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HomeMy WebLinkAbout2025 Jefferson County HRS ANNUAL REPORT 2025 ANNUAL REPORT 5 YEAR PLAN TO END HOMELESSNESS JEFFERSON COUNTY Prepared by: Joint City of Port Townsend/Jefferson County Housing Fund Board Website: https://www.co.jefferson.wa.us/1382/Housing-Fund-Board 1 2025 ANNUAL REPORT 2025 ANNUAL REPORT JEFFERSON COUNTY 5 YEAR PLAN TO END HOMELESSNESS CURRENT CONDITIONS (PP 2) An assessment of current drivers of homelessness and corresponding response efforts. DATA STORY (PP 3-5) A presentation of data on system performance. PERFORMANCE AGAINST PLAN GOALS (PP 6-9) A look at goals included in the 2019-2024 plan and the status of work against those goals. MAJOR CHALLENGES IN 2025 (PP 10) A review of the major challenges encountered in 2025. EMERGING NEEDS AND 2026 PRIORITIES (P 11) An evaluation of possibilities for addressing community and individual housing needs. 2025 Priorities With an upsurge in homelessness and steep cuts in funding, the challenge is to balance the urgent need for emergency shelter beds with continued focus on longer-term permanent housing solutions. 2 2025 ANNUAL REPORT CURRENT CONDITIONS Beginning in the second half of 2024, Jefferson County experienced an unexpected surge in homelessness. Between January 2019 and July 2024, the six-month count of homeless and unstably housed held fairly steady, ranging from 479 to 528 with an average of 508 individuals (Snapshot Reports). The January 2025 six-month count was 725 individuals experiencing homelessness or housing instability, an increase of nearly 50% in a short time span. While Jefferson County had one of the lowest percentages of homelessness in Washington in 2024, the state’s rate of homelessness slowed to a 4.4% increase compared to the extreme jump of 50% In Jefferson County. This upsurge in homelessness has severely strained already limited homeless response system (HRS) resources. In addition, several hard-to-serve populations are growing and require our focus, including but not limited to: • Refugees and asylum seekers who might not qualify for federal programs due to legal status; • Families who are difficult to serve in existing facilities along the continuum; • Youth and young adults for whom there are no suitable emergency housing facilities; • Our neighbors with intellectual and developmental disabilities who are at high risk for displacement; • People suffering from mental health and substance use disorder issues; and • Individuals identifying as trans and non-binary for whom there is very little safe space. While Jefferson County has significantly expanded its capacity to shelter people experiencing homelessness in emergency and transitional housing in recent years, the lack of affordable rental housing in Jefferson County continues to drive increasing levels of homelessness and displacement. In response, there has been a shift toward prioritizing the development of permanent supportive housing and planning for affordable rental housing development. With the upsurge in homelessness and steep cuts in funding, the challenge is to balance the urgent need for emergency shelter beds with continued focus on longer -term permanent housing solutions. In 2025, Jefferson County also increased the breadth and depth of homeless and affordable housing services. The Coordinated Entry Advisory Board, the Shelter Coalition, individual service providers and lived experts combined their social and relational resources to develop new approaches for addressing the complex issues 3 2025 ANNUAL REPORT of homelessness and housing shortages. The newly emerging point-of-service, client-centered service delivery, and collaborative solution development models are complementary approaches that focus on meeting the unique needs of individuals experiencing housing insecurity compassionately and effectively. DATA STORY The data tables below describe current conditions in terms of service level impacts, system performance measures, and racial disparities in service delivery. The bulleted summaries beneath the tables provide a narrative for the data tables. Data Table 1: 2025 Service Impact and Performance Measures Service 2022 2023 2024 Number of People Homeless 1044 Percentage of People Homeless 3.1% Individuals Sheltered 193 258 442 Section 8 Vouchers 187 185 142 TBRA Vouchers Rent Assistance Vouchers* 649 578 125 System Entries 86 162 225 Exits to Permanent Housing 54% 33% 37% Length of Time in Homelessness (days) 487 300 242 Returns to Homelessness 6% 5% 12% Source: Washington, Department of Commerce, Washington State Homeless System Performance: County Report Card and Snapshot of Homelessness Report Note: Data for SFY 25 not yet published at time of report. Narrative • The number of people homeless or unstably housed in Jefferson spiked in 2025. Both the state’s Point-in-Time counts and the Snapshot Reports showed that the increase in homelessness slowed in 2025 which is at odds with the Jefferson County upsurge. • The sheltered population had continued to grow significantly along with the number of emergency and transitional housing beds. • From 2019-2024, there has been considerable volatility in rent assistance funding. In 2022 and 2023, rent Assistance vouchers included ERAP vouchers. The ERAP program was discontinued at the end of June 2023. 4 2025 ANNUAL REPORT • Currently rental assistance is static or being cut back. However, Peninsula Housing Authority increased Tenant-Based Rental Assistance (TBRA) spending in Jefferson County in FY25 by just over $50,000. • System-level performance measures are trending in a positive direction with the exception of returns to homelessness. There is a slight increase in e xits to permanent housing from 33% in 2023 to 37% in 2024 and a substantial decrease in the length of time in homelessness from 300 days in 2023 to 242 days in 2024 . • Returns to homelessness more than doubled in 2024. One possible explanation is that there is better follow through accounting of people exiting homelessness giving us a more accurate picture of returns to homelessness. • Data input for system-level performance measures is still incomplete as Commerce does not include transitional housing classified as “Other”. Data Table 2: 2024 Racial Disparities Measures Source: Washington, Department of Commerce, Washington State Homeless System Performance: County Report Card Narrative • In 2024, Black, Indigenous and Latinx households are overrepresented in the homeless population compared to their percentage in Census data, while Black and Indigenous households are underrepresented in the HMIS population compared to their representation in the Snapshot population. This indicates a disparity in service provision for Black and Indigenous households both in preventing homelessness and providing homeless services. Latinx households are represented in the HMIS population in the same proporti ons as in the Snapshot (homeless) population. • In 2025, the Department of Commerce implemented annualization of their Snapshot reports. The Snapshot Reports combine client information from three state agency data systems to provide a comprehensive estimate of the homeless and unstably housed population in the state. The 2024 Snapshot Report will be used going forward to benchmark racial disparities and develop trend lines. 5 2025 ANNUAL REPORT Data Table 3: 2025 Homeless and Affordable Housing Stock by Housing Continuum Type and Development Stage Narrative • Expansion of emergency housing and permanent supportive housing capacity slowed this year for capital improvements in existing facilities and for initiating and implementing new development projects. • The global lease model for opening co-living transitional facilities delivered an additional 19 new transitional beds in the second half of 2025 (not captured in the data table above for FY 25). This included a 7 bed-unit sober house for men with substance abuse disorders and an additional 12 bed-units for Youth. • Six subsidized rentals for PGM young adults were created as a co-living house. • Habitat for Humanity of East Jefferson County continues to grow its numbers of permanently affordable subsidized ownership homes. Housing Continuum Type New Units FY 25 Units End of FY 25 In Construc -tion In Planning Planned Closing Total Existing & Planned HAPT 2045 Total as % of HAPT Emergency Housing # of beds 67 40 30 31 106 Transitional Housing* # of beds 4 71 19 90 Mixed Emergency & Transitional Housing # of beds 46 46 Emergency Housing Total # of beds 4 184 59 30 31 242 617 39% Permanent Supportive Housing # of units 2 65 23 88 264 33% Subsidized Rentals # of units 6 449 301 750 Subsidized Ownership # of units 15 76 20 56 162 Subsidized Affordable Housing Total* (<80% AMI) # of units 21 525 20 356 901 8400 6 2025 ANNUAL REPORT PERFORMANCE AGAINST PLAN GOALS The 2019-2024 Local Homeless Housing Plan identified development goals. Table 4 below summarizes progress against those goals. All of the goals were met or exceeded with the exception of subsidized rentals. Table 4: Five Year Progress against Plan Development Goals If fully implemented, by 2024 our county should see an increase of: 2019-2025 Accomplishment 162 apartments 60 permanent supportive and affordable housing units 30 new Habitat for Humanity homes 32 new Habitat for Humanity homes 28 safe beds 55 new emergency housing beds not including tiny shelters 40 safe placements for Seniors Not tracked. 20 tiny shelters 44 tiny shelters built and in use 20 safe beds for Youth 27 transitional housing units for Youth Operations wise, a continued focus on collaborative action between housing service providers, local government, state government agencies, community organizations, builders, home-seekers, advocates, volunteers and donors characterized system development in 2025. There were no significant changes to the 2019 -2024 Plan. Table 5 below summarizes top level actions with respect to the 2019-2024 Plan Goals followed by a more detailed narrative account of supportive actions. Table 5 - Top-level look at performance and supportive actions PLAN GOAL STATUS LEAD 2025 ACCOMPLISHMENTS 1. Quickly identify and engage people experiencing homelessness Some success Coordinated Entry Advisory Board (CEAB) Began implementing point-of-service Coordinated Entry model. 2. Prioritization of homeless housing for people with the highest needs Sustained progress CEAB, Shelter Coalition Targeted support for Emergency congregational shelter to remain open. 7 2025 ANNUAL REPORT 3. Operate an effective and efficient homeless crisis response system Some success Housing Fund Board (HFB) Began implementing financial system monitoring. 4. A projection of the number of households & individuals left unsheltered Some success HFB Developed 2025-2030 Homeless and Affordable Housing Services Plan. 5. Address Racial, Ethnic and Gender Disparities among People Experiencing Homelessness Needs attention CEAB Actions identified and included in new plan. 6. Supportive Efforts Aimed at Ending Homelessness Sustained progress All Advances in AH projects. Goal 1. Quickly identify and engage people experiencing homelessness. • Jefferson County is simplifying access to housing services for vulnerable residents through widening its Coordinated Entry (CE) point-of-service program. By placing Coordinated Entry (CE) access points in locations where people already receive services, the county is reducing barriers and making it easier for participants to find housing assistance throughout the county. This has not only significantly increased access to housing but has also created a space in which partners and providers are able to find creative solutions for individuals that might otherwise fall through the cracks. • Advocates at Dove House’s Recovery Cafe began doing coordinated entry in 2025, filling out more than 38 risk assessments and assisting 7 individuals experiencing homelessness into permanent housing. • The Shelter Coalition implemented “Collaborative Solution Development” practices as a way to organize and invest relational and social resources in building a mutually beneficial support system for individuals experiencing complex challenges. This collaboration contributes to better communication between agencies, community stakeholders, and those suffering housing instability and helps the Housing Fund Board understand and develop community values and priorities. Goal 2. Prioritization of homeless housing for people with the highest needs. • The HFB’s Shelter Coalition helped keep the American Legion Shelter, Jefferson County’s overnight emergency shelter, open in 2024 and 2025. This facility was scheduled to close in 2024 leaving Jefferson County without 8 2025 ANNUAL REPORT an emergency night-by-night shelter while OlyCAP was developing its Caswell-Brown shelter. • The Coordinated Entry Advisory Board established a collaborative and transparent CE process involving not only Housing Service Providers (HSPs) but Public Health, Community Paramedicine, Veteran's Affairs and Regional Veterans services, the Winter Welcoming Center, Reach Out, as well as Believe in Recovery and Discovery Behavioral Healthcare. o The CEAB worked closely with the Victim Services Provider in establishing its vulnerability assessment tool. o It continues to work to secure achievements and ensure long-term sustainability of its collaborative processes, including finalizing the streamlining and documenting of processes and reducing the need to convene the CEAB quarterly instead of monthly. • Since opening in November 2025, the Winter Welcoming Center has seen increased numbers of people accessing its services from previous years. They are expanding their hours through a collaboration with multiple service providers. The Winter Welcoming Center provides a safe and warm place for participants to access needed resources including essential basic needs resources as well as shelter, housing and public health harm reduction services. • OlyCAP launched a feasibility study for regional skilled nursing/dementia care for individuals experiencing homelessness. They recently received the support of Rep Adam Berbaum as a legislative champion offering legislative support and pathways to funding. Goal 3. Operate an effective and efficient homeless crisis response system. • A broad cross-section of service providers, housing advocates and lived experts engaged in the 2025-2030 Homeless and Affordable Housing Services Plan development. • The CEAB harnessed the expertise of providers and lived experts in improving CE processes and designing training protocol for CE that is accessible to all partners and access point providers. • OlyCAP’s housing specialists improved permanent housing access and positive exits to permanent housing from Caswell-Brown over the previous year. • The Housing Fund Board’s Data and Needs Assessment Committee worked with housing service providers to standardize inventory and expenditures reporting. 9 2025 ANNUAL REPORT Goal 4. Provide projections of the number of households & individuals left unsheltered and the impact of the fully implemented plan on the number of households and individuals housed. • The Housing Fund Board continued to build its data model in 2025 and added the development of financial measures. • The Housing Fund Board is working with the Continuum of Care lead, OlyCAP, to establish an annual expenditures protocol for collecting annual expenditures data. • The 2025-2030 Homeless and Affordable Housing Services Plan included an extensive qualitative needs assessment as well as full quantitative data report. Goal 5. Address Racial, Ethnic and Gender Disparities among People Experiencing Homelessness • The need to address racial disparities in homeless service provision was brought to the forefront in developing the local plan. • System performance monitoring will include tracking disparities going forward from 2025. • By and For Organizations engaged in both the 2024-2025 needs assessment and local plan development. Goal 6. Supportive Efforts Aimed at Ending Homelessness • With an $8.7M grant award from the State, Bayside Housing and Services will break ground on 32 units of permanent supportive and low-income affordable housing on the property at 1077 10th Street in Port Townsend, Washington, in 2026. Bayside anticipates the low-rise multi-family building known as Vince’s Village will be open for tenancy in early 2027. o The property is currently occupied by a tiny shelter village known as Pat’s Place. The shelter units will be moved to Peter’s Place Tiny Village in Port Hadlock. o Additionally, subject to funding, it is planned to construct another 32 - unit apartment adjacent to the original, with an opening date in 2028. • Bayside purchased a property at 320 San Juan Avenue in Port Townsend and anticipates building a 62-unit workforce housing apartment, along with a child care center. It is projected to begin construction in 2027-2028. • Improvements at Caswell Brown Village include a sanitation building with bathrooms, showers, and laundry facilities and a Community building with a food preparation facility, offices for case management and a meeting room for peer support meetings. The Community building is in use and the sanitation building is scheduled for completion by end of year. • OlyCAP negotiated a reimagination of the Caswell Brown Congregate shelter project with the Department of Commerce to be a 31-bed congregate overnight shelter with a kitchen, bathrooms and laundry facilities. The site will include 8 10 2025 ANNUAL REPORT tiny shelters to accommodate special needs for overnight shelter. OlyCAP is working towards a year end grant close with construction to start thereafter and opening in the fall of 2026. • Community Build is turning its efforts to "next step housing" for people with incomes less than 80% of the county median, including people who want to move out of transitional shelters but can't find anything they can afford. They are applying to WA Labor & Industries for certification as manufacturers of tiny houses on wheels. They will sell them essentially for the cost of materials to people who themselves meet income and longer-term affordability restrictions or who commit to renting their units to peo ple who qualify. Major Challenges in 2025 An unmanaged and unsanctioned encampment grew over 2025 on land owned by the City of Port Townsend and a city right-of-way. The city funded dumpsters and porta-johns to ameliorate health and safety impacts. County Harm Reduction staff and approximately 16 other partner organizations offered unfunded support and services to encampment residents. In November, the city decided to clear the encampment after requesting more support from the social service agencies and other stakeholders. In response, social service and health providers, housing service providers and housing activists questioned displacing the encampment residents. The Housing Fund Board echoed and amplified the refrain from social service stakeholders for “no displacement without placement”. Housing service providers made a major effort to enter the encampment residents into HMIS and expand current facilities to accommodate additional beds. While some residents of the encampment were placed, most moved on to less stable environments. The Housing Fund Board, city and county, as well as social service partners, have made commitments via the 2025-2028 Homeless and Affordable Housing Services Plan to develop tools and locations in 2026 and beyond to prevent future displacement without placement incidents. Mid- 2025, the Housing Task Force was tasked with finding monies to cover budget shortfalls due to cuts in federal spending. Looking forward, the proposed HUD budgets contain drastic cuts in funds in financing affordable housing projects and in the case of the House budget a 43% cut in housing voucher subsidies. Part of the proposal is a change in the system so that all funds are allocated to the States as a block grant and the State then decides on allocation. Block grants of this type tend to disadvantage rural areas. The funding emergency was taken into account in crafting the 2025-2030 plan. The Housing Fund Board plans to meet regularly with service providers to develop funding strategies. 11 2025 ANNUAL REPORT Emerging Needs and 2026 Priorities In 2026, the Housing Fund Board will begin to develop its implementation plans for the 2025-2030 Homeless and Affordable Housing Services Plan enacted by the City of Port Townsend and Jefferson County on December 8 th, 2025. As part of implementation, the Housing Fund Board’s Shelter Coalition will develop and put into practice new tools and alternative solutions to address the increasing numbers of people unhoused or marginally unhoused, including building a local framework for supported encampments. The 2026 plan goals include locating and establishing a 30-bed supportive encampment. To address the continued challenge of funding shortfalls, the Housing Fund Board will share and network with stakeholder agencies on funding opportunities. Plan implementation also includes a focus on client -centered service delivery. • To address the need for client-focused mental health care for individuals experiencing homelessness, Bayside along with Discovery Behavioral Health care in Port Townsend are in the initial stages of developing a strategy to build and operate a Therapeutic Housing facility and program. • OlyCAP is developing housing supports and services including regional skilled nursing for Jefferson County’s aging unsheltered population, particularly those with dementia or significant behavioral health needs that create barrier s to permanent housing and shelter. • The CEAB is working towards creating a Homelessness to Housed Intensive Case Management process that crosses disciplines and harnesses the knowledge of the community and collaborative partnerships with housing expertise to ensure an individual is guided through all resources addressing any b arriers and provides some aftercare after that household initially achieves housing to ensure sustainability.