HomeMy WebLinkAbout2025-2030 Homeless Housing Plan2025-2030
Jefferson County
Homeless & Affordable
Housing Services PlanJeffersonCountyHousingTaskForceof theJointCityofPortTownsend/Jefferson CountyHousingFundBoard
12-8-2025
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TABLE OF CONTENTS
Acknowledgments iAcronymsiiIntroduction1Extent, Impacts, and Causes of Homelessness and Affordable HousingCrisesinJeffersonCounty 2
Jefferson County’s Homeless Crisis Response 9DevelopmentofThisPlan15PlanObjectives, Strategies and Actions 18Objective1: Strengthen the Homeless Service Provider Workforce 18Objective2: Promote an Equitable, Accountable, and TransparentHomelessCrisisResponseSystem 21
Objective 3: Prioritize Assistance Based on the Greatest Barriers toHousingStabilityandtheGreatestRiskofHarm 24
Objective 4: Prevent Episodes of Homelessness Whenever Possible 28Objective5: Seek to House Everyone in a Stable Setting That MeetsTheirNeeds 32
Additional Plan Elements 35Appendices40AppendixA: Record of Public Engagement 41AppendixB: 2024-2025 Qualitative Needs Assessment Findings 48AppendixC: Estimates of Service Level 51AppendixD: Prioritization Criteria of Homeless Housing CapitalProjects 54
Appendix E: Survey of Fund Sources 56AppendixF: Estimates of Permanent and Emergency Housing Needs 58AppendixG: Strategies and Actions Cross-Referenced to Needs 63AppendixH: Timeline Chart 65AppendixI: Index of Action Leads 67
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ACKNOWLEDGEMENTS
The Joint City of Port Townsend/Jefferson County Housing Fund Boardacknowledgesthefollowingindividualsandgroupsfortheirsupportin thedevelopmentoftheHomelessandAffordableHousingServicesPlan. Thank you to the Housing Task Force members and alternates: Tammara AllenGregBrothertonJuliaCochraneHeatherDudley-NolletteLetaFetherolfQuiannaFranklinAmyHoward
Cameron JonesKellenLynchSarahMartinezMichaelMooreAudreyMorfordRenataMunfradaNeilNelson
Joanne RittmuellerAdrianSmithVikiSonntagDebbiTeschViolaWarePeggyWebsterCherylWeinsteinThankyoutoallthosewhoparticipatedbyofferingtheirexpertiseandinsightontheplan: Emma Bolin, Director of Community Development, City of Port TownsendSamanthaBoydandMoniqueErmine, REAL Team, Discovery BehavioralHealthcareToniaBurkett, Usawa Consulting, Engage JCAmandaChristofferson, Jefferson County Auditor’s Office, Jefferson CountyMelannieJackson, Board, Community Build, Executive Pastor, New Life ChurchEricJones, Acting Director, and Bill Wise, Steering Committee Chair, HousingSolutionsNetworkGaryKeister, Executive Director, Bayside Housing and ServicesBeulahKingsolver, Executive Director, Dove House Advocacy ServicesJamieMaciejewski, Executive Director, Habitat for Humanity of East JeffersonCountyKathyMorgan, Executive Director, Olympic Housing TrustLuisSierra, ROC NorthwestSpecialgratitudegoesoutto the over 40 lived experts who informed theplan’s development and the many who participated in the Needs Assessments.
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ACRONYMS
ACS American Community SurveyAHAffordableHousingAMIAreaMedianIncomeBIPOCBlack, Indigenous, and other People Of ColorBLMJCBlackLivesMatterofJeffersonCountyBOCCBoardofCountyCommissionersCEABCoordinatedEntryAdvisoryBoardCHGConsolidatedHomelessGrantCHIPConnectingHousingtoInfrastructureProgramCoCContinuumofCareCPPCountywidePlanningPoliciesDSHSDepartmentofSocialandHealthServicesEHEmergencyHousingEJCEastJeffersonCountyGMAGrowthManagementActHAPTHousingforAllPlanningTool (WA Department of Commerce) HFB Housing Fund BoardHMISHomelessManagement Information SystemHRSHomelessResponseSystemHSNHousingSolutionsNetworkHSPHousingServiceProviderJCCJeffersonCountyCodeJCIRAJeffersonCountyImmigrantRightsAssociation
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LGBTQ+ Lesbian, Gay, Bisexual, Transgender, Queer, plus (i.e., other genderidentities) LAP Land Acquisition ProgramMFTEMulti-Family Tax ExemptionOHTOlympicHousingTrustOlyCAPOlympicCommunityActionProgramsPGMPeopleoftheGlobalMajorityPHAPeninsulaHousingAuthorityPITPoint-in-TimePSHPermanentSupportive HousingPTPortTownsendPTMCPortTownsendMunicipalCodeREALRecovery, Empowerment, Advocacy, and LinkageRCWRevisedCodeofWashingtonREPAHRealEstateProfessionalsforAffordableHousingRFPRequestForProposalsROCResidentOwnedCommunitiesTHTransitionalHousingVASHVeteranAffairsSupportiveHousingYMCAYoungMen's Christian AssociationWSHFCWashingtonStateHousingFinance Commission
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INTRODUCTION
The 2025-2030 Jefferson County Homeless and Affordable Housing ServicesPlanaddressestheneedforconcertedactiontoreducehomelessnessandhousinginstabilityinJeffersonCounty. While considerable progress has beenmadeinexpandingandstrengtheningtheHomelessResponseSystem (HRS) over the past five years, housing stability for many low-income households inJeffersonCountyremainspainfullyoutofreach. The 2025-2030 Homeless and Affordable Housing Services Plan presentsstrategiesandactionsforlayingastrongfoundationtosecurelong-termsuccessinsignificantlyreducinghomelessnessandhousinginsecurityleadingtohomelessness. The plan is focused on 5 objectives: Strengthening the homeless service provider workforce. Promoting an equitable, accountable and transparent homeless crisisresponsesystem. Prioritizing assistance based on the greatest barriers to housingstabilityandthegreatestriskofharm. 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 topermanenthousingbyinvolvingawidecross-section of HRS stakeholders. Appendix A, Documentation of Public Engagement, provides a record of publicengagementthatsupportedtheplan’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 iscomprisedof17HRSandAffordableHousingstakeholders, including twolivedexperts.1 The Housing Fund Board’s responsibilities include overseeingtheplan’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 councilmembersparticipatedintheplanningprocessasHousingTaskForcemembers. See Appendix A, Record ofPublicEngagement, for a full listing of Task Force members.
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EXTENT, IMPACTS AND CAUSES OF HOMELESSNESS AND
AFFORDABLE HOUSING CRISES IN JEFFERSON COUNTYEndinghomelessnessisahighlycomplexchallenge. 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 isnosinglecauseorsimplefix, and the needs of each person experiencinghomelessnessareoftenunique. The twin crises of homelessness and affordable housing hugely impactJeffersonCounty. To put it simply, homelessness and housing insecuritygeneratetraumawithconsequencesfortheentirecommunity.2 The socialandeconomiccostsinclude: Increasing risk of interpersonal violence and traumatizationSocialisolationandlossofcommunityconnectionWorseningmentalandphysicalhealthandhigherriskofuntimely deathLossofessentialworkforceandloweredemploymentopportunitiesHighratesofdisconnectedyouthIncreasedratesandperpetuatingcyclesofincarcerationWecanreducethesesocialandeconomiccostsbybuildingastrongsupportsystemforpeopleexperiencinghomelessnessoratriskofhomelessnessthatincludespreventinghomelessnesswheneverpossibleandprovidinghousinginastablesettingthatmeetspeople’s needs. The analysis below describes the current state of homelessness and housinginsecurityinJeffersonCountybasedonbothquantitativeandqualitativedatagatheredbytheHousingFundBoard.
To design effective programs and policies, we need to understand who isexperiencingit, how they became homeless, what their experiences are, andwhatispreventingthemfromexitinghomelessness. To this end, the HousingFundBoardconductedaseriesofconversationalmeetingsfocusedontheneedsofdifferentpopulationsexperiencinghomelessnessandhousinginstabilitythatincludedbothserviceprovidersandpeoplewithlivedexperience. Appendix B, the 2024-2025 Qualitative Housing NeedsAssessmentFindings, provides a summation of this research.
2 The terms housing instability, housing insecurity and risk of homelessness are used interchangeably withinthisreportandrefertonothavingasafe, affordable, stable and/or adequate home in which to live.
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WHO EXPERIENCES HOMELESSNESS? In Jefferson County, the average number of persons experiencinghomelessnessatsomepointduringasix-month period has remained fairlystablesince2018atjustover500personsaccordingtotheDepartmentofCommerce’s Snapshot Reports of Homelessness.3 This equates to around 15personsper1000population, below the state average of 17 persons per 1000population.4TheannualPoint in Time (PIT) Count numbers measure the number ofhomelessfromadifferentstandpoint – how many are homeless on a givennightattheendofJanuary. Of particular focus in the PIT Count are the peoplewholiveandsleepinplacesnotordinarilyusedasalivingabode, such as in acar, park, bus or train station, or campground. These are referred to asunshelteredindividualsandtheytendtobethemostvisiblepartofthehomelesspopulationtothegeneralpublic. On the other hand, keydemographics, such as women, youth and families with children, tend to beundercountedastheyoftenhidetheirhomelessnessforpersonalsafetyreasons. In Jefferson, the annual PIT Count numbers reflected a downward shift in thenumberofunshelteredfrom112in2022and79in2024to66in2025, possibly reflecting an increase in available Emergency and TransitionalHousingbeds.5
In Jefferson, there are also a significant number of underhoused individuals, persons whose homes are officially inadequate, for example, with no runningwaterorelectricity. There is no good way to count underhoused individuals (who are technically homeless) as many of them do not consider themselveshomelessorseekHRSorotherservices. Many of the underhoused are prime working-age adults in the age range of 25to54.6 They often serve essential functions in our workforce and take pride in
3 Washington State Department of Commerce Snapshot of Homelessness Reports, January 2019 throughJanuary2025. 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 2006-20246InJefferson, a special term, “shed boys and girls”. is used to identify underhoused prime workforce adults astherearesomany. This term is also a historical reference dating to the early 2000s to a subculture of
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their resourcefulness. However, in recent years, their situation has becomemoreprecariousastheyarebeingpricedoutofevenunpermitteddwellings, putting huge pressure on them to find ways to meet essential basic needsincludingsafety. When discussing the number of people experiencing homelessness, it's also ofgreatimportancetorecognizethatsystemicinequalitiescausehousinginstability, meaning different demographics are not equally affected. Homelessness and housing insecurity disproportionately impact historicallymarginalizedcommunitiesduetopastandongoingdiscrimination, economicinequality, and systemic bias. These include Black, Indigenous and othercommunitiesofcolor (BIPOC), immigrants, LGBTQ+ individuals, people withdisabilities, women with children, and youth and younger adults. Locally, the overrepresentation of Black and Native American populationsexperiencinghomelessnessunderscoresthesedisparities. Indigenous peoplearedisproportionatelyrepresentedinJeffersonCounty’s homeless populationatoverthreetimestheirpercentageinthegeneralpopulationandBlackindividualsatone-and-a-half times.7
Youth and young adults, ages 13–25, are at far greater risk of being launcheddirectlyintohomelessnessassoonastheyleaveschool, foster care, orunstablefamilysituations. Without the stability of a permanent home or areliablesupportsystem, young adults 18–25 face barriers that compoundquickly: disrupted education, inability to enter the workforce, unsafe livingconditions, and exposure to exploitation. An even more fragile group areunaccompaniedminors, some as young as 13, navigating homelessnesswithoutthepresenceorprotectionofaparentorguardian. These youth are atthehighestriskofexploitation, trafficking, abuse, and long-termdestabilization. Violence, particularly intimate partner violence, often leadsdirectlytohomelessnessforsurvivorsbyforcingthemtofleeunsafesituations, while also creating economic and systemic barriers like job lossandhousingdiscriminationthatpreventthemfromsecuringstablehousing. 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 inthewoodswithoutelectricityorrunningwater. 7 Washington State Department of Commerce Snapshot of Homelessness Reports, January 2024
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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 timesgreaterthanthenumberofunhoused. Housing displacement refers to theinvoluntaryrelocationofresidentsfromtheirhomesorneighborhoodsforeconomic, physical, or cultural reasons. It is distinct from voluntary movesandisoftenassociatedwithincreasingrentsasisthecaseinJeffersonCounty. In Jefferson County, it is low-income renters who are being driven out of ourcommunity, as seen in the figure below. Between 2016 and 2023 the JeffersonCountypopulationofrenterswithincomeslessthan $50,000 decreased by1,116 people, a shrinkage of 32%.
Owning your home greatly depends on your access to resources, and access toresourcesdependsonpreviousgenerationsofhousingpolicythatfavoredhomeownershipoverrentingasameansofbuildingwealth. Unequal accesstohousingresourcesintersectswithrace. People of the Global Majority (PGM) are disproportionately low-income renters. In Jefferson, only 10% ofBlackhouseholdsowntheirhomes.
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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 onhousingcosts, including rent, mortgage, utilities, and other fees. This burdenleaveslessmoneyforothernecessitiesandmakeshouseholdsmorevulnerabletofinancialinstability. While homeownership is often considered to be the gold standard of housingsecurity, homeownership is not guaranteed to be the most secure option. InJefferson, there are approximately 4 times as many owner households asrentalhouseholdsbelow100% Area Medium Income (AMI).8 That ratio hasgrownwithrentersbeingforcedoutofthecounty. Both renter and ownerhouseholdsinthe50to100% AMI range have seen significant increases incostburdenoverthelastsixyearsandJeffersonCountyisincreasinginthepercentageofownercost-burdened households while decreasing at the stateandnationallevels.9
In Jefferson, the data shows that older adults (over 65), BIPOC/PGM, andfamilieswithminorchildrenseehigherratesofhousingcostburdenthanotheradults, white households, and families without children respectively.10Indevelopinghousingstrategiestopreventhomelessness, it is important toconsiderboththeincidenceofcostburdenandthenumberofhouseholdswiththeseproblemswithineachincome-tenure category, and whether theincidenceisrisingamongcertainincomegroups. In Jefferson, rental households below 80% AMI have the highest shares ofhousingcostburden. From 2016 to 2023, the number of cost-burdenedrenterhouseholdswithincomesbelow50% AMI decreased due to significantdisplacement (see above), while the cost burden for those in the 50-80% AMIbracketrosesharplyfrom35% to 75%.11 These numbers inform theestimatedhousingneedstheCityandCountyarerequiredtoplanfor in theirComprehensivePlans.12
8 PolicyMap Local Housing Solutions, Housing Needs Assessment Report, Jefferson County, May 20259PolicyMapLocalHousingSolutions, Housing Needs Assessment Report, Jefferson County, May 202510WAAffordableHousingAdvisoryBoard2023-2028 Housing Advisory Plan, Jefferson County Profile Data; City of Port Townsend 2025 Housing Needs Analysis; Housing Solutions Network, Housing Jefferson’sEconomyCommunityReport11PolicyMapLocalHousingSolutions, Housing Needs Assessment Report, Jefferson County, May 2025. 12 Department of Commerce, Housing for All Planning Tool (HAPT) excel spreadsheet,
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WHAT ARE THE CAUSES OF HOMELESSNESS AND HOUSING INSECURITY? Homelessness in Jefferson County reflects structural conditions that areendemictoU.S. housing markets as a whole. Here, as elsewhere, the lack ofaffordablerentalhousingisaprimarystructuraldriverofhomelessnessanddisplacement. This lack of rental housing drives rent increases. Due to the same market pressures, homeownership is also increasingly out ofreachformostalllow-income households and for many moderate-incomehouseholds. With fewer affordable homeownership options, downrenting (when moderate- and higher- income households occupy lower cost rentalunits) appears prevalent in Jefferson County. Meanwhile, the number ofavailablerentalsisshrinkingasrentalsareconvertedtohomeownershipopportunitiesandmainlysoldtopeoplecomingfromoutsidethecounty. Between 2012 and 2022 Jefferson County lost 748 rental units.13
A strained housing market puts a growing financial burden on renters andhomeownersalike, leading to increased risk of displacement andhomelessness. Similarly, economic insecurity heightens people’s risk ofhomelessness. A sudden job loss or other financial emergency can triggerhomelessness. 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 withfinancialhardship, employment support, and health and behavioral healthcareguardsagainstdamagingcircumstances, where a lack of adequate accesstocareandsupportcreatesdisproportionatevulnerability. Meeting theintersectingneedsofvulnerablepopulationssuchasyouth, older adults, families with children, and people living with mental illness or substance usedisorders, requires a depth of resources and coordinated service provisionacrossdifferentservicedeliverysystems.
WHAT LOCAL FACTORS CONTRIBUTE TO HOMELESSNESS AND HOUSING
INSECURITY? Jefferson County is one of the most expensive and least affordable counties inWashington, especially when comparing its median home prices to localwages. In the first quarter of 2025, Jefferson County was 37th out of the 39
13 American Community Survey data, Table DP04
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counties in Washington for affordability for both first time home buyers andhomebuyersingeneral.14 The increasing gap between wages and housingcostsmeansthatanever-growing percentage of the people who live herecannotaffordtobuyahome. In turn, this makes competition for affordably priced rentals fierce. Many inthelocalHomelessResponseSystem (HRS) workforce live in surroundingcountieswhererentsarecheaper. Long commutes on two-lane highways totheirjobsaddstothestressoftheirworkandthelackofaffordablehousingmakesitdifficulttorecruitandretainworkers. Another local factor that shapes housing outcomes is that a high percentage ofthemoreaffordablerentalsareownedbysmall “mom and pop” privatelandlords. Studies show that these small landlords are less likely to evicttenants, contributing to increased housing stability and preventingdisplacement.15 At the same time, mom-and-pop landlords can face significantfinancialchallenges, leading them to increase rents, defer maintenance, or selltheirpropertiesforhomeownership. On the demand side, Jefferson County is getting older. Of counties inWashingtonState, Jefferson has the highest share of the population age 65 andolderwith26.3% in 2010 and 41.6% in 2022.16 Moreover, Jefferson’s share ofover65householdsismorethantwicethatofWashingtonasawhole.17 ThismattersasthesecondlargestpredictorofhomelessnessinWashingtoncountiesisthepercentageofthepopulation65andover, after median rent forone-bedroom apartments.18 It is reflected in our homeless population whereadisproportionateandgrowingshareareolderadults. Finally, Jefferson County is a small rural county with a population of less than35,000 (smaller than that of most of Washington’s cities). By state law, localgovernmentsmustdeveloppoliciestopreventhomelessnessanddisplacementbut, 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. 15 Henry Gomory, The Social and Institutional Contexts Underlying Landlords’ Eviction Practices, 2020. 16 ACS Table S010 2023 5-Year Estimate17PolicyMapLocalHousingSolutions, Housing Needs Assessment Report, Jefferson County, May 202518WashingtonStateUniversity, 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
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develop a response to the homelessness and affordable housing crises arelimited. In practice, the city and county have relied on their partners, the housingserviceproviders (HSPs), to develop solutions and allocate resources. Overthelastfiveyears, this has begun to shift in response to changes coming fromaboveandbelow. From above, there are new Growth Management ActrequirementsforhousingdevelopmentandnewguidancefromtheDepartmentofCommerceonHRSmanagementinadditiontosignificantimpactsfromchangesinfederalgovernmentpolicyandfundingpriorities. From below, the need for coordination has grown as our local HRS responsehasevolvedtoincludemoreHSPsandotherserviceagenciesprovidingservicestothehomelessandhousinginsecure, especially in the health, education and community sectors.
JEFFERSON COUNTY’S HOMELESS CRISIS RESPONSEThefigurebelowshowsJeffersonCounty’s HRS and Affordable Housingecosysteminrelationtothehousingcontinuum.
AH Providers
Homeless and Affordable Housing Ecosystem
Homeless Response System =
Homeless Housing Service Providers +
Housing Fund Board/Continuum of Care
HRS System Goal: Reduce Homelessness and Housing Insecurity/Risk of Homelessness
Community housing organizations, homeless service/advocacy organizations, By and For organizations,
social service providers and educational organizations, and government agencies and boards.
Service Network
Lived Experts
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The housing continuum is comprised of services that provide varying levels ofsupporttoindividualsbasedontheirhousingstabilityandneeds, rangingfromhomelessnesspreventiontopermanenthousing. A wide diversity ofserviceandfunctionalmodeltypesofferacomprehensiveandadaptableapproachtothecomplexneedsofdifferentpopulations. Each and everyhomelessandaffordablehousingproviderinthesystemperformsvitalservicesinopeningpathwaystohousingsecurity. By service type the Jefferson Homeless Response HRS and Affordable Housingecosystemissupportedbythefollowingserviceproviders: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 WinterWelcomingCenter. They are closely supported by JC Mash, DiscoveryBehavioralHealthcareandtheJeffersonCountyPublicHealthDepartment’s Harm Reduction Unit.
Emergency Housing is intended to provide immediate, very short-termshelterduringacrisis. Providers include: Bayside, Dove House AdvocacyServices (Dove House), and the Olympic Community Action Partners (OlyCAP).
Transitional Housing offers temporary, stable housing (usually up to 24months) and services to help people address challenges and prepare forpermanenthousing. Providers include: Bayside, Dove House, OlyCAP andOWL360.
Permanent Supportive Housing combines long-term, time-unlimitedhousingwithongoingsupportservicesforindividualswithdisabilities orchronicconditionswhoneedconsistentassistancetomaintainstablehousing. Providers include: Bayside and OlyCAP.
Community Housing is housing provided to low- and moderate-incomehouseholdsatbelow-market rates often through subsidies. Communityhousingmodels, run by either local non-profits or communityorganizations, offer both rental and ownership options. Some programsrequireincomeverification, while others do not. Providers include:
19 Known housing service providers in Jefferson County are referenced but the list may not be all inclusive.
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Bayside, Community Build, Habitat of East Jefferson County (Habitat EJC), Hugging Tree Legacy, OlyCAP, Olympic Housing Trust (OHT), PeninsulaHousingAuthority (PHA) and Resident Owned Communities (ROC) Northwest.
Below-Market Rental/Ownership assistance programs, such as theHomelessnessPreventionandRapidRehousingprogramsandSection 8vouchers, help low- and moderate-income households secure stablehousingintheprivatemarketbyreducingtheirmonthlyhousingcoststhroughvouchersordirectcashpayments. Providers include: OlyCAP, Opportunity Council (Jefferson), and PHA. In addition, the Housing Fund Board and the Continuum of Care (CoC) haveresponsibilityforoverseeing, coordinating and supporting the HomelessResponseSystem. A CoC is a collaborative regional group responsible forplanning, coordinating and funding homeless assistance services within itsgeographicarea, while the CoC Lead is a specific organization designated tohandletheday-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 historicallybeenOlyCAP. In the past five years, the Housing Fund Board and itspredecessor, the Affordable and Homeless Housing Task Force, have assumedmanyofthecoordination, planning and plan implementation responsibilities.
Lived Experts – people with current or past experience in homelessness andhousinginsecurity – are essential partners in the effort to end homelessness. Their unique insights help to design, implement, and evaluate more effectiveandequitableprograms.
Advocates and activists play a significant role in Jefferson County’s homelessandaffordablehousingecosystembyconnectingindividualsandfamiliestoresourcesandservicesforfindingandmaintainingstablehousing. They alsoworkonbroadersystemicchangebylobbyingforpolicieslikeincreasedaffordablehousingandtenantprotections, and by educating the public andpolicymakersonissuesrelatedtohomelessness.
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Local governments set the standards for the siting and operations ofemergencyandaffordablehousingthroughtheirplanningcommissions andcommunitydevelopmentdepartments, helping to balance public safety, environmental concerns and housing needs. Both Jefferson County and theCityofPortTownsendhaveworkedtoeliminatebarrierstothesitingofemergencyhousingfacilitiesbyupdatingtheirzoningcodes, specificallyJeffersonCountyCode (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 byincomelevelintheirComprehensivePlans. This process is taking place inparalleltothedevelopmentofthisplan. Lastly, service providers from other sectors and by-and-for and communityorganizationsformaservicenetworkthatisessentialtoaddressingthemultiplefactorscontributingtohousinginstability. (See Appendix A for a listofservicenetworkorganizationsparticipatinginthe2024-2025 QualitativeNeedsAssessment.) From 2019 to 2024, huge gains were made to expand and strengthen the HRSandtoincreaseaffordablehousingopportunitiesatthesystemlevel. Individual HSPs also have been successful in expanding their offerings andstrengtheningtheirprograms. Significant achievements over the last fiveyears, among others, include: Increasing the number of emergency and transitional beds by 59% to184bedsandthenumberofpermanentsupportivehousingunitsby43% to 65 units. The authorization of the 1/10th of 1% Sales Tax for Affordable Housingin2020providedamuch-needed locally-controlled funding source forcapitaldevelopmentprojects. The Winter Welcoming Center, OWL360’s The Nest and Dove House’sRecoveryCafécreatedspacesforpeopleexperiencinghomelessnessorareatriskofhomelessnesstoengagewithothersinasafeenvironment. The county secured funds for the purchase of the Caswell-BrownpropertyandleasedthepropertytoOlyCAPforthedevelopment of anewemergencyhousingfacility, including a food preparation building, with services for up to 100 clients. Phase 3 of Caswell-Brown isscheduledtobecompletedinJune2026.
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The City of Port Townsend developed a model ordinance that allowssitingofEmergencyHousingFacilitiesinallresidentialzones. Jefferson County initiated a stock plans program of pre-approveddesignsthatwillreducepermittingtimelines, cost, and noncompliancewithlocalstateandfederalregulations. Community Build engaged hundreds of volunteers in building over 40tinysheltersfortinysheltervillagesownedandoperatedbyBaysideandOlyCAP. Bayside secured $8.6 million from the Washington Department ofCommerce’s Housing Trust Fund to build two permanent supportiveandaffordablemid-rise apartment buildings and a Land AcquisitionProgram (LAP) loan from the Washington State Housing FinanceCommission (WSHFC) to purchase property for a third affordable andpermanentsupportivehousingdevelopment. Habitat EJC, Bayside Housing & Services and the Olympic Housing TrustwereallawardedConnectingHousingtoInfrastructureProgram (CHIP) grants by Commerce. OHT broke ground on the Dundee Hill Project, which will provide fivepermanentlyaffordabletownhomes. Bayside Housing & Services opened a free medical and mental healthservicesclinic. OWL360 was founded in 2021 to provide the young people of JeffersonCountyopportunitiesforsustainableindependencethroughaholistictargetedapproachtoservingyoungpeople, including affordablehousingandsupportservices, community connections, and programs. Habitat EJC implemented their pioneering permanently affordablehousingmodelandwillbreakgroundontheirMasonStreetNeighborhooddevelopmentof136permanentlyaffordablehomes forhouseholdsinthe50-150% AMI income range in 2026.20TheCoordinatedEntryAdvisoryBoard (CEAB) and the Shelter Coalitionwereformedtoadvancecoordinatedservicedelivery. The CEAB helpspeopleexperiencingoratriskofhomelessnessaccesshousing, 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 stablelow- and moderate-income affordable housing stock compared to market-rate homes.
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focus for service delivery to unsheltered and emergency housing clientsbybringingtogetherserviceprovidersfromacrossservicesectors. 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 EcoSystem1. Diverse Housing Programs: Multiple organizations provide emergency, transitional, and permanent housing options, such as OlyCAP, Bayside Housing, Dove House, OWL360, Peninsula Housing Authority and Habitat of East Jefferson County. 2. Targeted Services Aligned to Needs: Programs tailored to specific populations, suchasyouth (OWL360), domestic violence survivors (Dove House), and individuals withsubstanceusedisorders (HARPS program) have been successful in serving their clients. 3. Expansion of Innovative Housing Models: Tiny shelter villages and global leasesincreaseaffordablehousingsupplywithoutrequiringexpensiveandlengthynewconstruction. 4. Community-Based Initiatives: Organizations like Housing Solutions Network, Community Build, and REPAH (Real Estate Professionals for Affordable Housing) focusonengagingthecommunityinrespondingtothehousingcrisis. 5. Cross-Sector Partnerships: Collaboration between housing service providers, socialserviceorganizations, local government agencies and community-based organizationsaddressintersectingneeds. 6. Advocacy and Equity Efforts: By-and-for organizations like Jefferson CountyImmigrantRightsAdvocates (JCIRA) and Black Lives Matter of Jefferson County (BLMJC) provide advocacy and support tailored to marginalized communities, includingimmigrantsandBIPOCpopulations.21
7. Data and Needs Assessment: The Qualitative Housing Needs Assessment project andquantitativedataanalysisprovidelivedexperienceandserviceproviderinsightstoinformpolicyandprogramdesign.
The most immediate challenge facing Jefferson County HRS and AH providersistheneedtobuildandmaintainservicecapacityatatimewhenfundsarebeingcut. Overcoming this challenge requires both a focus on operationalimprovementsandinvestmentinlonger-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 theyserve, and their mission and programs are rooted in that community's values.
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reflected in our strategies and actions for building a solid foundation forbuildinglong-term success.
DEVELOPMENT OF THIS PLANWashingtonstatelawrequiresthatlocal governments adopt a five-year localhomelesshousingplan ("local plan") for their jurisdictional area. The localplanmustincludeobjectives, strategies, actions, milestones or performancemeasuresandtimelinestoreducehomelessnesswithinthecounty. The local plan must also be consistent with guidance issued by theDepartmentofCommerce (Commerce). To align local plans with the state’splanandacrossjurisdictions, the guidance specifies five objectives each planmustaddress:22Strengthening the homeless service provider workforce. Promoting an equitable, accountable and transparent homeless crisisresponsesystem. Prioritizing assistance based on the greatest barriers to housingstabilityandthegreatestriskofharm. 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 thescopeofthisplanbecausetheplanaddresseshousinginsecurityandbecauseaffordablehousingisthelaststepinthecontinuumofhousingneeds. The process goals for local planning were three-fold. The plan should be:
Needs-driven, that is, the plan should identify and address the specificneedsofthoseexperiencinghomelessnessandhousinginsecurityasidentifiedinJefferson’s data and qualitative needs analyses.23 Thisapproachensuresthateffortsandresourcesarefocusedontheareaswheretheywillhavethemostsignificantimpact.
22 Washington State Department of Commerce’s 2025-2030 Local Homeless Housing Plan Guidance23TheQuantitativeHomelessandAffordableHousingDataReportfortheHousingTaskForce, City of PortTownsendandJeffersonCountycanbefoundathttps://www.co.jefferson.wa.us/1382/Housing-Fund-Board
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Resource-conscious, that is, strategies and actions should besupportedbythepeople, budget, time and capabilities needed tocompletetheplan’s goals successfully.
Actionable, that is, the strategies for achieving desired outcomesshouldbebasedonconcreteactionsdefinedbycleardeliverables andmeasuresofsuccessthatfacilitateaccountabilityandprogressmonitoring, The Housing Task Force’s planning framework is depicted in the diagrambelow. The Task Force’s strategies and actions development process wasbothtop-down and bottom-up. Top-down planning starts with high-levelstrategicgoalssetbyleadership (in this plan, Commerce), while bottom-upplanningbeginswithanassessmentofcapabilities (that is, strengths andresources). In addition, we recognize that planning is fractal, that is, theexecutionofhigh-level plans often requires the development of action plans. Jefferson County 2025-2030 Planning Framework
For each objective, a team prepared a presentation to open discussion of thefollowingquestions: What are the major needs, barriers and gaps to address under thisobjective? What existing strengths (capabilities/resources) can we build on toaddressthisobjective? What additional capabilities/resources do weneed?
Actions (Projects/
Programs)
Strategies
Need/
Objective
Top-down
PlanningBottom-
up/
Emergent
PlanningStrengths (
Capabilities/
Resources)WHAT
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What are potential strategies and actions to address this objective? The Task Force members were then asked to prioritize strategies andsupportingactions. From this input, the strategies and actions were draftedandcross-referenced to the needs identified in the Qualitative Housing NeedsAssessment (see Appendix G). Lived experts and service providers not participating on the Task Force wereinvitedtogivefeedbackonthedraftattwoListeningSessions, one for livedexpertsandoneforserviceprovidersfromallsectors. The Housing Task Force in a final meeting then reviewed the draft plan in itsentirety, whereon the draft plan was passed to the Housing Fund Board forrecommendationtotheCityandCounty. As part of the final Task Forcereview, a timeline chart of actions was constructed (see Appendix H). As the final step in adopting the plan, the City of Port Townsend (the onlyincorporatedcityinJeffersonCounty) will hold a public hearing onDecember1standajointpublichearingbetweentheCityandCounty will beheldonDecember8th, after which the plan will be submitted to Commerce.
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OBJECTIVES, STRATEGIES AND ACTIONSTheobjectives, strategies, actions and measures of success or performancebelowlayoutastrategic, multi-faceted approach to helping individuals andfamiliesmovefromunstableortemporarylivingsituationstosafe, permanent, and affordable homes. This approach is referred to in the plan asbuildingpathwaystohousingsecurity. The particular focus for this coming 5-year period was to lay a solidfoundationforstrengtheningandexpandingtheHRStosuccessfully meet thehousingneedsofpeopleexperiencinghomelessnessandhousinginsecurity.
Objective 1: Strengthen the Homeless Service Provider WorkforceAcompassionateapproachtoreducinghomelessnessandhousinginsecuritybeginswithensuringthewell-being of the frontline workers who directlyprovidehomelessservicesandhousingassistance. Housing service provider (HSP) workers regularly encounter trauma and grief when working withunhousedpeopleandpeopleatriskofbecominghomeless. Fostering aworkplaceculturethatrespectsHSPstaffasthehighlyqualifiedprofessionalstheyareandthatprovidesthemwiththenecessaryresourcesandsupporttodotheirjobsisessentialtostrengtheningtheHSPworkforce. Strategies andactionstosupportthisobjectiveare:
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 HSPnetworkeventswhereprovidersfromdifferentHSPagenciescandevelopsupportivepeerrelationships. Events shall be designed based on inputfromparticipantsonfrequency, format, content and structure. Measures of Success: Committee formed; High participation in eventsTimeline/Milestone: June 2026 network event; ongoingLead/Responsible Party: Housing Fund Board’s (HFB’s) HSP WorkforceCommittee
Action 1.A.2: Foster a Homeless Response System (HRS) community ofpracticebasedonsharedvaluesandagreementsusingfeedbackcirclesto
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create a safe and supportive environment for members to learn from eachother, share insights and resources, and collectively improve theirpracticesandcontributions, particularly with the intent to addressunsupportiveworkcultureissuessuchasracializeddynamics, burnout andalackofcareermobility. Measures of Success: Self-reported increased ability to access and shareresourcesandsolutionsTimeline/Milestone: 2028-2030Lead/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 trainingopportunitiescoveringcorecompetencytrainingsincludingtrainings ontrauma-responsive, anti-racism and client-centered service delivery. Measures of Success: List of training opportunities distributed; IncreaseinpercentageofstaffreceivingtrainingsTimeline/Milestone: May 2026; ongoingLead/Responsible Party: HFB’s HSP Workforce Committee
Action 1.B.2: Identify opportunities to collaborate on offering trainingserviceswiththeintentofofferingexpandedtrainingopportunitiesandmaximizingexistingagencyinvestmentintraining. Measures of Success: Shared training offerings announcement; IncreaseinpercentageofstaffreceivingtrainingsTimeline/Milestone: May 2026; ongoingLead/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 identifyingandfundinglocallydevelopedtrainingsand “train the trainer” opportunities. Measures of Success: Schedule for shared training offerings completed; Increase in leveraged training investment
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Timeline/Milestone: August 2026; annually ongoingLead/Responsible Party: HFB’s HSP Workforce Committee; ContinuumofCare (CoC) Lead
C. Strategy: Incentivize HSP staff worker retention and career mobility
practices.
Action 1.C.1: Support HSPs in implementing best practices to improveworkersatisfactionandretentionsuchasretentionbonuses, housingsupportforhousing-insecure HSP workers, work-life balance, andincreasedcompensationthroughresourcedevelopment. In particular, identify practices supporting workers with lived experience who may lacktheeducationrequirementsthatposebarrierstopromotionsandwageincreases. Measures of Success: Report on best practice resources completed; Increase in worker satisfactionTimeline/Milestone: January 2027Lead/Responsible Party: HFB’s HSP Workforce Committee
Action 1.C.2: Research funding opportunities to provide support forimplementationofworkerretentionandcareermobilitypracticesandpursueandawardsecuredfundstoHSPs. Measures of Success: RFP for strengthening HSP workforce issued; Increasing retention of HSP workforceTimeline/Milestone: March 2027Lead/Responsible Party: County and City grant administrators; HFB
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Objective 2: Promote an equitable, accountable and transparent
homeless crisis response systemStrategiesandactionsthatsupport the development of an equitable, accountable and transparent HRS are important because they ensure fair andeffectiveresourceallocation, address systemic disparities faced byunderservedcommunities, and improve outcomes by using data to guidedecision-making and track progress. Tracking and reporting our results helpsusdetermineifourhomelessnesseffortsareworkingeffectively, makeimprovements, and demonstrate accountability to stakeholders. Whencommunitiesseethatthesystemisworkingtoaddresstheirneedsandcorrectinjustices, it builds trust and encourages greater participation frompeoplewithlivedexperienceindesigningandimplementingsolutions. 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 FundBoardmodelsformeetingJeffersonCounty’s COC responsibilities. Measure of Success: Evaluation report completedTimeline/Milestone: May 2026Lead/Responsible Party: Housing Fund Board
Action 2.A.2: Develop and seek service provider input on HFB/CoCrestructuring/implementation plan with effort to minimize adverseimpactsfromchange. Measure of Success: CoC restructuring plan completedTimeline/Milestone: November 2026Lead/Responsible Party: Housing Fund Board
Action 2.A.3: Complete HFB/CoC reorganization with the aim ofpromotingequity, transparency, and accountability.
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Measure of Success: CoC enactment completed; Increased publicengagementindecisionmakingandincreasedreportingonprogresstowardsgoalsTimeline/Milestone: May 2027Lead/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 HomelessandAffordableHousingServicesPlangoalsandadaptstrategiesinresponsetoemergingconditions. Ensure adequate resources forimplementinggoalsoftheHomelessandAffordableHousingServices Plan. Measures of Success: Annual Review Meetings in May and November; Increased follow-up on action items. Timeline/Milestone: Bi-Annually in June and DecemberLead/Responsible Party: Housing Fund Board
Action 2.B.2: Design and implement a shared data system that tracks localdriversofhomelessnessandhousinginstability, functional model andsystemperformance, including equitable access measures, and progresstowardsystem-level goals. Incorporate Estimates of Service Levelindicatorsintodatasystem (see Appendix C) and identify system-widemeasuresofperformanceandtargetgoals, such as a Length of TimeHomelesstargetgoalof1year, 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 performanceTimeline/Milestone: Ongoing; Milestones in December 2026 andDecember2027Lead/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 ofpractice/care (e.g. shelter staff per x number of clients) based onexperienceandadaptabletodifferentservicepopulationsandmodels.
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Measure of Success: Shared standards and goals publishedTimeline/Milestone: January 2028Lead/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 tofeedbackonhousingconditionsandservicefromimpactedpopulations. Measure of Success: Observed signs of increased trust and rapportbetweenparticipantsandfacilitatorsTimeline/Milestone: OngoingLead/Responsible Party: HFB’s Data and Needs Assessment Committee
Action 2.C.2: Implement compensation program across agencies for livedexpertstoparticipateinpolicysetting, project development andoperationalreviews. Measure of Success: Compensation Program established; Increasingparticipationindecision-makingTimeline/Milestone: July 2027Lead/Responsible Party: Housing Fund Board
Action 2.C.3: Pilot a community-defined equity of service standard of carethatincludescriterialikeexposuretosystemicracism, generational harm, and housing precarity outside the shelter system. Compensate by-and-fororganizationsfortheirparticipation. Measure of Success: Equity of Service Standard issued; DecreaseddisparitiesinaccesstoserviceTimeline/Milestone: December 2027Lead/Responsible Party: By-and-for organizations; CEAB
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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 ourcollectiveabilitytodevelopandallocateresourcesstrategically. Strategicresourcesincluderobustfinancialprograms, comprehensive and coordinatedsupportservices, and policy interventions that increase access to affordablehousing. Effective approaches address both immediate needs and systemicissuesthatcausehousinginstability. By focusing on the greatest barriers tohousingstabilityandgreatestriskofharm, we strengthen the entire systemandimproveoutcomesacrosstheboard. Strategies and actions to supportthisobjectiveare:
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 AHinvestments. Measure of Success: News releases on significant developments issued; Increase in public engagementTimeline/Milestone: OngoingLead/Responsible Party: BOCC, Port Townsend City Council
Action 3.A.2: Incorporate evidence-based prioritization criteria intoJefferson’s local funding award mechanism (see Appendix D). Measure of Success: Modified RFP published; Increased effectiveness ofawardsinmeetingsystem-level needsTimeline/Milestone: September 2026Lead/Responsible Party: Housing Fund Board
Action 3.A.3: Monitor and evaluate functional model and system financialperformance (see Appendix C, Estimates of Service Level). Measure of Success: Financial sustainability metrics completedTimeline/Milestone: December 2026; annually ongoingLead/Responsible Party: HFB’s Finance and Data and NeedsAssessmentCommittees
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Action 3.A.4: Identify key funding requirements by service agency anddeveloplong-term HRS financial sustainability plan incorporating a broadrangeoffundsources (see Appendix E, Survey of Fund Sources). Measure of Success: Financial sustainability plan published: Decrease infundingshortfalls. Timeline/Milestone: December 2027Lead/Responsible Party: HFB’s Finance Committee
Action 3.A.5: Facilitate securing and managing capital project funds forHSPssystemwidefromgrantopportunityidentificationandproposaldevelopmentthroughgrantcompliance. Measure of Success: Increased self-reported coordinationTimeline/Milestone: OngoingLead/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 toandengagementofunderservedpopulations. Measure of Success: Increasing number of lived experts in HRSoutreach/engagement staff positionsTimeline/Milestone: July 2027; ongoingLead/Responsible Party: CoC, CoC Lead
Action 3.B.2: Develop shared policies across service agencies that ensurefairandequalaccesstoassistanceforallhouseholdsexperiencinghomelessness, especially for those transitioning from homelessness andmostatriskofhousinginstability. Measure of Success: Improved exits to permanent housing fordisproportionallyimpactedpopulationsTimeline/Milestone: January 2027; ongoingLead/Responsible Party: CEAB
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Action 3.B.3: Bridge gaps in the pathways to housing security byimprovinglinkagesbetweenprograms, services agencies, the CEAB and AHhousingprovidersandprivatelandlords. Measure of Success: Decreasing length-of-stay in homelessness; increase in placements to permanent housingTimeline/Milestone: January 2027; ongoingLead/Responsible Party: CEAB
Action 3.B.4: Explore service delivery practices to reduce administrativeandemotionalburdenofaccessingandreceivingservicesfocusingonclient-centered service delivery. Measure of Success: Decreasing length-of-stay in homelessnessTimeline/Milestone: July 2028Lead/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 adecentralizedpoint-of-access service model to meet people where they areat, including south and east county communities. Measure of Success: Increasing project entries systemwideTimeline/Milestone: January 2027; ongoingLead/Responsible Party: CEAB
Action 3.C.2: Participate in and provide networking opportunities andresourcesacrossservicesectorsfocusedonmeetingessentialneedsof theunshelteredandunderhousedpopulations. Measure of Success: Increasing efficiency of resource distributionTimeline/Milestone: June 2026; ongoingLead/Responsible Party: HFB’s Shelter Coalition
Action 3.C.3: Partner with aligned organizations in creating communityconversations (forums) where information, solutions, and commonobjectivesareformedandshared.
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Measure of Success: Regular community conversationsTimeline/Milestone: 2025-2030Lead/Responsible Party: HFB’s Community Conversation Committee
Action 3.C.4: Engage and compensate by-and-for organizations asadvocatesforpeopleexperiencinghistoricandsystemicdisadvantages inaccessingHRSservices. Measure of Success: Compensation mechanism established; Decrease inservicedisparitiesTimeline/Milestone: January 2028Lead/Responsible Party: CoC, CoC Lead
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Objective 4: Prevent episodes of homelessness whenever possible. Strategies and actions that aim to prevent episodes of homelessness, includingrecurringhomelessness, have proven to be highly effective. By addressing thecausesofhousinginstabilitybeforepeoplelosetheirhomes, these strategiesofferacost-effective alternative to emergency shelter, prevent the traumaassociatedwithbecominghomeless, and provide essential support servicesthatleadtolong-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 lawsandtheLandlord-Tenant Act. Measure of Success: Information resources distributed; DecreasingpercentageofdisplacementTimeline/Milestone: January 2027; ongoingLead/Responsible Party: CoC, CoC Lead, Housing Solutions Network
Action 4.A.2: Connect and advocate for tenants with organizationsprovidinglegalandconflictresolutionservicessuchasmediationandrestorativejustice. Measure of Success: Relationships establishedTimeline/Milestone: January 2027; ongoingLead/Responsible Party: CoC Lead, Housing Solutions Network
Action 4.A.3: Promote tenant training, including existing on-linecertificationprograms, that help renters successfully navigate the rentalprocess, become responsible renters, and prepare for home ownershipopportunities. Measure of Success: Tenant training program established; Increasingnumbersofrenterstakingtraining
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Timeline/Milestone: 2028Lead/Responsible Party: CoC, CoC Lead, Housing Solutions Network
Action 4.A.4: Explore incubating a self-organizing tenants’ rightsorganization. Measure of Success: Workgroup convened; Decrease in percentage ofunderhousedTimeline/Milestone: March 2026Lead/Responsible Party: Ad hoc workgroup of stakeholders includingunderhousedlivedexperts; HFB’s Data and Needs AssessmentCommitteeB. Strategy: Expand supported affordable housing options for renters.
Action 4.B.1: Develop a global lease model toolkit and promote its use inmeetingneedsofunderservedlow-income populations. Measure of Success: Toolkit published; Increase in model uptakeTimeline/Milestone: March 2027Lead/Responsible Party: HFBs Data and Needs Assessment Committee
Action 4.B.2: Convene workgroup to research and design alternativehousingmodelthatconnectsaging-in-place service needs with workforcehousingneeds. Measure of Success: Workgroup convened; Decrease in percentage ofseniorsexperiencinghomelessnessandhousinginsecurityTimeline/Milestone: January 2027 – June 2027Lead/Responsible Party: Ad hoc workgroup of stakeholders; HousingSolutionsNetwork
Action 4.B.3: Recognize the rights of people living in informal housing tosecurityoftenureanddeveloprelatedstrategiesforformalizingandimprovingtheirhousingconditions. Measure of Success: Policy recommendations published; Decrease inpercentageofunderhoused
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Timeline/Milestone: 2028-2029Lead/Responsible Party: HFB’s Data and Needs Assessment Committee
Action 4.B.4: Connect renters with opportunities to become homeownersbysupportinghomebuyereducation, credit counseling andhomeownershipcounselingprograms. Measure of Success: Homeownership counseling program established; Increasing numbers of renters taking trainingTimeline/Milestone: 2028-2029Lead/Responsible Party: Ad hoc rental management workgroup
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-linecertificationprograms, that would provide small landlords with assistanceindevelopingbetterpropertymanagementpracticesandimprovingthephysicalandfinancialconditionoftheirproperties. Measure of Success: Increasing number of landlords taking trainingTimeline/Milestone: June 2027Lead/Responsible Party: Ad hoc rental management workgroup
Action 4.C.2: Convene workgroup to explore establishing a non-profitrentalmanagementprogramthatwouldprovidesupportforcommunity-based rentals including maintaining an affordable rentals registry. Measure of Success: Workgroup convened; Increase in housing securityforlow-income renters as measured by percentage cost-burdenedrentersTimeline/Milestone: December 2026Lead/Responsible Party: HFB, Ad hoc rental management workgroup
Action 4.C.3: Investigate, evaluate and coordinate incentives for theaddition, improvement and retention of community-based affordable
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rentals, including tax incentives for the maintenance and rehabilitation ofunsubsidizedaffordablerentalproperties. Measure of Success: Report issuedTimeline/Milestone: December 2027Lead/Responsible Party: Ad hoc rental management workgroup
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Objective 5: Seek to House Everyone in a Stable Setting That Meets Their
NeedsSeeking to house everyone in a stable setting that meets their needs meanscreatingpathwaystopermanent, secure, and appropriate housing for allpeople, with a focus on comprehensive, long-term support. This approachmovesbeyondsimplyofferingtemporarysheltertoaddresstheholisticneedsofindividuals, including health, money concerns, and personal security. Itrecognizesthattheextenttowhichvaried, and sometimes complex individualneedsarebeingmet—often over extended periods of time and at multiplepointsalongapathwaytohousingsecurity – requires holistic support. Forexample, increasing the supply of affordable housing may not advancehousingsecurityunlessattentionispaidtoindividualneedsinaccessing thathousing. 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 daycenterasasafespaceforbothshelteredandunshelteredindividualstoaccessservices. Measures of Success: Location secured; increasing number ofunshelteredaccessingservicesTimeline/Milestone: January 2026 – June 2026Lead/Responsible Party: HFB’s Shelter Coalition
Action 5.A.2: Develop and implement a plan to provide emergencyhousingandsupportforcurrentencampmentsthatmeettheessentialneedsoftheunshelteredpopulationincludingthecapacitytoprovideappropriatesupporttoindividualsexperiencingSUDs, mental andbehavioralhealthissues. The ad hoc workgroup will prioritize theinvolvementoflivedexpertsindevelopingtheplan. Measure of Success: Decreasing number of unshelteredTimeline/Milestone: January 2026 – January 2027Lead/Responsible Party: HFB, HFB’s Shelter Coalition, CoC Lead
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Action 5.A.3: Explore creating a targeted housing program for olderpersonsexperiencinghomelessnessthatleveragesHSPinvestmentinseniorhousingfacilities. Measure of Success: Targeted program established; IncreasingpercentageofolderpersonsexperiencinghomelessnessservedTimeline/Milestone: December 2028Lead/Responsible Party: CoC, CoC Lead, HFB
Action 5.A.4: Advocate for simplifying, streamlining, and expediting CityandCountypermittingprocessestofacilitatehousingdevelopmentofemergency, transitional and extremely low-income housing, including tinyhomecommunities. Measure of Success: Revised procedures; Decreasing time to permitemergencyandaffordablehousingprojectsTimeline/Milestone: December 2026Lead/Responsible Party: BOCC, PT City Council, and City and Countyplanningdepartments
Action 5.A.5: Explore including family-sized units in existing planned EHandTransitionalHousingdevelopmentsandinnewAHdevelopmentsproportionaltoneed. Measure of Success: Increase in allocated family-sized unitsTimeline/Milestone: December 2026Lead/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 thecity, county and housing providers on strategies to increase the supply ofaffordablehousingandensureequitableaccesstoaffordablehousingforthosemostatriskforhousinginstabilitybyincludingtheirrepresentationontheCommittee.
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Measure of Success: Joint Housing Advisory Committee is established; Increasing resources allocated to affordable housing in city and countybudgetsTimeline/Milestone: July 2026, ongoingLead/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 supplystrategiesfortheirapplicabilitytoJeffersonCountycontext, includingInclusionaryZoning, Permanent Affordability, Funded Inclusionary Zoning, and Community Housing. Issue a report with strategy recommendations. Measure of Success: Strategy recommendationsTimeline/Milestone: December 2026Lead/Responsible Party: Joint Housing Advisory Committee, HousingSolutionsNetwork
Action 5.B.3: Coordinate advocacy for state-level policy that supports AHdevelopmentsuchasallowingjurisdictionstochargefeesortaxesonhousingunitsvacantforsixmonthsormoreandprovidingfundsforpre-development costs. Measure of Success: State policy changeTimeline/Milestone: OngoingLead/Responsible Party: BOCC -
Action 5.B.4: Recommend implementing a Jefferson County MFTEprogramandexpandingtheexistingMulti-Family Tax Exemption (MFTE) program in Port Townsend to include additional types of middle housing, alargergeographicarea, an extended exemption timeline, and increasedeligibilityforcommunitypartners. Measure of Success: Port Townsend program revised; County programestablished; Increase in use of MFTE for affordable housing projectsTimeline/Milestone: December 2026Lead/Responsible Party: City and County Planning Departments
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ADDITIONAL PLAN ELEMENTSInadditiontodeterminingthestrategies and actions to support the fiveobjectivesaddressedabove, Commerce requires the following elements to beincludedinlocalplans: A Record of Public Engagement; Estimates of ServiceLevel; Survey of Fund Sources for Homeless Housing Assistance Programs; Estimates of Permanent and Emergency Housing Needs; and PrioritizationCriteriaofHomelessHousingCapitalProjects. These elements, their purpose, and proposed actions to meet their intent are discussed next. The elementsthemselvesareprovidedinthereferencedappendices.
Record of Public EngagementAppendixAprovidesarecordof public engagement and outreach efforts thatsupportedthisplan’s development and finalization. This record includes asummationoftheserviceprovidersandlivedexpertswhoparticipatedinthe2024-2025 Qualitative Needs Assessment used to inform this plan in additiontotherecordoftheTaskForceandpublicengagementintheplandevelopmentitself. The record demonstrates a level of engagement that goesbeyondthebasicrequirementsspecifiedbyCommercebutthatisappropriatetoasmallruralcounty. Strategies and actions specifically related to public engagement in planimplementationincludeActions2.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 duringimplementation.
Estimates of Service LevelThelocalplanmustinclude a summary of current investments to addresshomelessnessandhousinginstabilitybyprojecttypeandfundingsource. This is included in Appendix C along with an explanation of why the JeffersonCountydataunderlyingtheServiceLevelEstimatesareinaccurateandincompleteandwhatstepsJeffersonCountyistakingtocompletethedataandremedytheinaccuracies. Strategies and actions intended to provide future complete and accurateEstimatesofServiceLevelincludeStrategy2AandAction2.B.2. In addition, the Housing Fund Board will organize a training led by Commerce on AnnualExpendituresReportingintheFallof2025forHSPs.
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Prioritization Criteria of Homeless Housing Capital ProjectsThepurposeofthePrioritizationCriteriaistoidentifyguidingprinciples forallprojects, such as alignment with the strategies and actions from this planandconsistencywithlocalplansandregulationsincludingcomprehensiveplans, zoning, and countywide planning policies and state laws. Appendix Didentifiestheguidingprinciples/prioritization criteria the homeless housingtaskforceandlocalgovernmentwilltakeintoconsiderationwhenprioritizinghomelesshousingcapitalprojectsforpublicinvestmentinJeffersonCounty. Additionally, the Prioritization Criteria provide a link between findings onunderservedpopulationsfromthedataandqualitativeneedsassessmentanalysesandStrategy5A: Strengthen local partnerships to facilitate housingaccessacrossthehousingspectrumbybettermatchingunderservedpopulationstohousingthatmeetstheirtypesandlevelsofneeds. Appendix Didentifiesthosecapitalprojectsthatwoulddemonstrateservingthegreatestneedsintermsofunderservedpopulationsandtheirneeds. 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 ProjectsThepurposeofthe Survey of Fund Sources provided in Appendix E is todocumentresourcesavailabletothelocalgovernmenttoimplementthe localhomelesshousingplanandsupportthelocalhomelesscrisisresponsesystem. Action 3.A.4 addresses the use of The Survey of Fund Sources in creating along-term financial sustainability plan for the HRS. Note that regarding much of what is planned is dependent on the Federalbudget. Significant cuts in the HUD budget will affect CoC funding, the fundingofconstructionofaffordablehousing, and the funding to provide operatingsubsidyforaffordablehousingunits.
Estimates of Permanent and Emergency Housing NeedsTheEstimatesofPermanentandEmergencyHousingNeeds are used to alignobjectivesforcapitalprojectshomelesshousingdevelopmentwithlong-termlanduseplanningbytheCityandCounty. This element incorporates theProjectedCountywideHousingNeedsforJeffersonCountyasadoptedby theCityandCountyintheCountywidePlanningPolicies (CPP). The local plan
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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 projectedneeds: • Future permanent housing need for households making 0-30% of the AreaMedianIncome (AMI); • Future permanent housing need operated as a Permanent SupportiveHousing (PSH) model for households making 0-30% of the AMI; and • Future emergency housing needs (i.e., emergency shelter and emergencyhousing) including transitional housing (TH). The table below summarizes the 5-year estimates for EH/TH and PSH needsandtheHomelessandAffordableHousingServicesPlantargetgoalsinrelationtoJefferson’s housing service provider capital development plans. Further detail on the development of the estimates can be found in AppendixF, Estimates of Permanent and Emergency Housing Needs. The proposed target goals for bed and unit production in the coming planningperiodof2025-2030 are conservative to align with the current strategic plansofindividualHSPsandtoaccountfortheuncertaintyassociatedwithoperatingfundsbeingavailabletosupportHRSexpansion. The target goalincreaseoffivepercentinEHbedsoverthefive-year planning period relatestotheproposedEHfacilitycalledforinAction5.A.1. Five percent equates to a30-bed facility. In addition, the Task Force is adopting a performance target goal of 1 yearaverageforLengthofTimeHomelesswhich, if achieved, will reduce theprojectednumberofEHunitsneededoverthetwenty-year planning period to2045. This is discussed in greater detail in Appendix F.
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5 Year Housing Need Estimates
Total Units needed by 2030 are equal to 25% of HAPT 20-year Total Units Need (SeeAppendixF, Estimates of Permanent and Emergency Housing Needs). ** Actual Planned unit counts include projects for which either land or funding has beensecuredasaminimum. Proposed units are those for which concept plans are beingdeveloped.
HRS Performance MeasuresInadditiontotheplan’s required elements described above, this plan makesuseoftheHMIS-derived performance measures as reported in theDepartmentofCommerce’s Washington State Homeless System PerformanceCountyReportCardinthefollowingways:
EH AND TH
beds)
PSH (units) Subsidized
AH Rental
Under 80%
AMI (units)
Subsidized
AH
Ownership
Under 80%
AMI (units)
Subsidized
Affordable
Housing
Under 80%
AMI (units)
Current # 184 65 449 76 525SubsidizedTotalBeds/UnitsNeededby2030* 154 66 -- -- 2100
Current as % of
Total 2030 Need
119% 98% -- -- 25%
Actual Planned forNext5Yrs 22 23 49 48 97
2030 Existing + Planned as % of 20YrTotalNeeded
33% 33% -- -- 6%
2030 Proposed
Target % of 20 Yr
Total Needed
38% 33% -- - 6%
Actual Planned 2031-2045** 0 0 252 38 290
Proposed 2031 -2045** 110 24 0 0 0
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To identify system-wide measures of performance and target goals, such as a Length of Time Homeless target goal of 1 year. (See Action2.B.2); To report progress on systemwide goals in the annual local planprogressreports; andAsmeasuresofsuccess for various actions in this plan.
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2025-2030 HOMELESS AND AFFORDABLE HOUSING SERVICES PLAN
APPENDICES
Appendix A Record of Public EngagementAppendixB2024-2025 Qualitative Needs Assessment FindingsAppendixCEstimatesofServiceLevelAppendixDPrioritizationCriteriaofHomelessHousingCapital ProjectsAppendixESurveyofFundSourcesAppendixFEstimatesofPermanentandEmergencyHousingNeedsAppendixGStrategiesandActionsCross-Referenced to NeedsAppendixHTimelineChartAppendixIIndexofActionLeads
41
APPENDIX A: RECORD OF PUBLIC ENGAGEMENT
Appendix A provides a record of public engagement and outreach efforts that supported thisplan’s development and finalization. This record includes a summation of the service providersandlivedexpertswhoparticipatedinthe2024-2025 Qualitative Needs Assessment used to informthisplaninadditiontotherecordoftheTaskForceandpublicengagementintheplandevelopmentitself. The record demonstrates a level of engagement that goes beyond the basicrequirementsspecifiedbyCommercebutthatisappropriatetoasmallruralcounty.
HOUSING NEEDS ASSESSMENT ENGAGEMENTHomelessHousingServiceProviders: Bayside Housing & Services; Dove House; OlyCAP; OWL360; Winter Welcoming CenterAffordableHousingProviders: Community Build; Peninsula Housing Authority; Habitat forHumanityEastJeffersonCounty; Olympic Housing TrustCommunityHousingOrganizations: Housing Solutions Network; Community Build; REPAH (RealEstateProfessionalforAffordableHousing) Homeless Service/Advocacy Organizations: Help Now Fund; Reach Out!; Whale Heart ProductionsBy-and-For Organizations: Black Lives Matter of Jefferson County; Engage JC; Jefferson CountyImmigrantsRightsAdvocates (JCIRA); Native Action Connections Group; Olympic DiscoveryMobileHomeParkTenantsSocialServiceProvidersandEducationalOrganizations: Harm Reduction Unit, Jefferson CountyPublicHealthDept.; Recovery Café; Aging and Long-Term Support Administration, Department ofSocialandHealthServices (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; USAWAConsultingLocalGovernmentAgenciesandBoards: City of Port Townsend’s Equity, Access, and RightsAdvisoryBoard; Department of Community Development, City of Port Townsend
HOUSING TASK FORCE ENGAGEMENTTheJointCityofPortTownsend/Jefferson County Housing Fund Board (HFB) coordinated theworkofcreatingthe2025-2030 local homeless housing plan.
Key Stakeholder Participation and CollaborationTheHFBconvenedalocalHousingTaskForce (HTF) to develop a five-yearhomelesshousingplanaddressingshort-term and long-term housing for homeless households. This group included all HFB members and efforts were made to elicit participation from a widerangeofcommunitystakeholders. In February 2025, an official public announcement for the
42
request for applications to serve on the HTF was issued by the County in the local paper, on itswebsite, and on social media. In addition, HFB members reached out directly to potentialparticipantsfromrepresentativegroups. All applications were reviewed by the HFB. Approvedapplicantswerechosentorepresentkeystakeholderorganizationsasfollows:
Housing Task Force Membership Chart
Housing Task
Force Member
Alternate Organization Required Stakeholder
Representative Category
Tammara Allen Lived Experience Lived Experience ofHomelessnessGregBrothertonJeffersonCountyCommissioner, HFB Housing Fund Board CountyCommissionerRepresentativeJuliaCochraneWinterWelcomeCenter, HFB Day Center Operator, AdvocateforPeopleExperiencingHomelessness
Heather Dudley-Nollette Jefferson CountyCommissioner, HFB Housing Fund Board CountyCommissionerRepresentativeLetaFetherolfLivedExperienceLivedExperienceofHomelessness
Quianna Franklin JC MASH Clinic Behavioral HealthAdministrativeServiceOrganization
Amy Howard Port Townsend CityCouncil, HFB Housing Fund Board CityCouncilRepresentative
Cameron Jones Black Lives Matter ofJeffersonCounty; Engage JC; City of PT
By-and-For Organization
Kellen Lynch Olympic HousingTrust Affordable Housing Provider
Sarah Martinez Debbi Tesch Peninsula HousingAuthority Rental Subsidy Administrator
Michael Moore JoanneRittmueller Bayside Housing andServices Emergency Shelter Operator, PSH Provider, CoordinatedEntryProvider
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Audrey Morford DSHS Home andCommunityLivingAdministration, HFB
Housing Fund BoardCommunityMember
Neil Nelson Port Townsend CityCouncil, HFB City Council Representative
Adrian Smith Renata Munfrada City of PortTownsend, LongRangePlanner
City Representative
Viki Sonntag Housing Advocate, HFB Housing Fund BoardCommunityMember
Viola Ware Peggy Webster Olympic CommunityActionPartners Homeless Outreach, EmergencyShelterOperator, PSH Operator, Rental Subsidy Administrator, Coordinated Entry LeadCherylWeinsteinDoveHouseAdvocacyServices; CEAB
Domestic Violence/SexualAssaultShelterOperatorandHousingProvider; CoordinatedEntryStaff
Vacant Tribal Representative
Jefferson County contains only one City—the City of Port Townsend. The planning process for thisplanincludedthreerepresentativesfromtheCityofPortTownsend, two City Council MembersandoneCityemployee (see HTF membership chart above).
Members of the HTF with lived experience of homelessness and/or housing instability wereofferedastipendof $50 per meeting attended. This stipend was offered in partnership withOlympicCommunityActionPrograms, CoC Lead, and CHG recipient, using CHG funds.
This HTF engaged members over the course of seven meetings beginning in April of 2025 andconcludinginOctober2025withthegroup’s adoption of the 5-year plan.
In addition, lived experts and service providers not participating on the Task Force were invited togivefeedbackonthedraftattwoListeningSessions, one for lived experts and one for serviceprovidersfromallsectors. Over twenty lived experts attended the Lived Expert Listening SessionandeightserviceprovidersattendedtheServiceProviderListeningSession. As the final step in adopting the plan, the City of Port Townsend (the only incorporated city inJeffersonCounty) held public hearings on November 10th and December1st and Jefferson Countyheldhearingson … and ..., after which the plan was submitted to Commerce.
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Notices of Plan Development
Notice in Local Paper of Record:
45
Notice on Local Government Website: https://www.co.jefferson.wa.us/1382/Housing-Fund-Board
Notice on Local Government Social Media:
In addition, all meetings of the Housing Task Force were publicly noticed on Jefferson County’s website,
recorded and posted.
46
Final Public Hearings Notices
Notice in Local Paper of Record:
47
Notice on Local Government Social Media published on Oct, 24th on City of Port Townsend and Jefferson
County WA Facebook pages:
Documentation of efforts to distribute public notice to people who have experiencedhomelessnessandhousinginstabilityincluded: Distributing flier at homeless encampmentDistributingflieratRecoveryCaféDistributingflieratLegionEmergencyShelter
Record of Plan Finalization and AdoptionThepublichearingandtheadoptionofthe2025-2030 Homeless and Affordable Housing ServicesPlanbyJeffersonCountyandtheCityofPortTownsendcanbeviewedat: www.cityofpt.usClick “How Do I” at the topHoveroverto “View” and choose “Agendas/Minutes” Scroll down to “Archived Videos and Agendas” Make sure Council tab is clicked, find Dec 8th, 2025 records and click “Video”
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APPENDIX B: 2024-2025 QUALITATIVE HOUSING NEEDS
ASSESSMENT FINDINGS
In April of 2024, the Housing Fund Board’s Data and Needs Assessment Committee began a seriesofconversationalmeetingsfocusingontheneedsofdifferentpopulationsexperiencinghomelessnessandhousinginstabilityinJeffersonCounty. The purpose of these collaborativediscussionswastodevelopanunderstandingofwhoisexperiencinghomelessnessorisatrisk ofhomelessness, how people became homeless, what their experiences are, and what is preventingthemfromexitinghomelessness. This appendix provides a synthesis of the individual reports. The compiled individual reports canbefoundthroughJefferson’ County’s laserfiche web portal: Jefferson > Board of Commissioners > Boards & Committees > Housing Task Force > HTF Meeting Packets > 052825 Special. Theanalysispresentedhereinformsthedevelopmentofthe2025-2030 Homeless and AffordableHousingFive-Year Plan. In total, ten two-hour discussions were held from April 2024 through May 2025 involvingrepresentativesfrom30organizationsandover50livedexperts. The majority of the discussionswereattendedbyarepresentativefromthefivehousingserviceproviderorganizationsinadditiontoVikiSonntag, who represented the HFB. The list of organizations by type can be foundinAppendixA, Record of Public Engagement.
INTERNAL NEEDS
Client-Centered Services1. Understanding and Addressing Individual Needs: Prioritize the needs, preferences, andchoicesofindividualsseekingservices, rather than focusing solely on eligibility criteria or pre-determined program structures. 2. Improving Access to Resources: Provide clients with information and resources to maketheirownchoices, rather than impose decisions. 3. Clear Communication: Convey information in a straightforward, understandable, andrespectfulmannertakingintoaccounttheneedsoftheindividualclient. 4. Equity in Service Delivery: Ensure services are designed to meet the needs of marginalizedpopulations, including PGM, immigrants, individuals with disabilities, and youth and youngadults.
System Coordination1. Coordinated Service Provision: Meet intersecting needs through coordination acrossdifferentservicedeliverysystems, including housing, health, behavioral health, and socialservicesandcommunity-based efforts.
49
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 unshelteredindividuals.
3. Community Integration: Engage local organizations, schools, and faith groups to provideresourcesanddestigmatizehomelessness. 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 improveplanningandresourceallocation.
Homelessness Prevention1. 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 navigatehousingchallengesandpreventisolation. 3. Community-Based Solutions: Engage local organizations, schools, and faith groups to provideresourcesanddestigmatizehomelessness. 4. Sustainable Funding: Secure operational funding for prevention programs and casemanagementservicesandincreasestaffingtomeetthegrowingdemandforhousingservices.
EXTERNAL GAPS AND BARRIERS
Structural Inequalities
1. Racial Disparities: PGM/BIPOC individuals face systemic racism in housing and housingservicesandaredisproportionatelyaffectedbyhomelessness. 2. Discrimination Against Vulnerable Groups: LGBTQ+, immigrants, DV survivors, andindividualswithdisabilitiesfaceuniquechallengesinaccessinghousing. 3. Lack of Family-Sized Rental Units: The lack of affordable family-sized rentals is made worsebythelackofseparatefamilyshelter/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 likefirstandlastmonth's rent, security deposits, and moving expenses make rentals inaccessible.
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2. Lack of Available Housing: There is a dire shortage of affordable rentals and family-sizedunits.
3. Regulatory Challenges: Strict zoning regulations, permitting delays, and lack of flexibility inlandusepreventinnovativehousingsolutionsliketinyhomes, co-living arrangements, orcomposttoilets. 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 Challenges1. Stigmatization and Isolation: Homeless individuals face discrimination and layers uponlayersofstigmatization, which impacts their ability to access housing and services, and oftenlackcommunityconnectionsandsocialsupportsystems. 2. Substance Use, Mental Health and Trauma: Homelessness often results from or exacerbatestrauma, 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, eithermortgageorrentalassistance.
2. No Housing Options for People Experiencing SUD: Both recovery (substance-free or soberliving) housing and very low barrier housing are needed to address the continuum of SUDhousingneeds. 3. Need for Rental Management Services: Moving people out of homelessness is extremelychallengingasthereisnocoordinatedaccesstobelow-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 rightsorganization.
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APPENDIX C: ESTIMATES OF SERVICE LEVEL
The figure below presents a summary of current investments to addresshomelessnessandhousinginstabilitybyprojecttypeandfundingsource based on2023and2024AnnualExpendituresReportdataforJeffersonCounty. The figuredepictsthefollowingmeasuresfor2023and2024: Total Expenditures and Expenditures by Project TypeTotalEnrollmentsandEnrollmentsbyProjectTypeExpendituresonHousingInterventionsOnlyBedsbyHousingInterventionOnlyAnnualExpendituresbyFundingSourceThesemeasuresarenotaccuraterepresentationsofexpenditures or enrollments inJeffersonCounty. Inaccurate and incomplete reporting for 2023 and 2024 was duetoacombinationofthefollowing: Only one of three HMIS-reporting HSPs were fully certified for HMIS as of the2023reportingperiod. In 2024, there was a major management transition in the CoC lead coincidingwiththereportingperiodforthe2024AnnualExpendituresReportwiththeresultthattherewasalossofcontinuityinadministrativeoversight. Annual Expenditures training and reporting protocols for newly reporting HSPshavenotyetbeencompleted. A significant portion of Jefferson County’s transitional housing is classified as “Other Housing” project type due to their funding model. This affects theaccuracyofprojecttypemeasures, especially for transitional housing. Neither the CoC or the County holds all of the expenditure information makingdataverificationchallenging. Specifically, inaccurate and incomplete data in the 2024 Annual ExpendituresReportincluded: No reporting of agency spending by other agencies independent of their CHGgrants; No capital expenditures are reported; andBedinventorycountswereinaccurate.
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In addition to incomplete annual expenditures data, base inventory count for manyprojectswithinHMIShadnotbeenupdatedtoreflectcurrentcapacitysincetheiroriginalentry. Incomplete and inaccurate data for inventory affects not only theEstimatesofServiceLevel, but also County Performance Measures and ProjectedCountywideEHandPSHneeds, commonly referred to as the HAPT projections (seeAppendixFforfurtherdiscussion). A Data Subcommittee of the Housing Task Force was established in January 2025 toaddresstheissueswithAnnualExpendituresreportingandtopreparedatafortheHomelessandAffordableHousingPlan. The sub-committee worked together toverifyandsubmitthe2025AnnualExpendituresReport. As a follow-up to thechallengesexperiencedinthe2025reporting, the Data Subcommittee plans toscheduleanAnnualExpendituresReporttrainingwithCommercein2026.
Expenditures
Enrollments
Select County: Jefferson
772,171
166,965
71,914
253,042
858,625
40,284 $
100,149
241,623
Housing Interventions Homelessness Prevention*Services Only Other Projects
Expenditures by Project (2023-2024)
2023 2024
66
4
42
87
79
17
132
92
Housing interventions Homelessness Prevention*Services only Other projects
Enrollments by Project (2023-2024)
2023 2024
199
320
2023 2024
Total Enrollments (2023-2024)
Note:May Include CE Projects
Note:May Include CE Projects
1,264,093
1,240,681
2023 2024
Total Expenditures (2023-2024)
53
Housing Interventions
Funding Breakdown
349,278
422,893
166,406
692,219
Emergency Shelter Transitional Housing Rapid Re-Housing Permanent Supportive Housing Other Permanent Housing
Expenditures on Housing Interventions Only (2023-2024)
2023 2024
132
3
116
93
8
103
Emergency Shelter Transitional Housing Rapid Re-Housing Permanent Supportive Housing Other Permanent Housing
Beds By Housing Interventions Only (2023-2024)
2023 2024
688,112
278,117 $310,327
962,565
265,654
1,264,093 $1,240,681
2023 2024
Annual Expenditures By Funding Source (2023-2024)
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APPENDIX D: PRIORITIZATION CRITERIA OF HOMELESS HOUSING
CAPITAL PROJECTS
The purpose of the Prioritization Criteria is to identify guiding principles for allprojects, such as alignment with the strategies and actions from this plan andconsistencywithlocalplansandregulationsincludingcomprehensiveplans, zoning, and countywide planning policies and state laws.
Capital Projects Demonstrating Serving the Greatest NeedBasedontheHFB’s quantitative and qualitative needs assessment analyses, thefollowingdemographicshavebeenidentifiedasunderservedpopulationsinJeffersonCounty: older adults, particularly those over 75; families with minorchildren; PGM/BIPOC households; and unsheltered individuals with mental healthchallengesand/or substance use disorders. In addition, people who are unshelteredareinneedofaccesstoessentialbasicneedsservicessuchashygienefacilities (showers, laundry), storage, and transportation. By matching facility type with a specific underserved demographic’s needs, forexample, families with small children need units with a larger number of beds, theHousingTaskForcehasidentifiedthefollowingcapitalprojecttypesasdemonstratingservingthegreatestneed: Emergency Housing for Unsheltered IndividualsTransitional, Permanent Supportive Housing and Subsidized Rentals for OlderAdultsEmergency, Transitional, Permanent Supportive Housing and PermanentlyAffordableHomeownershipforFamilieswithMinorChildrenAffordableRentalsforAllDemographics, particularly PGMCriticalRepairsforOlderandDisabledHomeowners
Project Selection Criteria/Guiding PrinciplesCurrently, the primary source of locally distributed capital funds are 1/10th of 1% Sales Tax for Affordable Housing (1590/RCW 82.14.530) funding distributedthroughanannualRFP. The following project selection criteria (that is, the guiding
55
principles) will be used to evaluate capital proposals and integrated into the RFP (see Action 3.A.2). Projects demonstrating serving the greatest need (see above) The degree of leveraging of other funds that will occurProjectsthatdemonstrateastrongprobabilityofpermanently serving theoriginaltargetgrouporincomelevelProjectsthatdemonstratelivedexperts’ engagement in projectdevelopmentTheapplicanthasthedemonstratedability, stability and resources toimplementtheprojectThedegreeofmatchingsupportfromoperatingfundsources (i.e. financialsustainability) Consistency with local plans and regulations including comprehensiveplansandzoningregulations
Prioritization ProcedureCurrently, the primary source of locally distributed capital funds is the 1/10th of 1% Sales Tax for Affordable Housing (1590/RCW 82.14.530) funds distributed throughanannualHousingFundBoardrequestforproposals (RFP) distributed to all localHSPs. The project selection criteria above will be integrated into the RFP (seeAction3.A.2) and will be used to evaluate the capital development proposals. TheHousingFundBoardincludesbothcityandcountyelectedswhoensurethatfundingawardsarealignedwithlandusepolicygoalsascontainedintherespectiveComprehensivePlans.
Future ConsiderationsItistheintentoftheHousing Fund Board to monitor and evaluate HRS functionalmodelperformance (see Action 3.A.3). In the future, the HFB may elect to developadditionalprojectselectioncriteriabasedonthisdata.
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APPENDIX E: SURVEY OF FUND SOURCES
Fund Source Source Status Allowable Uses Amount Received SF24
Actual/projected revenue
SY 25
Affordable and Supportive
Housing Sales and Use Tax 9
aka 1406)State RCW 82.14.540 Enacted 12/2019
Development - Acquisition, rehab,
construction of AH, O&M for AH or
supportive housing 67,186.23$ 67,000.00$
Affordable and Supportive
Housing Sales and Use Tax 9
aka 1406)State RCW 82.14.540 Enacted 12/2019
Development - Acquisition, rehab,
construction of AH, O&M for AH or
supportive housing 22,563.04$ 22,000.00$
Capacity Building, Outreach
and Support Program Wa State Dept of Commerce
Active (Recipient: Jefferson
Land Trust)
Development - Predevelopment
funding to organizations that serve
underserved communities,
including rural communities.$0.00 197,500.00$
Capital Facilities Building
Communities Fund Wa State Dept of Commerce
Active (Recipients: Evans
Vista and OHT projects)
Development - Acquire, construct,
or rehabilitate nonresidential
community and social service
centers.1,650,000.00$ 70,182.00$
Commerce EPIC Clean Energy
Grant Wa State Dept of Commerce
Not Utilized - Applications
for 2026 pending
Development -Deployment of
clean energy technologies while
advancing equity, resilience and
energy access -$ -$
Connecting Housing to
Infrastructure (CHIP)
WA State Dept of Commerce
Grant - Jefferson County -
Caswell Brown Village Contracted # 24-96722-119
Development - Utility
improvements for AH; Connection
of Caswell Brown Village Phase 3
development to water and
wastewater -$
HOME Federal Not utilized
Development - New construction,
acquisition, preservation, rehab,
homebuyer assistance -$ -$
Home Rehabilitation Grant
Program
WA State Dept of Commerce -
Real Estate Professionals for
Affordable Housing Contracting
Development - Rehab of existing
housing stock for LMI <80%265,000.00$ 350,000.00$
Housing and Related Services
Sales and Use Tax (1/10th of
1% Sales Tax for Affordable
Housing
State RCW 82.14.530 Local
HB1590)Enacted 4/1/2021
Development and Operating -
Acquisition, rehab, construction of
AH, O&M for AH or supportive
housing 920,369.13$ 897,657.36$
Housing Trust Fund WA State Dept of Commerce
Active (Habitat EJC and
Bayside projects)
Development - Affordable Housing
projects 880,000.00$ 550,000.00$
Rapid Capital Acquisition
Program Wa State Dept of Commerce Last award in 2022
Development - Acquire real
property for rapid conversion into
enhanced emergency shelters,
permanent supportive housing,
transitional housing, permanent
housing, youth housing or shelter $0.00 $0.00
Weatherization /LIHEAP/
Bonneville Power
WA State Dept of
Commerce/ Federal/BPA -
OlyCAP (Jefferson/Clallam)Contracting
Development - Weatherization
specific rehab of existing housing
stock for LMI <80%622,394.97$ 622,394.97$
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Fund Source Source Status Allowable Uses Amount Received SF24
Actual/projected revenue
SY 25
CHG Supplemental
State amendment in 2024
Jefferson County - OlyCAP Expended Operating - CHG allowed uses 111,566.00$ -$
Commerce Office of Homeless
Youth: Anchor Community
Initiatives, Street Outreach
Services, Independent Youth
Housing Program, Young Adult
Housing Program, Homeless
Prevention Diversion Fund
WA State Dept of Commerce
Homeless Youth Programs -
OlyCAP Contracting for FY26 Operating 240,499.00$ 240,499.00$
Commerce Office of Homeless
Youth: C4FO
WA State Dept of Commerce
Homeless Youth Programs
Recipient: Owl360)Contracting Operating 82,000.00$ 82,000.00$
Community Behavioral Health
Rental Assistance Grant WA State Dept of Commerce Not active Operating -$ -$
Community Development
Block Grant - Public Services
Federal - HUD via WA Dept
of Commerce Jefferson
County to OlyCAP as
subrecipient Contracting for SF26-27
Operating - CDBG Priorities
including Homeless services 102,500.00$ 103,000.00$
Consolidated Homeless Grant
including Housing and
Essential Needs/
Homelessness Prevention/ )
State RCW 43.158C WA
State Dept of Commerce -
OlyCAP Contracting for SF26-27
Operating - CHG allowed uses
Homeless Housing and Assistance $ 825,646.00 825,646.00$
Document Recording Fee -
Supplemental Funding
WA State Dept of Commerce -
Jefferson County Contracting SF26-27 Operating - CHG allowed uses 114,363.00$ 168,961.00$
Document Recording
Surcharge, Local Portion ( Local
Doc Fee Program for AH)State RCW 36.22.250 - Enacted
Operating -
Acquisition/rehab/construction;
operations & maintenance of AH;
shelter operations 236,607.19$ 226,100.00$
Emergency Solutions Grant Federal Not utilized for several years
Operating - Rapid re-housing,
emergency shelter, and
homelessness prevention -$ -$
HUD Continuum of Care State - BoS counties Operating 156,391.00$ 120,169.00$
HUD TBRA (Tenant Based
Rental Assistance)Federal (Recipient: PHA)Contracting Operating - Rental subsidies 115,733.87$ $167, 113
Local Housing Levies RCW 84.52.105 Not utilized Operating -$ -$
Mental Health Sales and Use
Tax State RCW 82.14.460 Enacted 6/2006
Operating - Mental Health and
drug treatment 921,935.52$ 900,909.26$
Veteran Affairs Supportive
Housing (VASH)
Federal (Recipient:
Opportunity Council)Contracting
Operating - Rental subsidies for
veterans 4,984.00$ 93,574.00$
Youth Homelessness
Demonstration Program
YHDP)Federal (Recipient: OlyCAP)Contracting
Operating- Rapid re-housing,
permanent housing, transitional
housing, and host homes for youth 138,782.00$ 120,069.00$
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APPENDIX F: ESTIMATES OF PERMANENT AND EMERGENCY
HOUSING NEEDS
The Estimates of Permanent and Emergency Housing Needs are used to alignobjectivesforlong-term land use planning and the development of capital projectsforhomelesshousing. The City and County are required to plan to the ProjectedCountywideHousingNeedsestimatesbyincomelevelasprovidedbyCommerce intheHousingforAllPlanningTool (HAPT). These estimates are provided in the tablebelow. The HAPT estimates were adopted by County under Resolution No. 68-1118-24R aspartoftheCountywidePlanningPolicies (CPP) process in 2024. The estimates forthe2020EHandPSHwerederivedfrominputtoHMISbyserviceproviders. Additionally, HSPs regularly provide updates on current bed and unit counts as partoflocalplanannualreportingandplanningprocesses. Planners for both the City’sandCounty’s Comprehensive Plans have reviewed this plan and the City of PortTownsend’s long range planner was a Housing Task Force member.
Source: Washington State Department of Commerce, Housing Affordability Planning Tool (HAPT) excelspreadsheet, Jefferson County, 2045 Medium Growth Projection, Method C. The following table summarizes the comparison of bed and unit counts for currentplannedprojectstothefive-year estimates for countywide housing needs. The five-year estimates are derived from the 20-year estimates by dividing the Total FutureHousingNeeded (2045) estimate from the table above by four.
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5 Year GAP Estimates versus Currently Planned
Homeless Housing (Emergency and Transitional) BedsCurrent (2025) Number 1842019-2024 5 Year Plan # of beds 1162019-2024 5 Year Growth ((184-116)/116) 59% HAPT 2020 beds 58HAPT20YearTotalFutureNeeded617ActualPlannedUnits2025-2030 22
5 Year Estimate (20 year Need/4) 154
2030 Existing + Actual Planned 206 or 33% of HAPT
20-Year Total Needed
Permanent Supportive HousingCurrent (2025) Number 652019-2024 5 Year Plan # of Units 372019-2024 5 Year Growth ((65-37)/37) 43% HAPT 2020 Units 16 (NW Passage) HAPT 20 Year Total Future Needed 264ActualPlannedUnits2025-2030 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 804Current (2025) Subsidized Rental 300 (Not counted as part of 2020 supply) HAPT 20 Year Total Future Needed 2418ActualPlannedSubsidizedUnits2025-2030 30
5 Year Estimate (Total/4) 604
2030 Existing + Actual Planned 330 or 14% of HAPT
Total Future NeededCurrentSubsidizedRentalandActualPlannedareestimatedbasedonnumberofsubsidized rentals for 0-30% AMI as proportion of subsidized rentals for 0-80% AMI.
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The presentation of the data in the above table differs from the presentation in theplanproper (see page 37). This Appendix provides estimates for Affordable Housinginthe0to30% AMI range (as required by Commerce’s guidelines) while the planproperpresentsestimatesforSubsidizedAffordableHousingincomparisontothetotalfuturehousingneedsof8,400 units for 0 to 80% AMI. This is to emphasizethattheplanaddressesonlyasmallfractionoftheneedforaffordablehousing, namely, local non-profit provided subsidized units.
Regarding 20 Year Estimates for EHAsCommerce’s 20-year projections for EH beds in HAPT are based on theperformancemeasureforLengthofTimeHomelessfor2019 (among other factors), the EH bed projection is likely overestimated as the Length of Time measure of 699daysin2019appearstobeanomalousandveryhigh. This is seen in the screenshotofCommerce’s Homeless System Performance County Report Card for Jeffersonseenbelow. The most recent Length of Time Homeless for 2024 was 242 days or35% of the peak. The corresponding EH projections using the 2024 Length of StaywouldbeproportionallyloweraccordingtoCommerce’s formula.24Inresponse, the Task Force is adopting a performance target goal of 1 year averageforLengthofStay. This would result in slightly more than half the EH beds neededin2045.
Source: Washington State Homeless System Performance County Report Card
Projects ListTheProjectsList below provides the source data for the number of planned units inboththe2025-to-2030 and the 2030-to-2045 timeframes. It is the intent of thisplantosupporttheHSPsindividualplansforcapitaldevelopmentasthefoundationforafiscallysustainableplan.
24 Washington State Department of Commerce, Establishing Housing Targets for your Community
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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, and52-bedroom units.
o The 3 story, 26,844 square foot mid-rise apartment building hascommonareas, bike storage, 1 elevator and 5 Americans withDisabilitiesAct (ADA) compliant units.
Bayside will add 4 units at Woodley Place PSH complex as either transitionalorpermanenthousing.
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 perunitwillbesoldaseitherrentalorowner-occupied THOWs. The additionalcosttoinstallsiteinfrastructurefortheunitsisaround $12,000 for a totalbuiltcostof $50,000.
Habitat of East Jefferson County’s plans include the construction of bothpermanentlyaffordablelow-income (under 80% AMI) housing andpermanentlyaffordableworkforcehousing. They have built 71 affordablehomestodatethatarepermanentlyaffordableownership. Upcoming projectsinclude:
o Cliff Street cottages, Port Townsend, six homes to be completed Fall2025 & Winter 2026, affordable under 80% AMI
o Landes Terrace, Port Townsend, 14 paired homes, with completiondatesbeginninginSummer2026andfinishingupinearly2028, affordable under 80% AMI
o Mason Street Neighborhood, Port Hadlock, 136 paired homes andtownhouses, homes completed in phases from 2027-32, affordable to50-150% AMI
o Rosalynn Court, Port Townsend, five cottage-style homes, 2028, affordable under 80% AMI
OWL360 is planning to add 14 transitional housing units for youth and youngadults (18 to 24 years old) and/or their small children by 2026.
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OlyCAP will complete a 31 bed emergency shelter facility at Caswell-Brownandaddanadditional8tinyshelters.
Olympic Housing Trust began construction of the Dundee Hill project in July2025of5unitsofpermanentlyaffordableAH. The Chimacum Commonsprojectcallsfor6unitsoffarmworkerhousing.
2030-2045 Proposed ProjectsA30bedno-barrier Emergency Housing facility is proposed as part of thisplan. In addition to HRS and behavioral health service providers, lived expertshavebeeninvolvedindraftingtheconceptplan.
2030-2045 Planned Projects (Land secured, Preliminary Plan)
Bayside’s Vince’s Village, Phase Two will contain 32 units for those with anAMIof50% or less and will mirror the facility layout for Vince’s Village PhaseOne.
Bayside’s current plan for the purchased San Juan & F Street property is tocreate32-60 units. Most will be for those with an AMI of 80% or less, buttheremaybesomeunitsforthosewhoearnmore.
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 ofaffordablefarmworkerhousing. The City of Port Townsend’s Evans Vista neighborhood project is estimatedtoinclude78subsidizedaffordablerentals. Work on installing below groundinfrastructurefortheneighborhoodiscurrentlyinprogress.
2030-2045 Proposed Projects
Bayside proposes to add 40 additional park homes to Olympic Village MobileHomePark. 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 ofpermanentlyaffordablehomeownershipunits. The Peninsula Housing Authority continues to explore opportunities inJeffersonCountyforlow-income housing development.
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APPENDIX G: STRATEGIES AND ACTIONS CROSS-REFERENCED TO NEEDS
Plan Objectives
Needs Assessment Key Findings Plan
Element
Quantitative
Data
Supported
Strengthen HSP Workforce Equitable, Transparent & Accountable Prioritize Assistance Prevent HomelessnessStable Housing for Everyone
Client-Centered Service Delivery Strategies & Actions
1B 2.B.3; 2C
3B 4A 5A
Understanding and Addressing Individual Needs Need
Improving Access toResources Need Clear CommunicationNeed Equity inService Delivery Need Yes System Coordination
Strategies & Actions 1A 2A;
2B; 2C 3A; 3B;
3C 4.A.
2; 4B 5A Coordinated Service
Provision Need Service
Network Formation Need Community Integration Need Case Management Capacity Building Need Centralized Data Need Homelessness Prevention Strategies & Actions
1B,1C 2.B.
1 3A; 3B;
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Community-Based Solutions Need
Sustainable Funding for Program Staffing Need
Structural Inequalities Strategies & Actions 1B, 1.C.1 2B, 2C 3B; 3C 4A; 4B 5A
Racial Disparities Barrier Yes
Discrimination Against Vulnerable Groups Barrier Yes
Lack of Family-Sized EH and Rental Units Barrier Yes
Unmet Needs of Seniors Barrier Yes
Material and Economic Barriers Strategies & Actions 2B; 2C 3.A.4; 3C 4A; 4B; 4C 5A; 5B
Rental Affordability Barrier Yes
Lack of Available Housing Barrier Yes
Regulatory Challenges Barrier
Essential Basic Services Barrier
Funding Gaps Barrier Yes
Social Barriers and Health and Behavioral
Challenges
Strategies & Actions 1B 2.B.3 3C
Stigmatization and Isolation Barrier
Substance Use, Mental Health and Trauma Barrier Yes
System Gaps Strategies & Actions 1C 3.A.4; 3B; 3C 4A; 4B; 4C 5
No Senior Housing Program Gap Yes
No Housing Options for People with SUDs Gap
Need for Rental Management Services Gap
Lack of Renters Protection Gap
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APPENDIX H – TIMELINE CHART
D-25 J-26 F-26 M-26 A-26 M-26 J-26 J-26 A-26 S-26 0-26 N-26 D-26 J-27 F-27 M-27 A-27 M-27 J-27 J-27 A-27 S-27 0-27 N-27 D-27 2028 2029 2030
Objective 1 - Strengthen the Homeless Service Provider Workforce
1A Create HSP Peer Support Network
1.A.1 Form committee to organize peer network events X
1.A.2 Foster HRS community of practice
1B Collaborate onTraining Standards and Provision
1.B.1 Publish list of training opportunities X
1.B.2 Collaborate on shared trainings X
1.B.3 Coordinate funding including train-the-trainer X
1C Incentivize HSP Staff Mobility and Retention
1.C.1 Support HSPs with best practices resources X
1.C.2 Research retention and mobility funding X
Objective 2 - Promote an Equitable, Accountable and Transparent Homeless Crisis Response System
2.A Strengthen HFB/CoC
2.A.1 Evaluate HFB/CoC models X
2.A.2 Develop HFB/CoC implementation plan X
2.A.3 Complete HFB/CoC reorganization X
2.B HRS Capabilities Building
2.B.1 Hold binannual progress reviews X X X X
2.B.2 Design and implement data system X X
2.B.3 Establish shared operational policies and standards of care X
2.C Support Lived Experts Participation
2.C.1 Hold binannual listening sessions with lived experts X X X X
2.C.2 Implement compensation program X
2.C.3 Pilot equity of service standard X
Objective 3 - Prioritize Assistance Based on the Greatest Barriers to Housing Stability and the Greatest Risk of Harm
3.A Improve Financial Sustainability through Coordinated Efforts
3.A.1 Capture and communicate benefitsof HRS investment
3.A.2 Incorporate evidence-based criteria in RFP X
3.A.3 Monitor and evaluate financial performance X
3.A.4 Identify funding requirements X
3.A.5 Facilitate capital project funding
3.B Vertically Integrate Case Management
3.B.1 Train lived experts in outreach X
3.B.2 Develop shared policies on fair access X
3.B.3 Bridge gaps by improving linkages to AH X
3.B.4 Explore practices to reduce burden X
3.C Align Resources for Meeting Essential Basic Needs
3.C.1 Implement point-of-service model X
3.C.2 Convene cross-sector networking events X
3.C.3 Hold problem-solving community conversations
3.C.4 Enable by-and-for advocacy X
D-25 J-26 F-26 M-26 A-26 M-26 J-26 J-26 A-26 S-26 0-26 N-26 D-26 J-27 F-27 M-27 A-27 M-27 J-27 J-27 A-27 S-27 0-27 N-27 D-27 2028 2029 2030
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D-25 J-26 F-26 M-26 A-26 M-26 J-26 J-26 A-26 S-26 0-26 N-26 D-26 J-27 F-27 M-27 A-27 M-27 J-27 J-27 A-27 S-27 0-27 N-27 D-27 2028 2029 2030
Objective 4 - Prevent Episodes of Homelessness Whenever Possilble
4.A Assist Renters with Information and Resources on Rights
4.A.1 Distribute resources on Tenants Rights X
4.A.2 Connect with legal and conflict services X
4.A.3 Promote tenant training X
4.A.4 Incubate tenants rights' organization X
4.B Expand Supported AH Options for Renters
4.B.1 Develop global lease model toolkit X
4.B.2 Convene aging-in-place housing workgroup X
4.B.3 Recognize tenancy rights of underhoused X
4.B.4 Promote homeownership training X
4.C Develop AH Rental Management Resources
4.C.1 Promote landlord training X
4.C.2 Convene workgroup on non-profit rental management option X
4.C.3 Evaluate incentives for community-based landlords X
Objective 5 - Seek to House Everyone in a Stable Setting that Meets Their Needs
5A Strengthen Partnerships to Facilitate Access
5.A.1 Secure a location for day center as safe space X
5.A.2 Develop supportive EH plan X
5.A.3 Create targeted program for older adults X
5.A.4 Streamline permitting of HRS housing X
5.A.5 Incorporate family-sized units proportionate to need X
5B Resource AH Capacity Building
5.B.1 Create AH Advisory Board X
5.B.2 AH Supply Strategy Study X
5.B.3 Coordinate AH Advocacy
5.B.4 Expand MFTE program X
Notes:
X indicates milestone.
Darker color bars indicate development phase while lighter color bars indicated ongoing implementation.
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APPENDIX I: INDEX OF ACTION LEADS
LEAD/RESPONSIBLE PARTY ACTION ASSIGNMENT (OR SHAREDACTIONASSIGNMENT) Ad Hoc Rental ManagementWorkgroup 4.B.4; 4.C.1; 4.C.2; 4.C.3
Ad Hoc Workgroup(s) ofStakeholders 4.A.44.B.2BoardofCountyCommissioners3.A.15.A.45.B.1; 5.B.3By-and-For Organizations 2.C.3CityandCountyPlanningDepartments5.A.45.B.4ContinuumofCare3.B.13.C.44.A.1; 4.A.35.A.3; 5.A.5ContinuumofCareLead1.B.3; 2.B.33.B.13.C.44.A.1; 4.A.2; 4.A.35.A.2; 5.A.3; 5.A.5CoordinatedEntryAdvisoryBoard2.B.32.C.33.B.2; 3.B.3; 3.B.43.C.1CountyandCityGrantAdministrators1.C.2
Housing Fund Board 1.C.22.A.1; 2.A.2; 2.A.32.B.12.C.23.A.25.A.3; 5.A.5
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Housing Fund Board: CommunityConversationsCommittee 3.C.3
Housing Fund Board: Data & NeedsAssessmentCommittee 2.B.22.C.13.A.34.A.44.B.1; 4.B.3HousingFundBoard: FinanceCommittee 3.A.3; 3.A.4; 3.A.5
Housing Fund Board: HSP WorkforceCommittee 1.A.1; 1.A.21.B.1; 1.B.2; 1.B.31.C.1HousingFundBoard: ShelterCoalition 2.B.3; 3.B.43.C.25.A.1; 5.A.2HousingSolutionsNetwork4.A.1; 4.A.2; 4.A.34.B.25.B.1; 5.B.2PortTownsendCityCouncil3.A.15.A.45.B.1