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HomeMy WebLinkAbout5 Year Plan Appendices A through F 2025-2030 JEFFERSON COUNTY HOMELESS AND AFFORDABLE HOUSING PLAN APPENDICES Appendix A Record of Public Engagement Appendix B 2024-2025 Qualitative Needs Assessment Findings Appendix C Estimates of Service Level Appendix D Prioritization Criteria of Homeless Housing Capital Projects Appendix E Survey of Fund Sources Appendix F Estimates of Permanent and Emergency Housing Needs Appendix G Strategies and Actions Cross-Referenced to Needs Appendix H Timeline Chart 9-22-2025 APPENDIX A: RECORD OF PUBLIC ENGAGEMENT Appendix A provides a record of public engagement and outreach efforts that supported this plan’s development and finalization. This record includes a summation of the service providers and lived experts who participated in the 2024-2025 Qualitative Needs Assessment used to inform this plan in addition to the record of the Task Force and public engagement in the plan development itself. The record demonstrates a level of engagement that goes beyond the basic requirements specified by Commerce but that is appropriate to a small rural county. HOUSING NEEDS ASSESSMENT ENGAGEMENT Homeless Housing Service Providers: Bayside Housing; Dove House; OlyCAP; OWL 360; Winter Welcoming Center Affordable Housing Providers: Community Build; Peninsula Housing Authority; Habitat for Humanity East Jefferson County; Olympic Housing Trust Community Housing Organizations: Housing Solutions Network; Community Build; REPAH (Real Estate Professional for Affordable Housing) Homeless Service/Advocacy Organizations: Help Now Fund; Reach Out!; Whale Heart Productions By and For Organizations: Black Lives Matter of Jefferson County; Engage JC; Jefferson County Immigrants Rights Advocates (JCIRA); Native Action Connections Group; Olympic Discovery Mobile Home Park Tenants Social Service Providers and Educational Organizations: Harm Reduction Unit, Jefferson County Public Health Dept.; Recovery Café; Aging and Long-Term Support Administration, DSHS; OlyCAP Youth Services; REAL Team, Discovery Behavioral Health; Port Townsend High School; Chimacum High School; Youth & Family Resource Service Navigator Program, YMCA; USAWA Consulting Local Government Agencies and Boards: City of Port Townsend’s Equity, Access, and Rights Advisory Board; Department of Community Development, City of Port Townsend HOUSING TASK FORCE ENGAGEMENT To be completed Appendix B: 2024-2025 Qualitative Housing Needs Assessment Findings In April of 2024, the Housing Fund Board’s Data and Needs Assessment Committee began a series of conversational meetings focusing on the needs of different populations experiencing homelessness and housing instability in Jefferson County. The purpose of these collaborative discussions was to develop an understanding of who is experiencing homelessness or is at risk of homelessness, how people became homeless, what their experiences are, and what is preventing them from exiting homelessness. This appendix provides a synthesis of the individual reports. The compiled individual reports can be found through Jefferson’ County’s lazerfiche web portal: Jefferson > Board of Commissioners > Boards & Committees > Housing Task Force > HTF Meeting Packets > 052825 Special. The analysis presented here informs the development of the 2025-2030 Homeless and Affordable Housing Five-Year Plan. In total, ten two-hour discussions were held from April 2024 through May 2025 involving representatives from 30 organizations and over 50 lived experts. The majority of the discussions were attended by a representative from the five housing service provider organizations in addition to Viki Sonntag, who represented the HFB. The list of organizations by type can be found in Appendix A, Record of Public Engagement. INTERNAL NEEDS Client-Centered Services 1. Understanding and Addressing Individual Needs: Prioritize the needs, preferences, and choices of individuals seeking services, rather than focusing solely on eligibility criteria or pre-determined program structures. 2. Improving Access to Resources: Provide clients with information and resources to make their own choices, rather than impose decisions. 3. Clear Communication: Convey information in a straightforward, understandable, and respectful manner taking into account the needs of the individual client. 4. Equity in Service Delivery: Ensure services are designed to meet the needs of marginalized populations, including PGM, immigrants, individuals with disabilities, and youth and young adults. System Coordination 1. Coordinated Service Provision: Meet intersecting needs through coordination across different service delivery systems, including housing, health, behavioral health, and social services and community-based efforts. 2. Service Network Formation: Support Shelter Coalition and emerging network of housing, health, and social service to share resources and address gaps in basic needs for unsheltered individuals. 3. Community Integration: Engage local organizations, schools, and faith groups to provide resources and destigmatize homelessness. 4. Capacity Building: Increase staffing for case management and provide training in trauma-informed care, anti-racism, and culturally responsive practices. 5. Centralized Information: Share data on costs and service needs across agencies to improve planning and resource allocation. Homelessness Prevention 1. Financial Assistance: Expand the use of subsidies and bridging grants and loans to cover rent, security deposits, and other upfront and moving costs. 2. Community Support: Foster social connections and advocacy to help individuals navigate housing challenges and prevent isolation. 3. Community-Based Solutions: Engage local organizations, schools, and faith groups to provide resources and destigmatize homelessness. 4. Sustainable Funding: Secure operational funding for prevention programs and case management services and increase staffing to meet the growing demand for housing services. EXTERNAL GAPS AND BARRIERS Structural Inequalities 1. Racial Disparities: PGM/BIPOC individuals face systemic racism in housing and housing services and are disproportionately affected by homelessness. 2. Discrimination Against Vulnerable Groups: LGBTQ+, immigrants, DV survivors, and individuals with disabilities face unique challenges in accessing housing. 3. Lack of Family-Sized Rental Units: The lack of affordable family-sized rentals is made worse by the lack of separate family shelter/transitional housing in Jefferson County. 4. Unmet Needs of Seniors: Many seniors, especially women, cannot afford to downsize. Material and Economic Barriers 1. Rental Affordability: Along with too much demand for too few units, high upfront costs like first and last month's rent, security deposits, and moving expenses make rentals inaccessible. 2. Lack of Available Housing: There is a dire shortage of affordable rentals and family-sized units. 3. Regulatory Challenges: Strict zoning regulations, permitting delays, and lack of flexibility in land use prevent innovative housing solutions like tiny homes, co-living arrangements, or compost toilets. 4. Essential Basic Needs Services: There is limited access to hygiene facilities (showers, laundry), storage, and transportation. 5. Funding Gaps: Critical programs like rental assistance and rapid rehousing are underfunded, out of funds or frozen. Social Barriers and Health and Behavioral Challenges 1. Stigmatization and Isolation: Homeless individuals face discrimination and layers upon layers of stigmatization, which impacts their ability to access housing and services, and often lack community connections and social support systems. 2. Substance Use, Mental Health and Trauma: Homelessness often results from or exacerbates trauma, making recovery and stability more difficult. Homeless and Affordable Housing System Gaps 1. No Senior Housing Program: Supportive housing services for seniors do not exist, either mortgage or rental assistance. 2. No Housing Options for People Experiencing SUD: Both recovery (substance-free or sober living) housing and very low barrier housing are needed to address the continuum of SUD housing needs. 3. Need for Rental Management Services: Moving people out of homelessness is extremely challenging as there is no coordinated access to below-market rate rentals. 4. Lack of Renters Protection: The dire lack of affordable rentals drives homelessness, economic insecurity, and vulnerability to landlord exploitation. There is no tenants rights organization. APPENDIX C: ESTIMATES OF SERVICE LEVEL The figure below presents a summary of current investments to address homelessness and housing instability by project type and funding source based on 2023 and 2024 Annual Expenditures Report data for Jefferson County. The figure depicts the following measures for 2023 and 2024: • Total Expenditures and Expenditures by Project Type • Total Enrollments and Enrollments by Project Type • Expenditures on Housing Interventions Only • Beds by Housing Intervention Only • Annual Expenditures by Funding Source These measures are not accurate representations of expenditures or enrollments in Jefferson County. Inaccurate and incomplete reporting for 2023 and 2024 was due to a combination of the following: • Only one of three HMIS-reporting HSPs were fully certified for HMIS as of the 2023 reporting period. • In 2024, there was a major management transition in the CoC lead coinciding with the reporting period for the 2024 Annual Expenditures Report with the result that there was a loss of continuity in administrative oversight. • Annual Expenditures training and reporting protocols for newly reporting HSPs have not yet been completed. • A significant portion of Jefferson County’s transitional housing is classified as “Other Housing” project type due to their funding model. This affects the accuracy of project type measures, especially for transitional housing. • Neither the CoC or the County holds all of the expenditure information making data verification challenging. Specifically, inaccurate and incomplete data in the 2024 Annual Expenditures Report included: • No reporting of agency spending by other agencies independent of their CHG grants; • No capital expenditures are reported; and • Bed inventory counts were inaccurate. In addition to incomplete annual expenditures data, base inventory count for many projects within HMIS had not been updated to reflect current capacity since their original entry. Incomplete and inaccurate data for inventory affects not only the Estimates of Service Level, but also County Performance Measures and Projected Countywide EH and PSH needs, commonly referred to as the HAPT projections (see Appendix F for further discussion). A Data Subcommittee of the Housing Task Force was established in January 2025 to address the issues with Annual Expenditures reporting and to prepare data for the Homeless and Affordable Housing Plan. The sub-committee worked together to verify and submit the 2025 Annual Expenditures Report. As a follow-up to the challenges experienced in the 2025 reporting, the Data Subcommittee plans to schedule an Annual Expenditures Report training with Commerce this fall. Expenditures Enrollments Housing Interventions Funding Breakdown Select County: Jefferson $772,171 $166,965 $71,914 $253,042 $858,625 $40,284 $100,149 $241,623 Housing Interventions Homelessness Prevention*Services Only Other Projects Expenditures by Project (2023-2024) 2023 2024 66 4 42 87 79 17 132 92 Housing interventions Homelessness Prevention*Services only Other projects Enrollments by Project (2023-2024) 2023 2024 199 320 2023 2024 Total Enrollments (2023-2024) $349,278 $- $422,893 $-$- $166,406 $- $692,219 $-$- Emergency Shelter Transitional Housing Rapid Re-Housing Permanent Supportive Housing Other Permanent Housing Expenditures on Housing Interventions Only (2023-2024) 2023 2024 132 3 116 -- 93 8 103 -- Emergency Shelter Transitional Housing Rapid Re-Housing Permanent Supportive Housing Other Permanent Housing Beds By Housing Interventions Only (2023-2024) 2023 2024 $688,112 $278,117 $310,327 $962,565 $265,654 $- $1,264,093 $1,240,681 2023 2024 Annual Expenditures By Funding Source (2023-2024) *Note:May Include CE Projects *Note:May Include CE Projects $1,264,093 $1,240,681 2023 2024 Total Expenditures (2023-2024) Expenditures Enrollments Housing Interventions Funding Breakdown Select County: Jefferson $772,171 $166,965 $71,914 $253,042 $858,625 $40,284 $100,149 $241,623 Housing Interventions Homelessness Prevention*Services Only Other ProjectsExpenditures by Project (2023-2024)2023 202466 4 42 87 79 17 132 92 Housing interventions Homelessness Prevention*Services only Other projects Enrollments by Project (2023-2024) 2023 2024 199 320 2023 2024 Total Enrollments (2023-2024) $349,278 $- $422,893 $-$- $166,406 $- $692,219 $-$- Emergency Shelter Transitional Housing Rapid Re-Housing Permanent Supportive Housing Other Permanent Housing Expenditures on Housing Interventions Only (2023-2024) 2023 2024 132 3 116 -- 93 8 103 -- Emergency Shelter Transitional Housing Rapid Re-Housing Permanent Supportive Housing Other Permanent Housing Beds By Housing Interventions Only (2023-2024) 2023 2024 $688,112 $278,117 $310,327 $962,565 $265,654 $- $1,264,093 $1,240,681 2023 2024 Annual Expenditures By Funding Source (2023-2024) *Note:May Include CE Projects *Note:May Include CE Projects $1,264,093 $1,240,681 2023 2024Total Expenditures (2023-2024) APPENDIX D: PRIORITIZATION CRITERIA OF HOMELESS HOUSING CAPITAL PROJECTS The purpose of the Prioritization Criteria is to identify guiding principles for all projects, such as alignment with the strategies and actions from this plan and consistency with local plans and regulations including comprehensive plans, zoning, and countywide planning policies and state laws. Capital Projects Demonstrating Serving the Greatest Need Based on the HFB’s quantitative and qualitative needs assessment analyses, the following demographics have been identified as underserved populations in Jefferson County: older adults, particularly those over 75; families with minor children; PGM/BIPOC households; and unsheltered individuals with mental health challenges and/or substance use disorders. In addition, people who are unsheltered are in need of access to essential basic needs services such as hygiene facilities (showers, laundry), storage, and transportation. By matching facility type with a specific underserved demographic’s needs, for example, families with small children need units with a larger number of beds, the Housing Task Force has identified the following capital project types as demonstrating serving the greatest need: • Emergency Housing for Unsheltered Individuals • Transitional, Permanent Supportive Housing and Subsidized Rentals for Older Adults • Emergency, Transitional and Permanent Supportive Housing for Families with Minor Children • Affordable Rentals for All Demographics, particularly PGM Project Selection Criteria/Guiding Principles Currently, the primary source of locally distributed capital funds are 1/10th of 1% Sales Tax for Affordable Housing (1590/RCW 82.14.530) funding distributed through an annual RFP. The following project selection criteria (that is, the guiding principles) will be used to evaluate capital proposals and integrated into the RFP (see Action 3.A.2). • Projects demonstrating serving the greatest need (see above) • The degree of leveraging of other funds that will occur • Projects that demonstrate a strong probability of permanently serving the original target group or income level • Projects that demonstrate lived experts’ engagement in project development • The applicant has the demonstrated ability, stability and resources to implement the project • The degree of matching support from operating fund sources (i.e. financial sustainability) • Consistency with local plans and regulations including comprehensive plans and zoning regulations. Prioritization Procedure Currently, the primary source of locally distributed capital funds are the 1/10th of 1% Sales Tax for Affordable Housing (1590/RCW 82.14.530) funds distributed through an annual Housing Fund Board request for proposals (RFP) distributed to all local HSPs. The project selection criteria above will be integrated into the RFP (see Action 3.A.2) and will be used to evaluate the capital development proposals. The Housing Fund Board includes both city and county electeds who ensure that funding awards are aligned with land use policy goals as contained in the respective Comprehensive Plans. Future Considerations It is the intent of the Housing Fund Board to monitor and evaluate HRS functional model performance (see Action 3.A.3). In the future, the HFB may elect to develop additional project selection criteria based on this data. APPENDIX E: SURVEY OF FUND SOURCES Attached – partially complete APPENDIX F: ESTIMATES OF PERMANENT AND EMERGENCY HOUSING NEEDS The Estimates of Permanent and Emergency Housing Needs are used to align objectives for long-term land use planning and the development of capital projects for homeless housing. The City and County are required to plan to the Projected Countywide Housing Needs estimates by income level as provided by Commerce in the Housing for All Planning Tool (HAPT). These estimates are provided in the table below. The HAPT estimates were adopted by County under Resolution No. 68-1118-24R as part of the Countywide Planning Policies (CPP) process in 2024. The estimates for the 2020 EH and PSH were derived from input to HMIS by service providers. Additionally, HSPs regularly provide updates on current bed and unit counts as part of local plan annual reporting and planning processes. Planners for both the City’s and County’s Comprehensive Plans have reviewed this plan and the City of Port Townsend’s long range planner was a Housing Task Force member. Source: Washington State Department of Commerce, Housing Affordability Planning Tool (HAPT) excel spreadsheet, Jefferson County, 2045 Medium Growth Projection, Method C. The following table summarizes the comparison of bed and unit counts for current planned projects to the five-year estimates for countywide housing needs. The five-year estimates are derived from the 20-year estimates by dividing the Total Future Housing Needed (2045) estimate from the table above by four. 5 Year GAP Estimates versus Currently Planned Homeless Housing (Emergency and Transitional) Beds Current (2025) Number 184 2019-2024 5 Year Plan # of beds 116 2019-2024 5 Year Growth ((184-116)/116) 59% HAPT 2020 beds 58 HAPT 20 Year Total Future Needed 617 Actual Planned Units 2025-2030 22 5 Year Estimate (20 year Need/4) 154 2030 Existing + Actual Planned 206 or 33% of HAPT 20-Year Total Needed Permanent Supportive Housing Current (2025) Number 65 2019-2024 5 Year Plan # of Units 37 2019-2024 5 Year Growth ((65-37)/37) 43% HAPT 2020 Units 16 (NW Passage) HAPT 20 Year Net New (Gap) 264 Actual Planned Units 2025-2030 23 5 Year Estimate (Gap/4) 66 2030 Existing + Actual Planned 88 or 33% of HAPT 20-Year Total Needed Affordable Housing 0 to 30% AMI* Current (2020) Estimated Supply 804 Current (2025) Subsidized Rental 300 (Not counted as part of 2020 supply) HAPT 20 Year Total Future Needed 2418 Actual Planned Subsidized Units 2025-2030 30 5 Year Estimate (Total/4) 604 2030 Existing + Actual Planned 330 or 14% of HAPT Total Future Needed * Current Subsidized Rental and Actual Planned are estimated based on number of subsidized rentals for 0 -30% AMI as proportion of subsidized rentals for 0-80% AMI. The presentation of the data in the above table differs from the presentation in the plan proper (see page xx). This Appendix provides estimates for Affordable Housing in the 0 to 30% AMI range (as required by Commerce’s guidelines) while the plan proper presents estimates for Subsidized Affordable Housing in comparison to the total future housing needs of 8,400 units for 0 to 80% AMI. This is to emphasize that the plan addresses only a small fraction of the need for affordable housing, namely, local non-profit provided subsidized units. Regarding 20 Year Estimates for EH As Commerce’s 20-year projections for EH beds in HAPT are based on the performance measure for Length of Time Homeless for 2019 (among other factors), the EH bed projection is likely overestimated as the Length of Time measure of 699 days in 2019 appears to be anomalous and very high. This is seen in the screenshot of Commerce’s Homeless System Performance County Report Card for Jefferson seen below. The most recent Length of Time Homeless for 2024 was 242 days or 35% of the peak. The corresponding EH projections using the 2024 Length of Stay would be proportionally lower according to Commerce’s formula.1 In response, the Task Force is adopting a performance target goal of 1 year average for Length of Stay. This would result in slightly more than half the EH beds needed in 2045. Source: Washington State Homeless System Performance County Report Card Projects List The Projects List below provides the source data for the number of planned units in both the 2025-to-2030 and the 2030-to-2045 timeframes. It is the intent of this plan to support the HSPs individual plans for capital development as the foundation for a fiscally sustainable plan. 1 Washington State Department of Commerce, Establishing Housing Targets for your Community 2025-2030 Units in Construction or Development • Bayside will complete 32 units in Vince’s Village Phase One. Of the 32 units, 19 are PSH and 23 are AH (50% or less). They will add 4 units at Woodley Place PSH complex as either transitional or permanent housing. o The mix of units at Vince's Village includes 6 studios, 21 1-bedroom, and 5 2- bedroom units. • Community Build plans to construct 5 units of affordable tiny-houses-on-wheels per year starting in 2026. The deeply affordable units at $38,000 per unit will be sold as either rental or owner-occupied THOWs. The additional cost to install site infrastructure for the units is around $12,000 for a total built cost of $50,000. • Habitat of East Jefferson County’s plans include the construction of both permanently affordable low-income (under 80% AMI) housing and permanently affordable workforce housing. They have built 71 affordable homes to date that are permanently affordable ownership. Upcoming projects include: o Cliff Street cottages, Port Townsend, six homes to be completed Fall 2025 & Winter 2026, affordable under 80% AMI o Landes Terrace, Port Townsend, 14 paired homes, with completion dates beginning in Summer 2026 and finishing up in early 2028, affordable under 80% AMI o Mason Street Neighborhood, Port Hadlock, 136 paired homes and townhouses, homes completed in phases from 2027-32, affordable to 50-150% AMI o Rosalynn Court, Port Townsend, five cottage-style homes, 2028, affordable under 80% AMI • OWL360 is planning to add 14 transitional housing units for youth and young adults (18 to 24 years old) and/or their small children by 2026. • OlyCAP will complete a 31 bed emergency shelter facility at Caswell-Brown and add an additional 8 tiny shelters. • Olympic Housing Trust began construction of the Dundee Hill project in July 2025 of 5 units of permanently affordable AH. The Chimacum Commons project calls for 6 units of farmworker housing. 2030-2045 Proposed Projects • A 30 bed no-barrier Emergency Housing facility is proposed as part of this plan. In addition to HRS and behavioral health service providers, lived experts have been involved in drafting the concept plan. 2030-2045 Planned Projects (Land secured, Preliminary Plan) • Bayside’s Vince’s Village, Phase Two will contain 32 units for those with an AMI of 50% or less. • The current plan for the purchased San Juan & F Street property is to create 32-60 units. Most will be for those with an AMI of 80% or less, but there may be some units for those who earn more. • Community Build continues to construct 5 units of affordable tiny-houses-on- wheels per year. • Habitat of EJC o Habitat Mason Street Completion 16 units • Olympic Housing Trust’s Chimacum Commons project calls for 6 units of affordable farmworker housing. • The City of Port Townsend’s Evans Vista neighborhood project is estimated to include 78 subsidized affordable rentals. Work on installing below ground infrastructure for the neighborhood is currently in progress. 2030-2045 Proposed Projects • Bayside proposes to add 40 additional park homes to Olympic Village Mobile Home Park. Funding is now being secured for purchase of park. • OlyCAP proposes 24 PSH units for elderly low income. • Peninsula Housing Authority is proposing building AH rentals on scattered sites for elderly low income. • Habitat of EJC plans to continue to build 4 to 8 additional units/year of permanently affordable home ownership units.