall if the following requirements are met: i. A Washington State Special Occasion Liquor License or Banquet Permit is obtained and displayed in the room for the entirety of the event. A copy of the license or permit must accompany the rental payment. Application forms are available through the Washington State Liquor and Cannabis Board. Interested parties must check online for information at https://lcb.wa.gov/. ii. A Banquet Permit is needed for all private functions where liquor is served and for business or social organization functions where alcohol is served at no charge and/or brought in by its members. The function cannot be open to the general public. No alcohol may be sold under a Banquet Permit. iii. Non-profit organizations planning to sell alcohol for profit must obtain a Special Occasion Liquor License. iv. All alcohol service must end no later than 9:00 p.m. No alcohol will be allowed to be dispensed after this time. Failure to do so will result in closure of Memorial Hall and forfeiture of the damage/cleaning deposit. v. All persons being served alcohol and/or consuming alcohol must be 21 years of age or older. g. All minors on the premises must have adequate adult supervision. h. Renters are welcome to use kitchen appliances if the additional kitchen fee has been paid. Silverware, dishes, towels, glasses, and other kitchen supplies are not available. i. Mason County cannot be responsible for accidents, injury, or loss of property. 4. Set Up and Clean Up a. All items brought into Memorial Hall by renters must be removed by the end of the rental period. Applicants are asked to remove food, materials, equipment, furnishings, decorations, and/or garbage left after use of the facility. The renter is responsible for cleaning floors, tables, and kitchen. This includes sweeping, vacuuming, mopping, and wiping down surfaces. The facility must be returned to the same or better condition. b. All trash must be taken with the renter after the event. c. In signing the Facility Use Agreement, the renter agrees to pay the cost of any cleaning or damage to Memorial Hall during their event. 5. Facility Information Memorial Hall has one (1) main area available for rent. There is 1,600 square feet of space available consisting of a large, hardwood floor area with a seating capacity of 200. The facility may be available for rent on: Weekdays 5:00 p.m. – 10:00 p.m. Weekends 9:00 a.m. – 10:00 p.m. Parking spaces are available on adjacent City streets. 1 SPECIAL EVENT FACILITY USE AGREEMENT Date: Facility Location/Area Requested: Applicant/Sponsoring Organization: Name Address City State Zip Code Contact Person Telephone Number Purpose of Event: Activities (Be Specific) Dates: Time: to Anticipated Attendance: General Public: ☐ Yes ☐ No Alcohol on Premises? ☐ Yes ☐ No Will you be using a caterer? ☐Yes ☐ No If so, Caterer Name: Will you be using a Bounce House? ☐ Yes ☐ No Security: ☐ Yes ☐ No Admission Charges: ☐ Yes ☐ No Fundraiser: ☐ Yes ☐ No Special Requests: FEES - CHECK ALL THAT APPLY $50 Non-Refundable Reservation Fee $80 0 - 2 Hour Rental $155 2 - 4 Hour Rental $235 4 - 6 Hour Rental $310 6 - 8 Hour Rental $300 Damage/Cleaning Deposit $100 Serving Alcohol 2 TERMS & CONDITIONS DAMAGE TO FACILITY OR EQUIPMENT The Applicant shall be responsible for any damage or loss to equipment or property. Any person, group, or Applicant causing damage, loss, or extensive cleanup, shall be required to pay any associated costs. The premises and facilities used must be restored to the condition in which found. DAMAGE AND CLEANING Actual labor costs for cleanup, replacement, or repair costs for equipment, furnishings or property shall be assessed and Mason County shall seek restitution from the Applicant. INSURANCE REQUIREMENTS The Applicant shall procure and maintain all insurance as required herein and comply with all limits, terms and conditions stipulated therein, at their expense, for the duration of the event. Facilities useUse of facilities shall not commence until evidence of all required insurance is provided and approved by the Mason County Risk Manager. Upon request, the Applicant shall forward to the County the original policy, or endorsement obtained, to the Applicant’s policy currently in force. The Applicant’s insurer shall have a minimum A.M. Best’s rating of A-VII and shall be licensed to do business in the State of Washington. Evidence of such insurance shall consist of a completed copy of the Certificate of Insurance, signed by the insurance agent for the Applicant and returned to Mason County Risk Management. The insurance policy will not be cancelled, materially changed, or altered without thirty (30) days’ prior notice submitted to Mason County Risk Management. The policy shall be endorsed, and the certificate shall reflect that the insurance afforded therein shall be primary insurance, any insurance or self-insurance carried by the County shall be excess and not contributory insurance to that provided by the Applicant and the certificate shall reflect that theMason County is named as an additional named insured on the Applicant’s general liability policy with respect to the activities of the event. Failure of the Applicant to fully comply with the insurance requirements set forth herein, during the term of the Agreement, shall be considered a material breach and cause for immediate termination of the event at the County's discretion. Providing coverage in the amounts listed shall not be construed to relieve the Applicant from liability in excess of such amounts. REQUIRED COVERAGE: The insurance shall provide the minimum coverage as set forth below: 1. GENERAL LIABILITY INSURANCE: The Applicant shall have General Liability with limits of $1,000,000 per occurrence for all covered losses and no less than $2,000,000 general aggregate, which includes products, completed operation, personal injury, fire damage and medical expenses. ADDITIONAL INSURED ENDORSEMENT: General Liability Insurance must state that Mason County, it’s officers, agents, officials, volunteers, and employees will be specifically named as an additional insured(s) for all coverage provided by this policy of insurance and shall be fully and completely protected by this policy from all claims. CONDUCT OF PERSONS The Applicant shall be responsible for the orderly conduct of all persons using the premises by its invitation, whether expressed or implied, during all times covered by the facility use agreement issued by the Director of Parks and Recreation. DEFENSE AND INDEMNIFICATION To the fullest extent permitted by law, the Applicant agrees to indemnify, defend and hold the 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 therefrom) which 1) are caused in whole or in part by any act or omission, negligent or otherwise, of the Applicant, its employees, agents, or volunteers or Applicant’s subcontractors and their employees, agents, or 3 volunteers; or 2) are directly or indirectly arising out of, resulting from, or in connection with performance of this Agreement; or 3) are based upon the Applicant’s or its subcontractors’ use of, presence upon or proximity to the property of the County. This indemnification obligation of the Applicant shall not apply in the limited circumstance where the claim, damage, loss, or expense is caused by the sole negligence of the County. This indemnification obligation of the Applicant 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 Applicant hereby expressly waives any immunity afforded by such acts. The foregoing indemnification obligations of the Applicant are a material inducement to County to enter into this Agreement, are reflected in the Applicant’s compensation, and have been mutually negotiated by the parties. Applicant’s initials acknowledging indemnity terms: Participation by County – No Waiver. The 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 Applicant’s indemnity obligations under this Agreement. Survival of Applicant’s Indemnity Obligations. The Applicant agrees all Applicant’s indemnity obligations shall survive the completion, expiration or termination of this Agreement. I have read the Mason County Rules and Regulations for the Use of Mason County facilities and premises, and know the contents thereof. By signing this document, I personally, or on behalf of the organization I am authorized to represent, bind the organization or myself to the terms and conditions set forth therein. Applicant: County: Print Name Risk Manager Approved – Insurance Signature Facilities Manager Named Insured (if different): Print Name Signature Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.15 From: Jennifer Beierle and MCSO Ext: 532 Department: Support Services Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 9, 2026 Agenda Date(s): February 17, 2026 Internal Review: ☒ Finance ☐ Human Resources ☒ Legal ☐ IT ☐ Risk ☐ Other (Please ensure proper internal review channels have been followed, this is the responsibility of the requesting Department) Item: Approval for the Sheriff to sign the Washington State Association of Sheriff & Police Chiefs (WASPC) Grant Agreement, approval for the Sheriff to sign the Subcontractor agreement with Olympic Health & Recovery Services (OHRS), and approval of a $200,000 supplemental appropriation to the Sheriff’s Office 2026 budget. Background/Executive Summary: Support Services, in conjunction with the Mason County Sheriff’s Office (MCSO), applied for and received a grant through WASPC for purposes of expanding mental health field response capabilities, utilizing mental health professionals to professionally, humanely, and safely respond to crises involving persons with behavioral health issues with treatment, diversion, and reduced incarceration time as primary goals. Initially, the Mason County Health Department was anticipated to review and pay invoices on behalf of the Sheriff’s Office. However, upon further review of the grant terms, grant administration is required to be managed directly by the Sheriff’s Office. Additionally, modifications were made to the agreement with OHRS to clarify that the relationship is a subcontract rather than a subrecipient agreement. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): The grant award is $377,904.15 and the county’s portion was approved to come from Treatment Sales Tax funds in the estimated amount of $37,970.68. The 2026 budget impact is approximately $200,000 increase to both revenue and expenditures. Public Outreach: N/A. Requested Action: Approval for the Sheriff to sign the Washington State Association of Sheriff & Police Chiefs (WASPC) Grant Agreement, approval for the Sheriff to sign the Subcontractor agreement with Olympic Health & Recovery Services (OHRS), and approval of a $200,000 supplemental appropriation to the Sheriff’s Office 2026 budget. Attachment(s): • WASPC Grant Agreement • Subcontractor Agreement with OHRS Grant Award Agreement for Mental Health Field Response WASPC Grant Award Number MHFR-25-008 This Grant Award Agreement is made by and between the Washington Association of Sheriffs and Police Chiefs (WASPC) and Mason County Sheriff’s Office Grantee Name: Mason County Sheriff’s Office Grantee Doing Business as (DBA): NA Tax Identification Number: 91-6001354 Unique Entity Identification Number: SNAXPBGW4VR4 Grantee Mailing Address: 411 N 5th St City: State: Zip Code: Shelton WA 98584 Grantee Primary Contact Name and Title: Trevor Severance, Patrol Lieutenant Primary Contact Phone: Primary Contact Email: 360-427-9670 EXT 112 tseverance@masoncountywa.gov WASPC Primary Contact Name and Title: Cheyenne Sanders WASPC Contact Phone: WASPC Contact Email: 360-486-2389 csanders@waspc.org WASPC Mailing Address: 3060 Willamette Drive NE, Suite 200 City: State: Zip Code: Lacey WA 98516 Grant Program: Mental Health Field Response Authority for Award: RCW 36.28A.440 Grant Start Date: July 1, 2025 Grant End Date: June 30, 2027 Total Award Amount: $377,904.16 Funding Source(s): ☐ State Non-Trueblood Phase I, II, and III ☒ State Trueblood Phase I, II, and III ($377,904.16) ☐ HCA Trueblood Expansion Grant Is the grantee a sub-recipient under this agreement? ☒ YES ☐ NO Purpose of Award: To provide services to communities in Washington State as set forth in RCW 36.28A.440. and the grantee’s grant application. Service Area: Mason County Grantee Signature Printed Name Title Date Signed WASPC Signature Printed Name Title Date Signed Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C Chief of StaffJamie Weimer 8/27/2025 Ryan Spurling 8/28/2025Sheriff GRANT AWARD MHFR-25-008 Page 2 of 29 CONTENTS RECITALS .................................................................................................................................................................................. 4 1 STATEMENT OF WORK (SOW) ......................................................................................................................................... 4 2 DEFINITIONS ................................................................................................................................................................... 4 3 SPECIAL TERMS AND CONDITIONS ................................................................................................................................. 6 3.1 PERFORMANCE EXPECTATIONS ............................................................................................................................. 6 3.2 TERM ...................................................................................................................................................................... 6 3.3 DATA COLLECTION .................................................................................................................................................. 6 3.4 COMPENSATION .................................................................................................................................................... 7 3.5 INVOICE AND PAYMENT ......................................................................................................................................... 7 3.6 GRANTEE AND WASPC GRANT MANAGERS ........................................................................................................... 8 3.7 LEGAL NOTICES ...................................................................................................................................................... 8 3.8 INCORPORATION OF DOCUMENTS AND ORDER OF PRECEDENCE ........................................................................ 9 3.9 INSURANCE ............................................................................................................................................................ 9 4 GENERAL TERMS AND CONDITIONS ............................................................................................................................. 10 4.1 ACCESS TO DATA .................................................................................................................................................. 10 4.2 ADVANCE PAYMENT PROHIBITED ........................................................................................................................ 10 4.3 AMENDMENTS ..................................................................................................................................................... 10 4.4 ASSIGNMENT ....................................................................................................................................................... 10 4.5 ATTORNEYS’ FEES ................................................................................................................................................. 11 4.6 AUDIT ................................................................................................................................................................... 11 4.7 CHANGE IN STATUS .............................................................................................................................................. 11 4.8 CONFIDENTIAL INFORMATION PROTECTION ....................................................................................................... 11 4.9 GRANTEE’S PROPRIETARY INFORMATION ........................................................................................................... 12 4.10 CONFORMANCE WITH 2 CFR § 200 AND RELEVANT STATE AND LOCAL LAWS .................................................... 12 4.11 COVENANT AGAINST CONTINGENT FEES ............................................................................................................ 12 4.12 DEBARMENT ........................................................................................................................................................ 12 4.13 DISPUTES.............................................................................................................................................................. 12 4.14 ENTIRE AGREEMENT ............................................................................................................................................ 13 4.15 FEDERAL FUNDING ACCOUNTABILITY & TRANSPARENCY ACT (FFATA) ............................................................... 13 4.16 FORCE MAJEURE .................................................................................................................................................. 14 4.17 FUNDING WITHDRAWN, REDUCED OR LIMITED ................................................................................................. 14 4.18 GOVERNING LAW ................................................................................................................................................. 14 4.19 HUMAN SUBJECTS PROTECTION ......................................................................................................................... 14 4.20 WASPC NETWORK SECURITY ............................................................................................................................... 15 4.21 INDEMNIFICATION ............................................................................................................................................... 15 4.22 INDEPENDENT CAPACITY OF THE GRANTEE ........................................................................................................ 15 Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 3 of 29 4.23 INDUSTRIAL INSURANCE COVERAGE ................................................................................................................... 15 4.24 LEGAL AND REGULATORY COMPLIANCE .............................................................................................................. 15 4.25 LIMITATION OF AUTHORITY ................................................................................................................................. 16 4.26 NO THIRD-PARTY BENEFICIARIES ......................................................................................................................... 16 4.27 NONDISCRIMINATION .......................................................................................................................................... 16 4.28 NON-SUPPLANTING CERTIFICATION .................................................................................................................... 16 4.29 OVERPAYMENTS TO Grantee ............................................................................................................................... 16 4.30 PAY EQUITY .......................................................................................................................................................... 16 4.31 PUBLICITY ............................................................................................................................................................. 17 4.32 RECORDS AND DOCUMENTS REVIEW ................................................................................................................. 17 4.33 REMEDIES NON-EXCLUSIVE ................................................................................................................................. 17 4.34 RIGHT OF INSPECTION ......................................................................................................................................... 18 4.35 RIGHTS IN DATA/OWNERSHIP .............................................................................................................................. 18 4.36 RIGHTS OF STATE AND FEDERAL GOVERNMENTS ............................................................................................... 18 4.37 SERVICES TO PERSONS WITH LIMITED ENGLISH PROFICIENCY ........................................................................... 19 4.38 SEVERABILITY ....................................................................................................................................................... 19 4.39 SITE SECURITY ...................................................................................................................................................... 19 4.40 SUBGRANTING ..................................................................................................................................................... 19 4.41 SURVIVAL ............................................................................................................................................................. 20 4.42 CORRECTIVE ACTION PLAN/SUSPENSION/TERMINATION ................................................................................... 20 4.43 TERMINATION PROCEDURES ............................................................................................................................... 21 4.44 WAIVER ................................................................................................................................................................ 22 4.45 WARRANTIES........................................................................................................................................................ 22 SCHEDULE A: STATEMENT OF WORK .................................................................................................................................... 23 SCHEDULE B: APPROVED BUDGET ........................................................................................................................................ 26 EXHIBITS ................................................................................................................................................................................ 29 Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 4 of 29 GRANT AWARD RECITALS House Bill 2982, Chapter 142, Laws of 2018, went into effect on June 7, 2018. The purpose of the grant program is to assist local law enforcement agencies to establish and expand mental health field response capabilities, utilizing mental health professionals to professionally, humanely, and safely respond to crises involving persons with behavioral health issues with treatment, diversion, and reduced incarceration time as primary goals. WASPC has determined that entering into an Agreement with the Mason County Sheriff’s Office will meet WASPC’s needs. NOW THEREFORE, WASPC awards to the Mason County Sheriff’s Office this Grant Award Agreement, the terms and conditions of which will govern Grantee’s providing to WASPC the services and data from Grantee’s Mental Health Field Response program. IN CONSIDERATION of the mutual promises as set forth in this Grant Award Agreement, the parties agree as follows: 1 STATEMENT OF WORK (SOW) The Grantee will provide the services and staff as described in Schedule A: Statement of Work. 2 DEFINITIONS “Agreement” or “Award” means the same as “Grant” or “Grant Agreement” or “Grant Award Agreement.” “Authorized Representative” means a person to whom signature authority has been delegated in writing acting within the limits of his/her authority. “Breach” means the unauthorized acquisition, access, use, or disclosure of Confidential Information that compromises the security, confidentiality, or integrity of the Confidential Information. “business daysand Hours” means Monday through Friday, 8:00 a.m. to 5:00 p.m., Pacific Time, except for holidays observed by the state of Washington. “CFR” means the Code of Federal Regulations. All references in this Agreement to CFR chapters or sections include any successor, amended, or replacement regulation. The CFR may be accessed at http://www.ecfr.gov. “Community Agency” means an organization that works with and supports people working through behavioral health challenges but does not directly provide treatment. The organization can be a nonprofit or government/public agency as defined in the application. “Confidential Information” means information that may be exempt from disclosure to the public or other unauthorized persons under chapter 42.56 RCW or chapter 70.02 RCW or other state or federal statutes or regulations. Confidential Information includes, but is not limited to, any information identifiable to an individual that relates to a natural person’s health, (see also Protected Health Information); finances, education, business, use or receipt of governmental services, names, addresses, telephone numbers, social security numbers, driver license numbers, financial profiles, credit card numbers, financial identifiers and any other identifying numbers, law enforcement records, software source code or object code, or WASPC or State security information. “Contract” where used, shall have the same meaning as “grant” “grant agreement” and “grant award agreement”. “Contractor” where used shall mean the same as “Grantee.” Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 5 of 29 “Data” means information produced, furnished, acquired, or used by Grantee in meeting requirements under this Agreement. “Effective Date” means the first date this Agreement is in full force and effect. “Government/Public Agency” means an educational service district, school district, law enforcement agency, therapeutic court or probation office, public health district, a recognized American Indian organization, an Urban Indian Health Organization, or a Tribe. “Grant” or “Grant Agreement” or “Grant Award Agreement” means this grant document and all schedules, exhibits, attachments, incorporated documents and amendments. “Grantee” means the Mason County Sheriff’s Office, its employees, officers, and agents. Grantee includes any firm, provider, organization, individual or other entity performing services under this Grant Award Agreement. It also includes any Subgrantee retained by Grantee as permitted under the terms of this Agreement. “WASPC Grant Manager” means the individual identified on the cover page of this Agreement who will provide oversight of the Grantee’s activities conducted under this Agreement. "Overpayment" means any payment or benefit to the Grantee in excess of that to which the Grantee is entitled by law, rule, or this Award, including amounts in dispute. “Proprietary Information” means information owned by Grantee to which Grantee claims a protectable interest under law. Proprietary Information includes, but is not limited to, information protected by copyright, patent, trademark, or trade secret laws. “Protected Health Information” or “PHI” means individually identifiable information that relates to the provision of health care to an individual; the past, present, or future physical or mental health or condition of an individual; or past, present, or future payment for provision of health care to an individual, as defined in 45 CFR § 160.103. Individually identifiable information is information that identifies the individual or about which there is a reasonable basis to believe it can be used to identify the individual, and includes demographic information. PHI is information transmitted, maintained, or stored in any form or medium. 45 CFR § 164.501. PHI does not include education records covered by the Family Educational Rights and Privacy Act, as amended, 20 USC § 1232g(a)(4)(b)(iv). “RCW” means the Revised Code of Washington. All references in this Agreement to RCW chapters or sections include any successor, amended, or replacement statute. Pertinent RCW chapters can be accessed at: http://apps.leg.wa.gov/rcw/. “Statement of Work” or “SOW” means a detailed description of the work activities the Grantee is required to perform under the terms and conditions of this Agreement, including the deliverables and timeline, and is Schedule A hereto. “Subgrantee” means a person or entity that is not in the employment of the Grantee, who is performing all or part of the business activities under this Agreement under a separate Agreement with Grantee. The term “Subgrantee” means Subgrantee(s) of any tier. “Subrecipient” shall have the meaning given in 45 CFR § 75.2, or any successor or replacement to such definition, for any federal award from HHS; or 2 CFR § 200.93, or any successor or replacement to such definition, for any other federal award. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 6 of 29 “USC” means the United States Code. All references in this Agreement to USC chapters or sections will include any successor, amended, or replacement statute. The USC may be accessed at http://uscode.house.gov/. “WAC” means the Washington Administrative Code. All references to WAC chapters or sections will include any successor, amended, or replacement regulation. Pertinent WACs may be accessed at: http://app.leg.wa.gov/wac/. 3 SPECIAL TERMS AND CONDITIONS 3.1 PERFORMANCE EXPECTATIONS Expected performance under this Agreement includes, but is not limited to, the following: 3.1.1 Knowledge of applicable state and federal laws and regulations pertaining to subject of the Agreement; 3.1.2 Use of professional judgment; 3.1.3 Collaboration with WASPC staff in Grantee’s conduct of the services; 3.1.4 Conformance with WASPC directions regarding the delivery of the services; 3.1.5 Timely, accurate and informed communications; 3.1.6 Regular completion and updating of project plans, reports, documentation and communications; 3.1.7 Regular, punctual attendance at all meetings; 3.1.8 Provision of high-quality services, and 3.1.9 Prior to payment of invoices, WASPC will review and evaluate the performance of Grantee in accordance with Agreement and these performance expectations and may withhold payment if expectations are not met or Grantee’s performance is unsatisfactory as defined and evaluated by WASPC. 3.2 TERM 3.2.1 The initial term of the Award shall be July 1, 2025 and continue through June 30, 2027, unless terminated sooner as provided herein. 3.2.2 Work performed without an award or amendment signed by the Authorized Representatives of both parties will be at the sole risk of the Grantee. WASPC will not pay any costs incurred before the effective date listed on the face sheet attached to this agreement. 3.2.3 A completed Agreement is expected within 30 days following the letter of intent to award. In the event an Agreement is not signed (through no fault of WASPC) by the Grantee within 30 days, WASPC may elect to cease negotiations, and withdraw the award. 3.3 DATA COLLECTION 3.3.1 The Grantee shall utilize the data collection tool selected by WASPC, hereinafter referred to as the WASPC Data Collection Tool, which is the JULOTA Reach Software. The Grantee must provide sufficient resources to establish the administrative permissions necessary for the WASPC Data Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 7 of 29 Collection Tool to be fully operational at the time services begin at the site(s). The Grantee, if they have not already done so, shall execute the JULOTA “SaaS Use Agreement”, which will be separately executed between the Grantee and JULOTA within 30 days of the execution of this Agreement. 3.4 COMPENSATION 3.4.1 The Maximum Compensation payable to Grantee is $377,904.15. As this is a multi-year award it is subject to the following restrictions: • The maximum amount payable to the Grantee for services rendered in year one (July 1, 2025-June 30, 2026) is $176,148.36. Funds that are not utilized from year one WILL NOT carry over to year two and are no longer able to be claimed by the Grantee under any circumstances. • 3.4.1.2 The maximum amount payable to the Grantee for services rendered in year one (July 1, 2026-June 30, 2027) is $201,755.80. Funds that are not utilized from year two WILL NOT carry over to any other period and are no longer able to be claimed by the Grantee under any circumstances. 3.4.2 Grantee’s compensation for services rendered will be based in accordance with Schedule A: Statement of Work. 3.5 INVOICE AND PAYMENT 3.5.1 Grantee must submit accurate invoices to WASPC utilizing the online billing tool made available to Grantee by WASPC. Invoices are due monthly and should be submitted no later than thirty (30) calendar days following the period for which services are billed. WASPC reserves the right to deny payment for invoices that are submitted forty-Five (45) calendar days beyond the period for which services were provided. An exception to this requirement may be found in 3.5.5. 3.5.2 Invoices must describe and document to WASPC’s satisfaction a description of the work performed, the progress of the project, fees, and a statement that includes the following language: “We certify pursuant to 2 CFR § 200.201(1)(iii)(3) that the activities described in this invoice and associated report(s) have been completed,”. If expenses are invoiced, invoices must provide a detailed breakdown of each type. All invoices will be reviewed and must be approved by WASPC prior to payment. 3.5.3 Grantee must submit properly itemized invoices to include the following information, as applicable: • WASPC Award number “MHFR-25-008” • Grantee name, address, phone number • Description of Services • Date(s) of delivery • Net invoice price for each item • Applicable taxes • Total invoice cost 3.5.4 WASPC will return incorrect or incomplete invoices to the Grantee for correction and reissue. The Award Number must appear on all invoices, bills of lading, packages, and correspondence Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 8 of 29 relating to this Agreement. 3.5.5 Invoices for services rendered under this Agreement from July 1, 2025 to June 30, 2026 MUST be submitted by the Grantee to WASPC by July 14, 2026. WASPC is under no obligation to pay any claims for the period mentioned above that are submitted on or after July 15, 2026 (“Belated Claims”). WASPC will pay Belated Claims at its sole discretion, and any such potential payment is contingent upon the availability of funds. 3.5.6 Invoices for services rendered under this Agreement from July 1, 2026 to June 30, 2027 MUST be submitted by the Grantee to WASPC by July 14, 2027. WASPC is under no obligation to pay any claims for the period mentioned above that are submitted on or after July 15, 2027 (“Belated Claims”). WASPC will pay Belated Claims at its sole discretion, and any such potential payment is contingent upon the availability of funds. 3.6 GRANTEE AND WASPC GRANT MANAGERS 3.6.1 Grantee’s Grant Manager will have prime responsibility and final authority for the services provided under this Agreement and be the principal point of contact for the WASPC Grant Manager for all business matters, performance matters, and administrative activities. 3.6.2 WASPC’s Grant Manager is responsible for monitoring the Grantee’s performance and will be the contact person for all communications regarding Agreement performance and deliverables. The WASPC Grant Manager has the authority to accept or reject the services provided and must approve Grantee’s invoices prior to payment. 3.6.3 The contact information provided below may be changed by written notice of the change (email acceptable) to the other party. Grantee: Grant Manager Information WASPC: Grant Manager Information Name: Trevor Severance Name: Cheyenne Sanders Address: 411 N 5th St Shelton, WA 98584 Address: 3060 Willamette Dr NE, STE 200 Lacey, WA 98516 Phone: (360) 427-9670 ext 112 Phone: (360) 486-2389 Email: tseverance@masoncountywa.gov Email: csanders@waspc.org 3.7 LEGAL NOTICES Any notice or demand or other communication required or permitted to be given under this Agreement or applicable law is effective only if it is in writing and signed by the applicable party, properly addressed, and delivered in person, via email, or by a recognized courier service, or deposited with the United States Postal Service as first-class mail, postage prepaid certified mail, return receipt requested, to the parties at the addresses provided in this section. 3.7.1 In the case of notice to the Grantee: Trevor Severance Mason County 411 N 5th St Shelton, WA 98584 Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 9 of 29 3.7.2 In the case of notice to WASPC: Attention: Chief of Staff Washington Association of Sheriffs and Police Chiefs 3060 Willamette Drive NE, STE 200 Lacey, WA 98516 3.7.3 Notices are effective upon receipt or four (4) business days after mailing, whichever is earlier. 3.7.4 The notice address and information provided above may be changed by written notice of the change given as provided above. 3.8 INCORPORATION OF DOCUMENTS AND ORDER OF PRECEDENCE Each of the documents listed below is by this reference incorporated into this Agreement. In the event of an inconsistency, the inconsistency will be resolved in the following order of precedence: 3.8.1 Applicable Federal and State of Washington statutes and regulations; 3.8.2 Recitals 3.8.3 Special Terms and Conditions; 3.8.4 General Terms and Conditions; 3.8.5 Schedule A: Statement of Work; 3.8.6 Schedule B: Approved Budget; 3.8.7 Exhibit A: 2025-2027 Grant Application Packet; 3.8.8 Exhibit B: Final Budget Submission; and 3.8.9 Any other provision, term, exhibit or material incorporated herein by reference or otherwise incorporated. 3.9 INSURANCE The Grantee must provide insurance coverage as set out in this section. The intent of the required insurance is to protect the WASPC should there be any claims, suits, actions, costs, damages or expenses arising from any negligent or intentional act or omission of Grantee or Sub-grantee, Subgrantee, or agents of either, while performing under the terms of this Agreement. The Grantee must provide insurance coverage that is maintained in full force and effect during the term of this Award, as follows: 3.9.1 Commercial General Liability Insurance Policy—Provide a Commercial General Liability Insurance Policy, including contractual liability, in adequate quantity to protect against legal liability arising out of Agreement activity but no less than $1 million per occurrence/$2 million general aggregate. Additionally, the Grantee is responsible for ensuring that any Sub-grantees and Subgrantees provide adequate insurance coverage for the activities arising out of subgrants and subcontracts. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 10 of 29 3.9.2 Business Automobile Liability—In the event that services delivered pursuant to this Agreement involve the use of vehicles, either owned, hired, or non-owned by the Grantee, automobile liability insurance is required covering the risks of bodily injury (including death) and property damage, including coverage for contractual liability. The minimum limit for automobile liability is $1,000,000 per occurrence, using a Combined Single Limit for bodily injury and property damage. 3.9.3 Professional Liability Errors and Omissions–Provide a policy with coverage of not less than $1 million per claim/$2 million general aggregate. 3.9.4 The insurance required must be issued by an insurance company/ies authorized to do business within the state of Washington, and must name WASPC, its agents and employees as additional insureds under any Commercial General and/or Business Automobile Liability policy/ies. All policies must be primary to any other valid and collectable insurance. In the event of cancellation, non-renewal, revocation or other termination of any insurance coverage required by this Agreement, the Grantee must provide written notice of such to WASPC within one (1) Business Day of Grantee’s receipt of such notice. Failure to buy and maintain the required insurance may, at WASPC’s sole option, result in this Agreement’s termination. 3.9.5 The Grantee shall submit to WASPC a certificate of insurance that outlines the coverage and limits defined in the Insurance section before any work is performed and will not receive any payment or reimbursement until such certificate of insurance is provided to WASPC. Grantee must submit renewal certificates as appropriate during the term of the Award Agreement. 3.9.6 If the Grantee certifies that it is self-insured, is a member of a risk pool, or maintains the types and amounts of insurance identified above, Grantee will provide certificates of insurance to that effect to WASPC upon request. 4 GENERAL TERMS AND CONDITIONS 4.1 ACCESS TO DATA In compliance with RCW 39.26.180 (2), RCW 36.28A.440 and federal rules, the Grantee must provide access to any data generated under this Agreement to WASPC, the Joint Legislative Audit and Review Committee, the State Auditor, and any other state or federal officials so authorized by law, rule, regulation, or agreement at no additional cost. This includes access to all information that supports the findings, conclusions, and recommendations of the Grantee’s reports, including computer models and methodology for those models. 4.2 ADVANCE PAYMENT PROHIBITED No advance payment will be made for services furnished by the Grantee pursuant to this Agreement. 4.3 AMENDMENTS This Agreement may be amended by mutual agreement of the parties. Such amendments will not be binding unless they are in writing and signed by personnel authorized to bind each of the parties. 4.4 ASSIGNMENT 4.4.1 The Grantee may not assign or transfer all or any portion of this Agreement or any of its rights Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 11 of 29 hereunder, or delegate any of its duties hereunder, except delegations as set forth in Section 4.39, Subcontracting/Subgranting, without the prior written consent of WASPC, which may be withheld at WASPC’s sole discretion. Any permitted assignment will not operate to relieve the Grantee of any of its duties and obligations hereunder, nor will such assignment affect any remedies available to WASPC that may arise from any breach of the provisions of this Agreement or warranties made herein, including but not limited to, rights of setoff. Any attempted assignment, transfer or delegation in contravention of this Subsection 4.4.1 of the Agreement will be null and void. 4.4.2 WASPC may assign this Agreement to any public agency, commission, board, or the like, within the political boundaries of the State of Washington, with written notice of thirty (30) calendar days to the Grantee. 4.4.3 This Agreement will inure to the benefit of and be binding on the parties hereto and their permitted successors and assignees. 4.5 ATTORNEYS’ FEES In the event of litigation or other action brought to enforce the terms of this Agreement, each party agrees to bear its own attorneys’ fees and costs. 4.6 AUDIT If Grantee is required by OMB Super Circular 2 CFR § 200.501 and 45 CFR § 75.501 to have an audit of their financial statements, the Grantee must submit the results of that audit to WASPC no later than 90 (ninety) calendar days after those results are delivered to the Grantee by their auditor. 4.7 CHANGE IN STATUS In the event of any substantive change in its legal status, organizational structure, or fiscal reporting responsibility, the Grantee will notify WASPC of the change. The Grantee must provide notice as soon as practicable, but no later than thirty (30) calendar days after such a change takes effect. 4.8 CONFIDENTIAL INFORMATION PROTECTION 4.8.1 The Grantee acknowledges that some of the material and information that may come into its possession or knowledge in connection with this Agreement or its performance may consist of Confidential Information. The Grantee agrees to hold Confidential Information in strictest confidence and not to make use of Confidential Information for any purpose other than the performance of this Agreement, to release it only to authorized employees or Subgrantees or Subgrantees requiring such information for the purposes of carrying out this Agreement, and not to release, divulge, publish, transfer, sell, disclose, or otherwise make the information known to any other party without WASPC’s express written consent or as provided by law. The Grantee agrees to implement physical, electronic, and managerial safeguards to prevent unauthorized access to Confidential Information. 4.8.2 The Grantee agrees to comply with all confidentiality requirements of 42 USC section 37899 and 20 CFR § 22 that are applicable to collection, use and revelation of data or information. The Grantee further agrees, as a condition of grant approval, to submit a Privacy Certificate that is in accord with the requirements of 28 CFR § 22 and, in particular, section 22.23. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 12 of 29 4.8.3 WASPC reserves the right to monitor, audit, or investigate the use of Confidential Information collected, used, or acquired by Grantee through this Agreement. Violation of this section by the Grantee or its Subgrantees or Subgrantees may result in termination of this Agreement and demand for return of all Confidential Information, monetary damages, or penalties. 4.8.4 The obligations set forth in this section will survive completion, cancellation, expiration, suspension, or termination of this Agreement. 4.9 GRANTEE’S PROPRIETARY INFORMATION Grantee acknowledges that WASPC complies with chapter 42.56 RCW, the Public Records Act relating to public projects, and that this Agreement may be a public record as defined in chapter 42.56 RCW. Any specific information that is claimed by Grantee to be Proprietary Information must be clearly identified as such by Grantee. To the extent consistent with chapter 42.56 RCW, WASPC will maintain the confidentiality of the Grantee’s information in its possession that is marked Proprietary. If a public disclosure request is made to view the Grantee’s Proprietary Information, WASPC will notify the Grantee of the request and of the date that such records will be released to the requester unless the Grantee obtains a court order from a court of competent jurisdiction enjoining that disclosure. If the Grantee fails to obtain the court order enjoining disclosure, WASPC will release the requested information on the date specified. 4.10 CONFORMANCE WITH 2 CFR § 200 AND RELEVANT STATE AND LOCAL LAWS 4.10.1 Grantee is required to maintain compliance with 2 CFR § 200, its appendices, subparts, and state and local law. 4.10.2 Grantee is required to maintain compliance with 45 CFR § 96.135—Restrictions on expenditures of grant. 4.11 COVENANT AGAINST CONTINGENT FEES The Grantee warrants that no person or selling agent has been employed or retained to solicit or secure this Agreement upon an agreement or understanding for a commission, percentage, brokerage or contingent fee, excepting bona fide employees or bona fide established agents maintained by the Grantee for the purpose of securing business. WASPC will have the right, in the event of breach of this clause by the Grantee, to annul this Agreement without liability or, in its discretion, to deduct from the price or consideration or recover by other means the full amount of such commission, percentage, brokerage or contingent fee. 4.12 DEBARMENT By signing this Agreement, the Grantee certifies that it is not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded in any Washington State or Federal department or agency from participating in transactions (debarred). The Grantee agrees to include the above requirement in any and all subgrants and subcontracts into which it enters, and also agrees that it will not employ debarred individuals. The Grantee must immediately notify WASPC if, during the term of this Agreement, The Grantee becomes debarred. WASPC may immediately terminate this Agreement by providing the Grantee written notice, if the Grantee becomes debarred during the term hereof. 4.13 DISPUTES The parties will use their best, good faith efforts to cooperatively resolve disputes and problems that arise in Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 13 of 29 connection with this Agreement. Both parties will continue without delay to carry out their respective responsibilities under this Agreement while attempting to resolve any dispute. When a genuine dispute arises between WASPC and the Grantee regarding the terms of this Agreement or the responsibilities imposed herein and it cannot be resolved between the parties’ Grant Managers, either party may initiate the following dispute resolution process. 4.13.1 The initiating party will reduce its description of the dispute to writing and deliver it to the responding party (email acceptable). The responding party will respond in writing within five (5) business days(email acceptable). If the initiating party is not satisfied with the response of the responding party, then the initiating party may request that the WASPC Director review the dispute. Any such request from the initiating party must be submitted in writing to the WASPC Director within five (5) business days after receiving the response of the responding party. The WASPC Director will have sole discretion in determining the procedural manner in which he or she will review the dispute. The WASPC Director will inform the parties in writing within five (5) business days of the procedural manner in which he or she will review the dispute, including a timeframe in which he or she will issue a written decision. 4.13.2 A party's request for a dispute resolution must: • Be in writing. • Include a written description of the dispute. • State the relative positions of the parties and the remedy sought. • State the Agreement number and the names and contact information for the parties. • This dispute resolution process constitutes the sole administrative remedy available under this Agreement. The parties agree that this resolution process will precede any action in a judicial or quasi-judicial tribunal. 4.14 ENTIRE AGREEMENT WASPC and the Grantee agree that this Agreement is the complete and exclusive statement of the agreement between the parties relating to the subject matter of the Agreement and supersedes all letters of intent or prior contracts, oral or written, between the parties relating to the subject matter of the Agreement, except as provided in the section titled “Warranties”. 4.15 FEDERAL FUNDING ACCOUNTABILITY & TRANSPARENCY ACT (FFATA) 4.15.1 This grant is supported by federal funds that require compliance with the Federal Funding Accountability and Transparency Act (FFATA or the Transparency Act). The purpose of the Transparency Act is to make information available online so the public can see how federal funds are spent. 4.15.2 To comply with the act and be eligible to enter into this Agreement, the Grantee must have a Unique Entity Identification Number (UEID). A UEID provides a method to verify data about your organization. If the Grantee does not already have one, a UEID is available free of charge by registering with www.sam.gov. 4.15.3 Information about the Grantee and this Grant will be made available on www.uscontractorregistration.com by WASPC as required by P.L. 109-282. WASPC’s Attachment 3: Federal Funding Accountability and Transparency Act Data Collection Form, is considered part of this Agreement and must be completed and returned along with the Agreement. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 14 of 29 4.16 FORCE MAJEURE A party will not be liable for any failure of or delay in the performance of this Agreement for the period that such failure or delay is due to causes beyond its reasonable control, including but not limited to acts of God, war, strikes or labor disputes, embargoes, government orders or any other force majeure event. 4.17 FUNDING WITHDRAWN, REDUCED OR LIMITED If WASPC determines in its sole discretion that the funds it relied upon to establish this Agreement have been withdrawn, reduced or limited, or if additional or modified conditions are placed on such funding after the effective date of this Agreement but prior to the normal completion of this Agreement, then WASPC, at its sole discretion, may: 4.17.1 Terminate this Agreement pursuant to the section titled: Termination for Non-Allocation of Funds; 4.17.2 Renegotiate the Agreement under the revised funding conditions; or 4.17.3 Suspend Grantee’s performance under the Agreement upon five (5) Business Days’ advance written notice to the Grantee. WASPC will use this option only when WASPC determines that there is reasonable likelihood that the funding insufficiency may be resolved in a timeframe that would allow Grantee’s performance to be resumed prior to the normal completion date of this Agreement. 4.17.4 During the period of suspension of performance, each party will inform the other of any conditions that may reasonably affect the potential for resumption of performance. 4.17.5 When WASPC determines in its sole discretion that the funding insufficiency is resolved, it will give the Grantee written notice to resume performance. Upon the receipt of this notice, the Grantee will provide written notice to WASPC informing WASPC whether it can resume performance and, if so, the date of resumption. For purposes of this subsection, “written notice” may include email. 4.17.6 If the Grantee’s proposed resumption date is not acceptable to WASPC and an acceptable date cannot be negotiated, WASPC may terminate this Agreement by giving written notice to the Grantee. The parties agree that the Agreement will be terminated retroactive to the date of the notice of suspension. WASPC will be liable only for payment in accordance with the terms of this Agreement for services rendered prior to the retroactive date of termination. 4.18 GOVERNING LAW This Agreement is governed in all respects by the laws of the state of Washington, without reference to conflict of law principles. The jurisdiction for any action hereunder is exclusively in the Superior Court for the state of Washington, and the venue of any action hereunder is in the Superior Court for Pierce County, Washington. 4.19 HUMAN SUBJECTS PROTECTION The Grantee agrees to comply with the requirements of 28 CFR § 46 and all Office of Justice Programs policies and procedures regarding the protection of human research subjects, including obtainment of Institutional Review Board approval, and subject informed consent. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 15 of 29 4.20 WASPC NETWORK SECURITY The Grantee agrees not to attach any Grantee-supplied computers, peripherals or software to the WASPC Network without prior written authorization from WASPC’s Chief Information Officer. Unauthorized access to WASPC networks and systems is a violation of WASPC Policy and constitutes computer trespass in the first degree pursuant to RCW 9A.52.110. Violation of any of these laws or policies could result in termination of the Agreement and other penalties. The Grantee will have access to the WASPC visitor Wi-Fi Internet connection while on site. 4.21 INDEMNIFICATION The Grantee shall defend, indemnify, and save WASPC harmless from and against all claims, including reasonable attorneys’ fees resulting from such claims arising from intentional or negligent acts or omissions of the Grantee, its officers, employees, or agents, subgrantees, or Subgrantees, their officers, employees, or agents, in the performance of this Agreement. This indemnification shall include, but not be limited to, any or all injuries to persons or damage to property, or breach of confidentiality and notification obligations under the section titled “Confidential Information Protection” and the section titled “Confidentiality Breach-Required Notification.” For purposes of the indemnification provisions above, and limited to this section only, the Grantee waives its protections under RCW Title 51 for employee claims. This limited waiver was specifically negotiated and bargained for. 4.22 INDEPENDENT CAPACITY OF THE GRANTEE The parties intend that a Grantor to Grantee relationship will be created by this Agreement with WASPC being the Grantor. The Grantee and its employees or agents performing under this Agreement are not employees, officers, or agents of WASPC. The Grantee will not hold itself out as or claim to be an officer or employee of WASPC by reason hereof, nor will Grantee make any claim of right, privilege or benefit that would accrue to such employee, officer, or agent under law. Conduct and control of the work will be solely with Grantee. 4.23 INDUSTRIAL INSURANCE COVERAGE Prior to performing work under this Agreement, the Grantee must provide or purchase industrial insurance coverage for the Grantee’s employees, as may be required of an “employer” as defined in Title 51 RCW, and must maintain full compliance with Title 51 RCW during the course of this Agreement. 4.24 LEGAL AND REGULATORY COMPLIANCE 4.24.1 During the term of this Agreement, the Grantee must comply with all local, state, and federal licensing, accreditation and registration requirements/standards, necessary for the performance of this Agreement and all other applicable federal, state and local laws, rules, and regulations. 4.24.2 While on WASPC’s premises, the Grantee must comply with WASPC operations and process standards and policies (e.g., ethics, Internet/email usage, data, network and building security, harassment, as applicable). 4.24.3 Failure to comply with any provisions of this section may result in the termination of this Agreement. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 16 of 29 4.25 LIMITATION OF AUTHORITY Only the WASPC Authorized Representative has the express, implied, or apparent authority to alter, amend, modify, or waive any clause or condition of this Agreement. Furthermore, any alteration, amendment, modification, or waiver or any clause or condition of this Agreement is not effective or binding unless made in writing and signed by the WASPC Authorized Representative. 4.26 NO THIRD-PARTY BENEFICIARIES WASPC and the Grantee are the only parties to this Agreement. Nothing in this Agreement gives or is intended to give any benefit of this Agreement to any third parties. 4.27 NONDISCRIMINATION During the performance of this Agreement, the Grantee must comply with all federal and state nondiscrimination laws, regulations and policies, including but not limited to: Title VII of the Civil Rights Act, 42 U.S.C. §12101 et seq.; the Americans with Disabilities Act of 1990 (ADA), 42 U.S.C. §12101 et seq., 28 CFR Part 35; and Title 49.60 RCW, Washington Law Against Discrimination. In the event of Grantee’s noncompliance or refusal to comply with any nondiscrimination law, regulation or policy, this Agreement may be rescinded, canceled, or terminated in whole or in part under the Termination for Default sections, and Grantee may be declared ineligible for further contracts with WASPC. 4.28 NON-SUPPLANTING CERTIFICATION No Grant funds will be used to supplant existing state, local, or other non-federal funding already in place to support current services. Violation of the non-supplanting requirement can result in a range of penalties, including suspension of future funds under this grant, recoupment of monies provided under this grant, and civil and/or criminal penalties. 4.29 OVERPAYMENTS TO GRANTEE In the event that overpayments or erroneous payments have been made to the Grantee under this Agreement, WASPC will provide written notice to the Grantee and the Grantee will refund the full amount to WASPC within thirty (30) calendar days of the notice. If Grantee fails to make timely refund, WASPC may charge Grantee one percent (1%) per month on the amount due, until paid in full. If the Grantee disagrees with WASPC’s actions under this section, then it may invoke the dispute resolution provisions of Section 4.13 Disputes. 4.30 PAY EQUITY 4.30.1 Grantee represents and warrants that, as required by Washington state law (Engrossed House Bill 1109, Sec. 211), during the term of this agreement, it agrees to equality among its workers by ensuring similarly employed individuals are compensated as equals. For purposes of this provision, employees are similarly employed if (i) the individuals work for Grantee, (ii) the performance of the job requires comparable skill, effort, and responsibility, and (iii) the jobs are performed under similar working conditions. Job titles alone are not determinative of whether employees are similarly employed. 4.30.2 Grantee may allow differentials in compensation for its workers based in good faith on any of the following: (i) a seniority system; (ii) a merit system; (iii) a system that measures earnings by quantity or quality of production; (iv) bona fide job-related factor(s); or (v) a bona fide regional difference in compensation levels. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 17 of 29 4.30.3 Bona fide job-related factor(s)” may include, but not be limited to, education, training, or experience, which is: (i) consistent with business necessity; (ii) not based on or derived from a gender-based differential; and (iii) accounts for the entire differential. 4.30.4 A “bona fide regional difference in compensation level” must be (i) consistent with business necessity; (ii) not based on or derived from a gender-based differential; and (iii) account for the entire differential. 4.30.5 Notwithstanding any provision to the contrary, upon breach of warranty and Grantee’s failure to provide satisfactory evidence of compliance within thirty (30) Days of WASPC’s request for such evidence, WASPC may suspend or terminate this Agreement. 4.31 PUBLICITY 4.31.1 The award of this Grant to Grantee is not in any way an endorsement of Grantee or Grantee’s Services by WASPC and must not be so construed by Grantee in any advertising or other publicity materials. 4.31.2 Grantee agrees to submit to WASPC, all advertising, sales promotion, and other publicity materials relating to this Agreement or any Service furnished by Grantee in which WASPC’s name is mentioned, language is used, or Internet links are provided from which the connection of WASPC’s name with Grantee’s Services may, in WASPC’s judgment, be inferred or implied. Grantee further agrees not to publish or use such advertising, marketing, sales promotion materials, publicity or the like through print, voice, the Web, and other communication media in existence or hereinafter developed without the express written consent of WASPC prior to such use. 4.32 RECORDS AND DOCUMENTS REVIEW 4.32.1 The Grantee must maintain books, records, documents, magnetic media, receipts, invoices or other evidence relating to this Agreement and the performance of the services rendered, along with accounting procedures and practices, all of which sufficiently and properly reflect all direct and indirect costs of any nature expended in the performance of this Agreement. At no additional cost, these records, including materials generated under this Agreement, are subject at all reasonable times to inspection, review, or audit by WASPC, the Office of the State Auditor, and state and federal officials so authorized by law, rule, regulation, or agreement [See 42 USC 1396a(a)(27)(B); 42 USC 1396a(a)(37)(B); 42 USC 1396a(a)(42(A); 42 CFR 431, Subpart Q; and 42 CFR § 447.202]. 4.32.2 The Grantee must retain such records for a period of six (6) years after the date of final payment under this Agreement. 4.32.3 If any litigation, claim or audit is started before the expiration of the six (6) year period, the records must be retained until all litigation, claims, or audit findings involving the records have been resolved. 4.33 REMEDIES NON-EXCLUSIVE The remedies provided in this Agreement are not exclusive, but are in addition to all other remedies available Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 18 of 29 under law. 4.34 RIGHT OF INSPECTION The Grantee must provide right of access to its facilities to WASPC, or any of its officers, or to any other authorized agent or official of the state of Washington or the federal government, at all reasonable times, in order to monitor and evaluate performance, compliance, and/or quality assurance under this Agreement. 4.35 RIGHTS IN DATA/OWNERSHIP 4.35.1 WASPC and Grantee agree that all data and work products (collectively “Work Product”) produced pursuant to this Agreement and received by WASPC will be considered a work for hire under the U.S. Copyright Act, 17 U.S.C. §101 et seq, and will be owned by WASPC. Grantee is hereby commissioned to create the Work Product. Work Product includes, but is not limited to, discoveries, formulae, ideas, improvements, inventions, methods, models, processes, techniques, findings, conclusions, recommendations, reports, designs, plans, diagrams, drawings, Software, databases, documents, pamphlets, advertisements, books, magazines, surveys, studies, computer programs, films, tapes, and/or sound reproductions, to the extent provided by law. Ownership includes the right to copyright, patent, register and the ability to transfer these rights and all information used to formulate such Work Product. 4.35.2 If for any reason the Work Product would not be considered a work for hire under applicable law, Grantee assigns and transfers to WASPC, the entire right, title and interest in and to all rights in the Work Product and any registrations and copyright applications relating thereto and any renewals and extensions thereof. 4.35.3 Grantee will execute all documents and perform such other proper acts as WASPC may deem necessary to secure for WASPC the rights pursuant to this section. 4.35.4 Grantee will not use or in any manner disseminate any Work Product to any third party, or represent in any way Grantee ownership of any Work Product, without the prior written permission of WASPC. Grantee will take all reasonable steps necessary to ensure that its agents, employees, or Subgrantees will not copy or disclose, transmit or perform any Work Product or any portion thereof, in any form, to any third party. 4.35.5 Material that is delivered under this Agreement, but that does not originate therefrom (“Preexisting Material”), must be transferred to WASPC with a nonexclusive, royalty-free, irrevocable license to publish, translate, reproduce, deliver, perform, display, and dispose of such Preexisting Material, and to authorize others to do so. Grantee agrees to obtain, at its own expense, express written consent of the copyright holder for the inclusion of Preexisting Material. WASPC will have the right to modify or remove any restrictive markings placed upon the Preexisting Material by Grantee. 4.35.6 Grantee must identify all Preexisting Material when it is delivered under this Agreement and must advise WASPC of any and all known or potential infringements of publicity, privacy or of intellectual property affecting any Preexisting Material at the time of delivery of such Preexisting Material. Grantee must provide WASPC with prompt written notice of each notice or claim of copyright infringement or infringement of other intellectual property right worldwide received by Grantee with respect to any Preexisting Material delivered under this Agreement. 4.36 RIGHTS OF STATE AND FEDERAL GOVERNMENTS Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 19 of 29 In accordance with 45 C.F.R. 95.617, all appropriate state and federal agencies, including but not limited to the Centers for Medicare and Medicaid Services (CMS), will have a royalty-free, nonexclusive, and irrevocable license to reproduce, publish, translate, or otherwise use, and to authorize others to use for Federal Government purposes: (i) software, modifications, and documentation designed, developed or installed with Federal Financial Participation (FFP) under 45 CFR Part 95, subpart F; (ii) the Custom Software and modifications of the Custom Software, and associated Documentation designed, developed, or installed with FFP under this Agreement; (iii) the copyright in any work developed under this Agreement; and (iv) any rights of copyright to which Grantee purchases ownership under this Agreement. 4.37 SERVICES TO PERSONS WITH LIMITED ENGLISH PROFICIENCY The Grantee must certify that Limited English Proficiency persons have meaningful access to the services under this program(s). National origin discrimination includes discrimination on the basis of limited English proficiency (LEP). To ensure compliance with Title VI of the Safe Streets Act, the Grantee is required to take reasonable steps to ensure that LEP persons have meaningful access to their programs. Meaningful access may entail providing language assistance services, including oral and written translation when necessary. The US Department of Justice has issued guidance for grantees to help them comply with Title VI requirements. The guidance document can be accessed on the internet at www.lep.gov. 4.38 SEVERABILITY If any provision of this Agreement or the application thereof to any person(s) or circumstances is held invalid, such invalidity will not affect the other provisions or applications of this Agreement that can be given effect without the invalid provision, and to this end the provisions or application of this Agreement are declared severable. 4.39 SITE SECURITY While on WASPC premises, Grantee, its agents, employees, or Subgrantees must conform in all respects with physical, fire or other security policies or regulations. Failure to comply with these regulations may be grounds for revoking or suspending security access to these facilities. WASPC reserves the right and authority to immediately revoke security access to Grantee staff for any real or threatened breach of this provision. Upon reassignment or termination of any Grantee staff, Grantee agrees to promptly notify WASPC. 4.40 SUBGRANTING 4.40.1 Neither Grantee, nor any Subgrantees, may enter into subcontracts for any of the work contemplated under this Agreement without prior written approval of WASPC. WASPC has sole discretion to determine whether or not to approve any such subcontract. In no event will the existence of the subcontract operate to release or reduce the liability of Grantee to WASPC for any breach in the performance of Grantee’s duties. 4.40.2 Grantee agrees that any proposed subcontracts must be provided to WASPC for review no later than 10 (ten) business days before such a subcontract’s effective date. 4.40.3 Grantee is responsible for ensuring that all terms, conditions, assurances and certifications set forth in this Agreement are included in any subcontracts. 4.40.4 If at any time during the progress of the work WASPC determines in its sole judgment that any Subgrantee is incompetent or undesirable, WASPC will notify Grantee, and Grantee must take Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 20 of 29 immediate steps to terminate the Subgrantee's involvement in the work. 4.40.5 The rejection or approval by WASPC of any Subgrantee or the termination of a Subgrantee will not relieve Grantee of any of its responsibilities under the Agreement, nor be the basis for additional charges to WASPC. 4.40.6 WASPC has no contractual obligations to any Subgrantee or vendor under Agreement to the Grantee. The Grantee is fully responsible for all obligations, financial or otherwise, to its Subgrantees. 4.41 SURVIVAL The terms and conditions contained in this Agreement that, by their sense and context, are intended to survive the completion, cancellation, termination, or expiration of the Agreement will survive. The right of WASPC to recover any Overpayments will also survive the termination of this Agreement. 4.42 CORRECTIVE ACTION PLAN/SUSPENSION/TERMINATION 4.42.1 CORRECTIVE ACTION PLAN—In the event that WASPC determines that the Grantee has failed or is reasonably likely to fail to comply with any term(s) or condition(s) of this Agreement (to include any and all attachments, references, appendices, or other documents included or referenced herein), then WASPC will immediately take steps to mitigate any harmful effects of such failure(s), and promptly prepare a Corrective Action Plan (CAP) with respect to such failure(s) and outline the steps WASPC believes to be necessary to remedy such failure(s). In the event that the Grantee is unable to complete the CAP, WASPC reserves it’s right to proceed with Termination or Suspension as outlined in the General Terms of this Agreement. SUSPENSION—If WASPC reasonably determines that the Grantee has failed or is reasonably likely to fail to comply with any term(s) or condition(s) of this Agreement (to include any and all attachments, references, appendices, or other documents included or referenced herein), WASPC reserves the right to issue a Notice of Suspension to the Grantee. A Notice of Suspension acts to suspend this Agreement in its entirety, including suspending payment for future services provided by Grantee. In the event a notice of suspension is issued, WASPC agrees to pay Grantee for all services provided under this Agreement prior to the issuance of the Notice of Suspension. WASPC reserves the right to reinstate an Agreement at its discretion by issuing a Notice of Reinstatement, or to move forward with Termination as outlined in Section 4.40 of the General Terms of this agreement. TERMINATION FOR DEFAULT—In the event WASPC determines that Grantee has failed to comply with the terms and conditions of a corrective action plan or the terms of this Agreement, WASPC has the right to suspend or terminate this Agreement. WASPC will notify Grantee in writing of the need to take corrective action. If corrective action is not taken within five (5) Business Days, or other time period agreed to in writing by both parties, the Agreement may be terminated. WASPC reserves the right to suspend all or part of the Agreement, withhold further payments, or prohibit Grantee from incurring additional obligations of funds during investigation of the alleged compliance breach and pending corrective action by Grantee or a decision by WASPC to terminate the Agreement. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 21 of 29 In the event of termination for default, Grantee will be liable for damages as authorized by law including, but not limited to, any cost difference between the original Agreement and the replacement or cover Agreement and all administrative costs directly related to the replacement Agreement, e.g., cost of the competitive bidding, mailing, advertising, and staff time. If it is determined that Grantee: (i) was not in default, or (ii) its failure to perform was outside of its control, fault or negligence, the termination will be deemed a “Termination for Convenience.” TERMINATION FOR CONVENIENCE—When, at the reasonable discretion of either WASPC or Grantee, it is in either party's best interest, both WASPC and Grantee may terminate this Agreement in whole or in part by providing ten (10) calendar days' written notice to the other party. If this Agreement is so terminated, each party will be liable only for payment in accordance with the terms of this Agreement for service rendered prior to the effective date of termination. No penalty shall accrue to either WASPC or Grantee in the event the termination option in this section is exercised. TERMINATION FOR NONALLOCATION OF FUNDS—If funds are not allocated to continue this Agreement in any future period, WASPC may immediately terminate this Agreement by providing written notice to the Grantee. The termination will be effective on the date specified in the termination notice. WASPC will be liable only for payment in accordance with the terms of this Agreement for services rendered prior to the effective date of termination. WASPC agrees to notify Grantee of such nonallocation at the earliest possible time. No penalty will accrue to WASPC in the event the termination option in this section is exercised. TERMINATION FOR WITHDRAWAL OF AUTHORITY—In the event that the authority of WASPC to perform any of its duties is withdrawn, reduced, or limited in any way after the commencement of this Agreement and prior to normal completion, WASPC may immediately terminate this Agreement by providing written notice to the Grantee. The termination will be effective on the date specified in the termination notice. WASPC will be liable only for payment in accordance with the terms of this Agreement for services rendered prior to the effective date of termination. WASPC agrees to notify Grantee of such withdrawal of authority at the earliest possible time. No penalty will accrue to WASPC in the event the termination option in this section is exercised. TERMINATION FOR CONFLICT OF INTEREST—Both WASPC and Grantee may terminate this Agreement by written notice to the other party if either WASPC or Grantee determines, after due notice and examination, that there is a violation of the Ethics in Public Service Act, Chapter 42.52 RCW, or any other laws regarding ethics in public acquisitions and procurement and performance of contracts, or Grantee's internal policy. In the event this Agreement is so terminated, WASPC will be entitled to pursue the same remedies against the Grantee as it could pursue in the event Grantee breaches the Agreement. 4.43 TERMINATION PROCEDURES 4.43.1 Upon termination of this Agreement, WASPC, in addition to any other rights provided in this Agreement, may require Grantee to deliver to WASPC any property specifically produced or acquired for the performance of such part of this Agreement as has been terminated. 4.43.2 WASPC will pay Grantee the agreed-upon price, if separately stated, for completed work and services accepted by WASPC and the amount agreed upon by the Grantee and WASPC for (i) completed work and services for which no separate price is stated; (ii) partially completed work and services; (iii) other property or services that are accepted by WASPC; and (iv) the protection Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 22 of 29 and preservation of property, unless the termination is for default, in which case WASPC will determine the extent of the liability. Failure to agree with such determination will be a dispute within the meaning of Section 4.13 Disputes. WASPC may withhold from any amounts due the Grantee such sum as WASPC determines to be necessary to protect WASPC against potential loss or liability. 4.43.3 After receipt of notice of termination, and except as otherwise directed by WASPC, Grantee must: • Stop work under the Agreement on the date of, and to the extent specified in, the notice; • Place no further orders or subcontracts for materials, services, or facilities except as may be necessary for completion of such portion of the work under the Agreement that is not terminated; • Assign to WASPC, in the manner, at the times, and to the extent directed by WASPC, all the rights, title, and interest of the Grantee under the orders and subcontracts so terminated; in which case WASPC has the right, at its discretion, to settle or pay any or all claims arising out of the termination of such orders and subcontracts; • Settle all outstanding liabilities and all claims arising out of such termination of orders and subcontracts, with the approval or ratification of WASPC to the extent WASPC may require, which approval or ratification will be final for all the purposes of this clause; • Transfer title to and deliver as directed by WASPC any property required to be furnished to WASPC; • Complete performance of any part of the work that was not terminated by WASPC; and • Take such action as may be necessary, or as WASPC may direct, for the protection and preservation of the records related to this Agreement that are in the possession of the Grantee and in which WASPC has or may acquire an interest. 4.44 WAIVER Waiver of any breach of any term or condition of this Agreement will not be deemed a waiver of any prior or subsequent breach or default. No term or condition of this Agreement will be held to be waived, modified, or deleted except by a written instrument signed by the parties. Only the WASPC Authorized Representative has the authority to waive any term or condition of this Agreement on behalf of WASPC. 4.45 WARRANTIES 4.45.1 Grantee represents and warrants that it will perform all services pursuant to this Agreement in a professional manner and with high quality and will immediately re-perform any services that are not in compliance with this representation and warranty at no cost to WASPC. 4.45.2 Grantee represents and warrants that it will comply with all applicable local, State, and federal licensing, accreditation and registration requirements and standards necessary in the performance of the Services. 4.45.3 Any written commitment by Grantee within the scope of this Agreement will be binding upon Grantee. Failure of Grantee to fulfill such a commitment may constitute breach and will render Grantee liable for damages under the terms of this Agreement. For purposes of this section, a commitment by Grantee includes: (i) Prices, discounts, and options committed to remain in force over a specified period of time; and (ii) any warranty or representation made by Grantee to WASPC or contained in any Grantee publications, or descriptions of services in written or other communication medium, used to influence WASPC to enter into this Agreement. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 23 of 29 SCHEDULE A: STATEMENT OF WORK PURPOSE WASPC intends to enter into an agreement with the Mason County Sheriff’s Office for purposes of establishing /continuing an MHFR Program that adheres to RCW 36.28A.440, to establish and expand mental health field response capabilities, utilizing mental health professionals to professionally, humanely, and safely respond to crises involving persons with behavioral health issues with treatment, diversion, and reduced incarceration time as primary goals. WASPC RESPONSIBILITIES 1. WASPC will provide a Grant Manager to monitor all progress under the program. To accomplish this monitoring function, WASPC staff may access de-identified data related to program services. 2. The Grant Manager shall provide timely response to Grantee communication. Grantee RESPONSIBILITIES 1. Grantee must 1.1. Implement the Mental Health Field Response Program as described in their Project Narrative and Project Timeline (as attached in “Exhibit A)”, with no unapproved substantive derivations. Requests for changes to this scope of work, or services laid out in the applicant’s Project Narrative and Project Timeline can be made to csanders@waspc.org. WASPC is under no obligation to grant such a request. 1.2. Include the following elements as central features of their program: • Grantee must include at least one mental health professional, as defined in RCW 71.05.020, who will perform field response professional services under the plan. A mental health professional may assist patrolling law enforcement officers either in the field or in an on-call capacity. • The mental health professional may also provide preventive, follow-up, training on mental health field response best practices, or other services at the direction of the local law enforcement agency. Nothing limits the mental health professional's participation to field patrol. 1.3. Implement the data collection tool as described elsewhere in the Agreement and enter information in an accurate and timely manner. 1.4. Notify WASPC of any changes in the Agreement or program management. 1.5. Actively participate in any monitoring activities deemed necessary by WASPC. 1.6. Comply with any recommendations that arise from monitoring activities. 1.7. Participate in any WASPC sponsored or facilitated training relative to working with American Indian/Alaskan Native individuals regarding disparities and needs, Indian health care delivery system, government-to- government relationships, and applicable federal and state laws and regulations. American Indian/Alaskan Native means any individual defined at 25 U.S.C. § 1603(1), § 1603(28), or § 1679(a) or who has been determined eligible as an Indian, under 42 C.F.R. § 136.12. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 24 of 29 Special Considerations 1. To allow agencies to provide the best and most comprehensive services possible, WASPC allows funding to be utilized for staffing of programs by properly credentialed and trained staff, at the following levels, under the stated conditions: 1.1. Mental Health Professional (MHP) as defined by RCW 71.05.020: • Programs must utilize an MHP as defined in RCW 71.05.020 to perform duties established in 36.28A.440(3): “…assist patrolling officers in the field or in an on-call capacity, provide preventive, follow-up, training on mental health field response best practices, or other services at the direction of the local law enforcement agency.” • MHPs should prioritize grant funded hours to providing services to individuals in crisis. • MHPs must provide a minimum of 1 hour per week of direct one-on-one supervision to Non-MHPs as required if the program utilizes non-MHPs. 1.2. Non-MHPs • Unless licensed to do so, the non-MHP does not provide support or services that would require a license or certification of any kind from the Washington State Department of Health, the Washington State Healthcare Authority, or any other governing body with regulatory authority in Washington State. • Individuals not meeting the definition of MHP as defined by RCW 71.05.020 may provide services under the following circumstances: o The non-MHP must receive a minimum of 1 hour per week of direct one-on-one supervision by a licensed MHP, o The non-MHP must immediately disengage with an individual that appears to be escalating to a state of acute crisis or agitation that may present a threat to their physical safety and follow any steps identified by agency policy. o Prior to providing services and no less than yearly, the non-MHP must participate in training relevant to all of the following topics: • Interacting with and providing social services to individuals with mental health conditions, to include Substance Use Disorder, • Program policies and standard operating procedures, • Necessary and practical physical safety precautions that must be taken when interacting with community members served by the program, • Necessary and practical techniques to avoid work related vicarious trauma and burn-out, • Please note that the training listed above is meant to represent a bare minimum standard to which all non-MHPs paid for using funds under this Agreement must adhere. WASPC expects that agencies will ensure that all of these requirements are met. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 25 of 29 2. Law Enforcement o WASPC places no conditions or limitations on the program’s use of sworn law enforcement staff that are included in “SCHEDULE B - Approved Budget.” Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 26 of 29 SCHEDULE B: APPROVED BUDGET DEFINITIONS “Personnel” represents the base salary and wages to individuals employed by the grantee that directly support the program. This does not include any benefits expenses paid by the grantee. Personnel expenses mut be substantiated with time and effort reporting (timesheets). (2 CFR § 200.430(i)) “Fringe Benefits” represents allowances and services provided by the grantee to their employees as compensation in addition to regular salaries and wages. Fringe benefits include, but are not limited to, the costs of leave (vacation, family- related, sick or military), employee insurance, pensions, and unemployment benefit plans. (2 CFR § 200.431(a)) “Travel” represents transportation, lodging, subsistence, and related expenses incurred by employees who are in travel status on program related business. All expenses charged to this category must be applied and allocated consistently throughout the term of the award. (2 CFR § 200.475) “Equipment” represents property with an acquisition cost of $5,000 or more, and a useful life of one or more years. (2 CFR § 200.1) “Supplies” represents tangible property other than those described in the definition of equipment. (2 CFR § 200.1) “Consultants/Contracts” represents the total dollar amount budgeted for the execution of contracts and agreements with parties not employed by the grantee. Professional and consultant services are rendered by persons who are members of a particular profession or possess a special skill, and who are not officers or employees of the grantee. These costs must be reasonable in relation to the services provided. (2 CFR § 200.459) “Other” represents costs not described in or allocated to another category. “Indirect” represents those expenses that are related to the conduct of program activities, but that can not be directly attributable to any particular project. Indirect costs for this award are capped and are not to exceed 15% of actual eligible expenses. (2 CFR § 200.414) Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 27 of 29 2025-2026 Approved Budget (Year 1) July 1, 2025 to June 30, 2026 Budget Category Amount Awarded A. Personnel $0.00 B. Fringe Benefits $0.00 C. Travel $0.00 D. Equipment $0.00 E. Supplies $0.00 F. Consultants/Contracts $176,148.36 G. Other $0.00 H. Indirect $0.00 TOTAL 2025-2026 AWARD $176,148.36 Please note that the “Approved Budget 2025-2026” is the final approved budget for your program during that state fiscal year. Unspent amounts from the 2025-2026 fiscal year will be forfeited by the grantee and will not be added to the following fiscal year’s budget amounts. Funds awarded under this Agreement must be expended as outlined in “EXHIBIT B—FINAL BUDGET SUBMISSION (As Attached)” unless otherwise noted in the “2025-2026 APPROVED BUDGET NARRATIVE”. 2025-2026 APPROVED BUDGET NARRATIVE: • Grant to support subcontract with Mason County Public Health who will subcontract with Olympic Health and Recovery to provide two additional clinician co-responders. Exhibit B—Final Budget Submission reflects actual figures provided by Olympia Health and Recovery. • To remain in compliance with RCW 36.28A.440, the Washington Association of Sheriffs and Police Chiefs (WASPC) will contract with the Mason County Sheriff's Office. The Sheriff's Office will establish an interdepartmental agreement enabling Mason County Public Health to contract with Olympic Health and Recovery Services (OHRS). This agreement will expand upon an existing partnership and support the Sheriff's Office in implementing a co-response model—either in the field or in an on-call capacity. OHRS will provide one Certified Peer Counselor and one Behavioral Health Clinician to assist with crisis response and deliver training on best practices. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 28 of 29 2026-2027 Approved Budget (Year 2) July 1, 2026 to June 30, 2027 Budget Category Amount Awarded A. Personnel $0.00 B. Fringe Benefits $0.00 C. Travel $0.00 D. Equipment $0.00 E. Supplies $0.00 F. Consultants/Contracts $201,755.80 G. Other $0.00 H. Indirect $0.00 TOTAL 2026-2027 AWARD $201,755.80 Please note that the “Approved Budget 2026-2027” is the final approved budget for your program during that state fiscal year. Funds awarded under this Agreement must be expended as outlined in “EXHIBIT B—FINAL BUDGET SUBMISSION (As Attached)” unless otherwise noted in the “2026-2027 APPROVED BUDGET NARRATIVE”. 2026-2027 APPROVED BUDGET NARRATIVE: • Grant to support subcontract with Mason County Public Health who will subcontract with Olympic Health and Recovery to provide two additional clinician co-responders. Exhibit B—Final Budget Submission reflects actual figures provided by Olympia Health and Recovery. • To remain in compliance with RCW 36.28A.440, the Washington Association of Sheriffs and Police Chiefs (WASPC) will contract with the Mason County Sheriff's Office. The Sheriff's Office will establish an interdepartmental agreement enabling Mason County Public Health to contract with Olympic Health and Recovery Services (OHRS). This agreement will expand upon an existing partnership and support the Sheriff's Office in implementing a co-response model—either in the field or in an on-call capacity. OHRS will provide one Certified Peer Counselor and one Behavioral Health Clinician to assist with crisis response and deliver training on best practices. Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C GRANT AWARD MHFR-25-008 Page 29 of 29 EXHIBITS (As Attached) Docusign Envelope ID: D5B51950-9D1D-4909-AFF0-7674FE5D2C2C Page 1 of 17 PROFESSIONAL SERVICES AGREEMENT BETWEEN MASON COUNTY SHERIFF’S OFFICE AND OLYMPIC HEALTH & RECOVERY SERVICES (OHRS) This Agreement is made between Mason County Sheriff’s Office (MCSO) (herein called the Local Government) and Olympic Health & Recovery Services (OHRS) (herein called Subcontractor) for Mental Health Field Response Services (WASPC Grant MHFR-25-008) (herein called the Project). As the Washington Association of Sheriffs & Police Chiefs (WASPC) is authorized the State of Washington to provide funds to units of local government selected to undertake and carry out projects under the WASPC in compliance with all applicable local, state, and federal laws, regulations and policies; and As the Local Government has applied for and received a WASPC award, contract number MHFR-25- 008, to fund the Project with Washington State funding; and As it benefits the Local Government to engage the Subcontractor to accomplish the Scope of Work and the objectives of the local WASPC project; The parties agree that: 1. SCOPE OF SERVICES A. Local Government Responsibilities The Local Government is responsible for administration of the WASPC contract, and ensuring WASPC funds are used in accordance with all program requirements [(24 CFR 570.501(b)] and its WASPC contract with WASPC referenced above. The Local Government will provide such assistance and guidance to the Subcontractor as may be required to accomplish the objectives and conditions set forth in this Agreement. The Local Government is responsible for completing the following tasks to accomplish the objectives of the Project: Principal Tasks • Execute contract with WASPC • Execute Professional Services AGREEMENT • Establish administrative and other record keeping systems • Process and submit payment requests and any WASPC Beneficiary Reports • Formulate and implement a subcontractor monitoring plan and conduct on-site review • Ensure grant activities are completed • Complete the grant close-out process with WASPC B. Subcontractor Responsibilities Page 2 of 17 The Subcontractor will complete in a satisfactory and proper manner as determined by the Local Government the following tasks to accomplish the Scope of Work as referenced in Attachment A of this Agreement. The Subcontractor will periodically meet with the Local Government to review the status of these tasks. Principal Tasks 1. Personnel & Staffing: Employ and supervise at least one mental health professional as defined in RCW 71.05.020. As a best practice, one mental health professional and one certified peer counselor will provide crisis response in the community. Ensure staff maintain appropriate licensure and training in crisis response and de-escalation. 2. Services: Provide field-based co-response services, crisis intervention, referral, follow-up, and training for deputies on behavioral health response. 3. Collaboration: Work closely with the Sheriff’s Office, participate in program meetings, and attend WASPC- sponsored training. 4. Data Collection & Reporting: Enter service data into the JULOTA Reach system, or other data collection system that meets the requirements, and provide monthly program reports to Mason County. 5. Program Goals: Reduce incarceration and ER use, increase diversion to services, and improve outcomes for individuals experiencing crisis. 2. TIME OF PERFORMANCE The effective date of this Agreement will be the date the parties sign and complete execution of this agreement and will be in effect for the time period during which the Subcontractor remains in control of WASPC funds or other WASPC assets. 3. AGREEMENT REPRESENTATIVES Each party to this Agreement shall have a representative. Each party may change its representative upon providing written notice to the other party. The parties’ representatives are as follows: A. Subcontractor: Olympic Health & Recovery Services (OHRS) Name of Representative: Joe Avalos, OHRS Administrator Mailing Address: 670 Woodland Square Loop SE, Suite 301 City, State and Zip Code: Lacey, WA 98503 Telephone Number: 360-763-5828 E-mail Address: joe.avalos@tmbho.org Federal EIN: 47-5326968 B. Local Government: Mason County Sheriff’s Office Name of Representative: Trevor Severance Title: Lieutenant Mailing Address: 411 N 5th Street City, State and Zip Code: Shelton, WA 98584 Telephone Number: 360-427-9670 ext 112 Fax Number: 360-427-9670 E-mail Address: tseverance@masoncountywa.gov Page 3 of 17 4. BUDGET The Local Government will pass through to the Subcontractor no more than $377,904.15 in WASPC funds for eligible incurred costs and expenses for the Project according to the following budget. Project Budget Budgeted Amount July 1, 2025 – June 30, 2026 $176,148.35 July 1, 2026 – June 30, 2027 $201,755.80 Indirect Cost Rate: The Subcontractor may charge a de minimis indirect cost rate of 10% of Modified Total Direct Costs. “Modified Total Direct Costs” shall mean all direct salaries and wages, applicable fringe benefits, materials and supplies, services, travel, and up to the first $25,000 of each subaward (regardless of the period of performance of the subawards under the award). MTDC excludes equipment, capital expenditures, and rental costs. Any amendments to this Agreement’s Budget must first be determined by the Local Government as consistent with its WASPC contract and then approved in writing by the Local Government and the Subcontractor. 5. PAYMENT The Local Government shall reimburse the Subcontractor in accordance with the payment procedures outlined in the WASPC contract. Reimbursement under this Agreement will be based on billings, supported by appropriate documentation of costs actually incurred. It is expressly understood that claims for reimbursement will not be submitted in excess of actual, immediate cash requirements necessary to carry out the purposes of the agreement. Funds available under this Agreement will be utilized to supplement rather than supplant funds otherwise available. It is understood that this Agreement is funded in whole or in part with WASPC funds through Washington State and is subject to those regulations and restrictions normally associated with State-funded programs and any other requirements that the State may prescribe. 6. PERFORMANCE MONITORING The Local Government will monitor the performance of the Subcontractor by tracking project progress, reviewing payment requests for applicable costs, managing the timely pass-through of WASPC funds, overseeing compliance with State requirements, and ensuring recordkeeping and audit requirements are met. Substandard performance as determined by the Local Government will constitute noncompliance with this Agreement. Formatted: Underline Formatted: No underline Formatted: Font: Italic Page 4 of 17 If action to correct such substandard performance is not taken by the Subcontractor within 30 days after being notified by the Local Government, contract suspension or termination procedures will be initiated. 7. SPECIAL CONDITIONS A. Withholding Payment: In the event the SUBCONTRACTOR has failed to perform any obligation under this AGREEMENT within the times set forth in the AGREEMENT, the LOCAL GOVERNMENT may, upon written notice, withhold from amounts otherwise due and payable to SUBCONTRACTOR, without penalty, until such failure to perform is cured or otherwise adjudicated. Withholding under this clause shall not be deemed a breach entitling SUBCONTRACTOR to termination or damages, provided that the LOCAL GOVERNMENT promptly gives notice in writing to the SUBCONTRACTOR of the nature of the default or failure to perform, and in no case more than 10 days after it determines to withhold amounts otherwise due. A determination of the Administrative Office set forth in a notice to the SUBCONTRACTOR of the action required and/or the amount required to cure any alleged failure to perform shall be deemed conclusive under this clause, without prejudice to any other remedy under the AGREEMENT, 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 SUBCONTRACTOR , (3) to set off any amount so paid or incurred from amounts due or to become due the SUBCONTRACTOR . In the event the SUBCONTRACTOR obtains relief upon a claim under the Disputes clause, no penalty or damages shall accrue to SUBCONTRACTOR by reason of good faith withholding by the LOCAL GOVERNMENT under this clause. B. Labor Standards: SUBCONTRACTOR 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 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. C. Waiver of Noncompetition: SUBCONTRACTOR 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 the LOCAL GOVERNMENT, and SUBCONTRACTOR 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 the LOCAL GOVERNMENT. Page 5 of 17 D. Ownership of Items Produced: All writings, programs, data, public records or other materials prepared by SUBCONTRACTOR and/or its consultants or sub-contractors, in connection with performance of this AGREEMENT, shall be the sole and absolute property of LOCAL GOVERNMENT. E. E-verify: The E-Verify contractor program for Mason County applies to contracts of $100,000 or more and subcontracts for $25,000 or more if the primary contract is for $100,000 or more. SUBCONTRACTOR represents and warrants that it will, for at least the duration of the AGREEMENT, register and participate in the status verification system for all newly hired employees. The term “employee” as used herein means any person that is hired to perform work for Mason County. As used herein, “status verification system: means the Illegal Immigration Reform and Immigration Responsibility Act of 1996 that is operated by the United States Department of Homeland Security, also known as the E-Verify Program, or any other successor electronic verification system replacing the E-Verify Program. SUBCONTRACTOR agrees to maintain records of such compliance and, upon request of the LOCAL GOVERNMENT, to provide a copy of each such verification to the LOCAL GOVERNMENT. SUBCONTRACTOR further represents and warrants that any person assigned to perform services hereunder meets the employment eligibility requirements of all immigration laws of the State of Washington. SUBCONTRACTOR understands and agrees that any breach of these warranties may subject SUBCONTRACTOR to the following: (a) termination of the AGREEMENT and ineligibility for any Mason County contract for up to three (3) years, with notice of such cancellation/termination being made public. In the event of such termination/cancellation, SUBCONTRACTOR would also be liable for any additional costs incurred by the LOCAL GOVERNMENT due to contract cancellation or loss of license or permit. SUBCONTRACTOR will review and enroll in the E-Verify program through this website: www.uscis.gov F. Disputes: Differences between SUBCONTRACTOR and LOCAL GOVERNMENT, arising under and by virtue of the AGREEMENT Documents, shall be brought to the attention of LOCAL GOVERNMENT at the earliest possible time in order that such matters may be settled or other appropriate action promptly taken. Except for such objections as are made of record in the manner hereinafter specified and within the time limits stated, the records, orders, rulings, instructions, and decisions of the Administrative Officer shall be final and conclusive. G. Notice of Potential Claims: Subcontractor 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 or LOCAL GOVERNMENT, or (2) the happening of any event or occurrence, unless Subcontractor has given LOCAL GOVERNMENT 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 Page 6 of 17 before final payment by LOCAL GOVERNMENT. The written Notice of Potential Claim shall set forth the reasons for which Subcontractor believes additional compensation or extension of time is due, the nature of the cost involved, and insofar as possible, the amount of the potential claim. Subcontractor 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. H. Detailed Claim: Subcontractor 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 LOCAL GOVERNMENT, Subcontractor has given LOCAL GOVERNMENT 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. I. Arbitration: Other than claims for injunctive relief brought by a party hereto (which may be brought either in court or pursuant to the arbitration provision), and consistent with the provisions hereinabove, any claim, dispute or controversy between the PARTIES under, arising out of, or related to the AGREEMENT 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 the AGREEMENT. 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 AGREEMENT 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 the sole and exclusive remedy between them regarding any dispute presented or pled before the arbitrator. At the request of either party made no 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 t o mediate and process with arbitration. J. Venue and Choice of Law: In the event that any litigation should arise concerning the construction or interpretation of any of the terms of the AGREEMENT, the venue of such action of litigation shall be in the courts of the State of Washington in and for the County of Mason, or a neighboring county in the event of a conflict of interest. Unless otherwise specified herein, this AGREEMENT shall be governed by the laws of Mason County and the State of Washington. Page 7 of 17 K. Communication: Subcontractor will not communicate directly with WASPC concerning this PROJECT without prior notice to LOCAL GOVERNMENT. 8. GENERAL CONDITIONS A. General Compliance The Subcontractor agrees to comply with: • All applicable Federal, State and Local laws, regulations, and policies, governing the funds provided under this Agreement. B. Independent Contractor Nothing contained in this Agreement is intended to, or will be construed in any manner, as creating or establishing the relationship of employer/employee between the parties. The Subcontractor will at all times remain an “independent contractor” with respect to the services to be performed under this Agreement. The Local Government will be exempt from payment of all Unemployment Compensation, FICA, retirement, life and/or medical insurance and Workers’ Compensation Insurance, as the Subcontractor is an independent contractor. C. Hold Harmless The Subcontractor will hold harmless, defend and indemnify the Local Government from any and all claims, actions, suits, charges and judgments whatsoever that arise out of the Subcontractor’s performance or nonperformance of the services or subject matter called for in this Agreement. D. Workers’ Compensation The Subcontractor will provide Workers’ Compensation Insurance Coverage for all of its employees involved in the performance of this Agreement. E. Insurance and Bonding The Subcontractor will carry sufficient insurance coverage to protect contract assets from loss due to theft, fraud and/or undue physical damage, and as a minimum will purchase a blanket fidelity bond covering all employees in an amount equal to cash advances from the Local Government as detailed in “Exhibit C Insurance Requirements.” The Subcontractor shall furnish the Local Government with properly executed certificate of insurance or a signed policy endorsement which shall clearly evidence all insurance required in this section prior to commencement of services. The certificates will, at a minimum, list limits of liability and coverage. The certificate will provide that the underlying insurance contract will not be cancelled or allowed to expire except on thirty (30) days prior written notice to the Local Government. G. Funding Source Recognition Page 8 of 17 The Subcontractor will insure recognition of the roles of WASPC, the State of Washington, and the Local Government in providing services through this Agreement. All activities, facilities and items utilized pursuant to this Agreement will be prominently labeled as to funding source. H. Amendments The Local Government or Subcontractor may amend this Agreement at any time provided that such amendments make specific reference to this Agreement, and are executed in writing, signed by a duly authorized representative of each organization, and approved by the Local Government’s governing body. Such amendments will not invalidate this Agreement, nor relieve or release the Local Government or Subcontractor from its obligations under this Agreement. I. Suspension or Termination In accordance with 2 CFR 200.338-9, the Local Government may suspend or terminate this Agreement if the Subcontractor materially fails to comply with any terms of this Agreement, which include (but are not limited to) the following: 1. Failure to comply with any of the rules, regulations or provisions referred to herein, or such statues, regulations, executive orders, and policies or directives as may become applicable at any time; 2. Failure, for any reason, of the Subcontractor to fulfill in a timely and proper manner its obligations under this Agreement. 3. Ineffective or improper use of funds provided under this Agreement; or 4. Submission by the Subcontractor to the Local Government of reports that are incorrect or incomplete in any material respect. In accordance with 2 CFR 200.339, this Agreement may also be terminated by either the Local Government or the Subcontractor, in whole or in part, by setting forth the reasons for such termination, the effective date, and, in the case of partial termination, the portion to be terminated. However, if in the case of a partial termination, the Local Government determines that the remaining portion of the award will not accomplish the purpose for which the award was made, the Local Government may terminate the award in its entirety. 9. ADMINISTRATIVE REQUIREMENTS A. Financial Management 1. Accounting Standards The Subcontractor agrees to comply with 2 CFR 200 and agrees to adhere to the accounting principles and procedures required therein, utilize adequate internal controls, and maintain necessary source documentation for all costs incurred. 2. Cost Principles Page 9 of 17 The Subcontractor will administer its program in conformance with 2 CFR 200. These principles will be applied for all costs incurred whether charged on a direct or indirect basis. 3. Duplication of Costs The Subcontractor certifies that work to be performed under this Agreement does not duplicate any work to be charged against any other contract, subcontract or other source. B. Documentation and Record Keeping 1. Records to Be Maintained The Subcontractor will maintain all records required by the law of the State of Washington that are pertinent to the activities to be funded under this Agreement. 2. Access to Records and Retention The grantee, WASPC, and other authorized representatives of the state and federal governments shall have access to any books, documents, papers and records of the Subcontractor that are directly pertinent to this Agreement for the purposes of making audit, examination, excerpts and transcriptions. All such records and all other records pertinent to this Agreement and work undertaken under this Agreement will be retained by the Subcontractor for a period of six years after final audit of the Local Government’s WASPC project, unless a longer period is required to resolve audit findings or litigation. In such cases, the Local Government will request a longer period of record retention. 3. Audits and Inspections All Subcontractor records with respect to any matters covered by this Agreement will be made available to the Local Government and duly authorized officials of the state and federal government, at any time during normal business hours, as often as deemed necessary, to audit, examine, and make excerpts or transcripts of all relevant data. Any deficiencies noted in audit reports must be fully cleared by the Subcontractor within 30 days after receipt by the Subcontractor. Failure of the Subcontractor to comply with the above audit requirements will constitute a violation of this Agreement and may result in the withholding of future payments. C. Reporting 1. Periodic Reports The Subcontractor, at such times and in such forms as the Local Government may require, will furnish the Local Government such periodic reports as it may request pertaining to the work or services undertaken pursuant to this Agreement, the costs and obligations incurred or to be incurred in connection therewith, and any other matters covered by this Agreement. D. PERSONNEL AND PARTICIPANT CONDITIONS A. Civil Rights Page 10 of 17 Title VI of the Civil Rights Act of 1964: Under Title VI of the Civil Rights Act of 1964, no person will, on the grounds of race, color, creed, religion, sex or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance. B. Conduct 1. Assignability The Subcontractor will not assign or transfer any interest in this Agreement without the prior written consent of the Local Government thereto; provided, however, that claims for money due or to become due to the Subcontractor from the Local Government under this contract may be assigned to a bank, trust company, or other financial institution without such approval. Notice of any such assignment or transfer will be furnished promptly to the Local Government and WASPC. 2. Conflict of Interest No member of the Local Government’s governing body and no other public official of such locality, who exercises any functions or responsibilities in connection with the planning or carrying out of the project, will have any personal financial interest, direct or indirect, in this Agreement; and the Subcontractor will take appropriate steps to assure compliance. The Subcontractor covenants that its employees have no interest and will not acquire interest, direct or indirect, in the study area or any parcels therein or any other interest which would conflict in any manner or degree with the performance of services hereunder. The Subcontractor further covenants that in the performance of this Agreement, no person having such interest will be employed. 3. Debarment A. Grantee, defined as the primary participant and its principals, certifies by signing these General Terms and Conditions that to the best of its knowledge and belief that they: i. Are not presently debarred, suspended, proposed for debarment, declared ineligible or voluntarily excluded from covered transactions by any Federal department or agency. ii. Have not within a three-year period preceding this Grant, been convicted of or had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public or private agreement or transaction, violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, tax evasion, receiving stolen property, making false claims, or obstruction of justice; iii. Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federal, State, or local) with commission of any of the offenses enumerated in paragraph (1)(b) of federal Executive Order 12549; and iv. Have not within a three-year period preceding the signing of this Grant had one or more public transactions (Federal, State, or local) terminated for cause of default. B. Where the Grantee is unable to certify to any of the statements in this Grant, the Grantee shall attach an explanation to this Grant. Page 11 of 17 C. The Grantee agrees by signing this Grant that it shall not knowingly enter into any lower tier covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the State of WA. D. The Grantee further agrees by signing this Grant that it will include the clause titled “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion-Lower Tier Covered Transaction,” as follows, without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions: i. The lower tier Grantee certifies, by signing this Grant that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. ii. Where the lower tier Grantee is unable to certify to any of the statements in this Grant, such contractor shall attach an explanation to this Grant. E. The terms covered transaction, debarred, suspended, ineligible, lower tier covered transaction person, primary covered transaction, principal, and voluntarily excluded, as used in this section have the meanings set out in the Definitions and Coverage sections of the rules implementing Executive Order 12549. You may contact COMMERCE for assistance in obtaining a copy of these regulations. D. Copyright If this Agreement results in any copyrightable material or inventions, the Local Government and/or WASPC reserves the right to royalty-free, non-exclusive and irrevocable license to reproduce, publish or otherwise use and to authorize others to use, the work or materials for governmental purposes. E. Religious Activities The Subcontractor agrees that funds provided under this Agreement will not be utilized for inherently religious activities prohibited by 24 CFR 570.200(j), such as worship, religious instruction, or proselytization. 10. SEVERABILITY If any provision of this Agreement is held invalid, the remainder of this Agreement will not be affected thereby and all other parts of this Agreement will nevertheless be in full force and effect. 11. PERFORMANCE WAIVER The Local Government’s failure to act with respect to a breach by the Subcontractor does not waive its right to act with respect to subsequent or similar breaches. The failure of the Local Government to exercise or enforce any right or provision will not constitute a waiver of such right or provision. 12. ENTIRE AGREEMENT This Agreement constitutes the entire agreement between the Local Government and the Subcontractor for the use of funds received under this Agreement and it supersedes all prior communications and proposals, whether electronic, oral, or written between the Local Government and the Subcontractor with respect to this Agreement. The attachments to this Agreement are identified as follows: Exhibit A Scope-of-Work Page 12 of 17 Exhibit B Budget Exhibit C Insurance Requirements Exhibit D Certificate of Insurance IN WITNESS WHEREOF, the Local Government and the Subcontractor have executed this Agreement as of the date and year last written below. MASON COUNTY SHERIFFS OFFICE, WASHINGTON OLYMPIC HEALTH & RECOVERY SERVICES By: _____________________________________ By: ____________________________________ Ryan Spurling, Mason County Sheriff Joe Avalos, Administrator Title: ___________________________________ Title: __________________________________ Date: ___________________________________ Date: __________________________________ Approved As To Form: ___________________________________________ Tim Whitehead, Chief DPA Page 13 of 17 EXHIBIT A SCOPE-OF -WORK Olympic Health & Recovery Services (OHRS) will be responsible for completing the tasks and activities below as well as others as detailed throughout this AGREEMENT. It is OHRS responsibility to review, understand, implement and adhere to all requirements as this Scope-of-Work is a summary, not an exhaustive list. SUBCONTRACTOR will: 1. Personnel & Staffing: Employ and supervise at least one mental health professional as defined in RCW 71.05.020. Ensure staff maintain appropriate licensure and training in crisis response and de- escalation. As a best practice, a dyad of one mental health professional and one certified peer counselor will provide crisis response in the community. 2. Services: Provide field-based co-response services, crisis intervention, referral, follow-up, and training for deputies on behavioral health response. 3. Collaboration: Work closely with the Sheriff’s Office, participate in program meetings, and attend WASPC-sponsored training. 4. Data Collection & Reporting: Enter service data into the JULOTA Reach system , or other data collection system that meets the requirements, and provide monthly program reports to Mason County Sheriff’s Office. 5. Program Goals: Reduce incarceration and ER use, increase diversion to services, and improve outcomes for individuals experiencing crisis. Page 14 of 17 EXHIBIT B Budget 1. The maximum compensation under this Agreement shall not exceed $377,904.15, reimbursable in accordance with Attachment B: Budget. - Year 1 (July 1, 2025 – June 30, 2026): $176,148.35 - Year 2 (July 1, 2026 – June 30, 2027): $201,755.80 Payments will be made on a reimbursement basis upon submission of monthly invoices with supporting documentation. No advance payments will be made. 2. Staff charging time to the WASPC grant must record actual hours worked on a timesheet. Timesheets are to be signed, certifying that the hours charged are for time spent providing WASPC grant-related services. 3. Signed and certified timesheets must be maintained by the SUBCONTRACTOR . 4. Financial policies, practices and processes must adhere to the requirements detailed in this AGREEMENT and as well as applicable Mason County's (LOCAL GOVERNMENT) policies and procedures. Page 15 of 17 EXHIBIT C INSURANCE REQUIREMENTS 1. MINIMUM Insurance Requirements: A. Commercial General Liability Insurance using 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. 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 $1,000,000 per accident, combined single limit. If SUBCONTRACTOR owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If SUBCONTRACTOR or SUBCONTRACTOR’s employees will use personal autos in any way on this project, SUBCONTRACTOR shall obtain evidence of personal auto liability coverage for each such person. D. 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 LOCAL GOVERNMENT for injury to employees of SUBCONTRACTOR , subcontractors or others involved in the Work. The scope of coverage provided is subject to approval of LOCAL GOVERNMENT following receipt of proof of insurance as required herein. 2. Certificate of Insurance: A certificate of insurance is attached hereto as "Exhibit D Certificate of Insurance." 3. Basic Stipulations: A. SUBCONTRACTOR agrees to endorse third party liability coverage required herein to include as additional insureds LOCAL GOVERNMENT, its officials, employees and agents, 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.] SUBCONTRACTOR also agrees to require all SUBCONTRACTOR s, subcontractors, and anyone else involved in this Contract on behalf of the SUBCONTRACTOR (hereinafter “indemnifying PARTIES”) to comply with these provisions. B. SUBCONTRACTOR agrees to waive rights of recovery against LOCAL GOVERNMENT 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 SUBCONTRACTOR or required of others by SUBCONTRACTOR pursuant to this Contract shall be endorsed to delete the subrogation condition as to LOCAL GOVERNMENT, or must specifically allow the named insured to waive subrogation prior to a loss. D. All coverage types and limits required are subject to approval, modification and additional requirements by LOCAL GOVERNMENT. SUBCONTRACTOR shall not make any reductions in scope or limits of coverage that may affect LOCAL GOVERNMENT’s protection without LOCAL GOVERNMENT’s prior written consent. Page 16 of 17 E. Proof of compliance with these insurance requirements, consisting of endorsements and certificates of insurance shall be delivered to LOCAL GOVERNMENT prior to the execution of this Contract. 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, LOCAL GOVERNMENT has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests. Any premium so paid by LOCAL GOVERNMENT shall be charged to and promptly paid by SUBCONTRACTOR or deducted from sums due SUBCONTRACTOR. F. It is acknowledged by the PARTIES of this Contract that all insurance coverage required to be provided by SUBCONTRACTOR 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 LOCAL GOVERNMENT. G. SUBCONTRACTOR 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 LOCAL GOVERNMENT. If SUBCONTRACTOR’s existing coverage includes a self-insured retention, the self-insured retention must be declared to the LOCAL GOVERNMENT. The LOCAL GOVERNMENT may review options with SUBCONTRACTOR, which may include reduction or elimination of the self-insured retention, substitution of other coverage, or other solutions. H. SUBCONTRACTOR will renew the required coverage annually as long as LOCAL GOVERNMENT, 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 LOCAL GOVERNMENT executes a written statement to that effect. Page 17 of 17 EXHIBIT D CERTIFICATE OF INSURANCE Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.16 From: Travis Adams Ext: 530 Department: Choose an item.Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 9, 2026 Agenda Date(s): February 17, 2026 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: State Route 3 Freight Corridor Schedule Background/Executive Summary: The 2025 Legislature approved $78,912,000 for the SR 3 Strategic Freight Corridor, with the final phase of funding scheduled in the 2027–29 Biennium. There are significant concerns with the Governor’s proposed transportation budget released in December 2025, which delays this funding until the 2031–33 Biennium. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Approval of the letters to the Transportation Committee Chairs and legislators sharing concerns with delaying the State Route 3 Freight Corridor schedule. Attachment(s): Letters MASON COUNTY BOARD OF COMMISSIONERS 1ST District RANDY NEATHERLIN 2nd District PAT TARZWELL 3rd District SHARON TRASK Mason County Building 1 411 North Fifth Street Shelton, WA 98584-3400 (360) 427-9670 ext. 419 Fax (360) 427-8437 February 17, 2026 Representative Jake Fey 415 John L. O'Brien Building PO Box 40600 Olympia, WA 98504 Re: Maintain SR 3 Freight Corridor Schedule – Critical to Mason County Dear Representative Fey, The 2025 Legislature approved $78,912,000 for the SR 3 Strategic Freight Corridor, with the final phase of funding scheduled in the 2027–29 Biennium. Mason County has significant concerns with the Governor’s proposed transportation budget released in December 2025, which delays this funding until the 2031–33 Biennium. For Mason County, this delay is not just a scheduling issue —it is an economic, safety, and infrastructure issue with real and immediate consequences. The county has worked closely with the Washington State Department of Transportation and regional partners for several years to advance the SR 3 project because it is essential to our residents, businesses, and public services. The SR 3 Freight Corridor is the only project that provides Mason County with a reliable, high- speed regional connection to Kitsap County . It will move freight and regional traffic between Shelton and Bremerton while bypassing the urban center of Belfair, which currently serves as a bottleneck for regional travel. Today, Belfair’s main corridor must carry local trips, freight traffic, emergency response, school buses, and commuters, all on the same roadway. Completion of this project will: • Reduce congestion and improve safety through Belfair • Provide a critical alternate route during highway closures due to crashes or other incidents • Improve reliability for freight movement and regional travel • Support emergency response, transit, and other public services • Strengthen Mason County’s access to jobs, goods, and services throughout the region As regional demands continue to grow, particularly with the expansion and increasing strategic importance of nearby military installations, Mason County’s transportation network must keep pace. This corridor is not optional infrastructure; it is foundational to regional mobility and economic resilience. A Finding of No Significant Impact (FONSI) was signed on November 15, 2024, and is valid for five years. Further delay risks triggering additional federal review, potentially forfeiting tens of millions of dollars already invested, while also driving up project costs due to inflation. Every biennium of delay makes this project more expensive and more disruptive for Mason County residents and businesses. We respectfully urge you to maintain the previously approved funding schedule for the SR 3 Strategic Freight Corridor in the final Transportation Budget and ensure this critical project stays on track for Mason County and the greater region. Sincerely, Pat Tarzwell, Randy Neatherlin, Sharon Trask, Chair Vice-Chair Commissioner Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.17 From: McKenzie Smith Ext: 589 Department: Support Services Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 9, 2026 Agenda Date(s): February 17, 2026 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: Appointment of Jennifer Williams to the Lewis-Mason-Thurston Area Agency on Aging Background/Executive Summary: The Lewis-Mason-Thurston Area Agency on Aging is a local government agency that provides home and community services for seniors and adults with disabilities to help them remain living in their own homes. The Advisory Council makes recommendations to the Council of Governments and staff. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Approval to appoint Jennifer Williams to the Lewis-Mason-Thurston Area Agency on Aging for an initial two-year term expiring February 17, 2028. Attachment(s): Application Letter Received 01/30/26 Commissioners Randy Neatherlin, Sharon Trask and Pat Tarzwell. Travis Adams, McKenzie Smith, Chrissy Franklin,Lisa Bachmann. MASON COUNTY BOARD OF COMMISSIONERS 1ST District RANDY NEATHERLIN 2nd District PAT TARZWELL 3rd District SHARON TRASK Mason County Building 1 411 North Fifth Street Shelton, WA 98584-3400 (360) 427-9670 ext. 419 Fax (360) 427-8437 February 17, 2026 Jennifer Williams Dear Jennifer, We are pleased to announce that we have appointed you to serve on the Lewis- Mason-Thurston Area Agency on Aging Advisory Board to fill an unexpired term ending February 17, 2028. Chrissy Franklin is the contact and will provide you with meeting information. If you need to contact her, please call (360) 664-2168. The link to the Lewis- Mason-Thurston Area Agency on Aging Advisory Board website can be found at https://www.lmtaaa.org/. The Lewis-Mason-Thurston Area Agency on Aging Advisory Board typically meets the 1st Wednesday of the month at 9:30 a.m. to approximately noon at the Area Agency on Aging Office located at 2404 Heritage Court SW in Olympia, WA. Zoom options are available. The Mason County Boards and Commissions Handbook can be found at: https://masoncountywa.gov/forms/advisory/boards_commissions_handbook.pdf As a Board member, we ask that you become familiar with the Open Public Meetings Act (OPMA) and the Public Records Act (PRA). Our Advisory Boards are subject to these regulations. The link to the online training can be found at http://www.atg.wa.gov/open-government-training. Please view Lessons 2 and 3 as soon as you are able. Once you have viewed these trainings, please contact Chrissy Franklin for documentation purposes. We appreciate your willingness to serve on the important board and are certain you will provide valuable input. Thank you for your service to our community, ___________________ Pat Tarzwell, Chair ___________________ Randy Neatherlin, Vice-Chair ___________________ Sharon Trask, Commissioner Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.18 From: McKenzie Smith Ext: 589 Department: Support Services Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 9, 2026 Agenda Date(s): February 17, 2026 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: Appointment of Mark Wilhelm II to the Mason County Board of Health Background/Executive Summary: The Mason County Board of Health is responsible for supervising matters pertaining to the preservation of the life and health of the people within Mason County. The powers and duties of the board of health shall be as enumerated in RCW 70.05.060. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Approval to appoint Mark Wilhelm II to the Mason County Board of Health for a three-year term expiring February 17, 2029. Attachment(s): Application Letter Received 01/30/2026 Commissioners Randy Neatherlin, Sharon Trask and Pat Tarzwell. Travis Adams, McKenzie Smith, Melissa Casey, Dave Windom. MASON COUNTY BOARD OF COMMISSIONERS 1ST District RANDY NEATHERLIN 2nd District PAT TARZWELL 3rd District SHARON TRASK Mason County Building 1 411 North Fifth Street Shelton, WA 98584-3400 (360) 427-9670 ext. 419 Fax (360) 427-8437 February 17, 2026 Mark Wilhelm II Re: Appointment to the Mason County Board of Health Dear Mark, We are pleased to inform you of your appointment to the Mason County Board of Health (BOH) to serve an unexpired term ending on February 17, 2029. McKenzie Smith, Clerk of the Board, will serve as your staff contact and will provide you with meeting schedules and related information. McKenzie can be reached at (360) 427-9670 ext. 589 or msmith@masoncountywa.gov. Additional details regarding the Board of Health can be found online on the State Legislature Revised Code of Washington website https://app.leg.wa.gov/rcw/default.aspx?cite=70.05 as well as the Mason County Code Chapter 2.14 – Health Department website: https://library.municode.com/wa/mason_county/codes/code_of_ordinances?nodeId=TIT2ADPE_C H2.14HEDE. As a member of the BOH, it is important that you familiarize yourself with the Open Public Meetings Act (OPMA) and the Public Records Act (PRA). This required training can be found at: http://www.atg.wa.gov/open-government-training. Please complete Lessons 2 and 3 at your earliest convenience and notify McKenzie once completed for documentation purposes. Thank you for your willingness to serve. Your contribution is greatly valued, and we are confident your insights will be a valuable asset to the committee and our community! Sincerely, Pat Tarzwell, Randy Neatherlin, Sharon Trask, Chair Vice-Chair Commissioner Mason County Agenda Request Form To: Board of Mason County Commissioners Item No. 8.19 From: Travis Adams Ext: 530 Department: County Administrator Briefing: ☒ Action Agenda: ☒ Public Hearing: ☐ Special Meeting: ☐ Briefing Date(s): February 2 & 9, 2026 Agenda Date(s): February 17, 2026 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: Memorandum of Understanding with the City of Bremerton for Sanitary Sewer Service Background/Executive Summary: The Memorandum of Understanding (MOU) with the City of Bremerton for Sanitary Sewer Service has been revised to state that the City of Bremerton will pay for the Puget Sound Industrial Center (PSIC) Sewer Service Feasibility Study as found in Attachment A. Associated Costs/Budget Impact (amount, funding source, budget amendment, etc.): N/A Public Outreach: N/A Requested Action: Approval of the Memorandum of Understanding with the City of Bremerton for Sanitary Sewer Service. Attachment(s): MOU MEMORANDUM OF UNDERSTANDING BETWEEN MASON COUNTY AND THE CITY OF BREMERTON RELATED TO SANITARY SEWER SERVICE PROVISION MEMORANDUM OF UNDERSTANDING (“MOU”) for the provision of sewer service is made and entered into on the _____ day of ___________, 2025, by and between Mason County (“County”), a political subdivision of the State of Washington, and the City of Bremerton (“City”), a municipal corporation of the State of Washington, (the Parties). RECITALS A. Mason County owns and operates the Belfair sewer system, with a current service area of the Belfair Urban growth Area (UGA). B. The Belfair Water Reclamation Facility (WRF) is designed to treat up to 375,000 gallons per day (GPD) and currently permitted for 125,000 GPD. The facility presently treats 78,000 GPD on average. C. A plan and schedule to serve growth is to be submitted to Ecology when actual average max monthly fiow reaches 106,250 GPD (85% of 0.125 MGD) for three consecutive months or when projected increases would reach design capacity within flve years, whichever occurs flrst. D. The Mason County Capital Facilities Plan anticipates preparation of an engineering report to modify and expand facilities to accommodate increased fiow. E. The City of Bremerton borders the northern Belfair UGA boundary and has requested service for a maximum daily fiow of 160,000 GPD and corresponding maximum instantaneous fiow not to exceed 450 gallons per minute (GPM). The City projects the maximum fiow of 160,000 GPD will be reached sometime over a period of 20 years, depending on the rate of new development. F. The following procedural items are required prior to serving should the County agree: a. General Sewer Plans for both the County and City indicating existing and proposed service areas; who will own, operate and maintain systems; municipality boundaries; existing and proposed system components; and other pertinent requirements of WAC 173-240-050. b. The Plans are submitted and approved by Ecology. c. Engineering reports and design are completed and approved by Ecology in accordance with WAC 173-240-060. d. An interlocal agreement is executed deflning the terms of sewer service. G. The Wa shington State Department of Commerce (Commerce) awarded the City $3 million to design Belfair WRF capacity upgrades ($1.4 million) and City conveyance infrastructure ($1.6 million) which will fulflll item F. c. H. Mason County and the City of Bremerton have cooperatively discussed and planned for serving the southern portion of the Puget Sound Industrial Center (PSIC) for several years. I. Both Parties agree to conduct a preliminary engineering and flnancial evaluation that quantifles capital, flnancial, and operational impacts for both Parties. The City of Bremerton agrees to pay for Mason County’s study, which will include the contents found in Attachment A. AGREEMENT NOW, THEREFORE, it is mutually agreed that: Mason County conceptually agrees to provide sewer service to the City with a maximum daily fiow of 160,000 GPD and corresponding maximum instantaneous fiow not to exceed 450 gallons per minute (GPM) PROVIDED THAT: 1. Both parties agree to the area to be served within the City. A map of the service area is contained herein as Exhibit A. 2. Mason County is a sub-recipient of the Commerce grant, and both parties meet and regularly review grant products. 3. Both parties shall strive to complete item I. within 180 days of executing this MOU. 4. Within 90 days of completion of item I. above, Mason County determines whether it is in its best interest to provide sewer service to the City and will provide written communication to the city. 5. Once a determination has been made an interlocal agreement will be negotiated and executed committing to sewer service, or this MOU shall expire and no further action, including, but not limited to formulation of an interlocal agreement shall be taken by the parties regarding provision of sewer service unless and until a new agreement is reached. IN WITNESS WHEREOF the Parties hereto have executed this Agreement as of the day and year flrst above written. DATED this _____________, day of ___________________, 2025 BOARD OF COUNTY COMMISSIONERS CITY OF BREMERTON MASON COUNTY, WASHINGTON ___________________________________ ___________________________________ Greg Wheeler, Mayor Pat Tarzwell, Chair ATTEST: ATTEST: ___________________________________ _________________________________ Angela Hoover, City Clerk McKenzie Smith, Clerk of the Board APPROVE AS TO FORM: APPROVE AS TO FORM: ___________________________________ ___________________________________ Kylie Finnell, City Attorney Tim Whitehead, Ch, DPA Attachment “A” PSIC Sewer Service Feasibility Study Integrated Draft Scope of Work (RFP) Mason County, Washington 1. Purpose of the Study Mason County is soliciting professional consulting services to conduct a comprehensive feasibility study evaluating the potential provision of sewer service from the County-owned Belfair sewer system to the Puget Sound Industrial Center (PSIC), located within the City of Bremerton. The purpose of this study is to provide Mason County decision-makers with a clear, objective evaluation of technical, financial, governance, policy, and economic considerations associated with potential service, without presuming an outcome. This study does not constitute a commitment by Mason County to provide sewer service. 2. Study Objectives The feasibility study shall evaluate whether sewer service to PSIC can be provided in a manner that: • Protects existing Mason County ratepayers • Preserves long-term system capacity and operational flexibility • Allocates capital and operating costs equitably • Minimizes financial, regulatory, and governance risk to the County • Is consistent with Mason County’s long-term growth, land use, and economic interests • Clearly distinguishes regional benefits from direct Mason County impacts 3. Scope of Work Task 1 – Project Initiation and Coordination • Conduct a kickoff meeting with Mason County and City of Bremerton staff • Confirm study assumptions, data sources, and coordination protocols • Establish interim milestones and deliverables Deliverable: Project Management Plan and Schedule Task 2 – Confirmation of Planning Assumptions • Review and confirm PSIC wastewater flow, growth, and phasing assumptions • Identify any material deviations from assumptions used in the Belfair General Sewer Plan Deliverable: Planning Assumptions Confirmation Memorandum Task 3 – Capacity and Infrastructure Implications Using existing planning documents and analyses where available: • Evaluate available treatment and conveyance capacity • Identify infrastructure required to serve PSIC • Distinguish infrastructure driven by PSIC service from infrastructure driven by Mason County growth • Identify timing implications for capacity upgrades or regulatory thresholds Deliverable: Infrastructure and Capacity Implications Memorandum Task 4 – Financial and Ratepayer Impact Analysis Evaluate financial implications associated with potential PSIC service, including: • Capital and operations and maintenance costs attributable to PSIC • Cost allocation methodologies and funding mechanisms • Rate impacts to existing Belfair customers, future Belfair customers, and PSIC users The analysis shall explicitly evaluate whether sewer service to PSIC can be provided without subsidy from existing Mason County ratepayers. Deliverable: Financial and Ratepayer Impact Report Task 5 – Governance, Ownership, and Risk Allocation Evaluate governance and risk considerations, including: • Asset ownership models • Operations and maintenance responsibility • Emergency response authority • Regulatory compliance responsibility • Long-term operational, financial, and liability risk exposure Deliverable: Governance and Risk Allocation Options Matrix Task 6 – Economic and Business Impact Considerations Evaluate the potential economic and business implications of providing sewer service to PSIC, with a focus on Mason County interests. This analysis shall be qualitative and policy-focused and is not intended to be a market forecast or economic development plan. At a minimum, the analysis shall address: 1. Interjurisdictional Growth Considerations Whether sewer service to PSIC is reasonably expected to be additive to regional economic activity or to redirect growth that might otherwise occur within Mason County. 2. Implications for Mason County Businesses and Employment Areas Whether PSIC service could compete with existing or planned commercial or employment areas within Mason County or affect the County’s ability to attract future development. 3. Direct and Indirect Benefits to Mason County Potential benefits such as employment opportunities for Mason County residents, secondary economic activity, or fiscal and operational benefits. 4. Opportunity Cost Considerations Whether reserving or allocating sewer system capacity for PSIC could limit Mason County’s flexibility to accommodate future growth within County-served areas. 5. Policy Implications How economic considerations may inform Mason County’s long-term economic development objectives and future interjurisdictional service requests. Deliverable: Economic and Business Impact Considerations Memorandum Task 7 – Timing and Sensitivity Analysis Evaluate sensitivity to: • Accelerated or delayed PSIC development • Variations in land use or industrial intensity • Regulatory trigger acceleration • Infrastructure sequencing risks Deliverable: Timing and Sensitivity Scenarios Memorandum Task 8 – Policy, Precedent, and Long-Term Implications Assess: • Whether providing sewer service to PSIC establishes precedent • Conditions that distinguish PSIC from other potential service requests • Policy guardrails to manage future interjurisdictional service requests Deliverable: Policy and Precedent Analysis Memorandum Task 9 – Feasibility Decision Framework Develop a decision-support framework identifying: • Conditions under which proceeding may be reasonable • Conditions under which proceeding is not advisable • Conditions requiring deferral or additional prerequisites This task shall support policy decision-making and shall not recommend a specific outcome. Deliverable: Feasibility Decision Matrix (Proceed / Proceed with Conditions / Do Not Proceed) Task 10 – Final Report and Board Briefing • Prepare a consolidated feasibility study report • Prepare an executive summary suitable for public release • Prepare briefing materials for the Board of County Commissioners Deliverables: • Final Feasibility Study Report • Executive Summary • BOCC Presentation Materials Mason County Agenda Request Form To: Board of Mason County Commissioners From: Mike Collins, PLS, PE, County Engineer Ext. 450 Department: Public Works Briefing: ☒ Action Agenda: ☒ Public Hearing: ☒ Action Agenda: ☒ Special Meeting: ☐ Briefing Date(s): January 5, 2026 Agenda Date(s): January 6, 2026 - Set Hearing February 17, 2026 - Hearing Internal Review: ☐ Finance ☐ Human Resources ☒ Legal ☐ Information Technology ☐ Other Please ensure proper internal review channels have been followed, (this is the responsibility of the requesting Department) Item: Amend the 2026-2031 Six-Year Transportation Improvement Program and 2026 Annual Construction Program – SET HEARING Background/Executive Summary: The 2026 Annual Construction Plan expenditure adopted on 9/16/2025 is $12,676.574. The recently adopted Road Fund 2026 capital expenditure budget is $11,458,826 leaving the construction program out of balance by $1,217,748. Adopted budget and construction plans are to be submitted to the County Road Admisnistration Board (CRAB) by 12/31 each year and are to be balanced. Staff proposes amending the Annual Construction Program and 6-Year TIP to comply and have advised CRAB of the needed amendment. Budget Impact: Revising the annual construction program will match the adopted 2026 construction budget. Staff will revisit the construction program and budget with Commissioners during the first 2026 budget amendment. Public Outreach: Notice of Public Hearing will be published in the Shelton Journal, and the amended Annual and 6-Year TIP will be available to view on the County website. Recommended or Requested Action: Recommend the Board of Commissioners authorize to set a public hearing for February 17, 2026 at 9:15am to amend the 2026 - 2031 Six-Year Transportation Improvement Program (TIP) and the 2026 Annual Construction Program. Attachments: 1. Amended 2026 Annual Construction Program 2. Amended 2026-2031 6-Year TIP 2026 Equipment Purchase Plan COUNTY >> A TOTAL COSTRUCTION DONE - columns (13) + (14)DATE RECOMMENDED PROG. SUBMITTED B COMPUTED COUNTY FORCES LIMIT DATE OF FINAL ADOPTION C TOTAL COUNTY FORCES CONSTRUCTION - (column (14)ORDINANCE/RESOLUTION NO. DATE OF AMENDMENT (1) (2) (3)(5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) ROAD # ROAD NAME BMP EMP FFC 01 1 ELFENDAHL PASS RD IMPROVEMENT PROJECT 80610 ELFENDAHL PASS RD 1.85 4.85 08 3.00 D E 332,000 825,000 STP 0 0 1,157,000 0 1,157,000 02 2 CLOQUALLUM RD SAFETY IMPROVEMENT PROJECT 10000 CLOQUALLUM RD 1.52 5.89 07 4.37 D E 1,400,000 HSIP 0 0 1,400,000 0 1,400,000 03 3 EELLS HILL (GRAVEL CONVERSION) 40850 EELLS HILL RD 1.28 2.30 09 1.02 C E 80,000 0 0 80,000 80,000 04 4 TAHUYA P0ST OFFICE BRIDGE 70390 N. SHORE ROAD 14.88 14.90 08 0.02 I I 200,000 0 0 0 200,000 200,000 05 5 LYNCH ROAD CULVERT REPLACEMENT 15500 LYNCH ROAD 2.27 2.27 07 0.00 L E 0 182,000 RCO 182,000 0 0 182,000 06 6 BLEVINS RD EVERGREEN ESTATES WATER EXTENSION 50990 BLEVINS RD NORTH 0.00 0.22 19 0.22 D I 0 551,764 CDBG 100,000 0 451,764 0 551,764 07 7 LITTLE SKOOKUM INLET TRIBUTARIES FISH PASSAGE 15500 LYNCH AND PHILLIPS 07 0.00 L E 256,810 2,963,000 RCO 2,719,810 500,000 3,219,810 08 8 BEAR CREEK DEWATTO ROAD (ROCK PIT)79800 BEAR CR DEWATTO RD 0.43 1.02 07 0.59 RC I 64,000 576,000 RAP 20,000 20,000 600,000 640,000 09 9 BEAR CREEK DEWATTO (TIGER) 79800 BEAR CR DEWATTO RD 1.53 1.96 07 0.43 RC i 103,500 931,500 RAP 20,000 20,000 995,000 1,035,000 PAGE/PROGRAM TOTALS, CONSTRUCTION 1,036,310 7,429,264 3,041,810 540,000 4,803,764 80,000 8,465,574 GRAND TOTAL (ALL 595) SOURCES OF FUNDS COUNTY ROAD FUNDS OTHER FUNDS PROGRAM SOURCEAMOUNT ESTIMATED EXPENDITURES PE & CE (595.10) RIGHT OF WAY (595.20)CONTRACT CONSTRUCTION COUNTY FORCES August 5, 2025 September 16, 2025 2025-057 ROAD SEGMENT INFORMATION (4) TOTAL $'S 4,883,764$ 1,269,573$ 80,000$ AN N U A L P R O G R A M IT E M N U M B E R 6Y E A R R O A D PR O G R A M I T E M N O . PROJECT NAME PR O J E C T LE N G T H (Miles) PR O J E C T T Y P E C O D E ( S ) ANNUAL CONSTRUCTION PROGRAM FOR 2026 EN V I R O N M E N T A L AS S E S S M E N T MASON CRAB FORM #3, MC REVISED 12/30/2025 Agency:Mason County 12/22/2025 Co. No.:23 Co. Name:Mason County Hearing Date: Adoption Date: City No. - - -MPO/RTPO:Peninsula Amend Date: - Resolution No.: Project Identification Project Costs in Thousands of Dollars A. Federal Aid No. B. Bridge No. Fund Source Information Federal Funding Phase Federal Federal State Start Fund Cost by Fund State Local Total (mm/dd/yy)Code Phase Source Funds Funds Funds CRP PE 0 ELFENDAHL PASS RD RW 0 Rd. No.: 80610 CN 7/1/2026 STP 825 332 1157 1157 N/A From: MP 1.85 To: MP 4.85 STP PAVING PROJECT (BELFAIR TAHUYA NORTH THREE MILES) Total 2026 Project Cost $ 1,157,000 TOTALS 825 0 332 1157 1157 0 0 0 CRP PE 0 CLOQUALLUM ROAD SAFETY IMPROVEMENT PROJECT RW 0 Rd. No.: 10000 CN 7/4/2026 HSIP 1211 189 1400 1400 N/A From: MP 1.52 To: MP 5.89 SAFETY ENHANCEMENT (SHOULDERS, GUARDRAIL) Total 2026 Project Cost $ 1,400,000 TOTALS 1211 0 189 1400 1400 0 0 0 CRP PE 0 EELLS HILL ROAD (GRAVEL CONVERSION) RW 0 Rd. No.: 40850 CN 8/1/2026 80 80 80 N/A From: MP 1.28 To: MP 2.30 GRAVEL CONVERSION TO CHIP SEAL Total 2026 Project Cost $ 80,000 TOTALS 0 0 80 80 80 0 0 0 CRP PE 0 TAHUYA POST OFFICE BRIDGE RW 0 Rd. No.: 70390 N. SHORE ROAD CN 8/1/2026 200 200 200 N/A From: MP 14.88 To: MP 14.90 RAISE SUPERSTRUCTURE Total 2026 Project Cost $ 200,000 TOTALS 0 0 200 200 200 0 0 0 CRP PE FBRB 182 182 182 LYNCH ROAD CULVERT REPLACEMENT RW 0 Rd. No. 15500 CN 0 From: MP. 2.27 To: MP. 2.27 PE. FOR CULVERT REPLACEMENT Total 2026 Project Cost $ 182,000 TOTALS 0 182 0 182 182 0 0 0 CRP PE 4/1/2026 CDBG 100 100 100 BLEVINS RD EVERGREE ESTATES WATER EXTENSION RW 0 Rd No.: 50990 CN 7/1/2026 CDBG 451.764 451.764 451.764 From MP 0.00 To: MP 0.22 WATER LINE EXTENSION Total 2026 Project Cost $ 551,764 TOTALS 0 551.764 0 551.764 551.764 0 0 0 CRP PE 2/1/2026 FBRB 2663 56.81 2719.81 2719.81 LITTLE SKOOKUM INLET TRIBUTARIES FISH PASSAGE RW 2/1/2026 FBRB 300 200 500 500 Rd. No.: 15500 AND 16630 CN N/A From: MP To: MP FIVE CULVERT REPLACEMENTS ON LYNCH AND PHILLIPS ROAD Total 2026 Project Cost $ 3,219,810 TOTALS 0 2963 256.81 3219.81 3219.81 0 0 0 E Phase PE - Preliminary Engineering RW - Right of Way CN - Construction Funding STP - Surface Transportation Program HSIP - Highway Safety Improvement Program RATA - Rural Arterial Trust Account BROS - Bridge Replacement Project TP - Transportation Partnerships TAP - Transportation Alternatives Program FBRB - Brian Abbot Fish Barrier Removal Board FLAP - Federal Lands Access Program EM - Federal Emergency Management Act and State Emergency Management funds 08 7 0.00 E0.22 DRAFT Six Year Transportation Improvement Program From 2026 to 2031 07 2 4.37 E 08 1 3.00 Nu m b e r Pr i o r i t y Cl a s s En vir Ty pe E E 08 4 0.02 E 09 3 1.02 08 5 09 6 C. Project Title Pr o j e c t Ph a s e Federally Funded Projects OnlyExpenditure Schedule F. Describe Work to be Done E. Beginning MP or road - Ending MP or road 4th thru 6th3rdTo t a l L e n g t h Fu n c t i o n a l 2nd1st D. Street/Road Name of Number R/W Required Date (mm/yy) Project Identification Project Costs in Thousands of Dollars A. Federal Aid No. B. Bridge No. Fund Source Information Federal Funding Phase Federal Federal State Start Fund Cost by Fund State Local Total (mm/dd/yy)Code Phase Source Funds Funds Funds CRP PE 4/1/2026 RATA 18 2 20 20 BEAR CREEK DEWATTO IMPROVEMENT PROJECT (ROCK PIT)RW 6/1/2026 RATA 0 20 20 20 Rd. No.: 79800 CN 8/1/2026 RATA 558 42 600 600 6/1/2024 From: MP 0.43 To: MP 1.02 RE-ALIGN ROAD AROUND ROCK PIT Total 2026 Project Cost $ 640,000 TOTALS 0 576 64 640 640 0 0 0 CRP PE 4/1/2026 RATA 18 2 20 20 BEAR CREEK DEWATTO (TIGER) IMPROVEMENT PROJECT RW 6/1/2026 20 20 20 Rd No.: 79800 CN 8/1/2026 RATA 913.5 81.5 995 995 From MP 1.53 To: MP 1.96 RE-ALIGN ROAD Total 2026 Project Cost $ 1,035,000 TOTALS 0 931.5 103.5 1035 1035 0 0 0 CRP PE 10 10 10 NEIGHBORHOOD ROADWAY SAFETY GRANTS RW 0 CN 0 Total 2026 Project Cost $ 10,000 TOTALS 0 0 10 10 10 0 0 0 CRP PE 4/1/2026 15 15 15 JOHNS PRAIRIE RD/ SR 3 INTERSECTION RW 6/1/2026 40 40 40 Rd. No.: 91720 CN 0 From: MP 3.60 To: MP 3.77 INTERSECTION IMPROVEMENT Total 2026 Project Cost $ 55,000 TOTALS 0 0 55 55 55 0 0 0 CRP PE 4/1/2026 0 RATA 45 5 50 50 BEAR CREEK DEWATTO CULV. REPLACEMENT MP 6.18 RW 0 Rd. No.: 79800 CN 8/1/2026 RATA 405 45 450 450 From: MP 6.14 To: MP 6.21 CULVERT REPLACEMENT Total 2026 Project Cost $ 500,000 TOTALS 0 450 50 500 500 0 0 0 CRP PE 0 COQUALLUM ROAD IMPROVEMENT PROJECT RW 0 Rd No.: 10000 (WIVEL HILL) CN 6/1/2026 RATA 1000 200 1200 1200 From: MP 6.6 To: MP 7.8 ROAD RE-ALIGNMENT AND PAVING PROJECT Total 2026 Project Cost $ 1,200,000 TOTALS 0 1000 200 1200 1200 0 0 0 CRP PE 1/1/2026 50 50 50 Belfair Connector - Log Yard Road E.RW 10/1/2026 50 50 50 Rd. No.: CN 0 From: SR3 To: Belfair Freight Corridor Design for new construction Total 2026 Project Cost $ 100,000 TOTALS 0 0 100 100 100 0 0 0 CRP 2019 PE 6/1/2026 50 50 50 Belfair Connector - Romance Hill RW 7/1/2026 50 50 50 Rd. No.: 86500 CN 0 From: SR3 To: Belfair Freight Corridor Design for new construction Total 2026 Project Cost $ 100,000 TOTALS 0 0 100 100 100 0 0 0 09 14 0.00 Phase PE - Preliminary Engineering RW - Right of Way CN - Construction Funding STP - Surface Transportation Program HSIP - Highway Safety Improvement Program RATA - Rural Arterial Trust Account BROS - Bridge Replacement Project TP - Transportation Partnerships TAP - Transportation Alternatives Program FBRB - Brian Abbot Fish Barrier Removal Board FLAP - Federal Lands Access Program EM - Federal Emergency Management Act and State Emergency Management funds 09 15 0.00 07 13 1.20 D C E 08 12 0.07 E 07 08 09 17 18 19 10 0.17 07 9 E E17 11 0.43 07 8 0.59 E To t a l L e n g t h Expenditure Schedule Federally Funded Projects Only Pr o j e c t Ph a s e Fu n c t i o n a l Cl a s s Pr i o r i t y Nu m b e r C. Project Title En vir Ty pe R/W Required Date (mm/yy) D. Street/Road Name of Number 1st 2nd 3rd 4th thru 6th E. Beginning MP or road - Ending MP or road F. Describe Work to be Done D C E A. Federal Aid No. B. Bridge No. Fund Source Information Federal Funding Phase Federal Federal State Start Fund Cost by Fund State Local Total (mm/dd/yy) Code Phase Source Funds Funds Funds CRP PE 0 SKOKOMISH VALLEY ROAD RECONSTRUCTION RW 0 Rd. No.: 41640 CN 8/1/2026 FLAP 1600 1600 1600 From: MP 3.8 To: MP 4.6 Road reconstruction partner w/ Mason Cons Dist $8M total project cost Total 2026 Project Cost $ 1,600,000 TOTALS 0 1600 0 1600 1600 0 0 0 CRP PE 0 RASOR ROAD EXTENSION RW 5/2/2026 150 150 150 Rd. No.: 62400 CN 0 From: MP TBD To: MP TBD EXTEND RASOR ROAD TO RASOR LANE Total 2026 Project Cost $ 150,000 TOTALS 0 0 150 150 150 0 0 0 CRP PE 4/1/2026 40 40 40 WSDOT / COUNTY INTERSECTION FEASIBILITY RW 0 Rd. No.: CLIFTON, OBH/ SR300, N. BAY/ SR 3 CN 0 From: MP To: MP Total 2026 Project Cost $ 40,000 TOTALS 0 0 40 40 40 0 0 0 CRP PE 0 ROCK CREEK ROAD (GRAVEL CONVERSION)RW 0 Rd. No.: 10480 CN 7/4/2027 90 90 90 From: MP 0.00 To: MP 1.10 GRAVEL CONVERSION TO CHIP SEAL Total 2026 Project Cost $ 90,000 TOTALS 0 0 90 90 0 90 0 0 CRP PE 0 WEBB HILL ROAD (GRAVEL CONVERSION)RW 0 Rd. No.: 57530 CN 8/1/2027 100 100 100 From: MP 1.79 To: MP 3.00 Total 2026 Project Cost $ 100,000 TOTALS 0 0 100 100 0 100 0 0 CRP PE 0 UNCLE JOHNS CREEK LOWER CULVERT REPLACEMENT RW 0 Rd. No.: 23500 AGATE LOOP ROAD CN 6/1/2027 FBRB 2580 2580 2580 From: MP 0.64 To: MP 0.64 CULVERT REPLACEMENT Total 2026 Project Cost $ 2,580,000 TOTALS 0 2580 0 2580 0 2580 0 0 CRP PE 0 MCREAVY ROAD SAFETY ENHANCEMENT PROJECT RW 0 Rd. No.: 97670 CN 8/1/2028 HSIP 1400 1400 1400 From: MP 2.55 To: 6.41 SAFETY ENHANCEMENT (SHOULDERS, GUARDRAIL) Total 2026 Project Cost $ 1,400,000 TOTALS 1400 0 0 1400 0 0 1400 0 CRP PE 0 DECKERVILLE ROAD IMPROVEMENT PROJECT RW 0 Rd. No.: 00800 CN 8/1/2028 STP 1300 1300 1300 From: MP 0.0 To: 3.80 HMA OVERLAY Total 2026 Project Cost $ 1,300,000 TOTALS 1300 0 0 1300 0 0 1300 0 Phase PE - Preliminary Engineering RW - Right of Way CN - Construction Funding STP - Surface Transportation Program HSIP - Highway Safety Improvement Program RATA - Rural Arterial Trust Account BROS- Bridge Replacement Project TP - Transportation Partnerships TAP - Transportation Alternatives Program FBRB - Brian Abbot Fish Barrier Removal Board FLAP - Federal Lands Access Program EM - Federal Emergency Management Act and State Emergency Management funds 09 21 0.00 08 23 08 22 3.86 E 09 20 1.20 09 19 1.10 TB D 18 0.00 09 17 0.00 TB D Fu n c t i o n a l Cl a s s Pr i o r i t y Nu m b e r Expenditure Schedule Federally Funded Projects Only Pr o j e c t P h a s e C. Project Title En vir Ty pe R/W Required Date (mm/yy) D. Street/Road Name of Number 1st 2nd 3rd 4th thru 6th E. Beginning MP or road - Ending MP or road F. Describe Work to be Done To t a l L e n g t h 08 16 0.80 3.80 Project Identification Project Costs in Thousands of Dollars A. Federal Aid No. B. Bridge No. Fund Source Information Federal Funding Phase Federal Federal State Start Fund Cost by Fund State Local Total (mm/dd/yy) Code Phase Source Funds Funds Funds CRP PE 9/1/2027 BROS 150 150 150 CHAPMAN COVE BRIDGE REPLACEMENT RW 9/1/2027 BROS 150 150 150 Rd. No.: 23500 AGATE LOOP ROAD CN 8/1/2028 BROS 4000 4000 4000 From: MP 0.49 To: 0.49 BRIDGE REPLACEMENT Total Project Cost $ 4,300,000 TOTALS 4300 0 0 4300 0 300 4000 0 CRP PE 0 TRAILS ROAD IMPROVEMENT PROJECT RW 0 Rd. No.: 62310 CN 8/1/2027 1025 1025 1025 From: MP 0.0 To: MP 1.6 HMA OVERLAY Total Project Cost $ 1,025,000 TOTALS 0 0 1025 1025 0 1025 0 0 CRP PE 9/1/2028 BROS 150 150 150 HLIBOKI BRIGDE REPLACEMENT RW 9/1/2028 BROS 150 150 150 Rd. No. 10290 BULB FARM ROAD CN 8/1/2029 BROS 3000 3000 3000 From: MP 0.35 To MP 0.35 BRIDGE REPLACEMENT Total Project Cost $ 3,300,000 TOTALS 3300 0 0 3300 0 0 300 3000 CRP PE 0 HIGHLAND ROAD IMPROVEMENT PROJECT RW 0 Rd. No. 04450 CN 8/1/2027 STP 865 135 1000 1000 From: MP 4.62 To: MP 7.92 HMA OVERLAY Total Project Cost $ 1,000,000 TOTALS 865 0 135 1000 0 1000 0 0 CRP PE 0 HIGHLAND ROAD IMPROVEMENT PROJECT RW 0 Rd. No. 04450 CN 8/1/2031 STP 865 400 1265 1265 From: MP 0.00 To: MP 4.62 HMA OVERLAY Total Project Cost $ 1,265,000 TOTALS 865 0 400 1265 0 0 0 1265 CRP PE 12/1/2027 BROS 221 73.5 294.5 294.5 EVERS BRIDGE IMPROVEMENT PROJECT RW 0 Rd. No.90100 MATLOCK BRADY RD CN 8/1/2028 BROS 614.25 204.75 819 819 From: MP 23.05 To: MP 23.05 Strip existing timber surface and re-apply protective coating Total Project Cost $ 1,113,500 TOTALS 835.25 0 278.25 1113.5 0 294.5 8190 CRP PE 12/1/2027 BROS 199.5 66.5 266 266 MISSION CREEK 3 BRIDGE IMPROVEMENT PROJECT RW 0 Rd. No. 84110 STEELHEAD RD CN 8/1/2028 BROS 600 200 800 800 From: MP 0.04 To: MP 0.04 Construct footing and pier wall and replace the North approach Total Project Cost $ 1,066,000 TOTALS 799.5 0 266.5 1066 0 266 800 0 CRP PE 12/1/2027 BROS 56.25 18.75 75 75 VANCE CREEK DIV BRIDGE IMPROVEMENT PROJECT RW 0 Rd. No. 41640 SKOKOMISH VALLEY RD CN 8/1/2028 BROS 400 150 550 550 From: MP 4.56 To: MP 4.56 Replace damaged concrete girder Total Project Cost $ 625,000 TOTALS 456.25 0 168.75 625 0 75 550 0 08 31 0.00 09 30 0.00 Phase PE - Preliminary Engineering RW - Right of Way CN - Construction Funding STP - Surface Transportation Program HSIP - Highway Safety Improvement Program RATA - Rural Arterial Trust Account BROS - Bridge Replacement Project TP - Transportation Partnerships TAP - Transportation Alternatives Program FBRB - Brian Abbot Fish Barrier Removal Board FLAP - Federal Lands Access Program EM - Federal Emergency Management Act and State Emergency Management funds 07 29 0.00 07 28 4.62 07 27 3.30 09 26 0.00 07 25 1.60 Fu n c t i o n a l Cl a s s Pr i o r i t y Nu m b e r To t a l L e n g t h Expenditure Schedule Federally Funded Projects Only Pr o j e c t Ph a s e C. Project Title En vir Ty pe R/W Required Date (mm/yy) D. Street/Road Name of Number 1st 2nd 3rd 4th thru 6th E. Beginning MP or road - Ending MP or road F. Describe Work to be Done 09 24 0.00 Project Identification Project Costs in Thousands of Dollars A. Federal Aid No. B. Bridge No. Fund Source Information Federal Funding Phase Federal Federal State Start Fund Cost by Fund State Local Total (mm/dd/yy)Code Phase Source Funds Funds Funds CRP PE 1/1/2027 BROS 100 100 100 HARSTINE ISLAND BRIDGE IMPROVEMENT PROJECT RW 0 Rd. No. 3000 CN 8/1/2029 BROS 900 900 900 From: MP 0.12 To: MP 0.40 Repair spalding on columns Total Project Cost $ 1,000,000 TOTALS 1000 0 0 1000 0 100 0 900 CRP PE 1/1/2029 20 20 20 SAND HILL ROAD IMPROVEMENT PROJECT RW 0 Rd. No. 86070 TOP HILL TO BCD CN 8/1/2030 1400 1400 1400 From: MP 1.22 To: MP 5.79 HMA OVERLAY Total Project Cost $ 1,420,000 TOTALS 0 0 1420 1420 0 0 0 1420 CRP PE 1/1/2026 20 20 20 BEAR CREEK DEWATTO RD IMPROVEMENT PROJECT RW 0 Rd. No. 79800 TAHUYA BLACKSMITH TO CN 8/1/2031 RATA 1000 200 1200 1200 From: MP 8.45 To: MP 10.35 DEWATTO HOLLY HMA OVERLAY AND ROAD RE-ALIGNMENT Total Project Cost $ 1,220,000 TOTALS 0 1000 220 1220 20 0 0 1200 CRP PE 1/1/2027 20 20 20 BELFAIR TAHUYA RD IMPROVEMENT PROJECT RW 0 Rd. No. 97500 DEWATTO RD TO CN 8/1/2028 1400 1400 1400 From : MP 7.48 To: MP 11.75 N. SHORE RD HMA OVERLAY Total Project Cost $ 1,420,000 TOTALS 0 0 1420 1420 0 20 1400 0 CRP PE 4/1/2030 BROS 720 180 900 900 STRETCH ISLAND BRIDGE REPLACEMENT RW 4/1/2030 BROS 100 20 120 120 Rd. No. 64500 ECKERT ROAD CN 4/1/2031 BROS 6835.2 1708.8 8544 8544 From: MP 0.14 To: MP 0.21 Replace the 356' bridge Total Project Cost $ 9,564,000 TOTALS 7655.2 0 1908.8 9564 0 0 0 9564 CRP PE 0 CLIFTON AND SR 300 INTERSECTION IMPROVEMENT RW 0 Rd. No. 86750 & 98250 CN 8/1/2031 HSIP 3000 3000 3000 From: MP 0.20 Construct a roundabout at the intersection Total Project Cost $ 3,000,000 TOTALS 3000 0 0 3000 0 0 0 3000 CRP PE 0 BROCKDALE AND BASTONE CUT-OFF INTERSECTION IMPROVEMENT RW 0 Rd. No. 90090 & 51300 CN 8/1/2031 HSIP 2000 2000 2000 From: MP 0.00 Construct a roundabout at the intersection Total Project Cost $ 2,000,000 TOTALS 2000 0 0 2000 0 0 0 2000 CRP PE 0 AGATE ROAD IMPROVEMENT PROJECT #4 RW 0 Rd. No. 23910 CRESTVIEW TO PICKERING CN 8/1/2029 1110 1110 1110 From: MP 3.78 To: MP 6.65 County crew to prepare shoulders contract HMA overlay 12' lanes & 5' shoulders Total Project Cost $ 1,110,000 TOTALS 0 0 1110 1110 0 0 0 1110 07 37 0.00 07 39 2.87 17 38 0.00 09 36 0.07 08 35 4.27 08 34 1.90 08 33 4.57 0.00 To t a l L e n g t h Expenditure Schedule Federally Funded Projects Only Pr o j e c t Ph a s e En vir Ty pe R/W Required Date (mm/yy) 1st 2nd 3rd 07 32 Fu n c t i o n a l Cl a s s Pr i o r i t y Nu m b e r C. Project Title D. Street/Road Name of Number 4th thru 6th E. Beginning MP or road - Ending MP or road F. Describe Work to be Done Phase PE - Preliminary Engineering RW - Right of Way CN - Construction Funding STP - Surface Transportation Program HSIP - Highway Safety Improvement Program RATA - Rural Arterial Trust Account BROS - Bridge Replacement Project TP - Transportation Partnerships TAP - Transportation Alternatives Program FBRB - Brian Abbot Fish Barrier Removal Board FLAP - Federal Lands Access Program EM - Federal Emergency Management Act and State Emergency Management funds Project Identification Project Costs in Thousands of Dollars A. Federal Aid No. B. Bridge No. Fund Source Information Federal Funding Phase Federal Federal State Start Fund Cost by Fund State Local Total (mm/dd/yy)Code Phase Source Funds Funds Funds CRP PE 0 MASON LAKE ROAD IMPROVEMENT PROJECT 1 RW 0 Rd. No. 52210 SR3 TO MCEWAN PRAIRIE CN 8/1/2031 800 800 800 From: MP 0.00 To: MP 1.42 Overlay the road 12' wide lanes & 5' wide shoulders Total Project Cost $ 800,000 TOTALS 0 0 800 800 0 0 0 800 CRP PE 0 MASON LAKE ROAD IMPROVEMENT PROJECT 2 RW 0 Rd. No. 52210 TO TRAILS ROAD CN 8/1/2031 STP 994.75 155.25 1150 1150 From: MP 7.83 To: MP 10.13 Overlay the road 12' wide lanes & 5' wide shoulders Total Project Cost $ 1,150,000 TOTALS 994.75 0 155.25 1150 0 0 0 1150 CRP PE 0 OLD BELFAIR HYW IMPROVEMENT PROJECT RW 0 Rd. No. 98250 TO COUNTY LINE CN 8/1/2029 STP 865 135 1000 1000 From: MP 2.60 To: MP 3.86 HMA 12' lanes & 5' shoulders Total Project Cost $ 1,000,000 TOTALS 865 0 135 1000 0 0 0 1000 CRP PE 0 PICKERING ROAD IMPROVEMENT PROJECT RW 0 Rd. No. 28850 HARSTINE BR TO CN 8/1/2031 STP 865 300 1165 1165 From: MP 3.37 To: MP 6.28 AGATE RD HMA OVERLAY Total Project Cost $ 1,165,000 TOTALS 865 0 300 1165 0 0 0 1165 CRP PE 0 SOUTH ISLAND DRIVE IMPROVEMENT PROJECT II RW 0 Rd. No. 35230 MP 1.0 TO HARSTINE ISLAND RD S CN 8/1/2030 STP 865 135 1000 1000 From: MP 1.0 To: MP 3.3 HMA OVERLAY Total Project Cost $ 1,000,000 TOTALS 865 0 135 1000 0 0 0 1000 CRP PE 0 SOUTH ISLAND DRIVE IMPROVEMENT PROJECT I RW 0 Rd. No. 35230 CN 8/1/2031 RATA 700 72 772 772 From: MP 0.00 To: MP 1.00 HMA 12' lanes & 2' shoulders. 1' gravel shoulders; correct horizontal curves Total Project Cost $ 772,000 TOTALS 0 700 72 772 0 0 0 772 CRP PE 8/1/2027 150 150 150 COLE ROAD RAILROAD CROSSING IMPROVEMENT PROJECT RW 0 Rd. No. 15830 CN 0 From: MP 1.41 To: MP 1.41 REPLACE RAIL ROAD CROSSING Total Project Cost $ 150,000 TOTALS 0 0 150 150 0 150 0 0 CRP PE 8/1/2027 150 150 150 NEW ROAD CONSTRUCTION COLE RD TO CRAIG RD RW 0 Rd. No. CN 0 From: MP To: MP NEW ROAD CONSTRUCTION Total Project Cost $ 150,000 TOTALS 0 0 150 150 0 0 0 150 47 0.63 Phase PE - Preliminary Engineering RW - Right of Way CN - Construction Funding STP - Surface Transportation Program HSIP - Highway Safety Improvement Program RATA - Rural Arterial Trust Account BROS - Bridge Replacement Project TP - Transportation Partnerships TAP - Transportation Alternatives Program FBRB - Brian Abbot Fish Barrier Removal Board FLAP - Federal Lands Access Program EM - Federal Emergency Management Act and State Emergency Management funds 08 44 2.30 07 46 0.00 08 45 1.00 08 43 2.91 07 42 1.26 07 41 2.30 En vir Ty pe 4th thru 6th E. Beginning MP or road - Ending MP or road F. Describe Work to be Done 1.4217 40 Fu n c t i o n a l Cl a s s Pr i o r i t y Nu m b e r To t a l L e n g t h Expenditure Schedule Federally Funded Projects Only Pr o j e c t Ph a s e C. Project Title R/W Required Date (mm/yy) D. Street/Road Name of Number 1st 2nd 3rd Project Identification Project Costs in Thousands of Dollars A. Federal Aid No. B. Bridge No. Fund Source Information Federal Funding Phase Federal Federal State Start Fund Cost by Fund State Local Total (mm/dd/yy)Code Phase Source Funds Funds Funds CRP PE 8/1/2030 150 150 150 NEW ROAD CONSTRUCTION CRAIG RD TO RYAN RD RW 0 Rd. No.: CN 0 From: MP To: MP NEW ROAD CONSTRUCTION Total Project Cost $ 150,000 TOTALS 0 0 150 150 0 0 0 150 CRP PE 8/1/2032 150 150 150 NEW ROAD CONSTRUCTION MANOR RD TO GOLDEN PHEASANT RD RW 0 Rd. No. CN 0 From: MP To: MP NEW ROAD CONSTRUCTION Total Project Cost $ 150,000 TOTALS 0 0 150 150 0 0 0 150 CRP PE 4/1/2030 150 150 150 NEW ROAD CONSTRUCTION KAMILCHE LANE TO MANOR RD RW 0 Rd. No. CN 0 From: MP To: MP NEW ROAD CONSTRUCTION Total Project Cost $ 150,000 TOTALS 0 0 150 150 0 0 0 150 CRP PE 8/1/2026 FBRB 1.25 1.25 1.25 BEEVILLE ROAD CULVERT REPLACEMENT RW 0 Rd. No. 01650 PETERSON CREEK CN 0 From: MP 1,14 To: MP 1.20 CULVERT REPLACEMENT Total Project Cost $ 1,250 TOTALS 0 1.25 0 1.25 1.25 0 0 0 CRP PE 8/1/2030 150 150 150 NEW ROAD CONSTRUCTION RYAN RD TO BREWER RD RW 0 Rd. No. CN 0 From: MP To: MP NEW ROAD CONSTRUCTION Total Project Cost $ 150,000 TOTALS 0 0 150 150 0 0 0 150 CRP PE 0 MATLOCK BRADY ROAD SAFETY ENHANCEMENT PROJECT RW 0 Rd. No.: 90100 MATLOCK TO EVERS CN 8/1/2030 HSIP 1800 1800 1800 From: MP 16.67 To: MP 23.04 SHOULDER PAVING Total Project Cost $ 1,800,000 TOTALS 1800 0 0 1800 0 0 0 1800 CRP PE 1/1/2027 RTGP 400 400 400 MCEWAN PRAIRIE EXTENTION TO SR 101 RW 1/1/2028 RTGP 400 400 400 Rd. No.: 51800 CN 0 From: MP 2.45 To: MP 4.55 Road,bridges, roundabouts Rural Surface Transportation Grant Program Total Project Cost $ 800,000 TOTALS 800 0 0 800 0 400 400 0 CRP PE 1/1/2027 RTGP 400 400 400 RASOR ROAD EXTENSION TO SR 3 RW 1/1/2028 RTGP 400 400 400 Rd. No.: 62400 CN 0 From: MP 2.36 To: MP 4.36 Road, roundabouts Rural Surface Transportation Grant Program Total Project Cost $ 800,000 TOTALS 800 0 0 800 0 400 400 0 55 2.00 07 54 2.10 09 51 0.06 07 53 6.37 52 0.68 50 0.54 49 0.70 1st 2nd 3rd E. Beginning MP or road - Ending MP or road F. Describe Work to be Done Fu n c t i o n a l Cl a s s Pr i o r i t y Nu m b e r To t a l L e n g t h C. Project Title D. Street/Road Name of Number 08 48 1.00 4th thru 6th Expenditure Schedule Federally Funded Projects Only Pr o j e c t Ph a s e En vir Ty pe R/W Required Date (mm/yy) BROS - Bridge Replacement Project TP - Transportation Partnerships TAP - Transportation Alternatives Program FBRB - Brian Abbot Fish Barrier Removal Board FLAP - Federal Lands Access Program EM - Federal Emergency Management Act and State Emergency Management funds Phase PE - Preliminary Engineering RW - Right of Way CN - Construction Funding STP - Surface Transportation Program HSIP - Highway Safety Improvement Program RATA - Rural Arterial Trust Account Project Identification Project Costs in Thousands of Dollars A. Federal Aid No. B. Bridge No. Fund Source Information Federal Funding Phase Federal Federal State Start Fund Cost by Fund State Local Total (mm/dd/yy)Code Phase Source Funds Funds Funds CRP PE 0 BOLLING ROAD (GRAVEL CONVERSION) RW 0 Rd. No.: 10510 CN 8/1/2028 40 40 40 From: MP 0.00 To: MP 0.28 GRAVEL CONVERSION TO CHIP SEAL Total Project Cost $ 40,000 TOTALS 0 0 40 40 0 0 40 0 CRP PE 1/1/2027 RTGP 800 800 800 CLOQUALLUM ROAD EXTENTION TO SR 101 RW 1/1/2028 RTGP 500 500 500 Rd No.: 10000 CN 0 From: MP 1.47 To: MP 1.53 On / Off ramps to SR 101 Rural Surface Transportation Grant Program Total Project Cost $ 1,300,000 TOTALS 1300 0 0 1300 0 800 500 0 CRP PE 0 NORTH SHORE ROAD (GRAVEL CONVERSION) RW 0 Rd. No.: 70390 BURMA ROAD CN 8/1/2027 300 300 300 From: MP 19.76 To: MP 25.48 GRAVEL CONVERSION TO CHIP SEAL Total Project Cost $ 300,000 TOTALS 0 0 300 300 0 300 0 0 CRP PE 8/1/2027 150 150 150 LYNCH ROAD RAILROAD CROSSING IMPROVEMENT PROJECT RW 0 Rd. No. 15500 CN 0 From: MP 0.73 To: MP 0.73 REPLACE RAIL ROAD CROSSING Total Project Cost $ 150,000 TOTALS 0 0 150 150 0 150 0 0 CRP PE 0 DEEGAN ROAD WEST CULVERT REPLACEMENT RW 0 Rd. No.: 06110 CN 8/1/2031 2000 2000 2000 From: MP 0.20 To: MP 0.30 Total Project Cost $ 2,000,000 TOTALS 0 0 2000 2000 0 0 0 2000 CRP PE 0 MATLOCK BRADY ROAD SAFETY ENHANCEMENT PROJECT RW 0 Rd. No.: 90100 EVERS TO SHAFER CN 8/1/2031 HSIP 1100 1100 1100 From; MP 23.05 To: MP 26.26 Total Project Cost $ 1,100,000 TOTALS 1100 0 0 1100 0 0 0 1100 CRP PE 1/1/2027 150 150 150 SIMMONS EXTENTION TO LYNCH RD RW 0 Rd. No.: 15240 NEW ROAD CN 0 From; MP To: MP Total Project Engineering Cost $ 150,000 TOTALS 0 0 150 150 0 150 0 0 07 3.21 09 62 1.00 08 58 5.72 08 60 0.10 07 59 0.00 61 57 0.06 09 56 0.28 F. Describe Work to be Done 1st 2nd 3rd 4th thru 6th E. Beginning MP or road - Ending MP or road D. Street/Road Name of Number Fu n c t i o n a l Cl a s s Pr i o r i t y Nu m b e r To t a l L e n g t h Expenditure Schedule Federally Funded Projects Only Pr o j e c t Ph a s e C. Project Title En vir Ty pe R/W Required Date (mm/yy) Phase PE - Preliminary Engineering RW - Right of Way CN - Construction Funding STP - Surface Transportation Program HSIP - Highway Safety Improvement Program RATA - Rural Arterial Trust Account BROS - Bridge Replacement Project TP - Transportation Partnerships TAP - Transportation Alternatives Program FBRB - Brian Abbot Fish Barrier Removal Board FLAP - Federal Lands Access Program EM - Federal Emergency Management Act and State Emergency Management funds Project Identification Project Costs in Thousands of Dollars A. Federal Aid No. B. Bridge No. Fund Source Information Federal Funding Phase Federal Federal State Start Fund Cost by Fund State Local Total (mm/dd/yy)Code Phase Source Funds Funds Funds CRP PE 0 ARCADIA ROAD SAFETY IMPROVEMENT PROJECT RW 0 Rd. No.: 91100 COLLIER TO LYNCH RD CN 8/1/2031 SS4A 1700 1700 1700 From; MP 1.82 To: MP 7.04 Total Project Cost $ 1,700,000 TOTALS 1700 0 0 1700 0 0 0 1700 TOTALS 80.27 40901.95 12535.51 15609.86 69047 12242 8201 11909 36696 Phase PE - Preliminary Engineering RW - Right of Way CN - Construction Funding STP - Surface Transportation Program HSIP - Highway Safety Improvement Program RATA - Rural Arterial Trust Account BROS - Bridge Replacement Project TP - Transportation Partnerships TAP - Transportation Alternatives Program FBRB - Brian Abbot Fish Barrier Removal Board FLAP - Federal Lands Access Program EM - Federal Emergency Management Act and State Emergency Management funds 08 63 1.00 2nd 3rd 4th thru 6th E. Beginning MP or road - Ending MP or road F. Describe Work to be Done Fu n c t i o n a l Cl a s s Pr i o r i t y Nu m b e r To t a l L e n g t h Expenditure Schedule Federally Funded Projects Only Pr o j e c t Ph a s e C. Project Title En vir Ty pe R/W Required Date (mm/yy) D. Street/Road Name of Number 1st COUNTY >> A TOTAL COSTRUCTION DONE - columns (13) + (14)DATE RECOMMENDED PROG. SUBMITTED B COMPUTED COUNTY FORCES LIMIT DATE OF FINAL ADOPTION C TOTAL COUNTY FORCES CONSTRUCTION - (column (14)ORDINANCE/RESOLUTION NO. DATE OF AMENDMENT (1)(2)(3)(5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15) ROAD #ROAD NAME BMP EMP FFC 01 1 ELFENDAHL PASS RD IMPROVEMENT PROJECT 80610 ELFENDAHL PASS RD 1.85 4.85 08 3.00 D E 332,000 825,000 STP 0 0 1,157,000 0 1,157,000 02 2 CLOQUALLUM RD SAFETY IMPROVEMENT PROJECT 10000 CLOQUALLUM RD 1.52 5.89 07 4.37 D E 189,000 1,211,000 HSIP 0 0 1,400,000 0 1,400,000 03 3 ROCK CREEK ROAD (GRAVEL CONVERSION)10480 ROCK CREEK RD 0.00 1.10 09 1.10 C E 90,000 0 0 0 0 90,000 90,000 04 4 WEBB HILL RD (GRAVEL CONVERSION)57530 WEBB HILL RD 1.79 3.00 09 1.21 C E 100,000 0 0 100,000 100,000 05 5 EELLS HILL (GRAVEL CONVERSION) 40850 EELLS HILL RD 1.28 2.30 09 1.02 C E 80,000 0 0 80,000 80,000 06 6 TAHUYA P0ST OFFICE BRIDGE 70390 N. SHORE ROAD 14.88 14.90 08 0.02 I I 200,000 0 0 0 200,000 200,000 07 7 LITTLE SKOOKUM INLET TRIBUTARIES FISH PASSAGE 15500 LYNCH AND PHILLIPS 07 0.00 L E 522,810 2,963,000 RCO 2,985,810 500,000 3,485,810 08 8 BEAR CREEK DEWATTO ROAD (ROCK PIT)79800 BEAR CR DEWATTO RD 0.43 1.02 07 0.59 RC I 64,000 576,000 RAP 20,000 20,000 600,000 640,000 09 9 NEIGHBORHOOD ROADWAY SAFETY GRANTS Various 0.00 Other E 10,000 0 10,000 10,000 10 10 JOHNS PRAIRIE RD/ SR 3 INTERSECITON 91720 Johns Prairie Road 3.60 3.77 17 0.17 Other E 55,000 0 15,000 40,000 55,000 11 11 BEAR CREEK DEWATTO CULVERT REPLACEMENT 79800 BEAR CREEK DEWATTO 6.14 6.21 08 0.07 L E 50,000 450,000 RAP 50,000 0 450,000 500,000 12 12 BLEVINS RD EVERGREEN ESTATES WATER EXTENSION 50990 BLEVINS RD NORTH 0.00 0.22 19 0.22 D I 0 551,764 CDBG 100,000 0 451,764 0 551,764 13 13 BEAR CREEK DEWATTO (TIGER) 79800 BEAR CR DEWATTO RD 1.53 1.96 07 0.43 RC i 103,500 931,500 RAP 20,000 20,000 995,000 1,035,000 14 14 CLOQUALLUM ROAD IMPROVEMENT PROJECT 10000 CLOQUALLUM RD 6.60 7.80 07 1.20 D E 200,000 1,000,000 RAP 0 0 700,000 500,000 1,200,000 15 15 Belfair Connector - Log Yard Road E.New Log Yard Road E.0.00 A,B,D,G S 100,000 0 50,000 50,000 0 0 100,000 16 16 Belfair Connector - Romance Hill Road 86500 Romance Hill Road 0.00 A,B,D,G S 100,000 0 50,000 50,000 0 0 100,000 17 17 SKOKOMISH VALLEY ROAD RECONSTRUCTION 41640 Skokomish Valley Road 3.80 4.60 08 0.80 A,B,D,G I 0 1,600,000 FLAP 0 0 1,600,000 0 1,600,000 18 18 RASOR ROAD EXTENSION 62400 RASOR ROAD 09 0.00 other S 150,000 150,000 0 150,000 19 19 WSDOT / COUNTY INTERSECTION FEASIBILITY Clifton, OBH/SR300,N.Bay/SR3 2.27 Other S 40,000 0 40,000 0 0 40,000 20 20 LYNCH ROAD CULVERT REPLACEMENT 15500 LYNCH ROAD 2.27 2.27 07 0.00 L E 0 182,000 RCO 182,000 0 0 182,000 PAGE/PROGRAM TOTALS, CONSTRUCTION 2,386,310 10,290,264 3,522,810 830,000 7,103,764 1,220,000 12,676,574 GRAND TOTAL (ALL 595) SOURCES OF FUNDS COUNTY ROAD FUNDS OTHER FUNDS PROGRAM SOURCEAMOUNT ESTIMATED EXPENDITURES PE & CE (595.10) RIGHT OF WAY (595.20)CONTRACT CONSTRUCTION COUNTY FORCES August 5, 2025 September 16, 2025 2025-057 ROAD SEGMENT INFORMATION (4) TOTAL $'S 8,323,764$ 1,269,573$ 1,220,000$ AN N U A L P R O G R A M IT E M N U M B E R 6Y E A R R O A D PR O G R A M I T E M N O . PROJECT NAME PR O J E C T LE N G T H (Miles) PR O J E C T T Y P E C O D E ( S ) ANNUAL CONSTRUCTION PROGRAM FOR 2026 (8/05/25) EN V I R O N M E N T A L AS S E S S M E N T MASON CRAB FORM #3, MC REVISED 9/24/2025