HomeMy WebLinkAboutCONSENT Hearing Notice re 5 year plan homelessness Consent Agenda Item
Commissioners Office
JEFFERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
AGENDA REQUEST
TO: Board of County Commissioners
FROM: Carolyn Gallaway, Clerk of the Board
DATE: November 3,2025
SUBJECT: HEARING NOTICE re: Joint Special Meeting of the Jefferson County
Commissioners and the Port Townsend City Council regarding the 5-Year
(2025-2030)Homeless and Affordable Housing Services Plan, scheduled for
December 8, 2025 at 6:00 p.m. in the Port Townsend Council Chambers,
located at 540 Water Street, Port Townsend, WA 98368 (HYBRID)
STATEMENT OF ISSUE: The Housing Task Force was established to develop a draft 5-Year(2025-2030)
Homeless and Affordable Housing Services Plan. Between May and October 2025,the Task Force met
regularly and completed a draft of the plan. Oversight for this work was provided by the Jefferson County
and City of Port Townsend Housing Fund Board(HFB).
On October 29, 2025,the HFB reviewed and refined the draft plan, ultimately voting to recommend
forwarding it to the City of Port Townsend and Jefferson County for consideration and final adoption
following a public hearing.
ANALYSIS: According to Washington State Department of Commerce guidelines, adoption of the 5-Year
Plan requires publication of a Public Hearing Notice at least 30 days prior to the scheduled hearing.
Staff from the City of Port Townsend and Jefferson County have coordinated to hold a joint public hearing
on December 8, 2025, at 6:00 p.m. in the Port Townsend City Council Chambers. This joint session will
provide an opportunity for public comment before final approval of the 5-Year Plan.
RECOMMENDATION: Approve the Public Hearing Notice for the Joint Special Meeting of the Jefferson
County Board of Commissioners and the Port Townsend City Council,regarding the 5-Year(2025-2030)
Homeless and Affordable Housing Services Plan, scheduled for December 8, 2025, at 6:00 p.m.
The hearing will be held in the Port Townsend City Council Chambers, located at 540 Water Street, Port
Townsend, WA 98368, and will be conducted in a hybrid format.
REVIEWED BY:
Jo '•. Peters, County Administrator
Please publish 2 times: Wednesday(s),November 5, and 12, 2025
Contact Person: Adiel McKnight
Bill to: Jefferson County Commissioners Office
P.O. Box 1220
Port Townsend, WA 98368
NOTICE OF PUBLIC HEARING
Jefferson County and Port Townsend 5-Year(2025-2030)
Homeless and Affordable Housing Services Plan
NOTICE IS HEREBY GIVEN that a public hearing is scheduled by the Jefferson County Board of
Commissioners(BOCC)for MONDAY,December 8, 2025 at 6:00 pm. in City Hall's Council
Chambers, 540 Water Street, Port Townsend, WA 98368 (HYBRID).Notice of said hearing is to be
published in the official newspaper of Jefferson County.
The Housing Task Force has created a draft 5-year local homeless housing plan for the City and
County. The plan provides goals, strategies, and actions to reduce homelessness and housing
insecurity within the entire county. The BOCC and City Council must hold a public hearing
regarding the proposed plan. This agenda item is to approve the public notice only;the individual
changes will be reviewed at the public hearing.
You are welcome to participate in this hearing. You will need to join the meeting by 6:00 p.m. using
the following methods: VIRTUALLY: Via the following Zoom, link:
https://zoom.us/j/98187633367 (enter the Webinar ID 98187633367); or IN-PERSON at the address
listed above.
In addition,written testimony is also invited beginning on November 3,2025,and ending on December
8, 2025,at the end of the Public Hearing,unless extended by the Board of County Commissioners.
Written public testimony may be submitted Email to:jeffbocc@co.jefferson.wa.us You may view
documents and testimony received by visiting: www.co.jefferson.wa.us and following this pathway—
Services—Laserfiche Web Portal (username and password is: public)—Board of Commissioners—
BOCC Agenda Packets— 2025 Weekly Agenda Items—08 December 2025— 120825—HEARING re: 5-
Year Plan
You can also Mail your testimony to: Jefferson County Commissioners' Office; P.O. Box 1220, Port
Townsend, WA 98368. Written testimony must be received by the Board of County Commissioners by
the end of the hearing testimony period.
Signed this 3`d day of November, 2025.
JEFFERSON COUNTY
BOARD OF COMMISSIONERS
/S/Heidi Eisenhour, Chair
2025 -2030
Jefferson County
Homeless & Affordable
Housing Services Plan
Jefferson County Housing Task Force of the
Joint City of Port Townsend/Jefferson County
Housing Fund Board
10-30-2025
TABLE OF CONTENTS
Acknowledgments i
Acronyms ii
Introduction 1
Extent, Impacts, and Causes of Homelessness and Affordable Housing 2
Crises in Jefferson County
Jefferson County's Homeless Crisis Response 9
Development of This Plan 15
Plan Objectives, Strategies and Actions 18
Objective 1: Strengthen the Homeless Service Provider Workforce 18
Objective 2: Promote an Equitable, Accountable, and Transparent 21
Homeless Crisis Response System
Objective 3: Prioritize Assistance Based on the Greatest Barriers to 24
Housing Stability and the Greatest Risk of Harm
Objective 4: Prevent Episodes of Homelessness Whenever Possible 28
Objective 5: Seek to House Everyone in a Stable Setting That Meets 31
Their Needs
Additional Plan Elements 34
Appendices 39
Appendix A: Record of Public Engagement 40
Appendix B: 2024-2025 Qualitative Needs Assessment Findings 46
Appendix C: Estimates of Service Level 49
Appendix D: Prioritization Criteria of Homeless Housing Capital 52
Projects
Appendix E: Survey of Fund Sources
Appendix F: Estimates of Permanent and Emergency Housing Needs 56
Appendix G: Strategies and Actions Cross-Referenced to Needs 61
Appendix H: Timeline Chart 63
Appendix I: Index of Action Leads 65
t
ACKNOWLEDGEMENTS
The Joint City of Port Townsend/Jefferson County Housing Fund Board
acknowledges the following individuals and groups for their support in the
development of the Homeless and Affordable Housing Services Plan.
Thank you to the Housing Task Force members and alternates:
Tammara Allen Cameron Jones Joanne Rittmueller
Greg Brotherton Kellen Lynch Adrian Smith
Julia Cochrane Sarah Martinez Viki Sonntag
Heather Dudley- Michael Moore Debbi Tesch
Nollette Audrey Morford Viola Ware
Leta Fetherolf Renata Munfrada Peggy Webster
Quianna Franklin Neil Nelson Cheryl Weinstein
Amy Howard
Thank you to all those who participated by offering their expertise and insight
on the plan:
Emma Bolin, Director of Community Development, City of Port Townsend
Samantha Boyd and Monique Ermine, REAL Team, Discovery Behavioral
Healthcare
Tonia Burkett, Usawa Consulting, Engage JC
Amanda Christofferson, Jefferson County Auditor's Office, Jefferson County
Melannie Jackson, Board, Community Build, Executive Pastor, New Life Church
Eric Jones, Acting Director, and Bill Wise, Steering Committee Chair, Housing
Solutions Network
Gary Keister, Executive Director, Bayside Housing and Services
Beulah Kingsolver, Executive Director, Dove House Advocacy Services
Jamie Maciejewski, Executive Director, Habitat for Humanity of East Jefferson
County
Kathy Morgan, Executive Director, Olympic Housing Trust
Luis Sierra, ROC Northwest
Special gratitude goes out to the over 40 lived experts who informed the
plan's development and the many who participated in the Needs Assessments.
i
ACRONYMS
ACS American Community Survey
AH Affordable Housing
AMI Area Median Income
BIPOC Black, Indigenous, and other People Of Color
BLMJC Black Lives Matter of Jefferson County
BOCC Board of County Commissioners
CEAB Coordinated Entry Advisory Board
CHG Consolidated Homeless Grant
CHIP Connecting Housing to Infrastructure Program
CoC Continuum of Care
CPP Countywide Planning Policies
DSHS Department of Social and Health Services
EH Emergency Housing
EJC East Jefferson County
GMA Growth Management Act
HAPT Housing for All Planning Tool (WA Department of Commerce)
HFB Housing Fund Board
HMIS Homeless Management Information System
HRS Homeless Response System
HSN Housing Solutions Network
HSP Housing Service Provider
JCC Jefferson County Code
JCIRA Jefferson County Immigrant Rights Association
ii
LGBTQ+ Lesbian, Gay, Bisexual,Transgender, Queer, plus (i.e., other gender
identities)
LAP Land Acquisition Program
MFTE Multi-Family Tax Exemption
OHT Olympic Housing Trust
OlyCAP Olympic Community Action Programs
PGM People of the Global Majority
PHA Peninsula Housing Authority
PIT Point-in-Time
PSH Permanent Supportive Housing
PT Port Townsend
PTMC Port Townsend Municipal Code
REAL Recovery, Empowerment, Advocacy, and Linkage
RCW Revised Code of Washington
REPAH Real Estate Professionals for Affordable Housing
RFP Request For Proposals
ROC Resident Owned Communities
TH Transitional Housing
VASH Veteran Affairs Supportive Housing
YMCA Young Men's Christian Association
WSHFC Washington State Housing Finance Commission
iii
INTRODUCTION
The 2025-2030 Jefferson County Homeless and Affordable Housing Services
Plan addresses the need for concerted action to reduce homelessness and
housing instability in Jefferson County. While considerable progress has been
made in expanding and strengthening the Homeless Response System (HRS)
over the past five years, housing stability for many low-income households in
Jefferson County remains painfully out of reach.
The 2025-2030 Homeless and Affordable Housing Services Plan presents
strategies and actions for laying a strong foundation to secure long-term
success in significantly reducing homelessness and housing insecurity leading
to homelessness. The plan is focused on 5 objectives:
• Strengthening the homeless service provider workforce.
• Promoting an equitable, accountable and transparent homeless crisis
response system.
• Prioritizing assistance based on the greatest barriers to housing
stability and the greatest risk of harm.
• Preventing episodes of homelessness whenever possible.
• Seeking to house everyone in a stable setting that meets their needs.
In developing this plan, the Housing Task Force sought to identify needs-
driven, resource-conscious, and actionable strategies for creating pathways to
permanent housing by involving a wide cross-section of HRS stakeholders.
Appendix A, Documentation of Public Engagement, provides a record of public
engagement that supported the plan's development.
The Housing Task Force convened by the Joint City of Port Townsend/
Jefferson County Housing Fund Board for the purpose of creating this plan is
comprised of 17 HRS and Affordable Housing stakeholders, including two
lived experts.1 The Housing Fund Board's responsibilities include overseeing
the plan's development and implementation for the city and county.
1 The City of Port Townsend is the sole incorporated city in Jefferson County. Two elected city council
members participated in the planning process as Housing Task Force members. See Appendix A,Record of
Public Engagement,for a full listing of Task Force members.
1
EXTENT, IMPACTS AND CAUSES OF HOMELESSNESS AND
AFFORDABLE HOUSING CRISES IN JEFFERSON COUNTY
Ending homelessness is a highly complex challenge. Because the individual,
social, and economic drivers of homelessness all feed each other, a holistic,
multi-pronged approach is required to create sustainable outcomes. There is
no single cause or simple fix, and the needs of each person experiencing
homelessness are often unique.
The twin crises of homelessness and affordable housing hugely impact
Jefferson County. To put it simply, homelessness and housing insecurity
generate trauma with consequences for the entire community.2 The social
and economic costs include:
• Increasing risk of interpersonal violence and traumatization
• Social isolation and loss of community connection
• Worsening mental and physical health and higher risk of untimely death
• Loss of essential workforce and lowered employment opportunities
• High rates of disconnected youth
• Increased rates and perpetuating cycles of incarceration
We can reduce these social and economic costs by building a strong support
system for people experiencing homelessness or at risk of homelessness that
includes preventing homelessness whenever possible and providing housing
in a stable setting that meets people's needs.
The analysis below describes the current state of homelessness and housing
insecurity in Jefferson County based on both quantitative and qualitative data
gathered by the Housing Fund Board.
To design effective programs and policies, we need to understand who is
experiencing it, how they became homeless, what their experiences are, and
what is preventing them from exiting homelessness. To this end, the Housing
Fund Board conducted a series of conversational meetings focused on the
needs of different populations experiencing homelessness and housing
instability that included both service providers and people with lived
experience. Appendix B, the 2024-2025 Qualitative Housing Needs
Assessment Findings, provides a summation of this research.
2 The terms housing instability,housing insecurity and risk of homelessness are used interchangeably within
this report and refer to not having a safe,affordable,stable and/or adequate home in which to live.
2
WHO EXPERIENCES HOMELESSNESS?
In Jefferson County, the average number of persons experiencing
homelessness at some point during a six-month period has remained fairly
stable since 2018 at just over 500 persons according to the Department of
Commerce's Snapshot Reports of Homelessness.3 This equates to around 15
persons per 1000 population, below the state average of 17 persons per 1000
population.4
The annual Point in Time (PIT) Count numbers measure the number of
homeless from a different standpoint - how many are homeless on a given
night at the end of January. Of particular focus in the PIT Count are the people
who live and sleep in places not ordinarily used as a living abode, such as in a
car, park, bus or train station, or campground. These are referred to as
unsheltered individuals and they tend to be the most visible part of the
homeless population to the general public. On the other hand, key
demographics, such as women, youth and families with children, tend to be
undercounted as they often hide their homelessness for personal safety
reasons.
In Jefferson, the annual PIT Count numbers reflected a downward shift in the
number of unsheltered from 112 in 2022 and 79 in 2024 to 66 in 2025,
possibly reflecting an increase in available Emergency and Transitional
Housing beds.5
In Jefferson, there are also a significant number of underhoused individuals,
persons whose homes are officially inadequate, for example, with no running
water or electricity. There is no good way to count underhoused individuals
(who are technically homeless) as many of them do not consider themselves
homeless or seek HRS or other services.
Many of the underhoused are prime working-age adults in the age range of 25
to 54.6 They often serve essential functions in our workforce and take pride in
3 Washington State Department of Commerce Snapshot of Homelessness Reports,January 2019 through
January 2025.
4 WA Affordable Housing Advisory Board 2023-2028 Housing Advisory Plan,Jefferson County Profile Data
(2022)
5 Washington State Department of Commerce,PIT Results for 2025 and PIT Results 2006-2024
6 In Jefferson,a special term,"shed boys and girls".is used to identify underhoused prime workforce adults as
there are so many. This term is also a historical reference dating to the early 2000s to a subculture of
3
their resourcefulness. However, in recent years, their situation has become
more precarious as they are being priced out of even unpermitted dwellings,
putting huge pressure on them to find ways to meet essential basic needs
including safety.
When discussing the number of people experiencing homelessness, it's also of
great importance to recognize that systemic inequalities cause housing
instability, meaning different demographics are not equally affected.
Homelessness and housing insecurity disproportionately impact historically
marginalized communities due to past and ongoing discrimination, economic
inequality, and systemic bias. These include Black, Indigenous and other
communities of color (BIPOC), immigrants, LGBTQ+ individuals, people with
disabilities, women with children, and youth and younger adults.
Locally, the overrepresentation of Black and Native American populations
experiencing homelessness underscores these disparities. Indigenous people
are disproportionately represented in Jefferson County's homeless population
at over three times their percentage in the general population and Black
individuals at one-and-a-half times.?
Youth and young adults, ages 13-25, are at far greater risk of being launched
directly into homelessness as soon as they leave school, foster care, or
unstable family situations. Without the stability of a permanent home or a
reliable support system, young adults 18-25 face barriers that compound
quickly: disrupted education, inability to enter the workforce, unsafe living
conditions, and exposure to exploitation. An even more fragile group are
unaccompanied minors, some as young as 13, navigating homelessness
without the presence or protection of a parent or guardian. These youth are at
the highest risk of exploitation, trafficking, abuse, and long-term
destabilization. Violence, particularly intimate partner violence, often leads
directly to homelessness for survivors by forcing them to flee unsafe
situations, while also creating economic and systemic barriers like job loss
and housing discrimination that prevent them from securing stable housing.
Conversely, the destabilization and lack of support inherent in homelessness
individuals who were known for their unconventional lifestyles,living in sheds or other makeshift housing in
the woods without electricity or running water.
Washington State Department of Commerce Snapshot of Homelessness Reports,January 2024
4
can increase a person's vulnerability to new or ongoing violence and trauma,
creating a destructive cycle.
WHO IS AT RISK OF HOMELESSNESS?
The number of people at risk of displacement or homelessness are many times
greater than the number of unhoused. Housing displacement refers to the
involuntary relocation of residents from their homes or neighborhoods for
economic, physical, or cultural reasons. It is distinct from voluntary moves
and is often associated with increasing rents as is the case in Jefferson County.
In Jefferson County, it is low-income renters who are being driven out of our
community, as seen in the figure below. Between 2016 and 2023 the Jefferson
County population of renters with incomes less than $50,000 decreased by
1,116 people, a shrinkage of 32%.
Increase/Decrease in %Population by Income and Tenure 2016-2023
200%
150%
100%
50%
0%
$20k-111 S35k- S50k- 75K >S75k
-50%
Income Inco in
20"
-1o0% 575k 90%
Owners ■Renters Ssok 60%';;
S35k =;42%
Source:ACS Table B25106 5 Yr Estimates SIOk 24%
Owning your home greatly depends on your access to resources, and access to
resources depends on previous generations of housing policy that favored
homeownership over renting as a means of building wealth. Unequal access
to housing resources intersects with race. People of the Global Majority
(PGM) are disproportionately low-income renters. In Jefferson, only 10% of
Black households own their homes.
5
The incidence of cost-burden among renter households tells a similar story.
Cost burden is when a household spends more than 30% of its income on
housing costs, including rent, mortgage, utilities, and other fees. This burden
leaves less money for other necessities and makes households more
vulnerable to financial instability.
While homeownership is often considered to be the gold standard of housing
security, homeownership is not guaranteed to be the most secure option. In
Jefferson, there are approximately 4 times as many owner households as
rental households below 100% Area Medium Income (AMI).8 That ratio has
grown with renters being forced out of the county. Both renter and owner
households in the 50 to 100% AMI range have seen significant increases in
cost burden over the last six years and Jefferson County is increasing in the
percentage of owner cost-burdened households while decreasing at the state
and national levels.9
In Jefferson, the data shows that older adults (over 65), BIPOC/PGM, and
families with minor children see higher rates of housing cost burden than
other adults, white households, and families without children respectively.10
In developing housing strategies to prevent homelessness, it is important to
consider both the incidence of cost burden and the number of households
with these problems within each income-tenure category, and whether the
incidence is rising among certain income groups.
In Jefferson, rental households below 80% AMI have the highest shares of
housing cost burden. From 2016 to 2023, the number of cost-burdened
renter households with incomes below 50% AMI decreased due to significant
displacement (see above), while the cost burden for those in the 50-80% AMI
bracket rose sharply from 35% to 75%.11 These numbers inform the
estimated housing needs the City and County are required to plan for in their
Comprehensive Plans.12
8 PolicyMap Local Housing Solutions, Housing Needs Assessment Report,Jefferson County,May 2025
9 PolicyMap Local Housing Solutions,Housing Needs Assessment Report,Jefferson County,May 2025
to WA Affordable Housing Advisory Board 2023-2028 Housing Advisory Plan,Jefferson County Profile Data;
City of Port Townsend 2025 Housing Needs Analysis; Housing Solutions Network, Housing Jefferson's
Economy Community Report
11 PolicyMap Local Housing Solutions,Housing Needs Assessment Report,Jefferson County,May 2025.
12 Department of Commerce,Housing for All Planning Tool (HAPT) excel spreadsheet,
6
WHAT ARE THE CAUSES OF HOMELESSNESS AND HOUSING INSECURITY?
Homelessness in Jefferson County reflects structural conditions that are
endemic to U.S. housing markets as a whole. Here, as elsewhere, the lack of
affordable rental housing is a primary structural driver of homelessness and
displacement. This lack of rental housing drives rent increases.
Due to the same market pressures, homeownership is also increasingly out of
reach for most all low-income households and for many moderate-income
households. With fewer affordable homeownership options, downrenting
(when moderate- and higher- income households occupy lower cost rental
units) appears prevalent in Jefferson County. Meanwhile, the number of
available rentals is shrinking as rentals are converted to homeownership
opportunities and mainly sold to people coming from outside the
county. Between 2012 and 2022 Jefferson County lost 748 rental units.13
A strained housing market puts a growing financial burden on renters and
homeowners alike, leading to increased risk of displacement and
homelessness. Similarly, economic insecurity heightens people's risk of
homelessness. A sudden job loss or other financial emergency can trigger
homelessness. As the overall cost of living climbs and people lose public-
supported benefits such as Medicaid, we foresee a rise in homelessness.
The availability of and access to care and support, such as assistance with
financial hardship, employment support, and health and behavioral health
care guards against damaging circumstances, where a lack of adequate access
to care and support creates disproportionate vulnerability. Meeting the
intersecting needs of vulnerable populations such as youth, older adults,
families with children, and people living with mental illness or substance use
disorders, requires a depth of resources and coordinated service provision
across different service delivery systems.
WHAT LOCAL FACTORS CONTRIBUTE TO HOMELESSNESS AND HOUSING
INSECURITY?
Jefferson County is one of the most expensive and least affordable counties in
Washington, especially when comparing its median home prices to local
wages. In the first quarter of 2025, Jefferson County was 37th out of the 39
13 American Community Survey data,Table DP04
7
counties in Washington for affordability for both first time home buyers and
homebuyers in general.14 The increasing gap between wages and housing
costs means that an ever-growing percentage of the people who live here
cannot afford to buy a home.
In turn, this makes competition for affordably priced rentals fierce. Many in
the local Homeless Response System (HRS) workforce live in surrounding
counties where rents are cheaper. Long commutes on two-lane highways to
their jobs adds to the stress of their work and the lack of affordable housing
makes it difficult to recruit and retain workers.
Another local factor that shapes housing outcomes is that a high percentage of
the more affordable rentals are owned by small "mom and pop" private
landlords. Studies show that these small landlords are less likely to evict
tenants, contributing to increased housing stability and preventing
displacement.15 At the same time, mom-and-pop landlords can face significant
financial challenges, leading them to increase rents, defer maintenance, or sell
their properties for home ownership.
On the demand side, Jefferson County is getting older. Of counties in
Washington State, Jefferson has the highest share of the population age 65 and
older with 26.3% in 2010 and 41.6% in 2022.16 Moreover, Jefferson's share of
over 65 households is more than twice that of Washington as a whole.'' This
matters as the second largest predictor of homelessness in Washington
counties is the percentage of the population 65 and over, after median rent for
one-bedroom apartments.18 It is reflected in our homeless population where
a disproportionate and growing share are older adults.
Finally, Jefferson County is a small rural county with a population of less than
35,000 (smaller than that of most of Washington's cities). By state law, local
governments must develop policies to prevent homelessness and
displacement but, at the same time, the city's and county's resources to
14 Washington Center for Real Estate Research,Washington State Housing Market Report 1st Quarter 2025.
is Henry Gomory,The Social and Institutional Contexts Underlying Landlords'Eviction Practices,2020.
16 ACS Table SO10 2023 5-Year Estimate
17 PolicyMap Local Housing Solutions,Housing Needs Assessment Report,Jefferson County,May 2025
18 Washington State University,Status of Fact Finding Report Year 3,Pathways to Housing Security,
https://wpcdn.web.wsu.edu/wp-wsucahnrs/uploads/sites/2180/2023/11/2023-Status-of-Fact-Finding-
Report.pdf
8
develop a response to the homelessness and affordable housing crises are
limited.
In practice, the city and county have relied on their partners, the housing
service providers (HSPs), to develop solutions and allocate resources. Over
the last five years, this has begun to shift in response to changes coming from
above and below. From above, there are new Growth Management Act
requirements for housing development and new guidance from the
Department of Commerce on HRS management in addition to significant
impacts from changes in federal government policy and funding priorities.
From below, the need for coordination has grown as our local HRS response
has evolved to include more HSPs and other service agencies providing
services to the homeless and housing insecure, especially in the health,
education and community sectors.
JEFFERSON COUNTY'S HOMELESS CRISIS RESPONSE
The figure below shows Jefferson County's HRS and Affordable Housing
ecosystem in relation to the housing continuum.
Homeless and Affordable Housing Ecosystem
HRS System Goal: Reduce Homelessness and Housing Insecurity/Risk of Homelessness
.....ntr.araa f4rhK4 I ,wear.irrww,Y ...
Nwn.hesn.as Cm.ry.ney TranaItletil Supportive Can.rraltty or Seloweillerket Prhrat. Non.
Services Shelters Na wins NouMrp soots.Housing 11.ntaWOwre.hp Serest Ownership
4n W rmae.h.. Sh..n a.m 4.dRmt aempnrv��6 b hrllwb v*h fl wI.,rd...h p..hln P.M.ac mmY m 1'n....u...d h H.... a pu..fir..f M
.ad.k.uk.n. c.pe..rn.nR (awn relr.ao hrlp pa.pk IM pceanma.a..w..-p...fe. andud by .h..f"`6 m..hw rmu r....der.p.. .
.dryu.r basing hatcku..e. ',anima lama .ndrprndendr .ao-uparrrve µwc.n.nsn.
• Lived Experts •
Homeless Response System =
Homeless Housing Service Providers +
Housing Fund Board/Continuum of Care
AH Providers
Service Network
Community housing organizations, homeless service/advocacy organizations, By and For organization
social service providers and educational organizations and government agencies and boards
9
The housing continuum is comprised of services that provide varying levels of
support to individuals based on their housing stability and needs, ranging
from homelessness prevention to permanent housing. A wide diversity of
service and functional model types offer a comprehensive and adaptable
approach to the complex needs of different populations. Each and every
homeless and affordable housing provider in the system performs vital
services in opening pathways to housing security.
By service type the Jefferson Homeless Response HRS and Affordable Housing
ecosystem is supported by the following service providers:19
Homelessness Services focus on providing access to basic needs like food,
hygiene facilities, health check-ups and transportation. Providers include:
Bayside Housing & Services (Bayside), Reach Out! and the Winter
Welcoming Center. They are closely supported by JC Mash, Discovery
Behavioral Healthcare and the Jefferson County Public Health
Department's Harm Reduction Unit.
Emergency Housing is intended to provide immediate, very short-term
shelter during a crisis. Providers include: Bayside, Dove House Advocacy
Services (Dove House), and the Olympic Community Action Partners
(OlyCAP).
Transitional Housing offers temporary, stable housing (usually up to 24
months) and services to help people address challenges and prepare for
permanent housing. Providers include: Bayside, Dove House, OlyCAP and
OWL360.
Permanent Supportive Housing combines long-term, time-unlimited
housing with ongoing support services for individuals with disabilities or
chronic conditions who need consistent assistance to maintain stable
housing. Providers include: Bayside and OlyCAP.
Community Housing is housing provided to low- and moderate-income
households at below-market rates often through subsidies. Community
housing models, run by either local non-profits or community
organizations, offer both rental and ownership options. Some programs
require income verification, while others do not. Providers include:
19 Known housing service providers in Jefferson County are referenced but the list may not be all inclusive.
10
Bayside, Community Build, Habitat of East Jefferson County (Habitat EJC),
Hugging Tree Legacy, OlyCAP, Olympic Housing Trust (OHT), Peninsula
Housing Authority (PHA) and Resident Owned Communities (ROC)
Northwest.
Below-Market Rental/Ownership assistance programs, such as the
Homelessness Prevention and Rapid Rehousing programs and Section 8
vouchers, help low- and moderate-income households secure stable
housing in the private market by reducing their monthly housing costs
through vouchers or direct cash payments. Providers include: OlyCAP,
Opportunity Council (Jefferson), and PHA.
In addition, the Housing Fund Board and the Continuum of Care (CoC) have
responsibility for overseeing, coordinating and supporting the Homeless
Response System. A CoC is a collaborative regional group responsible for
planning, coordinating and funding homeless assistance services within its
geographic area, while the CoC Lead is a specific organization designated to
handle the day-to-day administrative and operational functions of the CoC.
Additional CoC Lead responsibilities include administering the Homeless
Management Information System (HMIS) and the Coordinated Entry
Advisory Board (CEAB). In Jefferson County, the CoC Lead has historically
been OlyCAP. In the past five years, the Housing Fund Board and its
predecessor, the Affordable and Homeless Housing Task Force, have assumed
many of the coordination, planning and plan implementation responsibilities.
Lived Experts - people with current or past experience in homelessness and
housing insecurity - are essential partners in the effort to end homelessness.
Their unique insights help to design, implement, and evaluate more effective
and equitable programs.
Advocates and activists play a significant role in Jefferson County's homeless
and affordable housing ecosystem by connecting individuals and families to
resources and services for finding and maintaining stable housing. They also
work on broader systemic change by lobbying for policies like increased
affordable housing and tenant protections, and by educating the public and
policymakers on issues related to homelessness.
11
Local governments set the standards for the siting and operations of
emergency and affordable housing through their planning commissions and
community development departments, helping to balance public safety,
environmental concerns and housing needs. Both Jefferson County and the
City of Port Townsend have worked to eliminate barriers to the siting of
emergency housing facilities by updating their zoning codes, specifically
Jefferson County Code (JCC) 18.20.385 and Port Townsend Municipal Code
(PTMC) 17.62. In addition, the Washington State Growth Management Act
(GMA) requires counties and cities to plan for housing development needs by
income level in their Comprehensive Plans. This process is taking place in
parallel to the development of this plan.
Lastly, service providers from other sectors and by-and-for and community
organizations form a service network that is essential to addressing the
multiple factors contributing to housing instability. (See Appendix A for a list
of service network organizations participating in the 2024-2025 Qualitative
Needs Assessment.)
From 2019 to 2024, huge gains were made to expand and strengthen the HRS
and to increase affordable housing opportunities at the system level.
Individual HSPs also have been successful in expanding their offerings and
strengthening their programs. Significant achievements over the last five
years, among others, include:
• Increasing the number of emergency and transitional beds by 59% to
184 beds and the number of permanent supportive housing units by
43% to 65 units.
• The authorization of the 1/10th of 1% Sales Tax for Affordable Housing
in 2020 provided a much-needed locally-controlled funding source for
capital development projects.
• The Winter Welcoming Center, 0WL360's The Nest and Dove House's
Recovery Café created spaces for people experiencing homelessness or
are at risk of homelessness to engage with others in a safe environment.
• The county secured funds for the purchase of the Caswell-Brown
property and leased the property to OlyCAP for the development of a
new emergency housing facility, including a food preparation building,
with services for up to 100 clients. Phase 3 of Caswell-Brown is
scheduled to be completed in June 2026.
12
• The City of Port Townsend developed a model ordinance that allows
siting of Emergency Housing Facilities in all residential zones.
• Jefferson County initiated a stock plans program of pre-approved
designs that will reduce permitting timelines, cost, and noncompliance
with local state and federal regulations.
• Community Build engaged hundreds of volunteers in building over 40
tiny shelters for tiny shelter villages owned and operated by Bayside
and OlyCAP.
• Bayside secured $8.6 million from the Washington Department of
Commerce's Housing Trust Fund to build two permanent supportive
and affordable mid-rise apartment buildings and a Land Acquisition
Program (LAP) loan from the Washington State Housing Finance
Commission (WSHFC) to purchase property for a third affordable and
permanent supportive housing development.
• Habitat EJC, Bayside Housing & Services and the Olympic Housing Trust
were all awarded Connecting Housing to Infrastructure Program (CHIP)
grants by Commerce.
• OHT broke ground on the Dundee Hill Project, which will provide five
permanently affordable townhomes.
• Bayside Housing & Services opened a free medical and mental health
services clinic.
• OWL360 was founded in 2021 to provide the young people of Jefferson
County opportunities for sustainable independence through a holistic
targeted approach to serving young people, including affordable
housing and support services, community connections, and programs.
• Habitat EJC implemented their pioneering permanently affordable
housing model and will break ground on their Mason Street
Neighborhood development of 136 permanently affordable homes for
households in the 50-150% AMI income range in 2026.2°
• The Coordinated Entry Advisory Board (CEAB) and the Shelter Coalition
were formed to advance coordinated service delivery. The CEAB helps
people experiencing or at risk of homelessness access housing, shelter,
and supportive services. The Shelter Coalition is providing operational
20 Permanently affordable housing is essential for resolving the housing crisis because it creates a stable
low-and moderate-income affordable housing stock compared to market-rate homes.
13
focus for service delivery to unsheltered and emergency housing clients
by bringing together service providers from across service sectors.
The box below highlights the collective strengths of the HRS ecosystem.
identified in the Qualitative Housing Needs Assessment (see Appendix B).
Identified Strengths of HRS EcoSystem
1. Diverse Housing Programs: Multiple organizations provide emergency,transitional,
and permanent housing options, such as OlyCAP, Bayside Housing, Dove House, OWL
360, Peninsula Housing Authority and Habitat of East Jefferson County.
2. Targeted Services Aligned to Needs: Programs tailored to specific populations, such
as youth (OWL360), domestic violence survivors (Dove House), and individuals with
substance use disorders (HARPS program) have been successful in serving their clients.
3. Expansion of Innovative Housing Models: Tiny shelter villages and global leases
increase affordable housing supply without requiring expensive and lengthy new
construction.
4. Community-Based Initiatives: Organizations like Housing Solutions Network,
Community Build, and REPAH (Real Estate Professionals for Affordable Housing) focus
on engaging the community in responding to the housing crisis.
5. Cross-Sector Partnerships: Collaboration between housing service providers, social
service organizations, local government agencies and community-based organizations
address intersecting needs.
6. Advocacy and Equity Efforts: By-and-for organizations like Jefferson County
Immigrant Rights Advocates (JCIRA) and Black Lives Matter of Jefferson County
(BLMJC) provide advocacy and support tailored to marginalized communities, including
immigrants and BIPOC populations.21
7. Data and Needs Assessment: The Qualitative Housing Needs Assessment project and
quantitative data analysis provide lived experience and service provider insights to
inform policy and program design.
The most immediate challenge facing Jefferson County HRS and AH providers
is the need to build and maintain service capacity at a time when funds are
being cut. Overcoming this challenge requires both a focus on operational
improvements and investment in longer-term solutions. This approach is
21 A"by-and-for"organization is one that is operated by and for a specific,often marginalized,community.
These organizations are culturally based and substantially controlled by individuals from the community they
serve,and their mission and programs are rooted in that community's values.
14
reflected in our strategies and actions for building a solid foundation for
building long-term success.
DEVELOPMENT OF THIS PLAN
Washington state law requires that local governments adopt a five-year local
homeless housing plan ("local plan") for their jurisdictional area. The local
plan must include objectives, strategies, actions, milestones or performance
measures and timelines to reduce homelessness within the county.
The local plan must also be consistent with guidance issued by the
Department of Commerce (Commerce). To align local plans with the state's
plan and across jurisdictions, the guidance specifies five objectives each plan
must address:22
• Strengthening the homeless service provider workforce.
• Promoting an equitable, accountable and transparent homeless crisis
response system.
• Prioritizing assistance based on the greatest barriers to housing
stability and the greatest risk of harm.
• Preventing episodes of homelessness whenever possible.
• Seeking to house everyone in a stable setting that meets their needs.
The Housing Fund Board decided to include affordable housing within the
scope of this plan because the plan addresses housing insecurity and because
affordable housing is the last step in the continuum of housing needs.
The process goals for local planning were three-fold. The plan should be:
• Needs-driven, that is, the plan should identify and address the specific
needs of those experiencing homelessness and housing insecurity as
identified in Jefferson's data and qualitative needs analyses.23 This
approach ensures that efforts and resources are focused on the areas
where they will have the most significant impact.
22 Washington State Department of Commerce's 2025-2030 Local Homeless Housing Plan Guidance
23 The Quantitative Homeless and Affordable Housing Data Report for the Housing Task Force,City of Port
Townsend and Jefferson County can be found at https://www.co.jefferson.wa.us/1382/Housing-Fund-Board
15
• Resource-conscious, that is, strategies and actions should be
supported by the people, budget, time and capabilities needed to
complete the plan's goals successfully.
• Actionable, that is, the strategies for achieving desired outcomes
should be based on concrete actions defined by clear deliverables and
measures of success that facilitate accountability and progress
monitoring,
The Housing Task Force's planning framework is depicted in the diagram
below. The Task Force's strategies and actions development process was
both top-down and bottom-up. Top-down planning starts with high-level
strategic goals set by leadership (in this plan, Commerce), while bottom-up
planning begins with an assessment of capabilities (that is, strengths and
resources). In addition, we recognize that planning is fractal, that is, the
execution of high-level plans often requires the development of action plans.
Jefferson County 2025-2030 Planning Framework
A
two WHY Need/
Objectiv
h,p
HHOW Strategies '� C
v
WHAT Actions(Projects/
Arm",
)r
Programs)
Planning
is fractal 0
Strengths(Capabilities/
Resources) m
For each objective, a team prepared a presentation to open discussion of the
following questions:
• What are the major needs, barriers and gaps to address under this
objective?
• What existing strengths (capabilities/resources) can we build on to
address this objective? What additional capabilities/resources do we
need?
16
• What are potential strategies and actions to address this objective?
The Task Force members were then asked to prioritize strategies and
supporting actions. From this input, the strategies and actions were drafted
and cross-referenced to the needs identified in the Qualitative Housing Needs
Assessment (see Appendix G).
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.
The Housing Task Force in a final meeting then reviewed the draft plan in its
entirety, whereon the draft plan was passed to the Housing Fund Board for
recommendation to the City and County. As part of the final Task Force
review, a timeline chart of actions was constructed (see Appendix H).
As the final step in adopting the plan, the City of Port Townsend (the only
incorporated city in Jefferson County) will hold a public hearing on
Decemberlst and a joint public hearing between the City and County will be
held on December 8th, after which the plan will be submitted to Commerce.
17
OBJECTIVES, STRATEGIES AND ACTIONS
The objectives, strategies, actions and measures of success or performance
below lay out a strategic, multi-faceted approach to helping individuals and
families move from unstable or temporary living situations to safe,
permanent, and affordable homes. This approach is referred to in the plan as
building pathways to housing security.
The particular focus for this coming 5-year period was to lay a solid
foundation for strengthening and expanding the HRS to successfully meet the
housing needs of people experiencing homelessness and housing insecurity.
Objective 1: Strengthen the Homeless Service Provider Workforce
A compassionate approach to reducing homelessness and housing insecurity
begins with ensuring the well-being of the frontline workers who directly
provide homeless services and housing assistance. Housing service provider
(HSP) workers regularly encounter trauma and grief when working with
unhoused people and people at risk of becoming homeless. Fostering a
workplace culture that respects HSP staff as the highly qualified professionals
they are and that provides them with the necessary resources and support to
do their jobs is essential to strengthening the HSP workforce. Strategies and
actions to support this objective are:
A. Strategy: Create a peer support network for HSP staff to foster
connections and share information on their work, the services they
provide, resources, and skills.
Action 1.A.1: Form a Peer Network Committee to organize regular HSP
network events where providers from different HSP agencies can develop
supportive peer relationships. Events shall be designed based on input
from participants on frequency, format, content and structure.
Measures of Success: Committee formed; High participation in events
Timeline/Milestone: June 2026 network event; ongoing
Lead/Responsible Party: Housing Fund Board's (HFB's) HSP Workforce
Committee
Action 1.A.2: Foster a Homeless Response System (HRS) community of
practice based on shared values and agreements using feedback circles to
18
create a safe and supportive environment for members to learn from each
other, share insights and resources, and collectively improve their
practices and contributions, particularly with the intent to address
unsupportive work culture issues such as racialized dynamics, burnout and
a lack of career mobility.
Measures of Success: Self-reported increased ability to access and share
resources and solutions
Timeline/Milestone: 2028-2030
Lead/Responsible Party: HFB's HSP Workforce Committee
B. Strategy: Engage cross-system collaboration on training standards
development and training provision.
Action 1.B.1: Generate, publish and maintain a list of training
opportunities covering core competency trainings including trainings on
trauma-responsive, anti-racism and client-centered service delivery.
Measures of Success: List of training opportunities distributed; Increase
in percentage of staff receiving trainings
Timeline/Milestone: May 2026; ongoing
Lead/Responsible Party: HFB's HSP Workforce Committee
Action 1.B.2: Identify opportunities to collaborate on offering training
services with the intent of offering expanded training opportunities and
maximizing existing agency investment in training.
Measures of Success: Shared training offerings announcement; Increase
in percentage of staff receiving trainings
Timeline/Milestone: May 2026; ongoing
Lead/Responsible Party: HFB's HSP Workforce Committee
Action 1.B.3: Coordinate and leverage Consolidated Homeless Grant
(CHG) and other funding for shared training services, including identifying
and funding locally developed trainings and "train the trainer"
opportunities.
Measures of Success: Schedule for shared training offerings completed;
Increase in leveraged training investment
19
Timeline/Milestone: August 2026; annually ongoing
Lead/Responsible Party: HFB's HSP Workforce Committee; Continuum
of Care (CoC) Lead
C. Strategy: Incentivize HSP staff worker retention and career mobility
practices.
Action 1.C.1: Support HSPs in implementing best practices to improve
worker satisfaction and retention such as retention bonuses, housing
support for housing-insecure HSP workers, work-life balance, and
increased compensation through resource development. In particular,
identify practices supporting workers with lived experience who may lack
the education requirements that pose barriers to promotions and wage
increases.
Measures of Success: Report on best practice resources completed;
Increase in worker satisfaction
Timeline/Milestone: January 2027
Lead/Responsible Party: HFB's HSP Workforce Committee
Action 1.C.2: Research funding opportunities to provide support for
implementation of worker retention and career mobility practices and
pursue and award secured funds to HSPs.
Measures of Success: RFP for strengthening HSP workforce issued;
Increasing retention of HSP workforce
Timeline/Milestone: March 2027
Lead/Responsible Party: County and City grant administrators; HFB
20
Objective 2: Promote an equitable, accountable and transparent
homeless crisis response system
Strategies and actions that support the development of an equitable,
accountable and transparent HRS are important because they ensure fair and
effective resource allocation, address systemic disparities faced by
underserved communities, and improve outcomes by using data to guide
decision-making and track progress. Tracking and reporting our results helps
us determine if our homelessness efforts are working effectively, make
improvements, and demonstrate accountability to stakeholders. When
communities see that the system is working to address their needs and
correct injustices, it builds trust and encourages greater participation from
people with lived experience in designing and implementing
solutions. Strategies and actions to support this objective are:
A. Strategy: Strengthen Housing Fund Board (HFB) and Continuum of
Care (CoC) in overseeing, coordinating and supporting the Homeless
Response System.
Action 2.A.1: Research and evaluate different CoC and Housing Fund
Board models for meeting Jefferson County's COC responsibilities.
Measure of Success: Evaluation report completed
Timeline/Milestone: May 2026
Lead/Responsible Party: Housing Fund Board
Action 2.A.2: Develop and seek service provider input on HFB/CoC
restructuring/implementation plan with effort to minimize adverse
impacts from change.
Measure of Success: CoC restructuring plan completed
Timeline/Milestone: November 2026
Lead/Responsible Party: Housing Fund Board
Action 2.A.3: Complete HFB/CoC reorganization with the aim of
promoting equity, transparency, and accountability.
21
Measure of Success: CoC enactment completed; Increased public
engagement in decision making and increased reporting on progress
towards goals
Timeline/Milestone: May 2027
Lead/Responsible Party: Housing Fund Board
B. Strategy: Improve Homeless Response System (HRS) capabilities to
foster accessibility, accountability and transparency.
Action 2.B.1: Institute biannual reviews of progress towards Homeless
and Affordable Housing Services Plan goals and adapt strategies in
response to emerging conditions. Ensure adequate resources for
implementing goals of the Homeless and Affordable Housing Services Plan.
Measures of Success: Annual Review Meetings in May and November;
Increased follow-up on action items.
Timeline/Milestone: Bi-Annually in June and December
Lead/Responsible Party: Housing Fund Board
Action 2.B.2: Design and implement a shared data system that tracks local
drivers of homelessness and housing instability, functional model and
system performance, including equitable access measures, and progress
toward system-level goals. Incorporate Estimates of Service Level
indicators into data system (see Appendix C) and identify system-wide
measures of performance and target goals, such as a Length of Time
Homeless target goal of 1 year, to enable concrete action (see Appendix F).
Measures of Success: Published data on dedicated webpage completed;
systemwide target goals established; Increased improvement in system-
wide measures of performance
Timeline/Milestone: Ongoing; Milestones in December 2026 and
December 2027
Lead/Responsible Party: HFB's Data and Needs Assessment Committee
Action 2.B.3: Establish shared operational policies and protocols (e.g.,
grievance procedures, financials accessibility) and standards of
practice/care (e.g. shelter staff per x number of clients) based on
experience and adaptable to different service populations and models.
22
Measure of Success: Shared standards and goals published
Timeline/Milestone: January 2028
Lead/Responsible Party: HFB's Shelter Coalition and CEAB
C. Strategy: Support those most impacted by housing insecurity to
participate in making decisions about, implementing, and assessing
system policy, practices, and programs.
Action 2.C.1: Hold bi-annual listening sessions to listen and respond to
feedback on housing conditions and service from impacted populations.
Measure of Success: Observed signs of increased trust and rapport
between participants and facilitators
Timeline/Milestone: Ongoing
Lead/Responsible Party: HFB's Data and Needs Assessment Committee
Action 2.C.2: Implement compensation program across agencies for lived
experts to participate in policy setting, project development and
operational reviews.
Measure of Success: Compensation Program established; Increasing
participation in decision-making
Timeline/Milestone: July 2027
Lead/Responsible Party: Housing Fund Board
Action 2.C.3: Pilot a community-defined equity of service standard of care
that includes criteria like exposure to systemic racism, generational harm,
and housing precarity outside the shelter system. Compensate by-and-for
organizations for their participation.
Measure of Success: Equity of Service Standard issued; Decreased
disparities in access to service
Timeline/Milestone: December 2027
Lead/Responsible Party: By-and-for organizations; CEAB
23
Objective 3: Prioritize assistance based on the greatest barriers to
housing stability and the greatest risk of harm.
Building a solid foundation for the homeless response system depends on our
collective ability to develop and allocate resources strategically. Strategic
resources include robust financial programs, comprehensive and coordinated
support services, and policy interventions that increase access to affordable
housing. Effective approaches address both immediate needs and systemic
issues that cause housing instability. By focusing on the greatest barriers to
housing stability and greatest risk of harm, we strengthen the entire system
and improve outcomes across the board. Strategies and actions to support
this objective are:
A. Strategy: Improve financial sustainability of HRS through
coordinated efforts to bring funding to the community for wider
benefit.
Action 3.A.1: Capture and communicate the benefits of HRS and AH
investments.
Measure of Success: News releases on significant developments issued;
Increase in public engagement
Timeline/Milestone: Ongoing
Lead/Responsible Party: BOCC, Port Townsend City Council
Action 3.A.2: Incorporate evidence-based prioritization criteria into
Jefferson's local funding award mechanism (see Appendix D).
Measure of Success: Modified RFP published; Increased effectiveness of
awards in meeting system-level needs
Timeline/Milestone: September 2026
Lead/Responsible Party: Housing Fund Board
Action 3.A.3: Monitor and evaluate functional model and system financial
performance (see Appendix C, Estimates of Service Level).
Measure of Success: Financial sustainability metrics completed
Timeline/Milestone: December 2026; annually ongoing
Lead/Responsible Party: HFB's Finance and Data and Needs
Assessment Committees
24
Action 3.A.4: Identify key funding requirements by service agency and
develop long-term HRS financial sustainability plan incorporating a broad
range of fund sources (see Appendix E, Survey of Fund Sources).
Measure of Success: Financial sustainability plan published: Decrease in
funding shortfalls.
Timeline/Milestone: December 2027
Lead/Responsible Party: HFB's Finance Committee
Action 3.A.5: Facilitate securing and managing capital project funds for
HSPs systemwide from grant opportunity identification and proposal
development through grant compliance.
Measure of Success: Increased self-reported coordination
Timeline/Milestone: Ongoing
Lead/Responsible Party: HFB's Finance Committee
B. Strategy: Integrate housing programs and agencies working on
outreach, entry into the homeless response system, placement in
housing, and longer-term housing stability.
Action 3.B.1: Engage, train and compensate lived experts in outreach to
and engagement of underserved populations.
Measure of Success: Increasing number of lived experts in HRS
outreach/engagement staff positions
Timeline/Milestone: July 2027; ongoing
Lead/Responsible Party: CoC, CoC Lead
Action 3.B.2: Develop shared policies across service agencies that ensure
fair and equal access to assistance for all households experiencing
homelessness, especially for those transitioning from homelessness and
most at risk of housing instability.
Measure of Success: Improved exits to permanent housing for
disproportionally impacted populations
Timeline/Milestone: January 2027; ongoing
Lead/Responsible Party: CEAB
25
Action 3.B.3: Bridge gaps in the pathways to housing security by
improving linkages between programs, services agencies, the CEAB and AH
housing providers and private landlords.
Measure of Success: Decreasing length-of-stay in homelessness;
increase in placements to permanent housing
Timeline/Milestone: January 2027; ongoing
Lead/Responsible Party: CEAB
Action 3.B.4: Explore service delivery practices to reduce administrative
and emotional burden of accessing and receiving services focusing on
client-centered service delivery.
Measure of Success: Decreasing length-of-stay in homelessness
Timeline/Milestone: July 2028
Lead/Responsible Party: HFB's Shelter Coalition and CEAB
C. Strategy: Align efforts and resources for meeting essential needs
across service sectors including housing, economic, social,
governmental, and health agencies and organizations.
Action 3.C.1: Work with cross-sector partners to develop and implement a
decentralized point-of-access service model to meet people where they are
at, including south and east county communities.
Measure of Success: Increasing project entries systemwide
Timeline/Milestone: January 2027; ongoing
Lead/Responsible Party: CEAB
Action 3.C.2: Participate in and provide networking opportunities and
resources across service sectors focused on meeting essential needs of the
unsheltered and underhoused populations.
Measure of Success: Increasing efficiency of resource distribution
Timeline/Milestone: June 2026; ongoing
Lead/Responsible Party: HFB's Shelter Coalition
Action 3.C.3: Partner with aligned organizations in creating community
conversations (forums) where information, solutions, and common
objectives are formed and shared.
26
Measure of Success: Regular community conversations
Timeline/Milestone: 2025-2030
Lead/Responsible Party: HFB's Community Conversation Committee
Action 3.C.4: Engage and compensate by-and-for organizations as
advocates for people experiencing historic and systemic disadvantages in
accessing HRS services.
Measure of Success: Compensation mechanism established; Decrease in
service disparities
Timeline/Milestone: January 2028
Lead/Responsible Party: CoC, CoC Lead
27
Objective 4: Prevent episodes of homelessness whenever possible.
Strategies and actions that aim to prevent episodes of homelessness, including
recurring homelessness, have proven to be highly effective. By addressing the
causes of housing instability before people lose their homes, these strategies
offer a cost-effective alternative to emergency shelter, prevent the trauma
associated with becoming homeless, and provide essential support services
that lead to long-term stability. These approaches save public resources,
maintain community stability, and help people secure and keep housing,
which is crucial to accessing other necessary services and opportunities.
Strategies and actions that support this objective are:
A. Strategy: Assist renters with information services and technical and
material support that ensures they can stay stably housed.
Action 4.A.1: Publish and distribute information resources on tenants'
rights as encoded in Washington's rent stabilization law, fair housing laws
and the Landlord-Tenant Act.
Measure of Success: Information resources distributed; Decreasing
percentage of displacement
Timeline/Milestone: January 2027; ongoing
Lead/Responsible Party: CoC, CoC Lead, Housing Solutions Network
Action 4.A.2: Connect and advocate for tenants with organizations
providing legal and conflict resolution services such as mediation and
restorative justice.
Measure of Success: Relationships established
Timeline/Milestone: January 2027; ongoing
Lead/Responsible Party: CoC Lead, Housing Solutions Network
Action 4.A.3: Promote tenant training, including existing on-line
certification programs, that help renters successfully navigate the rental
process, become responsible renters, and prepare for home ownership
opportunities.
Measure of Success: Tenant training program established; Increasing
numbers of renters taking training
28
Timeline/Milestone: 2028
Lead/Responsible Party: CoC, CoC Lead, Housing Solutions Network
Action 4.A.4: Explore incubating a self-organizing tenants' rights
organization.
Measure of Success: Workgroup convened; Decrease in percentage of
underhoused
Timeline/Milestone: March 2026
Lead/Responsible Party: Ad hoc workgroup of stakeholders including
underhoused lived experts; HFB's Data and Needs Assessment
Committee
B. Strategy: Expand supported affordable housing options for renters.
Action 4.B.1: Develop a global lease model toolkit and promote its use in
meeting needs of underserved low-income populations.
Measure of Success: Toolkit published; Increase in model uptake
Timeline/Milestone: March 2027
Lead/Responsible Party: HFBs Data and Needs Assessment Committee
Action 4.B.2: Convene workgroup to research and design alternative
housing model that connects aging-in-place service needs with workforce
housing needs.
Measure of Success: Workgroup convened; Decrease in percentage of
seniors experiencing homelessness and housing insecurity
Timeline/Milestone: January 2027 - June 2027
Lead/Responsible Party: Ad hoc workgroup of stakeholders; Housing
Solutions Network
Action 4.B.3: Recognize the rights of people living in informal housing to
security of tenure and develop related strategies for formalizing and
improving their housing conditions.
Measure of Success: Policy recommendations published; Decrease in
percentage of underhoused
29
Timeline/Milestone: 2028-2029
Lead/Responsible Party: HFB's Data and Needs Assessment Committee
C. Strategy: Develop and promote AH rental management resources
that balance renters' and landlords' needs with goal of maintaining
and increasing stock of community-based rentals.
Action 4.C.1: Promote landlord training, including existing on-line
certification programs, that would provide small landlords with assistance
in developing better property management practices and improving the
physical and financial condition of their properties.
Measure of Success: Increasing number of landlords taking training
Timeline/Milestone: June 2027
Lead/Responsible Party: Ad hoc rental management workgroup
Action 4.C.2: Convene workgroup to explore establishing a non-profit
rental management program that would provide support for community-
based rentals including maintaining an affordable rentals registry.
Measure of Success: Workgroup convened; Increase in housing security
for low income renters as measured by percentage cost-burdened
renters
Timeline/Milestone: December 2026
Lead/Responsible Party: HFB, Ad hoc rental management workgroup
Action 4.C.3: Investigate, evaluate and coordinate incentives for the
addition, improvement and retention of community-based affordable
rentals, including tax incentives for the maintenance and rehabilitation of
unsubsidized affordable rental properties.
Measure of Success: Report issued
Timeline/Milestone: December 2027 .
Lead/Responsible Party: Ad hoc rental management workgroup
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Objective 5: Seek to House Everyone in a Stable Setting That Meets Their
Needs
Seeking to house everyone in a stable setting that meets their needs means
creating pathways to permanent, secure, and appropriate housing for all
people, with a focus on comprehensive, long-term support. This approach
moves beyond simply offering temporary shelter to address the holistic needs
of individuals, including health, money concerns, and personal security. It
recognizes that the extent to which varied, and sometimes complex individual
needs are being met—often over extended periods of time and at multiple
points along a pathway to housing security - requires holistic support. For
example, increasing the supply of affordable housing may not advance
housing security unless attention is paid to individual needs in accessing that
housing. The strategies and actions that support this objective are:
A. Strategy: Strengthen local partnerships to facilitate housing access
across the housing spectrum by better matching underserved
populations to housing that meets their types and levels of need.
Action 5.A.1: Help to secure a long-term location for a year-round day
center as a safe space for both sheltered and unsheltered individuals to
access services.
Measures of Success: Location secured; increasing number of
unsheltered accessing services
Timeline/Milestone: January 2026 - June 2026
Lead/Responsible Party: HFB's Shelter Coalition
Action 5.A.2: Develop and implement a plan to provide emergency
housing and support for current encampments that meet the essential
needs of the unsheltered population including the capacity to provide
appropriate support to individuals experiencing SUDs, mental and
behavioral health issues. The ad hoc workgroup will prioritize the
involvement of lived experts in developing the plan.
Measure of Success: Decreasing number of unsheltered
Timeline/Milestone: January 2026 - January 2027
Lead/Responsible Party: HFB, HFB's Shelter Coalition, CoC Lead
31
Action 5.A.3: Explore creating a targeted housing program for older
persons experiencing homelessness that leverages HSP investment in
senior housing facilities.
Measure of Success: Targeted program established; Increasing
percentage of older persons experiencing homelessness served
Timeline/Milestone: December 2028
Lead/Responsible Party: CoC, CoC Lead, HFB
Action 5.A.4: Advocate for simplifying, streamlining, and expediting City
and County permitting processes to facilitate housing development of
emergency, transitional and extremely low-income housing, including tiny
home communities.
Measure of Success: Revised procedures; Decreasing time to permit
emergency and affordable housing projects
Timeline/Milestone: December 2026
Lead/Responsible Party: BOCC, PT City Council, and City and County
planning departments
Action 5.A.5: Explore including family-sized units in existing planned EH
and Transitional Housing developments and in new AH developments
proportional to need.
Measure of Success: Increase in allocated family-sized units
Timeline/Milestone: December 2026
Lead/Responsible Party: CoC, CoC Lead, HFB
B. Strategy: Resource capacity building in the Affordable Housing sector
to address barriers to supply and meeting the needs of people
experiencing housing insecurity.
Action 5.B.1: Explore creating an Affordable Housing Advisory Committee
(similar to Clallam County's Housing Solutions Committee) that advises the
city, county and housing providers on strategies to increase the supply of
affordable housing and ensure equitable access to affordable housing for
those most at risk for housing instability by including their representation
on the Committee.
32
Measure of Success: Joint Housing Advisory Committee is established;
Increasing resources allocated to affordable housing in city and county
budgets
Timeline/Milestone: July 2026, ongoing
Lead/Responsible Party: BOCC, City of Port Townsend Council, HFB,
Housing Solutions Network
Action 5.B.2: Evaluate a broad range of AH market and non-market supply
strategies for their applicability to Jefferson County context, including
Inclusionary Zoning, Permanent Affordability, Funded Inclusionary Zoning,
and Community Housing. Issue a report with strategy recommendations.
Measure of Success: Strategy recommendations
Timeline/Milestone: December 2026
Lead/Responsible Party: joint Housing Advisory Committee, Housing
Solutions Network
Action 5.B.3: Coordinate advocacy for state-level policy that supports AH
development such as allowing jurisdictions to charge fees or taxes on
housing units vacant for six months or more and providing funds for pre-
development costs.
Measure of Success: State policy change
Timeline/Milestone: Ongoing
Lead/Responsible Party: BOCC -
Action 5.B.4: Recommend implementing a Jefferson County MFTE
program and expand the existing Multi-Family Tax Exemption (MFTE)
program in Port Townsend to include additional types of middle housing, a
larger geographic area, an extended exemption timeline, and increased
eligibility for community partners; and
Measure of Success: Port Townsend program revised; County program
established; Increase in use of MFTE for affordable housing projects
Timeline/Milestone: December 2026
Lead/Responsible Party: City and County Planning Departments
33
ADDITIONAL PLAN ELEMENTS
In addition to determining the strategies and actions to support the five
objectives addressed above, Commerce requires the following elements to be
included in local plans: A Record of Public Engagement; Estimates of Service
Level; Survey of Fund Sources for Homeless Housing Assistance Programs;
Estimates of Permanent and Emergency Housing Needs; and Prioritization
Criteria of Homeless Housing Capital Projects. These elements, their purpose,
and proposed actions to meet their intent are discussed next. The elements
themselves are provided in the referenced appendices.
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.
Strategies and actions specifically related to public engagement in plan
implementation include Actions 2.A.2 and 2.B.2 and Strategy 2.C. In addition,
Actions 5.A.1.and 5.B.1 explicitly call for lived expert engagement during
implementation.
Estimates of Service Level
The local plan must include a summary of current investments to address
homelessness and housing instability by project type and funding source.
This is included in Appendix C along with an explanation of why the Jefferson
County data underlying the Service Level Estimates are inaccurate and
incomplete and what steps Jefferson County is taking to complete the data and
remedy the inaccuracies.
Strategies and actions intended to provide future complete and accurate
Estimates of Service Level include Strategy 2A and Action 2.B.2. In addition,
the Housing Fund Board will organize a training led by Commerce on Annual
Expenditures Reporting in the Fall of 2025 for HSPs.
34
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. Appendix D
identifies the guiding principles/prioritization criteria the homeless housing
task force and local government will take into consideration when prioritizing
homeless housing capital projects for public investment in Jefferson County.
Additionally, the Prioritization Criteria provide a link between findings on
underserved populations from the data and qualitative needs assessment
analyses and Strategy 5A: Strengthen local partnerships to facilitate housing
access across the housing spectrum by better matching underserved
populations to housing that meets their types and levels of needs. Appendix D
identifies those capital projects that would demonstrate serving the greatest
needs in terms of underserved populations and their needs.
Actions 3.A.2 and 4.B.1 also address the Prioritization Criteria element.
Survey of Fund Sources for Homeless Housing Assistance Programs and
Capital Projects
The purpose of the Survey of Fund Sources provided in Appendix E is to
document resources available to the local government to implement the local
homeless housing plan and support the local homeless crisis response system.
Action 3.A.4 addresses the use of The Survey of Fund Sources in creating a
long-term financial sustainability plan for the HRS.
Note that regarding much of what is planned is dependent on the Federal
budget. Significant cuts in the HUD budget will affect CoC funding, the funding
of construction of affordable housing, and the funding to provide operating
subsidy for affordable housing units.
Estimates of Permanent and Emergency Housing Needs
The Estimates of Permanent and Emergency Housing Needs are used to align
objectives for capital projects homeless housing development with long-term
land use planning by the City and County. This element incorporates the
Projected Countywide Housing Needs for Jefferson County as adopted by the
City and County in the Countywide Planning Policies (CPP). The local plan
35
must include a five-year estimate in line with the local plan planning period
(2025-2030) of the following housing needs based on the CPP's projected
needs:
• 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 (PSH) model for households making 0-30% of the AMI; and
• Future emergency housing needs (i.e., emergency shelter and emergency
housing) including transitional housing (TH).
The table below summarizes the 5-year estimates for EH/TH and PSH needs
and the Homeless and Affordable Housing Services Plan target goals in
relation to Jefferson's housing service provider capital development plans.
Further detail on the development of the estimates can be found in Appendix
F, Estimates of Permanent and Emergency Housing Needs.
The proposed target goals for bed and unit production in the coming planning
period of 2025-2030 are conservative to align with the current strategic plans
of individual HSPs and to account for the uncertainty associated with
operating funds being available to support HRS expansion. The target goal
increase of five percent in EH beds over the five-year planning period relates
to the proposed EH facility called for in Action 5.A.1. Five percent equates to a
30-bed facility.
In addition, the Task Force is adopting a performance target goal of 1 year
average for Length of Time Homeless which, if achieved, will reduce the
projected number of EH units needed over the twenty-year planning period to
2045. This is discussed in greater detail in Appendix F.
36
5 Year Housing Need Estimates
EH AND TH PSH (units) Subsidized Subsidized Subsidized
(beds) AH Rental AH Affordable
Under 80% Ownership Housing
AMI (units) Under 80% Under 80%
AMI (units) AMI (units)
Current# 184 65 449 76 525
Subsidized
Total Beds/Units 154 66 -- -- 2100
Needed by 2030*
Current as%of 119% 98% -- -- 25%
Total 2030 Need
Actual Planned for 22 23 49 48 97
Next 5 Yrs
2030 Existing+ 33% 33% -- -- 6%
Planned as %of 20
Yr Total Needed
2030 Proposed 38% 33% -- - 6%
Target% of 20 Yr
Total Needed
Actual Planned 2031- 0 0 252 38 290
2045**
Proposed 2031 - 110 24 0 0
2045**
*Total Units needed by 2030 are equal to 25% of HAPT 20-year Total Units Need (See
Appendix F, Estimates of Permanent and Emergency Housing Needs).
**Actual Planned unit counts include projects for which either land or funding has been
secured as a minimum. Proposed units are those for which concept plans are being
developed.
HRS Performance Measures
In addition to the plan's required elements described above, this plan makes
use of the HMIS-derived performance measures as reported in the
Department of Commerce's Washington State Homeless System Performance
County Report Card in the following ways:
37
• To identify system-wide measures of performance and target goals,
such as a Length of Time Homeless target goal of 1 year. (See Action
2.B.2);
• To report progress on systemwide goals in the annual local plan
progress reports; and
• As measures of success for various actions in this plan.
38
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
39
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
range of community stakeholders. In February 2025, an official public announcement for the
40
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 Alternate Organization Required Stakeholder
Force Member Representative Category
Tammara Allen Lived Experience Lived Experience of
Homelessness
Greg Brotherton Jefferson County I Housing Fund Board County
Commissioner, HFB Commissioner Representative
Julia Cochrane Winter Welcome Day Center Operator,Advocate
Center, HFB for People Experiencing
Homelessness
Heather Dudley- Jefferson County HousingFund Board County
tY
Nollette Commissioner, HFB 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 Housing Fund Board City
Council, HFB Council Representative
Cameron Jones Black Lives Matter of By-and-For Organization
Jefferson County;
Engage JC; City of PT
Kellen Lynch Olympic Housing Affordable Housing Provider
Trust
Sarah Martinez Debbi Tesch Peninsula Housing Rental Subsidy Administrator
Authority
Michael Moore Joanne Bayside Housing and Emergency Shelter Operator,
Rittmueller Services PSH Provider, Coordinated
Entry Provider
41
Audrey Morford DSHS Home and Housing Fund Board
Community Living Community Member
Administration, HFB
Neil Nelson Port Townsend City City Council Representative
Council, HFB
Adrian Smith Renata Munfrada City of Port City Representative
Townsend, Long
Range Planner
Viki Sonntag Housing Advocate, Housing Fund Board
HFB Community Member
Viola Ware Peggy Webster Olympic Community Homeless Outreach, Emergency
Action Partners Shelter Operator, PSH Operator,
Rental Subsidy Administrator,
Coordinated Entry Lead
Cheryl Weinstein Dove House Domestic Violence/Sexual
Advocacy Services; Assault Shelter Operator and
CEAB 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 Decemberlst and Jefferson County
held hearings on ... and ..., after which the plan was submitted to Commerce.
42
Notices of Plan Development
Notice in Local Paper of Record:
AN OPPORTUNITY TO MAKE A Membership on this task force is not paid.
DIFFERENCE! but there is compensation available for the
VOLUNTEERS SOUGHT TO SERVE ON A lived experience member position. Meetings:
TASK FORCE ON HOMELESS HOUSING Two-hour meetings, a minimum of six times a
AND AFFORDABLE HOUSING year. One-year term.
Jefferson County seeks interested individuals Among other contributions. the Task Force
and organization representatives who share
a passion for helping to advance homeless will be recommending an update to Jefferson
housing and affordable housing in Jefferson County's 5-Year Homeless Housing Plan by
County, to serve on a local Task Force on December 1, 2025.
homeless housing and affordable housing,
that is being convened on behalf of Jefferson To be considered for appointment to the Task
County and the City of Port Townsend.
force please fill out and submit a Volunteer
We seek a diversity of interests for the Task Application. A Volunteer Application can
Force to join elected representatives from the be found at: www.co.jefferson.wa.us - Ser-
City of Port Townsend and Jefferson County. vices-Laserfiche web portal (username and
Seeking one or more of each of the follow
ing while considering equitable geographic password: public) - Board of Commission
representation ers - Boards & Committees - Housing Task
Force. You may also request an application
1. Individuals with lived experience of home- by calling (360) 385-9100, or by coming to
lessness the County Administrator's Office.
2. A representative of a Behavioral Health
Administrative Service Organization OR a
Managed Care Organization First review of applications will be on Febru-
3. A representative from a By and For or- ary 26. 2025, with a final deadline of March
ganization within the local governments 21, 2025. Completed applications can be
jurisdiction mailed to the Jefferson County Adrninis-
4.Emergency shelter operators trators Office. 1820 Jefferson St.. Port
5. Domestic violence,sexual assault shelter Townsend. WA 98368.
and housing providers PTL.: February 12,19, 2025
6.Homeless outreach providers Legal No.211611
7.Rental subsidy administrators
8. Permanent Supportive Housing providers
and operators
9.Coordinated entry staff
10.Planning Staff/Commission members city
and county
11.Affordable Housing Developer
12.Family Service Provider
13.Public Health Harm Reduction
14.Tribal Representation
15.Business Owners
16.Senior Services
17.HFB Members
43
Notice on Local Government Website: https://www.co.jefferson.wa.us/1382/Housing-Fund-Board
AN OPPORTUNITY TO MAKE A DIFFERENCE!
VOLUNTEERS SOUGHT TO SERVE ON
A TASK FORCE ON HOMELESS HOUSING AND AFFORDABLE HOUSING
Jefferson County seeks interested individuals and organization representatives who share a passion for helping to advance homeless housing and affordable
housing in Jefferson County,to serve on a local Task Force on homeless housing and affordable housing,that is being convened on behalf of Jefferson County
and the City of Port Townsend.
We seek a diversity of interests for the Task Force to join elected representatives from the City of Port Townsend and Jefferson County.
We are actively seeking two(2)individuals with current lived experience of homelessness or housing instability.
There is compensation of 550.00 per meeting available for the current lived experience member position.Meetings:Two-hour meetings,a minimum of six
times a year.One-year term.
Among other contributions,the Task Force will be recommending an update to Jefferson County's 5-Year Homeless Housing Plan by December 1,2025.
To be considered for appointment to the Task force please fill out and submit a Volunteer Application.A Volunteer Application can be found at:
www.co.jefferson.wa.us-Services-Laserfiche web portal(username and password:public)-Board of Commissioners-Boards&Committees-Housing Task
Force.You may also request an application by calling(360)385-9100,or by coming to the County Administrator's Office,see address below.
Completed applications can be mailed to the Jefferson County Administrator's Office,1820 Jefferson St.,Port Townsend,WA 98368.
Notice on Local Government Social Media:
VOLUNTEERS
NEEDED!
AN OPPOR UNITY TO MAKE A D FERENCE!
VOL SSOU6HTT ON
A TASK F HOME SING AND
l G
44' 4PWY�n4a,
V��■aMatl,Wn/a eW�Mybe/r
In addition,all meetings of the Housing Task Force were publicly noticed on Jefferson County's website,
recorded and posted.
NOTICE OF HOUSING TASK FORCE(HTF)MEETINGS FOR 2025
The Jefferson County Housing Task Force will hold its regular 2025 meetings on the following dates;June 11 at 9:00 a.m.in the First Floor Conference
Room;July 8 at 10:00 a.m.in the First Floor Conference Room;August 8 at 10..00 a.m.in the Chambers;September 9 at 10:00 a.m.in the Chambers:
and October 10 at 2:00 p.m.in the Chambers.Meeting location is 1820 Jefferson Street,Port Townsend.WA,and virtual when possible.Special
Meetings may be held pursuant to RCW 42.30.080.
The express purpose of the HTF is to collaborate within the community and work on a 5-year Homeless Housing and Affordable Housing Plan on
behalf of Jefferson County and City of Port Townsend.
To view upcoming agendas and meeting materials,go to:www.co.lefferson wa.us-Services-Laserfiche Web Portal(username and password:
public)-Board of Commissioners-Boards&Committees-Housing Task Force-and then the date of the meeting
44
Final Public Hearings Notices
Notice in Local Paper of Record:
To be included after publication.
Notice on Local Government Social Media published on Oct, 24th on City of Port Townsend and Jefferson
County WA Facebook pages:
c Port
ownsend WE WANT TO HEAR FROM YOU!
AN OPPORTUNITY TO MAKE A DIFFERENCE:
` JkFFET250N GLUN T Y 2325-203U HOMELESS..
Let your voice be hard at any of the following
•Housing Fund Board(Hybrid) `❑"
ber 29,2025 at 230 pm(90CC Chatnburt.i. _ '' HO
•Board of County Gomn Isofcnen
November 3,2025 at 9 am(84
P,�
•Joint City olPoet Tewttewtdf ..
December 8' time TBU ...: Ir..me draft Pwn hen.)
v
Con I make any of the dates above,
Have questions,
E moll questions and public comment
la CarolynAco.lellerson.wa.us
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
45
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 laserfiche 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.
46
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.
47
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.
48
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.
49
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.
Select County: Jefferson
Expenditures
Total Expenditures(2023-2024) Expenditures by Project(2023-2024)
$1,264,093 $858,625
$772,171
�f
31.240,681
$253,042 $241,623
5166,965
$71,914 $100,149
Housing Interventions Homelessness Prevention' Services Only Other Projects
2023 2024 M,y, we.ce v.oi«. ■2023 2024
Enrollments
Total Enrollments(2023-2024) Enrollments by Project(2023-2024)
132
320
87 79
92
199
66
42
17
1111111111
Housing interventions Homelessness Prevention' Services only Other projects
2023 2024 •MOM:May In.ludc CE nOi.n. ■2023 •2024
50
--
Housing Interventions •
Expenditures on Housing Interventions Only(2023-2024)
$692,119
$422.993
S348,278
$166,406
$- 5- 5- 5- 5- S-
Emergency Shelter Transitional Housing Rapid Re-Housing Permanent Supportive Housing Other Permanent Housing
■2023 2021
Beds By Housing Interventions Only(2023-2024)
132
116
93 103
3 8
Emergency Shelter Transitional Housing Rapid Re-Housing Permanent Supportive Housing Other Permanent Housing
■2023 2024
Funding Breakdown • Mill
Annual Expenditures By Funding Source(2023-2024)
$1,264,093 51.240,681
$688,112
$310,327 __.-. . .
51
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).
52
• 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.
53
APPENDIX E: SURVEY OF FUND SOURCES
Actual/projected revenue
Fund Source Source Status Allowable Uses Amount Received SF24 SY 25
Federal-HUD via WA Dept ,
of Commerce Jefferson
Community Development County to OlyCAP as CDBG Priorities including Homeless
Block Grant-Public Services subrecipient Contracting for SF26-27 services $ 102,500.00 $103,000 *SFY 25-26
Consolidated Homeless Grant
(including Housing and State RCW 43.158C WA
Essential Needs/ State Dept of Commerce- CHG allowed uses Homeless
Homelessness Prevention/) OlyCAP Contracting for SF26-27 Housing and Assistance $1,651,291.00*SFY24-25 $2,167,589.00*SFY26-27
State amendment in 2024
CHG Supplemental 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 Acquisition,rehab,construction of
1%Sales Tax for Affordable State RCW 82.14.530 Local AH,O&M for AH or supportive
Housing (HB1590) Enacted 4/1/2021 housing $ 920,369.13 $ 897,657.36
Affordable and Supportive Acquisition,rehab,construction of
Housing Sales and Use Tax 9 AH,O&M for AH or supportive
aka 1406) State RCW 82.14.540 Enacted 12/2019 housing $ 67,186.23 $ 67,000.00
Affordable and Supportive Acquisition,rehab,construction of
Housing Sales and Use Tax 9 AH,O&M for AH or supportive
aka 1406) State RCW 82.14.540 Enacted 12/2019 housing $ 22,563.04 $ 22,000.00
Document Recording Acquisition/rehab/construction;
Surcharge,Local Portion(Local operations&maintenance of AH;
Doc Fee Program for AH) State RCW 36.22.250- Enacted shelter operations $ 236,607.19 $ 226,100.00
Document Recording Fee- WA State Dept of Commerce•
Supplemental Funding Jefferson County Contracting SF26-27 CHG allowed uses $ 114,363.00 $ 168,961.00
54
Actual/projected revenue
Fund Source Source Status Allowable Uses Amount Received SF24 SY 25
Utility improvements for AH;
WA State Dept of Commerce Connection of Caswell Brown
Connecting Housing to Grant-Jefferson County- Village Phase 3 development to
Infrastructure(CHIP) Caswell Brown Village Contracted#24-96722-119 _water and wastewater $ - $ 776,139.00
New construction,acquisition,
preservation,rehab,homebuyer
HOME Federal Not utilized assistance
Rapid re-housing,emergency
shelter,and homelessness
Emergency Solutions Grant Federal Not utilized for several years prevention
WA State Dept of Commerce
Home Rehabilitation Grant Real Estate Professionals for Rehab of existing housing stock for
Program Affordable Housing Contracting LMI<80% $ 265,000.00 $ 350,000.00
WA State Dept of Weatherization specific rehab of
Weatherization/LIHEAP/ Commerce/Federal/BPA- existing housing stock for LMI
Bonneville Power OlyCAP(Jefferson/Clallam) Contracting <80% $ 1,400,000.00
WA State Dept of Commerce
Commerce Office of Homeless Homeless Youth Programs-
Youth:C4F0 Ow1360
Youth Homelessness Rapid re-housing,oermanent
Demonstration Program housing,transitional housing,and
(YHDP) Federal-OlyCAP Contracting host homes for youth
Commerce Office of Homeless
Youth:Anchor Community
Initiatives,Street Outreach
Services,Independent Youth
Housing Program,Young Adult WA State Dept of Commerce
Housing Program,Homeless Homeless Youth Programs-
Prevention Diversion Fund OlyCAP Contracting for FY26
WA State Dept of Commerce
Habitat for Humanity of East
Housing Trust Fund Jefferson $880,000 *SFY23-24 $550,000 *SFY24-25
Community Behavioral Health WA State Dept of Commerce
Rental Assistance Grant 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)
AH for very-low income
households,affordable
homeownership,owner-occupied
home repair,foreclosure 55
Local Housing Levies RCW 84.52.105 Not utilized prevention
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.
Table 2: Projected Countywide Housing Needs for Jefferson County
Note:Supply of PSH in 2020 is beds.However,projections of Net New Housing Needed(2020-2045)are in housing units.
1 fferson County Affordability Level(%of Area Median Income) Emergency
Projected Population=
40,486 0-30% 30%+ Housing/
Non- 30- 100- 120% Shelter
Total PSH PSH 50% 50-80% 80-100% 120% + Beds
Total Future Housing
Needed(2045) 20,970 2,418 264 2,428 3,554 1,902 2,235 8,169 617
Estimated Housing
Supply(2020)* 16,851 804 16 1,857 3,088 1,715 1,999 7,372 58
Net New Housing
Needed(2020-2045) 4,119 1,614 248 571 466 187 236 797 559
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.
56
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.
57
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.24
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.
Length of Time Homeless ...pc\vist.............
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.
24 Washington State Department of Commerce,Establishing Housing Targets for your Community
58
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
• 0WL360 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.
59
• 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.
60
APPENDIX G: STRATEGIES AND ACTIONS CROSS-REFERENCED TO NEEDS
Plan Objectives
04 H
C CV CJ 6
C. U CJ L co C) U CA4. C)
G o
Quantitative x •s. y y
Needs Assessment Key Findings Plan Data b 4 c cr 6 u •° y o cv o
Element Supported ''' = 3 w F- Q a < a = cn = ca
Strategies 2.B.3;
Client-Centered Service Delivery &Actions 1B 2C 3B 4A 5A
Understanding and Addressing Individual Needs Need V V V V V
Improving Access to Resources Need V V V V
Clear Communication Need V V V V
Equity in Service Delivery Need Yes V V V V V
Strategies 2A; 2B; 3A; 3B; 4.A.2;
System Coordination &Actions 1A 2C 3C 4B 5A
Coordinated Service Provision Need V V V V V
Service Network Formation Need V V V V
Community Integration Need V V V
Case Management Capacity Building Need V V V
Centralized Data Need V V V
Strategies 3A; 3B; 4A,4B,
Homelessness Prevention &Actions 1B,1C 2.B.1 3C 4C 5.A.2
Financial Assistance Need Yes V V
Community Support Need V V V
61
Community-Based Solutions Need ✓ ✓ ✓
Sustainable Funding for Program Staffing Need ✓ ✓ ✓ ✓
Structural Inequalities Strategies 1B, 2B, 2C 3B; 3C 4A; 4B 5A
&Actions 1.C.1
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 2B; 2C 3.A.4; 4A; 4B; 5A; 5B
&Actions 3C 4C
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 Strategies 1B 2.B.3 3C
Challenges &Actions
Stigmatization and Isolation Barrier ✓ ✓ ✓
Substance Use,Mental Health and Trauma Barrier Yes ✓ ✓ ✓
System Gaps Strategies 1C 3.A.4; 4A; 4B; 5A
&Actions 3B; 3C 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 ✓
62
APPENDIX H - TIMELINE CHART
D 2S J 2t, f 26 M-26A-26 M-26J-26 J-26 A-26 5-26 0-26 N-26 D-26 1-27 F-27 M-27A-27 M-27J-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 lncentivize 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
2.8 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
2.0 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
3.8.1 Train lived experts in outreach X
3.8.2 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
3.0 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-26A-26 M-26J-26 1-26 A-26 5-26 0-26 N-26 D-26 J-27 F-27 M-27A-27 M-27J-27 J-27 A-2/ S-27 0-27 N-27 D-27 2028 2029 2030
63
D-25 J-26 F-26 M-26A-26 M-261-26 J-26 A-26 S-26 0-26 N-26 D-26 1-27 F-27 M-27A-27 M-27J-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
4.8.1 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
4.0 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
SA 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
5.8.1 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.
64
APPENDIX I: INDEX OF ACTION LEADS
LEAD/RESPONSIBLE PARTY ACTION ASSIGNMENT (OR SHARED
ACTION ASSIGNMENT)
Ad Hoc Rental Management 4.C.1; 4.C.2; 4.C.3
Workgroup
Ad Hoc Workgroup(s) of 4.A.4
Stakeholders 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 5.A.4
Departments 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 1.C.2
Administrators
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
65
Housing Fund Board: Community 3.C.3
Conversations Committee
Housing Fund Board: Data & Needs 2.B.2
Assessment Committee 2.C.1
3.A.3
4.A.4
4.B.1; 4.B.3
Housing Fund Board: Finance 3.A.3; 3.A.4; 3.A.5
Committee
Housing Fund Board: HSP Workforce 1.A.1; 1.A.2
Committee 1.B.1; 1.B.2; 1.B.3
1.C.1
Housing Fund Board: Shelter 2.B.3; 3.B.4
Coalition 3.C.2
5.A.1; 5.A.2
Housing Solutions Network 4.A.1; 4.A.2; 4.A.3
4.B.2
5.B.1; 5.B.2
Port Townsend City Council 3.A.1
5.A.4
5.B.1
66