HomeMy WebLinkAboutPlan Appendices 10.21.25
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2025-2030 HOMELESS AND AFFORDABLE HOUSING SERVICES 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
Appendix I Index of Action Leads
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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 & Services; Dove House; OlyCAP; OWL360;
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, Department of
Social and Health Services (DSHS); OlyCAP Youth Services; REAL (Recovery, Empowerment,
Advocacy, and Linkage) 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
The Joint City of Port Townsend/Jefferson County Housing Fund Board (HFB) coordinated the
work of creating the 2025-2030 local homeless housing plan.
Key Stakeholder Participation and Collaboration
The HFB convened a local Housing Task Force (HTF) to develop a five-year
homeless housing plan addressing short-term and long-term housing for homeless households.
This group included all HFB members and efforts were made to elicit participation from a wide
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range of community stakeholders. In February 2025, an official public announcement for the
request for applications to serve on the HTF was issued by the County in the local paper, on its
website, and on social media. In addition, HFB members reached out directly to potential
participants from representative groups. All applications were reviewed by the HFB. Approved
applicants were chosen to represent key stakeholder organizations as follows:
Housing Task Force Membership Chart
Housing Task
Force Member
Alternate Organization Required Stakeholder
Representative Category
Tammara Allen Lived Experience Lived Experience of
Homelessness
Greg Brotherton Jefferson County
Commissioner, HFB
Housing Fund Board County
Commissioner Representative
Julia Cochrane Winter Welcome
Center, HFB
Day Center Operator, Advocate
for People Experiencing
Homelessness
Heather Dudley-
Nollette
Jefferson County
Commissioner, HFB
Housing Fund Board County
Commissioner Representative
Leta Fetherolf Lived Experience Lived Experience of
Homelessness
Quianna Franklin JC MASH Clinic Behavioral Health
Administrative Service
Organization
Amy Howard Port Townsend City
Council, HFB
Housing Fund Board City
Council Representative
Cameron Jones Black Lives Matter of
Jefferson County;
Engage JC; City of PT
By-and-For Organization
Kellen Lynch Olympic Housing
Trust
Affordable Housing Provider
Sarah Martinez Debbi Tesch Peninsula Housing
Authority
Rental Subsidy Administrator
Michael Moore Joanne
Rittmueller
Bayside Housing and
Services
Emergency Shelter Operator,
PSH Provider, Coordinated
Entry Provider
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Audrey Morford DSHS Home and
Community Living
Administration, HFB
Housing Fund Board
Community Member
Neil Nelson Port Townsend City
Council, HFB
City Council Representative
Adrian Smith Renata Munfrada City of Port
Townsend, Long
Range Planner
City Representative
Viki Sonntag Housing Advocate,
HFB
Housing Fund Board
Community Member
Viola Ware Peggy Webster Olympic Community
Action Partners
Homeless Outreach, Emergency
Shelter Operator, PSH Operator,
Rental Subsidy Administrator,
Coordinated Entry Lead
Cheryl Weinstein Dove House
Advocacy Services;
CEAB
Domestic Violence/Sexual
Assault Shelter Operator and
Housing Provider; Coordinated
Entry Staff
Vacant Tribal Representative
Jefferson County contains only one City—the City of Port Townsend. The planning process for this
plan included three representatives from the City of Port Townsend, two City Council Members
and one City employee (see HTF membership chart above).
Members of the HTF with lived experience of homelessness and/or housing instability were
offered a stipend of $50 per meeting attended. This stipend was offered in partnership with
Olympic Community Action Programs, CoC Lead, and CHG recipient, using CHG funds.
This HTF engaged members over the course of seven meetings beginning in April of 2025 and
concluding in October 2025 with the group’s adoption of the 5-year plan.
In addition, lived experts and service providers not participating on the Task Force were invited to
give feedback on the draft at two Listening Sessions, one for lived experts and one for service
providers from all sectors. Over twenty lived experts attended the Lived Expert Listening Session
and eight service providers attended the Service Provider Listening Session.
As the final step in adopting the plan, the City of Port Townsend (the only incorporated city in
Jefferson County) held public hearings on November 10th and December1st and Jefferson County
held hearings on … and ..., after which the plan was submitted to Commerce.
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Notices of Plan Development
Notice in Local Paper of Record
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Notice on Local Government Website https://www.co.jefferson.wa.us/1382/Housing-Fund-Board
Notice on Local Government Social Media
In addition, all meetings of the Housing Task Force were publicly noticed on Jefferson County’s
website, recorded and posted.
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Final Public Hearings Notices
To include the following:
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.
The Final Plan documents good faith efforts to distribute the Notice to people who’ve experienced homelessness
and housing instability.
Documentation of efforts to distribute public notice to people who have experienced
homelessness and housing instability included:
• Distributing flier at homeless encampment
• Distributing flier at Recovery Café
• Distributing flier at Legion Emergency Shelter
Record of Plan Finalization and Adoption
To be included after adoption by City and County
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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.
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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.
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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.
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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.
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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)
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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)
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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).
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• 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.
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APPENDIX E: SURVEY OF FUND SOURCES
Fund Source Source Status Allowable Uses Amount Received SF24
Actual/projected revenue
SY 25
Community Development
Block Grant - Public Services
Federal - HUD via WA Dept
of Commerce Jefferson
County to OlyCAP as
subrecipient Contracting for SF26-27
CDBG Priorities including Homeless
services 102,500.00$ $ 103,000 *SFY 25-26
Consolidated Homeless Grant
(including Housing and
Essential Needs/
Homelessness Prevention/ )
State RCW 43.158C WA
State Dept of Commerce -
OlyCAP Contracting for SF26-27
CHG allowed uses Homeless
Housing and Assistance $ 1,651,291.00 * SFY24-25 $ 2,167,589.00* SFY26-27
CHG Supplemental
State amendment in 2024
Jefferson County - OlyCAP Expended CHG allowed uses 111,566.00$ -$
Mental Health Sales and Use
Tax State RCW 82.14.460 Enacted 6/2006 Mental Health and drug treatment 921,935.52$ 900,909.26$
Housing and Related Services
Sales and Use Tax (1/10th of
1% Sales Tax for Affordable
Housing
State RCW 82.14.530 Local
(HB1590)Enacted 4/1/2021
Acquisition, rehab, construction of
AH, O&M for AH or supportive
housing 920,369.13$ 897,657.36$
Affordable and Supportive
Housing Sales and Use Tax 9
aka 1406)State RCW 82.14.540 Enacted 12/2019
Acquisition, rehab, construction of
AH, O&M for AH or supportive
housing 67,186.23$ 67,000.00$
Affordable and Supportive
Housing Sales and Use Tax 9
aka 1406)State RCW 82.14.540 Enacted 12/2019
Acquisition, rehab, construction of
AH, O&M for AH or supportive
housing 22,563.04$ 22,000.00$
Document Recording
Surcharge, Local Portion ( Local
Doc Fee Program for AH)State RCW 36.22.250 - Enacted
Acquisition/rehab/construction;
operations & maintenance of AH;
shelter operations 236,607.19$ 226,100.00$
Document Recording Fee -
Supplemental Funding
WA State Dept of Commerce -
Jefferson County Contracting SF26-27 CHG allowed uses 114,363.00$ 168,961.00$
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Fund Source Source Status Allowable Uses Amount Received SF24
Actual/projected revenue
SY 25
Connecting Housing to
Infrastructure (CHIP)
WA State Dept of Commerce
Grant - Jefferson County -
Caswell Brown Village Contracted # 24-96722-119
Utility improvements for AH;
Connection of Caswell Brown
Village Phase 3 development to
water and wastewater -$ 776,139.00$
HOME Federal Not utilized
New construction, acquisition,
preservation, rehab, homebuyer
assistance
Emergency Solutions Grant Federal Not utilized for several years
Rapid re-housing, emergency
shelter, and homelessness
prevention
Home Rehabilitation Grant
Program
WA State Dept of Commerce -
Real Estate Professionals for
Affordable Housing Contracting
Rehab of existing housing stock for
LMI <80%265,000.00$ 350,000.00$
Weatherization /LIHEAP/
Bonneville Power
WA State Dept of
Commerce/ Federal/BPA -
OlyCAP (Jefferson/Clallam)Contracting
Weatherization specific rehab of
existing housing stock for LMI
<80%1,400,000.00$
Commerce Office of Homeless
Youth: C4FO
WA State Dept of Commerce
Homeless Youth Programs -
Owl360
Youth Homelessness
Demonstration Program
(YHDP)Federal - OlyCAP Contracting
Rapid re-housing, oermanent
housing, transitional housing, and
host homes for youth
Commerce Office of Homeless
Youth: Anchor Community
Initiatives, Street Outreach
Services, Independent Youth
Housing Program, Young Adult
Housing Program, Homeless
Prevention Diversion Fund
WA State Dept of Commerce
Homeless Youth Programs -
OlyCAP Contracting for FY26
Housing Trust Fund
WA State Dept of Commerce -
Habitat for Humanity of East
Jefferson $ 880,000 * SFY23-24 $ 550,000 *SFY24-25
Community Behavioral Health
Rental Assistance Grant
WA State Dept of Commerce -
OlyCAP
HUD Continuum of Care State - BoS counties operating $68, 423 (Golden)
HUB TBRA (Tenant Based
Rental Assistance)Rental subsidies $167, 113 (Golden)
Veteran Affairs Supportive
Housing (VASH)Rental subsidies for veterans $93,574 (Golden)
Local Housing Levies RCW 84.52.105 Not utilized
AH for very-low income
households, affordable
homeownership, owner-occupied
home repair, foreclosure
prevention
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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.
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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.
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The presentation of the data in the above table differs from the presentation in the
plan proper (see page 37). 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
42
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).
o The mix of units at Vince's Village includes 6 studios, 21 1-bedroom, and
5 2-bedroom units.
o The 3 story, 26,844 square foot mid-rise apartment building has
common areas, bike storage, 1 elevator and 5 Americans with
Disabilities Act (ADA) compliant units.
• Bayside will add 4 units at Woodley Place PSH complex as either transitional
or permanent housing.
• 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.
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• 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 and will mirror the facility layout for Vince’s Village Phase
One.
• Bayside’s 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’s Mason Street Project will complete 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.
• Habitat of EJC plans to continue to build 4 to 8 additional units/year of
permanently affordable home ownership units.
• The Peninsula Housing Authority continues to explore opportunities in
Jefferson County for low-income housing development.
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APPENDIX G: STRATEGIES AND ACTIONS CROSS-REFERENCED TO NEEDS
Plan Objectives
Needs Assessment Key Findings Plan
Element
Quantitative
Data
Supported Strengthen HSP Workforce Equitable, Transparent & Accountable System Prioritize Assistance Prevent Homelessness Stable Housing for Everyone Client-Centered Service Delivery Strategies
& Actions 1B 2.B.3;
2C 3B 4A 5A
Understanding and Addressing Individual Needs Need ✓ ✓ ✓ ✓ ✓
Improving Access to Resources Need ✓ ✓ ✓ ✓
Clear Communication Need ✓ ✓ ✓ ✓
Equity in Service Delivery Need Yes ✓ ✓ ✓ ✓ ✓
System Coordination Strategies
& Actions 1A 2A; 2B;
2C
3A; 3B;
3C
4.A.2;
4B 5A
Coordinated Service Provision Need ✓ ✓ ✓ ✓ ✓
Service Network Formation Need ✓ ✓ ✓ ✓
Community Integration Need ✓ ✓ ✓
Case Management Capacity Building Need ✓ ✓ ✓
Centralized Data Need ✓ ✓ ✓
Homelessness Prevention Strategies
& Actions 1B,1C 2.B.1 3A; 3B;
3C
4A, 4B,
4C 5.A.2
Financial Assistance Need Yes ✓ ✓
Community Support Need ✓ ✓ ✓
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Community-Based Solutions Need ✓ ✓ ✓
Sustainable Funding for Program Staffing Need ✓ ✓ ✓ ✓
Structural Inequalities Strategies
& Actions
1B,
1.C.1 2B, 2C 3B; 3C 4A; 4B 5A
Racial Disparities Barrier Yes ✓ ✓ ✓ ✓
Discrimination Against Vulnerable Groups Barrier Yes ✓ ✓ ✓ ✓ ✓
Lack of Family-Sized EH and Rental Units Barrier Yes ✓ ✓ ✓ ✓
Unmet Needs of Seniors Barrier Yes ✓ ✓ ✓ ✓
Material and Economic Barriers Strategies
& Actions 2B; 2C 3.A.4;
3C 4A; 4B;
4C 5A; 5B
Rental Affordability Barrier Yes ✓
Lack of Available Housing Barrier Yes ✓ ✓
Regulatory Challenges Barrier ✓ ✓
Essential Basic Services Barrier ✓ ✓ ✓
Funding Gaps Barrier Yes ✓ ✓ ✓ ✓
Social Barriers and Health and Behavioral
Challenges
Strategies
& Actions 1B 2.B.3 3C
Stigmatization and Isolation Barrier ✓ ✓ ✓
Substance Use, Mental Health and Trauma Barrier Yes ✓ ✓ ✓
System Gaps Strategies
& Actions 1C 3.A.4;
3B; 3C 4A; 4B;
4C
No Senior Housing Program Gap Yes ✓ ✓ ✓
No Housing Options for People with SUDs Gap ✓ ✓ ✓
Need for Rental Management Services Gap ✓ ✓
Lack of Renters Protection Gap ✓
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APPENDIX H – TIMELINE CHART
D-25 J-26 F-26 M-26 A-26 M-26 J-26 J-26 A-26 S-26 0-26 N-26 D-26 J-27 F-27 M-27 A-27 M-27 J-27 J-27 A-27 S-27 0-27 N-27 D-27 2028 2029 2030
Objective 1 - Strengthen the Homeless Service Provider Workforce
1A Create HSP Peer Support Network
1.A.1 Form committee to organize peer network events X
1.A.2 Foster HRS community of practice
1B Collaborate onTraining Standards and Provision
1.B.1 Publish list of training opportunities X
1.B.2 Collaborate on shared trainings X
1.B.3 Coordinate funding including train-the-trainer X
1C Incentivize HSP Staff Mobility and Retention
1.C.1 Support HSPs with best practices resources X
1.C.2 Research retention and mobility funding X
Objective 2 - Promote an Equitable, Accountable and Transparent Homeless Crisis Response System
2.A Strengthen HFB/CoC
2.A.1 Evaluate HFB/CoC models X
2.A.2 Develop HFB/CoC implementation plan X
2.A.3 Complete HFB/CoC reorganization X
2.B HRS Capabilities Building
2.B.1 Hold binannual progress reviews X X X X
2.B.2 Design and implement data system X X
2.B.3 Establish shared operational policies and standards of care X
2.C Support Lived Experts Participation
2.C.1 Hold binannual listening sessions with lived experts X X X X
2.C.2 Implement compensation program X
2.C.3 Pilot equity of service standard X
Objective 3 - Prioritize Assistance Based on the Greatest Barriers to Housing Stability and the Greatest Risk of Harm
3.A Improve Financial Sustainability through Coordinated Efforts
3.A.1 Capture and communicate benefitsof HRS investment
3.A.2 Incorporate evidence-based criteria in RFP X
3.A.3 Monitor and evaluate financial performance X
3.A.4 Identify funding requirements X
3.A.5 Facilitate capital project funding
3.B Vertically Integrate Case Management
3.B.1 Train lived experts in outreach X
3.B.2 Develop shared policies on fair access X
3.B.3 Bridge gaps by improving linkages to AH X
3.B.4 Explore practices to reduce burden X
3.C Align Resources for Meeting Essential Basic Needs
3.C.1 Implement point-of-service model X
3.C.2 Convene cross-sector networking events X
3.C.3 Hold problem-solving community conversations
3.C.4 Enable by-and-for advocacy X
D-25 J-26 F-26 M-26 A-26 M-26 J-26 J-26 A-26 S-26 0-26 N-26 D-26 J-27 F-27 M-27 A-27 M-27 J-27 J-27 A-27 S-27 0-27 N-27 D-27 2028 2029 2030
47
D-25 J-26 F-26 M-26 A-26 M-26 J-26 J-26 A-26 S-26 0-26 N-26 D-26 J-27 F-27 M-27 A-27 M-27 J-27 J-27 A-27 S-27 0-27 N-27 D-27 2028 2029 2030
Objective 4 - Prevent Episodes of Homelessness Whenever Possilble
4.A Assist Renters with Information and Resources on Rights
4.A.1 Distribute resources on Tenants Rights X
4.A.2 Connect with legal and conflict services X
4.A.3 Promote tenant training X
4.A.4 Incubate tenants rights' organization X
4.B Expand Supported AH Options for Renters
4.B.1 Develop global lease model toolkit X
4.B.2 Convene aging-in-place housing workgroup X
4.B.3 Recognize tenancy rights of underhoused X
4.C Develop AH Rental Management Resources
4.C.1 Promote landlord training X
4.C.2 Convene workgroup on non-profit rental management option X
4.C.3 Evaluate incentives for community-based landlords X
Objective 5 - Seek to House Everyone in a Stable Setting that Meets Their Needs
5A Strengthen Partnerships to Facilitate Access
5.A.1 Secure a location for day center as safe space X
5.A.2 Develop supportive EH plan X
5.A.3 Create targeted program for older adults X
5.A.4 Streamline permitting of HRS housing X
5.A.5 Incorporate family-sized units proportionate to need X
5B Resource AH Capacity Building
5.B.1 Create AH Advisory Board X
5.B.2 AH Supply Strategy Study X
5.B.3 Coordinate AH Advocacy
5.B.4 Expand MFTE program X
Notes:
X indicates milestone.
Darker color bars indicate development phase while lighter color bars indicated ongoing implementation.
48
APPENDIX I: INDEX OF ACTION LEADS
LEAD/RESPONSIBLE PARTY ACTION ASSIGNMENT (OR SHARED
ACTION ASSIGNMENT)
Ad Hoc Rental Management
Workgroup
4.C.1; 4.C.2; 4.C.3
Ad Hoc Workgroup(s) of
Stakeholders
4.A.4
4.B.2
Board of County Commissioners 3.A.1
5.A.4
5.B.1; 5.B.3
By-and-For Organizations 2.C.3
City and County Planning
Departments
5.A.4
5.B.4
Continuum of Care 3.B.1
3.C.4
4.A.1; 4.A.3
5.A.3; 5.A.5
Continuum of Care Lead 1.B.3; 2.B.3
3.B.1
3.C.4
4.A.1; 4.A.2; 4.A.3
5.A.2; 5.A.3; 5.A.5
Coordinated Entry Advisory Board 2.B.3
2.C.3
3.B.2; 3.B.3; 3.B.4
3.C.1
County and City Grant Writers 1.C.2
Housing Fund Board 1.C.2
2.A.1; 2.A.2; 2.A.3
2.B.1
2.C.2
3.A.2
5.A.3; 5.A.5
Housing Fund Board: Community
Conversations Committee
3.C.3
49
Housing Fund Board: Data & Needs
Assessment Committee
2.B.2
2.C.1
3.A.3
4.A.4
4.B.1; 4.B.3
Housing Fund Board: Finance
Committee
3.A.3; 3.A.4; 3.A.5
Housing Fund Board: HSP Workforce
Committee
1.A.1; 1.A.2
1.B.1; 1.B.2; 1.B.3
1.C.1
Housing Fund Board: Shelter
Coalition
2.B.3; 3.B.4
3.C.2
5.A.1; 5.A.2
Housing Solutions Network 4.A.1; 4.A.2; 4.A.3
4.B.2
Port Townsend City Council 3.A.1
5.A.4
5.B.1