HomeMy WebLinkAbout111219_ra02 Regular Agenda
Current Date 11/5/2019
JEFFERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
AGENDA REQUEST
TO: Board of County Commissioners
Philip Morley, County Administrator
FROM: Vicki Kirkpatrick, Director,Jefferson County Public Health
DATE: November 12,2019
SUBJECT: Five-Year Homeless Plan
STATEMENT OF ISSUE:
One of the requirements for continued local determination and allocation of the housing funds
generated from recording fees is the creation of a Five-Year Homeless Plan due to the
Department of Commerce no later than December 1, 2019. Pursuant to a new Interlocal
Agreement between Jefferson County and the City of Port Townsend, a Joint Oversight Board
was created and tasked with establishing a Task Force that would create a five-year homeless
plan according to guidelines published by the Department of Commerce. The Task Force has
completed their work and unanimously recommended the Five-Year Homeless Plan to the
Joint Oversight Board. The Joint Oversight Board unanimously approved the Plan and is
recommending it to the Board of County Commissioners for final approval and conveyance to
the Department of Commerce. The Department of Commerce provided liaisons to assist local
communities in the creation of the Five-Year Homeless Plan. The Liaison assigned to
Jefferson County has favorably reviewed the Plan every step of the way in creating it.
ANALYSIS:
The Jefferson County Plan, called"Making Homelessness a Singular Occurrence—Homeless
Crisis Response and Housing 5 Year Plan for Jefferson County, WA"will serve as a roadmap
and guide for organizations engaged in providing housing for people experiencing
homelessness in Jefferson County. It will guide the allocation of funds from the recording
fees. It provides a comprehensive picture of homelessness in Jefferson County and the barriers
Jefferson County communities face in efforts to end homelessness.
FISCAL IMPACT:
The 5-Year Homeless Plan required by the State Department of Commerce from every
community that utilizes the recording fees to support housing homeless programs pursuant to
RCW 36.22.178, RCW 36.22.179 and RCW 36.22.1791 will guide the allocation of funds
authorized by said RCWs. The next step in the process will be for the Task Force and Joint
Oversight Board to develop a competitive Request for Proposal process that, in addition to
allocating the funds, will include requirements for evaluation and data collection so that the
impact of the programs can be measured over time and adjustments can be made as needed.
The goal is to assure that use of the limited resources moves people experiencing
Regular Agenda
Current Date 11/5/2019
homelessness into housing. The Plan identifies goals, objectives and measures to assure that
happens. It is a guide for community efforts to reduce homelessness and provides a roadmap
for collective impact.
RECOMMENDATION: Presentation Only
GI C�� 0, resentation summarizing the primary elements of the five-year plan: "Making Homelessness
a Singular Occurrence— Homeless Crisis Response and Housing 5 Year Plan for Jefferson
County, WA"prior to the Public Hearing scheduled for November 18, 2019.
REVIEWED BY:
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hilip Mor.ey, ("sun A • u.i. a Date
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LjɔəɒɠɗɌɝ DŽɎɎɠɝɝɐəɎɐ
Homeless Crisis Response
and Housing 5 Year Plan
for Jefferson County, WA
ǂɌɖɔəɒ ƽɚɘɐɗɐɞɞəɐɞɞ Ɍ LjɔəɒɠɗɌɝ DŽɎɎɠɝɝɐəɎɐ ɔə ƿɐɑɑɐɝɞɚə Ƹɚɠəɟɤ̑ njɌɞɓɔəɒɟɚə
Table of Contents
Affordable Housing & Homeless Housing 3
.... 6
.. 7
8
9
Current State Housing 11
Partners In this Housing Crisis.. 14
Current State of Funding ... 15
Objectives 1-6
Quickly Identify and Engage People Experiencing Homelessness. 17
Prioritization of Homeless Housing for People with the Highest Needs... 20
Operate an Effective and Efficient Homeless Crisis Response System. 22
Projection of the Impact of the Fully Implemented Local Plan.. 26
Address Racial, Ethnic and Gender Disparities . 28
Supportive Efforts Aimed at 30
Defining and Documenting Success ... 32
Recommendations to the State .... 34
Summary . 35
.... 36
Acknowledgements
Thanks to the many people and organizations that provided input and supported this effort to create this Plan,
including citizens, commissioners, city council members, social service providers, and people experiencing
homelessness. Special thanks to Kitsap County for the template on which this Plan was originally based.
Note: Definition of Bolded Words can be found in the Glossary of Terms on page 36.
Ћ
ǂɌɖɔəɒ ƽɚɘɐɗɐɞɞəɐɞɞ Ɍ LjɔəɒɠɗɌɝ DŽɎɎɠɝɝɐəɎɐ ɔə ƿɐɑɑɐɝɞɚə Ƹɚɠəɟɤ̑ njɌɞɓɔəɒɟɚə
Affordable Housing and Homelessness Task Force
Joint Oversight Board
Michelle Sandoval, City Council Member, Port Townsend
David Sullivan, County Commissioner, Jefferson County
Terry Smith, RE/MAX Realtor, Jefferson County Association of Realtors
Amanda Funaro, Principal Operations Officer, Good Man Sanitation, Inc.
Frank Hoffman, Citizen at Large
Members
Amanda Funaro, Principal Operations Officer, Good Man Sanitation, Inc.
Barbara Morey, Housing Advoc a te, Citizen at Large
Barbara Carr, Director Juvenile Services, Jefferson County
Ben Casserd, Shelter Advocate
Brian Nash, Shelter Advocate & Representative
David Rymph, Citizen at Large
David Sullivan, County Commissioner, Jefferson County
Frank Hoffman, Citizen at Large
Fred Kimball, Former Board President of Habitat for Humanity, Builder
Jeff Monroe, Professional House Mover
Joe Nole, Sheriff Jefferson County
Julia Cochrane, Citizen at Large
Lori Fleming, Executive Director of CHIP, Jefferson County Public Health
Kathy Morgan, Director of Housing and Community Development, Olympic Community Action
Programs
Kay Kassinger, Executive Director, Peninsula Housing Authority
Michelle Sandoval, City Council Member, Port Townsend
Peggy Webster, Affordable Housing Consultant, P.T.
Roy Walker, Executive Director, Olympic Area on Aging
Sarah Rogers, Shelter Manager, Dove House
Terry Smith, RE/MAX Realtor, Jefferson County Association of Realtors
Whitney Friddle, Development Manager,
Administration
Vicki Kirkpatrick, Director, Director of Public Health, Jefferson County
Lizanne Crines Coker, Facilitator of the 5 Year Plan
Ќ
Introduction
In rural communities, affordable housing has been an issue without a home. The 1% property
tax limit, loss of motor vehicle excise tax (MVET) revenues, and unfunded mandates have eroded
discretionary income of small local governments. Jefferson County has not yet recovered from
the Great Recession of 2008 and continues to operate with 10% fewer employees than in 2008.
The search for funding to build wastewater infrastructure to support higher density zoning has
been elusive.
It appears that this is about to change. In 2017 the State Legislature passed HB 1570, raising
recording fees used for affordable housing and homelessness and making them permanent.
Along with significant volunteer efforts, these fees have been critical to sustaining our homeless
shelter and transitional housing services. However, more is needed, especially for families with
children and people with health and other special needs.
The creation of the Affordable Housing and Homeless Housing Task Force has provided a forum
not just for developing this 5-year plan, but also a space for harnessing the caring and creativity
of our community which will be needed to tackle the problems before us. The recent passage of
HB 1406 offers another ray of hope, providing a small amount of dedicated funding to leverage
other state dollars to increase our affordable housing and rental stock that is in woefully short
supply. We are building a foundation for the work to come, to assure everyone has a safe,
welcoming place in our community.
~ David Sullivan, Jefferson County Commissioner
On any Given Day: People experiencing homelessness in numbers in Jefferson County
According to the Point in Time count in January of 2019, an estimated 199 people were
experiencing homelessness in Jefferson County (Washington State Dept. of Commerce, 2019).
This number includes only 41 of the 96 youth in Port Townsend and Chimacum School Districts
who self-identified as homeless (OSPI, 2018). Furthermore, it does not address the 191
individuals in need of shelter, that Dove House has had to turn away. While we as a nation may
agree on very little, we as a community agree that these numbers are unacceptable.
Bridging the Gap to Stable Housing
The current gap between household income and cost of living in Jefferson County is such that
even those with stable employment, or opportunity for employment, face the struggle of
procuring safe, affordable housing. The people most at risk of homelessness certainly are those
Ѝ
with no income and very low-income earning less than 30% of the area median income. The
current supply of affordable and accessible housing is inadequate to meet our current
community demand. In tangent, our community faces a higher need for specialized housing;
retirement communities, housing for individuals with disabilities, and single parent households
with children. This plan will help guide the way to ensuring that there is housing for all in
Jefferson County.
The Cost of Doing Nothing: The Social Impact of Homelessness
Homelessness affects more than just the individual experiencing it. It destabilizes family
situations and escalates already unstable families. It increases the abuse of substances and
makes seeking medical assistance overly complex and difficult to manage, especially with those
experiencing mental illnesses. It also greatly impacts the cost of emergency services.
Particularly troubling is the increase of Adverse Childhood Experiences (ACEs) in children, which
are significant childhood traumas that can result in actual changes in brain development. The
long-term effects of this trauma extend not only to their academic achievement, but more
importantly to their emotional, social and physical wellbeing. A child faced with homelessness:
their own, their parents, their families, will not have the resources, stability or support to be as
successful in a classroom as those with stable housing. Their experience as a youth, and the
repercussions of unstable housing on their health, have shown to perpetuate the cyclical
nature/causes of homelessness.
The National Alliance to End Homelessness reported in 2015 that over 83,000 individuals
experience chronic homelessness on any given night in the US (National Alliance to End
Homelessness, 2015). This number refers to people who have chronic and complex health
conditions that include mental illness, substance use disorders, and medical conditions who
experience long-term homelessness. Without stable housing these individuals cycle in and out of
emergency departments, inpatient hospital stays, psychiatric centers, detox programs and jails,
resulting in high public cost for these resources and extremely poor health outcomes for these
individuals including premature death.
While this certainly does not name all the potential causes of an individual becoming homeless,
these factors do play a significant role in perpetuating the cycle of homelessness. It is our goal
to address these issues, learn more about the gaps in access to housing, and find solutions that
work to provide housing to all our community members.
Ў
Purpose of the Plan
In declaring an Affordable Housing Crisis, both Jefferson County and the City of Port Townsend
recognize that the increase in people experiencing homelessness will continue to rise without
some proactive interventions. Additionally, both affordability and availability of rental housing
has reached a crisis level for many of our working individuals and families, leaving them
financially stressed and housing cost burdened if they are able to find housing at all.
The Jefferson County Homeless Plan is part of a long-term, systematic effort to address the
homelessness and affordable housing crisis through a data focused vision for Jefferson County.
This 5-Year Plan is not the first Jefferson County Plan, nor will it be the last, but it does reflect
where we are today and the priorities we should collectively work on for the next five years in
response to this crisis. The Plan is a roadmap, a guide to help us impact the housing crisis and
reduce the barriers to stable and affordable housing. It presents a strategic framework that will
guide community leaders, organizations and residents in making decisions about where to invest
time and resources to improve housing opportunities.
One overarching goal of this 5-Year Plan is to facilitate alignment of efforts within Jefferson
County, utilizing collective impact in order to make measurable differences that increase
opportunities for moving people experiencing homelessness into stable and affordable housing
and reducing the housing cost burden for very low to moderate income individuals and families.
Speaking as your Public Health Director
determined outside of the health care system by such things as housing, income, education, etc.
also known as the Social Determinants of Health. For many individuals and families in Jefferson
County, stable and affordable housing is foundational to health and well-being.
~ Vicki Kirkpatrick, Public Health Director, Jefferson County Washington
The Affordable Housing and Homeless Housing Task Force identified three main purposes of the
plan, in addition to fulfilling the legislative mandate (RCW 43.185C.050, 2018):
Blueprint for Implementation
to reduce homelessness through the implementation of these objectives.
Tool for Advocacy: An informational focal point to inspire local advocacy and leadership to
embrace homelessness as a priority for action.
Reference for Funders ities for funding, ensuring
that these priorities meet the Federal, State, and local requirements.
This plan lays out our objectives and strategies to guide local government, non-profit agencies,
and other partners to achieve the desired outcomes necessary to significantly reduce
homelessness and create more affordable housing options for those struggling to find shelter.
Џ
Our Housing Affordability Crisis
The updated Inter Local Agreement (ILA) between Jefferson County and the City of Port
Townsend, to "Support Affordable Housing and Homeless Housing Programs", signed in
November of 2018, created a City/County Affordable Housing and Homeless Housing Task Force,
which drafted this five year homeless housing plan in accordance with RCW43.185C (City of Port
Townsend/ Jefferson County, 2018).
This task force, composed of related service providers, people who are or were homeless, and
other stakeholders, is acutely aware of homelessness and of the lack of affordable housing in
Jefferson County.
Our ability to increase the number of affordable housing units faces several obstacles including:
Rural counties like ours are seen by developers as risky investments as they tend to result
in smaller returns.
Zoning favors single family development over multi-family.
Infrastructure in rural areas of the county, like onsite sewage treatment, is a financial
burden.
The federal Low-Income Housing Tax Credit Program is the primary source of financing
for affordable housing; however, it tends to favor significantly more dense housing
options than are permitted in Jefferson County at this time, due to lack of wastewater
treatment facilities needed to support higher density development.
We expect homelessness to increase in Jefferson County over the next several years and the lack
of affordable housing to also increase due to several factors, including inmigration and related
income inequality.
Rents will continue to rise, household incomes will not keep up, the proportion of older people
experiencing homelessness will continue to climb, and many of these people will require health
care services.
We recognize that people experiencing homelessness are not a homogenous group. People
become homeless for many reasons and our response needs to be individualized. This requires
adequate resources and accountability, the willingness of a community to pull together to do
what it can to address those needs. Our community is in this together.
А
Homelessness & Housing in Jefferson County
According to the U.S. Census Bureau, 12.8 % of Jefferson County residents were living below the
poverty level compared to 12.2 % of the state population and 14.6 % of the U.S. population in
the period 2013 through 2017. The state and national rates are not directly comparable to the
county rate because they each use different data sources. (Sources: Employment Security
Department; U.S. Census Bureau, American Community Survey)
Per capita personal income in Jefferson County in 2017 was $48,975 compared to $57,896 for
the state and $51,640 for the nation. Jefferson County ranked 10th in the state in 2017 in per
capita income. It ranked sixth in 2014 (US Census. American Community Survey, 2013-2017).
Population growth rate for unincorporated Jefferson County is 0.97% vs. 1.27% for Port
Townsend for 2017.
We recognize that homelessness is driven by a complex set of factors: poverty, lack of
education/training, lack of jobs, behavioral health issues and addiction are key factors.
Additionally, the lack of housing and the increase in monthly rental fees have left many without
a place to call home. The elderly population are at a disadvantage, particularly if their only
source of income is social security. Ten thousand people a day turn 65 and most have no income
other than social security. According to the Social Security Association Monthly report dated July
2019, the average social security benefit is $1353.68/ per month. There is simply no way to
make ends meet for many seniors in Jefferson County (Social Security Administration, 2019).
According to the Housing Assessment Report provided to the City of Port Townsend by E. D.
HOVEE & Company, An estimated 52% of Port Townsend renters and 39% of
homeowners are housing cost burdened, a virtual doubling of the proportion of cost-burdened
households since 1990The report created a 20-year affordability need projection, in which it
concluded that based on an expected population growth of 2,711 new residents in Port
Townsend; there will be a need for 1,369 new residential housing units by the year 2036.
(Hovee, 2015)
Based on this projection, current AMI and economic trends: Port Townsend will need between
312-338 additional rental units for low to moderate income residents by 2036:
141-153 rental units for very low-income households (less than 30% AMI)
101-109 rental units for low-income residents (at 30-50% AMI)
70-76 rental units for moderate income households (at 50-80% AMI)
Б
Hidden Homeless: Youth in Jefferson County
In addition to building safe housing for adults & families, we recognize that our community, like
many others has a hidden sub-group of homeless youth. In 2017, The Interagency Work Group
on Youth Homelessness reported that across Washington State 13,000 youth were without safe
and stable housing. We understand that our community is no exception to this reality. Youth
experience homelessness or are unstably housed for any number of reasons, including abuse,
family conflict, rejection due to sexual identity, or family poverty. They might be released from
systems of care into homelessness or returned home to a family not adequately prepared to
manage the stress of re-entry into the home. These youth are at high risk for homelessness
within 12 months of returning home. In concert with statewide efforts, our community will need
to make a commitment to:
Ensure that youth exiting public systems have a safe, stable place to go.
Invest in crisis intervention and provide services for families experiencing conflict.
Improve education and employment outcomes.
Develop a continuum of youth stable housing opportunities including street outreach
services, crisis placement opportunities, a minimum of two host homes, and a
transitional housing program for youth ages 16-24.
SELF IDENTIFIED HOMELESS YOUTH IN LOCAL SCHOOLS
2014 -2018
70
60
50
40
30
20
10
0
2014- 20152015-20162016-20172017-2018
QuilcenePort TownsendChimacum
В
The need for safe, affordable housing is clear. This Plan is dedicated to breaking down the issues
we face in our community, starting with those most in need of a safe and secure resting place.
We accept that this is a process, one that includes a fundamental shift in our perception of
homelessness and how to define it. As we learn more about youth homelessness in our own
backyard, we are more inspired than ever to create safe options for our children. For 5 years,
doubling up or cAcknowledging
- actions and while we admit
home.
If we are to reduce youth homelessness, we first need to understand the impact it has on the
lives of our youth.
According to OSPI Reports in Jefferson County:
During the 2015 school year, 76 local students admitted to
homelessness
During the 2017 school year, 96 local students self-identified as homeless
20% of all youth self-identifying as homeless have a diagnosed disability
Additionally, Chronically Homeless children account for:
36% of all cases of chronic absences or truancy
9.8% of all school expulsions
Add to these facts, that chronically homeless youth have a graduation rate of 55% statewide and
this issue takes on near epic proportions (OSPI, 2018).
It should be noted that beyond standard social and school services, Jefferson County is in the
process of action.
OLYCAP in coordination with Juvenile Services applied for and received a $188,675 HUD Grant
for the NEW HOPE PROJECT. It will provide move-in and rental assistance coverage with funding
for up to 12 months and possibly up to 18 months, in special cases, with Young Adult Families.
Once housed, the Youth will work with a Youth Advocate on a weekly basis for the first two
months, in their new home. After this point, the assigned Youth Advocate will continue to meet
with the Youth in their home on a monthly basis for up to 18 months after they are housed.
ЊЉ
Current State of Housing in Jefferson County, WA
The City of Port Townsend together with Jefferson County created the Housing Action Plan
(HAPN) Task Force in 2005. Elected officials, together with service providers, contractors and
citizens at large, came together to discuss the growing unaffordability of housing in our
community and to create a plan to address the issue. The mid-2000s brought the last housing
market spike and this county saw wealthier buyers knocking down historic homes to build larger,
more modern houses among the 1880 Victorian homes, and the city/county experienced a
historic uptick in permits for newer homes, along with an increasing phenomenon of second
home buyers. Little did we know that the great recession would be coming in a couple of years
and it would contribute to a perfect stor
While the recession stopped the tear-downs and slowed the market enough to give us the
feeling we may be able to get our arms around the housing affordability gap before the next
boom, it also created financial pressures on the city/county
strategies because of tightening budgets. The great recession also created a greater dilemma.
Housing contractors went out of business, changed jobs or retired. Long time builders could not
sustain the downturn and very little housing was built during or soon after the recession.
Once the market came back, it came back with a bang and we were left in a dire state more
baby boomers finally retiring after the stock market rebounded, and buying into an area that
was less expensive than where they left, urban buyers trying to get away from city life, who had
the ability to work in a desirable community, as technology allowed them to work from home,
and the ever growing vacation home buyer who appreciates the natural beauty and culture of
our community but only occupy their homes for a portion of the year. One other new buyer we
are also seeing more of: climate refugees; people relocating after natural disasters and record
hot climates, attracted to our more temperate climate.
Jefferson County and the City of Port Townsend have a unique setting on the Olympic Peninsula.
Remote in terms of accessibility, yet close enough for vacation homes buyer. But the
remoteness and the unaffordability have created a vicious cycle in terms of attracting housing
) Many businesses
workforce,
but it is more evident in the service industry. 45% of our workforce is traveling from outside our
county to work here). High-end custom homes are consuming the local builders time. Larger
multi-family contractors do not exist in our community. With Seattle experiencing one of the
ЊЊ
most expensive housing markets in the country, the larger companies have no desire to take a
risk in a rural county 2 hours away when their projects in Seattle have a guaranteed return.
One other issue is unique to our community; the vintage housing stock. While other areas may
find the older homes more affordable, the Victorians in the City of Port Townsend are most
desirable because of their location in the historic district. Those that are in disrepair are unable
to qualify for financing, so a required cash purchase negates the affordability, even if the home
is priced appropriately.
Washington State vacancy rates are around 3% and rent prices, the primary driver for
homelessness, continue to rise. In Jefferson County, our current rental vacancy rate is <1%,
A vacancy rate of less than 5% indicates that demand exceeds supply and generally results in
increased rental costs for existing units. In Jefferson County, we simply do not have enough
housing units to meet the demand. This includes housing for Section 8 or VASH voucher holders,
as well as for workforce housing.
~ Michelle Sandoval, City Council Member, City of Port Townsend
Graphic used with permission by the National Low Income Housing Coalition (National Low Income Housing Coalition, 2019)
ЊЋ
Subsidized Housing & Short-Term Shelters in Jefferson Co.
Name/Location Subsidy Managed By Units # Beds #
Subsidized Units
OlyCAP
Northwest Passage Project-based Section 8
18 18
(transitional housing)
OlyCAP
Pfeiffer House HUD Section 8
6 6
OlyCAP
South Seven HUD Section 8
15 15
OlyCAP
Haines St. Cottages Emergency / Shelter
8 32
Bayside Housing Private NPO Bayside Housing
16 22
Northwest Village USDA/HFC Tax Credit Davick
29 58
Kearney St. Apts. USDA Davick
18 29
Pacific Housing
Hancock St. Apts. USDA
24 48
Advisory
Discovery View Apts. USDA /HFC Tax Credit SENIOR CARE
47 60
Pacific Housing
Claridge Court USDA
44 48
Advisory
Davick
Bishop Park USDA
30 30
Port Hadlock Garden
Garden Court Apts. USDA
40 40
Court Partnership
Davick
Laurel Heights HFC Tax Credit
45 100
SENIOR
San Juan Commons HFC Tax Credit
50 59
SENIOR CARE
Avamere HFC Bond
24 24
SENIOR CARE
Victoria House HFC Bond
8 8
Dove House
Pat's Promise
30 30
Hendricks St. House
4 4
Marine Plaza Apts. HUD Section 8
40 40
Pvt.
Admiralty Apts. HUD Section 8
38 38
Dove House
Dove House
20 20
Total Units vs. Bedrooms
554 729
ЊЌ
Partners in this Housing Crisis
As is common in many smaller counties, Jefferson County does not have a Housing Department within its
County government, instead Jefferson partners with the following service providers:
Olympic Community Action Programs (OlyCAP) serves both Jefferson & Clallam Counties as the main
providers of shelter services running the local emergency shelter, food banks, Senior and Low income
Housing for both short and long term housing options.
Peninsula Housing Authority (PHA) serves both Jefferson and Clallam counties by providing Housing
Choice Voucher Program (HCVP) processing and placement, Veterans Affairs Supportive Housing (VASH)
and Tenant Based Rental Assistance (TBRA).
Dove House serves Jefferson County as the only domestic violence center and victim service provide.
Habitat for Humanity serves Jefferson County as a permanent housing solution.
Bayside Housing serves Jefferson County as a transitional housing provider.
Homeward Bound serves as a housing steward currently building an affordable 4 unit rental.
Service Partners in this Homeless Crisis
Jefferson County Public Health: Community Health Improvement Plan and Behavioral Health Advisory
th
Committee that recommend to the Board of County Commissioners the allocation of 1/10 of 1% Sales and
Use Tax Funds for Mental Health and Substance Use Disorder
Proctor House: An alternative to juvenile detention program for youth ages 12-17. Provides limited
transition services to youth in their care in the form of referral, transportation, general assistance and
education.
Juvenile Services: Provides services to at-risk youth under the age of 18 including probation, diversion,
youth at risk of involvement in the juvenile justice system and those at risk of homelessness. Case
management and services to families in crisis who do not rise to the level of abuse and neglect, and
families where youth are experiencing chronic school absenteeism.
Olympic Area on Aging (O3A) serves Jefferson, Clallam, Pacific and Grays Harbor as an entry point for
information and assistance for seniors and adults with disabilities.
Jefferson County Sheriff & Port Townsend Police Department
Jumping Mouse Children Center provides expressive mental health therapy to children for as long as
necessary.
community.
ЊЍ
Current State of Funding
tricted to services and
projects which directly benefit individuals and families experiencing homelessness and others with
special needs. This chart summarizes state and local targeted funding sources and how they are spent on
Jefferson County program types (Washington State Dept. of Commerce, 2018).
DEPT. OF COMMERCE FUNDING BY PROJECT FOR 2018
Crossroads Permanent
Northwest Passage
Solutions, $129,195 , 15%
Apartments,
$144,481 , 17%
Ending Family
Haines Street
Homelessness RRH,
Cottages, $15,570
$5,490 , 1%
2%
Home Fund Rent
Assistance, $93,419
Emergency Shelter
11%
$173,339 , 20%
South Seven Senior
Supportive Services
Village , $74,465 ,
for Veteran
9%
Families RRH,
$20,365 , 2%
Pfeiffer House,
$53,979 , 6%
Supportive Services
for Veteran
Families HP,
Ending Family
$20,365 , 2%
Housing and
Homelessness HP,
Essential Needs
$5,490 , 1%
Housing Grant
Consolidated
RRH, $39,346 , 4%
Homeless Grant
Housing and
Consolidated
Rent Assistance HP,
Essential Needs
Homeless Grant
$25,206 , 3%
Housing Grant HP,
Rent Assistance
$39,346 , 4%
RRH, $25,206 , 3%
*See Appendix B & C for more details of funding sources.
ЊЎ
In March 2018, the Washington State legislature made a significant increase to the amount of funding
available for homeless programs through local and state grants. This funding became available for grants
in mid-2019. The chart below shows funding specifically used for homeless prevention efforts in 2019.
2019 Jefferson County Homeless Prevention
Funding Sources
Mental Health
SSVF,
Tax, $22,000
$110,000
2163 Funds,
HEN, $88,711
$255,000
CHG, $96,730
HARPS,
PSH, $13,983
$53,000
HUD RRH YOUTH GRANT, $125,000
HOUSING FUNDED BY THE 1/10TH OF 1% FUND
Two Year Budget/2019-2020
$6,400 Haines St. Cottages
Harborside Hotel Room
$40,000
Bayside Hotel
$60,240
Thomas St. Apt
$12,000
Behavior Health Court
District Court
$18,000
$18,000
*See Appendix B & C for more details of funding sources.
ЊЏ
assure that the steps outlined are taken (or replaced by others aiming at the same targets),
tracked, evaluated, refined and updated throughout the five-year framework of this plan.
OBJECTIVE # 1
Quickly identify and engage people experiencing homelessness.
The purpose of a Coordinated Entry System (CES) is to provide the quickest access to the most
appropriate housing to every household experiencing or at-risk of homelessness through a
standardized assessment and referral process. To ensure those experiencing homelessness are
quickly and appropriately housed we will:
Enhance and improve the current Coordinated Entry System.
Expand outreach efforts to agencies and organizations connected to individuals and
families experiencing homelessness and establish partnerships as appropriate to enhance
coordination of services.
Identify subpopulations to work towards achieving Functional Zero.
Current condition of Coordinated Entry as a system within Jefferson County.
Olympic Community Action Programs (OlyCAP) runs the intake for all housing services within the
County. OlyCAP and Peninsula Housing Authority enter data into the Homeless Management
Information Systems (HMIS) used by Washington State. However, Bayside Housing Services and
Dove House Advocacy Services are getting certified with HMIS and will be part of the Data Entry
system in 2020.
Measure of success:
a) Compliance with state and federal Coordinated Entry requirements for all projects receiving
federal, state and local homeless funds.
b) Compliance with State & Federal Coordinated Entry Data Collection.
Participating projects accepting referrals must fill openings exclusively through the CE system
and eliminate all side doors.
ЊА
Victim service providers and emergency shelters are NOT required to participate as an access
point or by accepting referrals. Again, however, as indicated above, local governments awarding
tax funds can request that agencies receiving funds participate in HMIS. Without emergency
shelters (including warming shelters and domestic violence shelters) data, the official homeless
count may be significantly undercounted.
Strategies:
1) Form a Coordinated Entry Advisory Board (CEAB) to develop and maintain policies and
procedures that are recommended to the Joint Oversight Task Force for adoption. This advisory
board will also evaluate prioritization practices and vulnerability assessments.
2
a CE advisory committee, prioritization, policies and procedures, and implementation of the CE
3) Outreach:
A) Expand outreach to agencies, such as, county & city law enforcement, hospitals,
schools, food banks, veterans support groups, emergency shelters, churches, street
outreach programs, Recovery Café and behavioral health agencies to improve their
referral rates to CE.
B) Partner with key agencies such as, the Dept. of Social & Health Services (DSHS) and
Department of Children, Youth, and Families (DCYF) to ensure households have access
to and are referred to CE.
C) Invite non-partnering private organizations to make use of the Continuum of Care
(CoC) where useful.
4) Quickly identify and engage at least two key subpopulations to achieve functional zero for
each population.
al
people in that group at a given POINT IN TIME (PIT) is no greater than the monthly rate of those
served for that group.
5) Identify and implement CE staff trainings such as diversion, progressive engagement,
motivational interviewing, trauma informed care and following best practices.
6) Apply for additional funding to aid the outreach and engagement process.
ЊБ
Actions to Meet Objective #1
Action Activity Responsible Timeline
Party
Compliance w/ 1) Form Coordinated Entry Advisory Board Task Force on 2020 Form a Coordinated
Coordinated Homelessness & Entry Advisory Board
Entry 2) Implement all policies and procedures Affordable
2021 Implement P&P per
Guidelines required by the WA State CE Guidelines Housing and / or
WA State CE Guidelines
3) Implement the Coordinated Entry Core CEAB
2022 Implement CE Core
Elements Manual
Elements
4) CE Advisory Board to evaluate the CE
system and document in CE Plan.
2023 -2024 Annually update
Policies and Procedures in the
CE Plan
Quickly identify 1) Identify all systems that encounter Local 2020 Apply for OHY and
and engage people experiencing homelessness and organizations YHDP funding
people have CE connect with each regularly providing
2019 2024 continuously
experiencing services to
2) Apply for funding through Office of evaluate access points and
homelessness persons who are
Youth Homelessness (OYH) and Youth cross agency coverage efforts.
homeless or at
Housing Development Programs (YHDP) to
risk of becoming
expand outreach
homeless.
3) Improve CE marketing efforts by creating
list of all outreach navigators
Tracking & CE lead agency to report on the OLYCAP, PHA, 2020 - Create an annual
Reporting homelessness status, engagement and Bayside & Dove agency report form for the
housing placement for each HH House JOB.
Increase 1) Comply with all trainings required by the OLYCAP, PHA, 2020 -2024 - Support
staff training Dept. of Commerce. O3A, Dove continued annual trainings for
House, Bayside, providers.
2) Provide training in trauma informed
Jefferson Public
care, diversion and progressive
Health, Sheriff
engagement.
Dept, PT Police
3) Agencies keep a training log on program
Dept., Jefferson
staff.
County Schools.
ЊВ
OBJECTIVE # 2
Prioritization of homeless housing for people with the highest needs.
In 2018, Jefferson County's unsheltered entries were 73% while the state average is 54%.
Unsheltered entries are people living without safe shelter or are fleeing violence. The State of
Washington believes that every county should be focusing their homeless dollars on the
homeless population and therefore hopes that each county will have a service support rate that
deals with truly unsheltered people in excess of the 60% compliance level of the Consolidated
Homeless Grant.
Measure of success:
A) Compliance with state and federal Coordinated Entry requirements for all projects receiving
federal, state and local homeless funds.
B) Using the Office of Homeless Youth's "Five Recommendations for Making Coordinated Entry
Work for Youth and Young Adults design a system for prioritizing housing for homeless youth.
C) Prioritization of policies for all projects receiving federal, state and local homeless funds,
resulting in people prioritized and consistently housed in a timely manner.
D) Department of Commerce Consolidated Housing Grant (CHG) sections 2.1.1, 8.4.2 and 8.4.4 -
Prioritize unsheltered homeless households and increase percent served of unsheltered
homeless households served by 5% or maintain compliance level.
Strategies:
1) Create prioritization policies according to the WA State CE Guidelines and CE Core Elements.
2) Review the vulnerability assessment and evaluate it to improve the process.
3) Focus case conference meetings on the prioritization of households for programs and
services for which they qualify and continue problem solving support with case managers and
navigators.
All households that contact Coordinated Entry and are literally homeless are assessed using a
vulnerability assessment and referred to programs for which they may qualify.
The vulnerability assessment identifies barriers to housing and is used for all subpopulations
except for youth and victims of domestic violence where an alternative assessment tool is used.
ЋЉ
The goal is to identify, serve and house the most vulnerable. However, who is served is limited
by the programs that are available in the community and, in the case of finding market rate
housing, by whom the landlord selects. By improving the prioritization assessment, we will strengthen
the foundation of the referral system, promoting efficiency and improving data collection in the process.
As in Objective #1, staff training in progressive engagement, motivational interviewing, trauma informed
care and diversion will help in the engagement of households experiencing homelessness and aid in
resolving their housing crisis.
Actions to Meet Objective #2
Action Activity Responsible Timeline/Milestone
Party
Compliance with all 1) CE Advisory Board/Governing Task Force on 2020 Form a
Prioritization Policies Body to evaluate and update Housing & Coordinated Entry
prioritization policy in accordance Homelessness, Advisory Board
with WA State CE Guidelines and Joint Oversight
Consolidated Homeless Grant Board and 2021 2024 CEAB
2) Review vulnerability OlyCAP updates Policies and
assessment and adjust based on Procedure (P&P)
recommendations by the CE annually per WA
Advisory Board State CE Guidelines
3) Implement Coordinated Entry from Dept. of
Core Elements as recommended Commerce
by the CE Advisory Board
Maintain current rate 1) Continue to prioritize OLYCAP, PHA, 2019-2024
or increase percent unsheltered homeless households Dove House &
served of unsheltered into emergency shelter, Bayside Housing
homeless households transitional housing, homeless
to remain in prevention, or any permanent
compliance with the housing project intervention.
Dept. of Commerce 2) Prioritize households with
Consolidated Housing unsheltered homelessness in their
Grant history.
Work to ensure that Host community information Task Force 2020- Actively work
our local providers events so that the public can be with providers to
have governmental aware of the true nature of apply for funding
backing and increased homelessness in JC.
community support.
ЋЊ
Objective # 3
Operate an effective and efficient homeless crisis response system that swiftly moves people
into stable and permanent housing while providing services.
Jefferson County currently has one adult shelter which operates year-round and is located in the
basement of the America Legion in downtown Port Townsend. In the 2018-2019 year, this
shelter received enough funding to remain open for 365 consecutive days. There are 23 beds for
men & 8 beds for women and 2 medical rooms as well. No one under 18 may stay at this shelter.
Last year, the Emergency Shelter accepted 116 individuals offering a total of 10,224 bed nights
of safety to adults.
Currently, all local shelter participants are handled by the staff at the Jefferson County Adult
Emergency Shelter (must be 18 or older) in partnership OLYCAP, COAST & the American Legion.
Most are returning clients; however new clients are provided information at check-in and go
through CE within 24 hours.
Fortunately, Jefferson County also has Dove House Advocacy services which operates an
emergency shelter for victims fleeing domestic violence, as well as, a transitional housing
program for women and families transitioning into independence. Last year, Dove House
sheltered 63 victims offering a total of 6,707 bed nights of safety with 3,475 for children and
3,232 for adults. Dove House does not currently enter clients into the CES but staff works with
OlyCAP to quickly connect clients with support services.
There is also a transitional housing service in Jefferson County, Bayside Housing & Services, that
operates all year long. It employs a unique partnership with a hotel: to rent out a floor of hotel
rooms that they offer on an extended-stay basis to low-income individuals, couples and families
facing homelessness. Last year, Bayside sheltered 36 guest offering a total of 6,097 bed nights
of safety with beds 2,635 for men and 3,462 for women. They offer personalized case
management assisting with filling out housing applications across multiple counties, scheduling
and transportation for medical appointments, and navigating other social services related to
independent living and securing long-term housing. Clients track housing search activities, and if
of working age and ability, must also be employed or searching for employment. Entry to
Bayside is managed through referral and admittance is based on need. Priority is given to
seniors, veterans, and people in the workforce who need housing in order to retain
employment. Applicants must be low-income (up to 80% of Area Median Income) to be
considered; most Bayside client households are closer to 30% of AMI.
ЋЋ
In addition to these shelter providers, Voices for Veterans annually hosts 3 events in Port
Townsend, Forks & Port Angeles for Veterans. With these one-day events in 2017, they reached
615 Veterans with direct services and support. The Olympic Peninsula has the highest per capita
percentage of Veterans
average, 13.5% of veterans who attend the tand Down events are women, and 17.5% of
(Voices for Veterans, 2019)
Measures of success:
System-wide performance assessments based on improving:
a) The percentage of exits to permanent housing greater than 79% as per Dept. of Commerce.
guidelines.
b) Reduce returns to homelessness after exit to permanent housing to less than 10 %.
c) Reduce the average length of time in homelessness of those served.
d) Establish a legally recognized address system for people who are experiencing homelessness
which results in increased access to medical, legal and behavioral health services.
e) Increase outreach services for Youth (persons under 25).
Strategies:
1) Enhance the system of case management for people who are homeless or those at risk of
homelessness to address individual barriers to stable housing (income, education, employment
skills, treatment services, etc.)
2) Increase innovative solutions to transitional housing.
3) Maximize resources to house people, especially where funds exist for targeted
subpopulations.
4) Improve data quality to minimize error responses to housing destination that impact "exits to
permanent housing" and improves confidence in the data measuring this outcome.
5) Coordinate with the Behavioral Health Advisory Committee (BHAC) to assist in leveraging
Mental Health Sales Tax Funds to address the housing and homelessness crisis for individuals
involved in treatment and recovery programs.
ЋЌ
According to the Dept. of Commerce in 2018, OlyCAP registered 85 people into CES
(this number does not include those sheltered in either the Emergency Shelter or
Dove House).
Of the 85 people entered in the CES:
73% or 62 individuals identified as Unsheltered Homeless
617 days was the average reported length of time in homelessness of those entering
the Coordinated Entry System
All were successfully placed into housing of some sort
Total Bed Nights: June 2018 -June 2019
Unfortunately, the unserved
homeless numbers for Jefferson
County tell a more desperate
story. According to the Jefferson
6097
10224
County Point in Time Count from
2019, the Homeless Youth report
6707
of 2018 from Office of the
Superintendent of Public
Instruction & the unmet requests
Emergency ShelterDove House
for shelter during the 2018-2019
service year from Dove House
Bayside Housing
Advocacy services:
71 people identified themselves unsheltered homeless
191 requests for shelter went unfulfilled by Dove House Advocacy
96 youth in our schools identified as homeless, many of whom existed
surfing
,
self-identified as homeless.
ЋЍ
Actions to Meet Objective #3
Action Activity Responsible Party Timeline/ Milestone
Maintain System 1) Prioritize shelter OLYCAP, PHA, 2022 review and
Exits (Shelter + RRH + participants for RRH DOVE HOUSE, improve
TH) to PH 2) Partner with BAYSIDE HOUSING
behavioral health
agencies
3) By name lists both
intra and inter agency
Improve Data Quality A program manager or OLYCAP, PHA, 2020 - monthly
director reviews data BAYSIDE & DOVE review of data
quality frequently and HOUSE
trains staff regularly
Increase Bank of Engage WA Landlord OLYCAP 2020-2024 increase
Master-Lease Association and Realtor the stock of Master
Property Association leases by 10% a year
Reduce Returns to Ensure stability by: Discovery 2022 Milestone at
Homelessness 1) Continuing Case Behavioral Health, benchmark by
management and Believe in intervention type
supportive services Recovery, Safe
once person/family is Harbor/ Beacon of
housed Hope and OlyCAP
2) Partnering with as well as other
Behavioral Health local support
agencies where service providers
appropriate
Increase Youth Explore ways to OSPI, Youth Social 2020 Milestone
Access to Services increase data-sharing Service Providers, host a Youth Task
between McKinney and School Force summit
Vento Liaison and local districts
providers
Create a Host Family Develop a Host Family OHY, Juvenile 2020- Create a Host
System for Youth Network for Youth Services, DSHS and Family System in JC
OlyCAP
Identify youth in Conduct a Youth Local Schools, 2020 complete a
need Homelessness Survey OlyCAP, Dove Youth survey on
House, JC Health homelessness
Dept.
ЋЎ
Objective # 4
A projection of the number of households & individuals left
unsheltered, assuming existing resources and stated policies. A
projection of the impact of the fully implemented local plan on the
number of households or Individuals housed.
This objective is focused on ensuring limited resources are used to support interventions that
deliver good outcomes at the lowest cost possible per person served.
Measure of success:
As a small rural county, Jefferson County will produce an Annual Report on Homelessness that
reflects both credible data for homelessness and affordable rental options for our community.
Strategies:
A) Use tools provided by the Department of Commerce to assist in this prediction
B) Use data from a variety of sources to project an estimate
C) Use the data to identify housing solutions that will reduce homelessness
Actions to Meet State Objective #4
Activity Responsible Party Timeline/Milestone
Projected count Use of the Dept. Task Force Prediction of
of unsheltered & of Commerce Individuals by 2024:
sheltered Tool for this Total 242
homeless calculation Unsheltered 145
individuals in Sheltered 97
2024 if there is no
change in current
resources
ЋЏ
The projected number of 145 unsheltered persons was arrived at by examining the PIT count
over the past 12 years and paying close attention to the past 5 years. To predict the number of
persons living in homelessness in 2024, we used the 6% increase as reported in the most recent
Annual Homeless Assessment Report to Congress which features the increase in the percentage
of people living in homelessness between 2017 and 2018 in Washington State (US Dept of
Commerce, 2019).
PIT Chart Jefferson County Washington
300
250
200
150
100
50
0
200820092010201120122013201420152016201720182019
Total Homeless
22514113410882987027218118759199
Sheltered
9478789574572967591002793
Unsheltered
131635613841412051228732106
By using the PIT chart above, an average number can be created based on the past 12 years & 5
years respectively. As the average number ran higher for the past 5 years, we adopted to use
this as the accepted base average and then proceeded to increase annually at a rate of 6%.
Average Average Projection of future annual counts based on the 5-year
over 12 over 5 average from 2014-2019 with the addition of a 6%
years years annual increase
Future Year 2020 2021 2022 2023 2024
Total 147 180 191 203 215 228 242
Sheltered 71 70 75 80 85 91 97
Unsheltered 76 110 116 123 130 137 145
In response to our current homeless housing and affordable housing crisis a set of actions is
qualified in Objective # 6 to support the creation of 300 additional safe Housing Units in
Jefferson County by December 31, 2024. The projected number needed by 2024 is included in
the number of units needed by 2036 referenced in the 20-year housing needs projection found
in the 2015 Housing Inventory and Needs Assessment for the City of Port Townsend.
ЋА
Objective # 5
Address Racial, Ethnic and Gender Disparities among People
Experiencing Homelessness
Measures of Success:
Completion of an initial analysis using the equity tool and data provided by the Department of Commerce
will be reviewed when the Dept of Commerce uploads the 2019 counts. This is due to the abnormally low
PIT Count of 54 people in 2018.
As poverty is a driving force in homelessness, we will use it as tool to track disparity with regard
to subpopulations. It is clear from the table below that people of color are disproportionately
represented with regard to poverty levels in Jefferson County. While 12.15% of Whites live in
poverty, 31% of African Americans do. By the same standard, 43.2% of Native Indians/Alaskan
Natives live in poverty (U.S. Census Quick Facts, 2013-2017).
Population Living in Percentage
RACE AND HISPANIC OR LATINO ORIGIN Jefferson Poverty In JC
27,347
White alone 3,297 12.10%
87
Black or African American alone 27 31.00%
551
American Indian and Alaska Native 238 43.20%
524
Asian alone 29 5.50%
68
Native Hawaiian and other Pacific Islander alone 2 2.90%
128
Identifies as another race 48 37.50%
969
Identifies as two or more races 158 16.30%
934
Hispanic or Latino origin (of any race) 248 26.60%
The Table below is a comparison by percentages, of the individuals counted in the 2018 Point in
Time Counts in Jefferson, Clallam, Island & San Juan Counties. They are by race & ethnicity.
2018 PIT Counts & Percentages in Neighboring Counties
Jefferson % Clallam % Island % San Juan %
Total 54 100 216 100 128 100 56 100
White 46 84 171 79 107 83 47 84
African Amer. 2 4 4 2 6 5 0 0
Native 2 4 9 13 5 4 3 5
Asian 2 4 2 1 2 2 0 0
Multi-Racial 2 4 0 5 8 6 6 11
Hispanic 2 4 9 4 13 10 0 0
Non-Hispanic 47 87 189 88 103 80 52 93
ЋБ
The PIT count does not request information regarding self-perception or self-identification with
regard to gender, making it difficult to address the issues of gender inequality. For the safety of
our citizens, as a Task Force, we voted to focus our work on this objective to include Racial,
Ethnic and Gender Disparities among People Experiencing Homelessness.
According to the most recent U.S. Transgender Survey: 26% of transgender people experienced
some form of housing discrimination in the past year because of being transgender and 33% of
respondents avoided staying in a shelter because they feared being mistreated as a transgender
person (U.S. Transgender Survey, 2017).
Strategies:
A) Use tools provided by the Department of Commerce to assist in addressing these
disparities.
Actions to Meet Objective #5
Action Activity Responsible Party Timeline/Milestone
Eliminate racial, ethnic Use the equity tool to CEAB and the Task 2020-2024 Annual
& gender disparities evaluate data and devise Force on Homelessness review of progress
plans to minimize disparities & Affordable Housing
Reach out to federally Work with these tribes and CEAB and the Task 2020-2024 Annual
recognized tribes to offer to explore Force on Homelessness review of progress
discuss housing opportunities to collaborate & Affordable Housing
initiatives and any
on housing initiatives
possible opportunities
for collaboration
ЋВ
Objective # 6
Supportive Efforts Aimed at Ending Homelessness
The local plan guidance from the Department of Commerce requires that plans be aimed at
ending homelessness. This section of the plan addresses the community efforts needed to
achieve this goal and reach functional zero for at least two subpopulations.
Measure of Success:
Increase the development of affordable housing and alternative housing models through
incentives and policy changes.
Implement discharge planning, including case management, for homeless individuals entering
the community from jails, correctional facilities, foster care, hospitals, and behavioral health
systems of care.
Expand the use of performance measures and data to ensure the most efficient use of public
funds.
Expand leadership, accountability, and opportunities for community education and volunteering.
Identify at least two subpopulations in Jefferson County by 2020, that could be reduced to
Functional Zero by 2024 in accordance with the guidelines set forth in the Consolidated
Homeless Grant section 8.4.3 (U.S. Dept of Commerce, 2019).
Strategies:
1) Use Local Document Recording fees to support the development of more shelter and housing
2) Apply for other grant funding to end homelessness within subpopulations
3) Support state and local initiatives that increase housing stock
Actions to meet Objective # 6
Action Activity Responsible Party Timeline/ Milestone
st
Develop a public and Appoint a small sub-Joint Oversight Operational by 1
transparent process and group to draft process Board, CEAB quarter of 2020
necessary policies for the and policy
award of City/County
funds
ЌЉ
Increase funding for 1.Explore opportunities PHA, OlyCAP, Bayside Use funding to
affordable housing for to expand the capacity & Building Depts. support
those under the 50% of of affordable housing PT City Council 50 new units by 2024.
the AMI providers members & JC BOCC.
2. Implement HB 1406
Increase work force 1.Recruit developers Private Developers, Increase units in
housing units for those 2.Incentivize building City and County County by 5 in 2020
between 50-80% of the Planning & Bldg. and by 32 by 2024.
AMI Depts.
Increase market rate 1.Recruit developers Private Developers, Increase rentals in
rental units 2.Incentivize building City of Port County by 20 in 2020
3. Encourage micro-Townsend & BoCC and by 80 in 2024.
units & small apts.
Create a Host family Identify key agencies OlyCAP, Dove House Start a HOST family
network for Youth and recruit homes. & Juvenile Services network & create 2
hosts homes by 2024.
Evaluate the needs for Task Force on Ongoing
emergency housing support transitional Homeless Housing &
housing projects Affordable Housing
Increase youth hostel/ Renovate Co-housing City and County 2020 Build 4
boarding rooms for ages and group living options Planning Depts. & hostel/boarding units
18-24 NPO by 2024.
Review tiny home Examine possible code City and County 2024 create 4 tiny
communities & co- changes to allow tiny Planning & Bldg. home communities in
housing communities villages Depts. and NPO Jefferson County.
Build houses for those Secure land for home Habitat for Humanity 2024 - build 30 new
earning between 30-80% affordable homes
of the AMI
Add respite care shelter Healthcare providers 2024 create 12
beds for people with support respite housing respite beds in
medical needs projects Jefferson County.
th
Conduct a Community Create an interagency Housing task force Operational by 4
Education Campaign and community group sub-group quarter of 2020
to plan and conduct the
campaign.
th
Evaluation of the CES Create policies and Task Force and Operational by 4
procedures to evaluate vendors quarter of 2020
the CES.
Add long term Senior RV Examine possible code City and County 2024 - create 2 new
Park communities changes to allow new Planning Bldg. Depts RV communities in
RV Parks. & JC Environmental Jefferson County.
Public Health Division
Relocate the Warming Work with previous OLYCAP, COAST, City 2024 - create a
Center team & identify a lead of PT & the Jefferson permanent day
group. Interfaith Action center.
Coalition.
ЌЊ
Explore Transitory Establish guidelines to Task Force, Dec 2020
Housing Accommodation support transitory Community partners
in Jefferson County housing options
Defining and Documenting Success
Defining Success
For many years success in homeless programs was defined by how many people received
housing services. Over time, the idea of what constitutes success has shifted to focus on
outcomes for the individuals served. It is not enough to say that services were received, but
instead we must determine the efficacy of those services in reducing homelessness. This can be
a difficult process, since long-term follow-up of people who received housing or services is
difficult and impractical.
Challenges
Success in the realm of reducing overall homelessness is an elusive proposition. Several factors
contribute to the challenge:
Dynamic Population: the people experiencing homelessness is not static: there is a constant
influx of people who are becoming homeless at any given time, while at the same time
previously homeless people are being housed. While hundreds of homeless people may
have been housed over a period, more have become homeless over the same period.
Therefore, the overall number of homeless may have stayed the same or increased.
Prevention Efforts: Many of our efforts are geared at preventing homelessness and
evaluating the long-term effectiveness of these programs is difficult to measure.
Inaccurate Data & Counts: There are numerous homeless people who either do not consider
themselves to be homeless becaus
who do not want to be counted due to a variety of personal issues. Our community
experiences these people and their homelessness, but they are not included in our voluntary
homeless counts.
Challenges notwithstanding, it is crucial that we develop ways to assess whether the time, effort,
and financial commitments to the issue of homelessness are effective.
Tools
In addition to data from community partners, two primary tools will be used to assist with
evaluating success:
ЌЋ
Annual Point in Time Count
Each January, Jefferson County carries out a countywide count of people experiencing
homelessness, both sheltered (currently receiving subsidized emergency or transitional housing)
and un-sheltered (living on the streets, in cars, with friends, or identified as incarcerated
transients). Participation by people experiencing homelessness is voluntary. Data collected
from this effort provides the state with basic statistics about Jefferson progress in
reducing homelessness and provides the County and the community with information about the
housing and services gaps. It also influences the amount of federal funding counties are eligible
to receive.
Homeless Management Information System (HMIS)
This state mandated database project collects detailed data about users of homeless housing
and services. Currently all data is entered by OlyCAP. The collected data is used by the state to
analyze the resources necessary to move individuals from homelessness to self-sufficiency. On a
local level, it facilitates coordination among agencies and delivery of services to homeless
individuals. It also allows excellent quality demographic and programmatic information to be
collected about homeless households who are receiving services.
Performance Indicators
objectives, specific indicators of success are listed. Some are data-based,
whereas others are performance-based. These performance indicators are also drawn from
measures developed by the Washington State Department of Commerce. Projected goals stated
in Objective #6 were created based on current housing shortfalls, combined with growth
patterns and a 2015 housing study created for Port Townsend, WA.
If fully implemented, by 2024 our county should see an increase of:
162 apartments
30 new Habitat for Humanity homes
28 safe beds (16 hostel & 12 respite)
40 safe placements for Senior in 20 Senior RV units
20 tiny homes, serving at least 20 individuals
20 safe beds in 2 host homes & multiple host families homes for Youth
300 Additional Safe Housing Units by Dec 31, 2024
ЌЌ
Recommendations to the State from Jefferson County
The local plan guidance from the Department of Commerce,
governments to include in their plans recommendations to the state for changes in state laws,
policies and resources that may be necessary to further reduce homelessness and work
This section of
the plan attempts to address this recommendation.
Step 1 - Identify individuals, elected officials and advisory boards and the process to make
recommendations to them.
Goal Representative/Agency Recommendation
Explore ability to increase WA State Legislature Create higher than zoned
density for rentals in rural density to address the
areas. current housing crisis.
Allow tiny home ownership WA State Legislature Legally zone tiny home
on shared land. villages
Increase State and Federal Federal Representatives Use the Local taxing
funds for affordable housing WA State Legislature authority power and apply
for more Federal funding
Create a set aside in the 9%
tax credit program for rural
counties
Create a fund to fund
infrastructure necessary for
affordable housing
th
Provide advanced services to 24 District Representatives Remove the current
homeless persons who WA State Legislature requirement for a
currently have no physical
address.
of social services.
th
Support rural Urban Growth 24 District Representatives Provide State funding for
Areas and Limited Areas of WA State Legislature rural infrastructure
More Intense Rural (especially sewer)
Development Allow flexibility and limited
expansion of LAMIRDs in
small rural counties
ЌЍ
WA State Legislature Increase the councilmanic
power to act taxing authority of local
governments
Explore the impact of GMA WA State Legislature Provide clear guidance on
density requirements in rural setting rural densities to
counties that have declared accommodate workforce
an affordable housing crisis. and affordable housing
Summary:
The only thing necessary for the triumph of evil is for good men to do nothing.
~Edmund Burke
Aside from the natural beauty and charm of Jefferson County, the greatest asset of the
community is the people who call it home. Because homelessness affects more than just the
individual experiencing it, we recognize that we all have a part to play in making homelessness a
rare and singular experience for our neighbors. This five-year plan will serve as our road map,
giving us the tools needed to individualize our approach to those experiencing homelessness.
By quickly identifying and engaging all people experiencing homelessness, prioritizing homeless
housing for people with the highest needs and operating an effective and efficient homeless
crisis response system that swiftly moves people into stable and permanent housing while
providing services; we can move closer to ending homelessness in Jefferson County.
It is also our intention that this document not only address how to help people who are
experiencing homelessness but to create measures that prevent homelessness from occurring in
the first place. To do so we must be sure that our limited resources are used to support
interventions that deliver good outcomes at the lowest cost possible per person served.
Having a streamlined process for coordinated entry, options for housing people based on their
individual need, fully engaging all stakeholders, and the ability to respond quickly will ensure
that fewer of our neighbors are left out in the cold.
ЌЎ
Appendix A: Glossary of Terms
Definitions below are offered to assist in understanding some of the terms used in the Plan.
Most of these terms refer to complex ideas; the definitions below should be considered a brief
starting point for understanding. Additional information about each is available from online
resources and local service providers.
Adults: Persons age 18 and older (however in many cases those age 18-24 are still viewed as
youth)
Adverse Childhood Experiences (ACEs): Adverse childhood experiences (ACEs) are potentially
traumatic events that can have negative, lasting effects on health and well-being.
These experiences range from physical, emotional, or sexual abuse to parental divorce or the
incarceration of a parent or guardian.
Affordable Housing: This term is used to describe housing, rental or owner-occupied, that is
affordable no matter what one's income is. The federal government considers housing costs at
or below 30% of one's income to be affordable.
At-Risk of Homelessness: People who are living in sub-standard, unstable or unsafe housing.
This includes people who are "couch surfing," which means they are staying with family or
friends, living in trailers, doubled or tripled up in small apartments or living in unsafe and
unsanitary conditions.
Basic Shelter: Basic shelters tend to have limited hours and provide services focused on basic
needs and respite from being outdoors, like mats on the floor and a restroom. A person
successfully exits a shelter program when they have left the shelter to move to a permanent
home.
Behavioral Health Advisory Committee (BHAC): Administers the funds coming to Jefferson
County resulting from the Washington State legislation sponsored by Senator Hargrove that
authorized Counties to impose a one-tenth-of-one-percent local sales tax to fund new mental
health, chemical dependency, (collectively known as behavioral health) and therapeutic court
services.
ЌЏ
Child Persons under age 18
Chronically Homeless Person: - A person who: A. Is homeless and lives in a place not meant for
human habitation, a safe haven, or in an emergency shelter; and B. Has been homeless and
living or residing in a place not meant for human habitation, a safe haven, or in an emergency
shelter continuously for at least 1 year or on at least four separate occasions in the last 3 years
where the combined length of time homeless in those occasions is at least 12 months; and C.
Has a disability
Continuum of Care (CoC): Continuum of Care is a U.S. Department of Housing and Urban
Development (HUD) Program to promote community-wide commitment and support to end
homelessness.
Community Outreach Association Shelter Team (COAST): COAST is a group of local churches
and other community partners that support the emergency shelter.
Coordinated Entry System (CES): The purpose of a Coordinated Entry System (CES) is to provide
the quickest access to the most appropriate housing to every household experiencing or at-risk
of homelessness through a standardized assessment and referral process.
Day and Hygiene Centers: Day and Hygiene Centers provide a place to rest during the day and a
place to tend to basic needs like using the restroom, showering and doing laundry
Diversion: Diversion services offer people experiencing homelessness one-time financial
assistance or services to bypass shelter and move directly to housing. Diversion is offered to
people who are homeless but have not yet or have just entered the shelter system. These
programs offer financial assistance and/or case management to find creative solutions to the
difficulties a person faces. Diversion can help people reunite with family, mediate with a
landlord, or pay rent for a short time. Diversion services are available from outreach programs,
shelters and Coordinated Entry for All (CEA) Regional Access Points. A person successfully exits a
diversion program when they use one-time assistance to bypass the shelter and move directly to
housing.
Dynamic Prioritization: A process that uses prioritization criteria (i.e., assessment result,
unsheltered status, length of time homeless) to identify the most vulnerable (preferably through
a case conferencing process) based on the number of anticipated housing placements across all
resources that will occur in the next XX days.
ЌА
Dept. of Social & Health Services (DSHS): State Department responsible for the health, support
and safety of every person in Washington.
Dept. of Children, Youth and Families (DCYF): State Department responsible for the support of
Children, Youth & Families in Washington.
Enhanced Shelter: Enhanced shelters have extended or 24/7-hour service and provide many
services such as meals, hygiene services, storage, and staffing to support leaving shelter for
permanent housing. A person successfully exits a shelter program when they have left the
shelter to move to a permanent home.
Functional zero: al
people in that group at a given POINT IN TIME (PIT) is no greater than the monthly rate of those
served for that group.
# in Subgroup is less than (<) the monthly rate = # of the subgroup served per month /# of Months
Functional Zero in reference to Homeless Veterans Populations with a community: Functional
zero, used in this context, is reached when the number of veterans who are homeless, whether
sheltered or unsheltered, is no greater than the monthly housing placement rate for veterans.
Hardest to House or Hardest to Serve: Refers to people with more complex needs and multiple
challenges when it comes to housing, such as mental illness, addiction, other conditions or
disabilities, justice-system histories, etc.
Harm-reduction: Harm reduction is an approach for substance use treatment that involves a set
of practical techniques that are openly negotiated with clients around what is most likely to be
achieved. The focus is on reducing the negative consequences and risky behaviors of substance
use; it neither condones nor condemns any behavior.
Homelessness: The experience of an individual or family who is not able to acquire and maintain
permanent, safe, affordable, and decent housing. People counted as homeless may be sleeping
outdoors, in cars, garages or sheds, or other places not meant for human habitation; in
temporary facilities like emergency shelters or transitional housing; in hotels or motels due to
lack of alternative adequate accommodations; or may be sharing the housing of other persons
due to loss of housing, economic hardship or a similar reason.
Homeless Management Information System (HMIS): Is a shared database designed to record
and store client-level information on the characteristics and service needs of homeless persons.
ЌБ
Housing Choice Voucher Program (HCVP): This program includes Tenant Based vouchers
(awarded and attached to the individual and mobile to wherever that person moves) and Project
Based Vouchers (attached to the specific unit and remain with the unit regardless of who lives in
it - so long as income qualified).
Housing Cost-burdened: According to the Department of Housing and Urban Development (HUD),
people are housing cost-burdened when they spend ®µ¤± ΒΏυ of their income on housing.
Severely Housing Cost-burdened: According to the Department of Housing and Urban
Development (HUD), people who spend over 50% of their income on housing are said to be severely
housing cost-burdened.
Housing First: Housing First is a homeless assistance paradigm that prioritizes providing
permanent housing to people experiencing homelessness, thus ending their homelessness and
serving as a platform from which they can pursue personal goals and improve their quality of
life. Housing First does not require people experiencing homelessness to address the all of their
problems including behavioral health problems, or to graduate through a series of services
programs before they can access housing. This approach is guided by the belief that people need
basic necessities like food and a place to live before attending to anything less critical, such as
getting a job, budgeting properly, or attending to substance use issues.
Low Barrier Housing: Housing where a minimum number of conditions are placed on residents
to enable serving individuals with a higher level of challenges to attaining and maintaining
housing. Typically, this includes reducing barriers that might otherwise exclude or screen out
tenants such as requirements for ID or documentation, having little or no income, having poor or
lack of rental history, having poor credit or financial history, having involvement with the
criminal justice system, having active or a history of alcohol and/or substance use, having active
or a history of mental health issues, having a history of victimization, or other behaviors that are
-barrier facilities typically follow a
harm reduction philosophy.
Motivational Interviewing: Motivational interviewing is a directive, client-centered counseling
style for eliciting behavior change by helping clients to explore and resolve ambivalence.
Compared with nondirective counseling, it is more focused, and goal directed.
Night-by-Night Shelter or Drop-In Shelter: Emergency housing that provides a short-term stay
at no cost. Beds are not reserved for multiple days but are made available on an individual night
basis.
ЌВ
Office of Homeless Youth (OHY): The Office of Homeless Youth
Other Permanent Housing (OPH): provides housing with or without services that is specifically
for formerly homeless people but that does not require people to have a disability
Outreach & Engagement: Outreach & Engagement programs include both street outreach to
people living unsheltered and housing case management. Outreach workers connect
unsheltered people to resources within the homeless services system and housing case
managers work with people prioritized by Coordinated Entry for All (CEA) for housing to help
them to prepare to move into permanent housing. A person successfully exits an outreach
program when she has used outreach services to find and move to a permanent home.
Parenting Youth: Are people under age 25 who are the parents or legal guardians of one or
more children (under age 18) who are present with or sleeping in the same place as that youth
parent, where there is no person over age 24 in the household.
Parenting Youth Household: Is a household with at least one parenting youth and the child or
children for whom the parenting youth is the parent or legal guardian.
Permanent Supportive Housing: Permanent subsidized housing that serves individuals or
households in need of ongoing supportive services and assistance such as people with mental
health issues, substance abuse disorders, physical disabilities, or more than one of these.
Permitted Village/Encampment: Permitted villages offer supported outdoor, temporary
accommodations for people who are living unsheltered in conditions that threaten their health
and safety. Villages may offer tents or tiny house like living structures, community kitchens,
hygiene services and case management to clients that have lived outside for extended periods of
time or for whom traditional shelter may not be a good fit. A person successfully exits a village
when he/she/they leave(s) the village to move to permanent housing.
Point in Time Count (PIT): The Point in Time Count (PIT) is required by the Department of
Commerce and HUD in order to receive homeless grant funds. The information from the count is
compiled and submitted to WA State and is used locally for evaluation and planning purposes.
The PIT surveys sheltered and unsheltered people experiencing homelessness on the fourth
Thursday in January during a specific 24-hour period in all Washington State counties. As a rural
county, Jefferson County has an entire week during which to conduct the count, but census
workers refer to that specific date as the Point In Time being assessed. Jefferson County has
conducted an annual Point in Time Count of the homeless since 2005.
Prevention Services: Prevention services are used to assist people who are currently housed but
face an imminent risk of becoming homeless. Prevention programs help people remain in their
homes, with the use of onetime financial assistance or case management. A person successfully
ЍЉ
Progressive Engagement: A strategy to enable service delivery systems to effectively target
resources. Progressive Engagement refers to a strategy of starting with a small amount of
assistance and then adding more assistance as needed.
Project Based Vouchers: Vouchers attached to the specific unit and remain with the unit
regardless of who lives in it - so long as income qualified.
Project Entries: Entries reported to the Dept of Commerce through the CES.
Rapid Rehousing (RRH): Rapid Rehousing assists individuals who have been evicted or recently
lost their housing to quickly return to permanent housing. Rapid Rehousing offers rental
assistance and supportive services for up to 1 year. A person successfully exits a rapid rehousing
program when he is living in permanent housing without a subsidy.
Residential Emergency Shelter: Emergency housing that provides a short-term stay at no cost.
Beds are reserved for residents until they exit the program. In the past, shelter stays were
limited to 90 days, but recent guidance from the Washington State Department of Commerce
indicates that shelter stays do not need to be time limited. Shelter stays typically include
housing case management and connections with resources with the goal of securing appropriate
permanent housing.
Safe Haven (SH): provides temporary shelter and services to hard-to-serve individuals.
Subsidized: Housing that receives funding from the government or community organization.
Tenants who live in subsidized housing pay rent that is less than market value, and typically is no
more than 30% of their income.
Supportive Services: Services, other than providing physical housing and housing tenancy
supports, which assist an individual or household to remove barriers to acquiring and
maintaining housing. Supportive services can include mental health treatment, substance abuse
treatment, behavioral therapy, or other types of supports.
Transitional Housing: Subsidized housing for up to 2 years with rent typically set at no more
obtain housing and live self-sufficiently.
Transitory Housing: Permitted forms of Temporary Alternative Housing for 180 days with a
possible 180 day extension such as: a designated safe park for people living in vehicles;
permitting people to live in an RV on residential property; permitting people to live in tents on a
residential property; permitting the use of garages or sheds as temporary housing; or the
establishment of temporary shelters in existing structures or in portable tiny houses on public
land. (Jefferson County Housing Emergency Resolution 17-35)
ЍЊ
Trauma-informed Care: Trauma-informed care is a strengths based framework that is grounded
in an understanding of and responsiveness to the impact of trauma, that emphasizes physical,
psychological, and emotional safety for both providers and survivors, and that creates
opportunities for survivors of trauma to rebuild a sense of control and empowerment.
The Tenant-Based Rental Assistance (TBRA): The program provides eligible low-income families
with financial assistance to obtain affordable housing. It helps families lease privately owned
rental units from participating landlords.
Tenant Based Vouchers: Vouchers awarded and attached to the individual and mobile to
wherever that person moves.
Unaccompanied Youth: Unaccompanied youth are persons under age 25 who are not
accompanied by a parent or guardian and are not a parent presenting with or sleeping in the
same place as his/her child(ren). Unaccompanied youth are single youth, youth couples, and
groups of youth presenting together as a household.
Unsheltered Entries: People who are living without safe shelter or are fleeing violence. People
who are living in places not meant for human habitation, such as: cars, parks, sidewalks, tents,
gs, on the street, in garages and
sheds.
Veteran This population category of the PIT includes adults who have served on active duty in
the Armed Forces of the United States. This does not include inactive military reserves or the
National Guard unless the person was called up to active duty.
Veteran Affairs Supportive Housing (VASH): Voucher Program is a program designed to help
homeless veterans locate affordable, safe, decent and sanitary rental housing with the landlord
of their choosing.
Victim Service Provider A private nonprofit organization whose primary mission is to provide
services to survivors of domestic violence, dating violence, sexual assault, or stalking. This term
estic violence transitional housing
programs, and other programs.
Youth Homelessness Demonstration Program (YHDP): Programs that develop and execute a
coordinated community approach to preventing and ending youth homelessness.
Youth: Persons under age 25. HUD collects and reports youth data based on persons under 18
and persons between ages 18 and 24.
ЍЋ
Appendix B: Federal and State Funding Sources for Homelessness
_______________________________________________________________________
CHG (Consolidated Homeless Grant)
The purpose of the CHG program is to provide assistance and to rapidly re-house
persons who are experiencing homelessness. This program is intended to target
individuals and families who would be homeless but for this assistance.
EFH (Ending Family Homelessness)
For households who are homeless or at risk of homelessness that are enrolled in the
Temporary Assistance to Needy Families (TANF) program.
This grant is for Chronically Homeless with Substance Abuse and or other Disability.
It is a three-month program with a small rental assistance component.
HEN (Housing and Essential Needs)
This grant replaces the DSHS cash assistance for disabilities lifeline clients. This
grant can help with a small portion of rent for clients that qualify along with some
essential needs support.
HF (Home Fund Housing Assistance)
Offers limited funding for households who are At Risk of losing their housing due to
Pay or Vacate or Eviction Notice from their landlord. This fund can also assist
households with limited move-in costs.
PSH (Permanent Senior Housing)
This program is intended to target individuals 55+ who would be homeless but for
this assistance.
S SVF (Supportive Services for Veteran Families)
The goal with this grant is to help locate housing with the tenant using outside
landlords to gain housing and to also help the families retain and keep their housing.
Section 8 Housing
This HUD program provides eligible low-income families with financial assistance to
obtain affordable housing.
Tenant-Based Rental Assistance (TBRA)
This HUD program provides eligible low-income families with financial assistance to
obtain affordable housing. It helps families lease privately owned rental units from
participating landlords.
ЍЌ
Appendix C: Funding Sources for Housing & Homelessness
_______________________________________________________________________
2060 FUNDS
2163 FUNDS - Local Filing Fee Revenue used for homeless housing & affordable housing.
Tax Increment Financing (TIF) provides the opportunity to leverage limited public financing of public
infrastructure (roads, sewers and utilities) and site preparation in order to attract private investment. It
encourages the development of projects that are in the public interest
The Federal Historic Tax Credit (HTC) program was enacted in 1976 to encourage
the preservation and rehabilitation of historically significant buildings. Investments in the HTC program
helps al and commercial activity into
these communities.
Legislated in 2000 as a catalyst to encourage the investment of private capital
in designated low-income communities, the New Markets Tax Credit (NMTC) program fosters the
construction and rehabilitation of real estate and the expansion of operating businesses in order to
create jobs, generate economic activity
- Through the Capital Magnet Fund, the Community Development Financial
Institutions Fund (CDFI) provides competitively awarded grants to CDFIs and qualified non-profit housing
organizations. These awards can be used to finance affordable housing activities, as well as related
economic development activities and community service facilities.
ЍЍ
Appendix D: Works Cited
________________________________________________________________________
City of Port Townsend/ Jefferson County. (2018). Inter Local Agreement. City of Port Townsend: Jefferson
County.
Hovee, E. (2015). Housing Inventory and Needs Assessment. Seattle: E.D. Hovee & Company, LLC.
National Alliance to End Homelessness. (2015). Report on Homelessness 2015. Washington DC: National
Alliance to End Homelessness.
National Low Income Housing Coalition. (2019). Graphic on Rents Needed in America. Retrieved from National
Low Income Housing Coalition: https://nlihc.org
OSPI. (2018). Homeless Students Data 2018. Olympia: Office of Superintedent of Public School.
RCW 43.185C.050. (2018). A five-year homeless housing plan. Retrieved from
https://app.leg.wa.gov/RCW/default.aspx
Social Security Administration. (2019). Quickfacts Snapshot. Washington DC, Washington, Jefferson: US
Government.
U.S. Census Quick Facts. (2013-2017). quickfacts/fact/table/jeffersoncountywashington. Retrieved from
QUICKFACTS: https://www.census.gov/quickfacts/fact/table/jeffersoncountywashington/PST045218
U.S. Dept of Commerce. (2019, July). Guideline for the Consolidated Homeless Grant. Retrieved from
https://deptofcommerce.app.box.com/s/sddzidhjln9zvb2zao5fes3rpwbc399o
U.S. Transgender Survey. (2017). 2015 U.S. Transgender Survey Washington State Report.
US Census. American Community Survey. (2013-2017). U.S. Census Bureau; Jefferson County WA (2013-2017).
Washington DC, WA, Jefferson: US Government. Retrieved from American Community Survey.
US Dept of Commerce. (2019). Annual Homeless Assessment report to Congress. Washington DC: US Dept. of
Commerce.
Voices for Veterans. (2019). Website Information. Retrieved from Voices for Veterans:
http://www.voicesforveterans.org/
Washington State Dept. of Commerce. (2018). Golden Report. Olympia: Washington Dept of Commerce.
Washington State Dept. of Commerce. (2019). POINT IN TIME COUNT . WA Dept. Commerce.
ЍЎ
Appendix D: Source Information
________________________________________________________________________
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5ȁ3ȁ #¤²´² "´±¤ ´Ǿ !¬¤±¨¢ #®¬¬´¨³¸ 3´±µ¤¸ American Fact Finder. Jefferson County, WA
2013-2017. Retrieved from
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US Dept. of Agriculture Economic Research Service. Percentage of Pop. in Poverty 2017.
Retrieved from
https://data.ers.usda.gov/reports.aspx?ID=17826
Department of Commerce Consolidated Housing Grant (CHG) sections 2.1.1, 8.4.2 and 8.4.4
http://www.commerce.wa.gov/wp-content/uploads/2015/11/hau-chg-guidelines-2017-
2019_Version-2.Revised-7.10.17.pdf
National Low Income Housing Coalition Graphics 2018 (used in accordance with website
guidelines) Retrieved from
https://nlihc.org/housing-needs-by-state/washington
ЍА
HOMELESSNESS CRISIS and Housing 5 Year Plan for Jefferson County, WAMaking Homelessness a Singular Occurrence: Homeless Crisis Response
HISTORY Jefferson County Board of Commissioners and 3 other TF members.of one member from the City of Port Townsend Council, one member from The Task Force makes recommendations to a
Joint Oversight Board made up •homelessness as well as homeless representatives, advocates and citizens.created representing many sectors that intersect with housing and Pursuant to
the Interlocal Agreement (ILA) a large Task Force (TF) was •recording fees dedicated to ending homelessness and affordable housing.Agreement to Address Homelessness and the allocation/utilization
of the City of Port Townsend and Jefferson County entered into a new Interlocal •
PROCESS force to consensus on a recommended 5 Year Plan.The task force process was guided by a facilitator who would lead the task •with the Guidelines published by the Department of
Commerce.Jefferson County data, identified goals, objectives and actions consistent The TF and Joint Oversight Board met over several months, considered •Department of Commerce not
later than December 1, 2019.) for adoption and conveyance to BoCCBoard of County Commissioners (Year Homeless Housing Plan to recommend to the -the creation of a FiveThe first order
of business for the TF and the Joint Oversight Board (JOB) was •
WHAT BRINGS US TO TODAY?
TODAY Plan.of the Task Force and Joint Oversight Board are also here in support of the overview of the Plan and to answer any questions you may have. Members The 5 Year Plan is before
you and we are here today to provide you with an •allocation of funds process.Year Plan and has moved on to developing a competitive -create a 5The Task Force and Joint Oversight Board
have completed their task to •
PURPOSE Fulfill the Legislative mandate (RCW 43.185C.050, 2018)•homelessness and increasing affordable housing.Facilitate alignment of efforts within Jefferson County towards reducing
•affordable housing crisis in Jefferson County.term, systematic effort to address the homeless and -Serve as part of a long•
PURPOSE requirements.and ensuring that these priorities meet the Federal, State and Local An articulation of the community’s priorities for funding Reference for Funders: •leadership
to embrace homelessness as a priority for action.An information focal point to inspire local advocacy and Tool for Advocacy: •Plan objectives.community’s plan to reduce homelessness
through the implementation of the : A clear and concise agreement about the Blueprint for Implementation•The Plan identifies three main purposes:•
THE CRISIS burden.Infrastructure in rural areas of the County, like sewage treatment, is a financial •-Zoning favors single family development over multi•to result in smaller returns.Rural
counties like ours are seen by developers as risky investments as they tend •obstacles including:The ability to increase the number of affordable housing units faces •
THE CRISIS proportion of older people experiencing homelessness will continue to climb.Rents will continue to rise; household incomes will not keep up and the •migration and related
income inequality.-continued lack of affordable housing due to several factors including inHomelessness is expected to increase over the next several year along with a •development.lack
of wastewater treatment facilities needed to support higher density dense housing options than are permitted in Jefferson County at this time, due to financing for affordable housing;
however it tends to favor significantly more Income Housing Tax Credit Program is the primary source of -The Federal Low•
THE CRISIS those needs.The willingness of a community to pull together to do what it can to address •Adequate Resources and Accountability for their use•requiring:–individualized become
homeless for many reasons and responses need to be People experiencing homelessness are not a homogenous group. People •
THE CRISIS
ACTION SO WHAT DO WE DO?
OBJECTIVE 1 Compliance with state and federal Coordinated Entry Data Collection•Compliance with state and federal Coordinated Entry requirements •Measures of Success:•Increase agency/organization
staff training •Identify subpopulations to work toward achieving Functional Zero•experiencing homelessnessExpand outreach efforts to agencies and organizations that touch people •Enhance
and improve the current Coordinated Entry System•Actions:•homelessnessObjective #1: Quickly identify and engage people experiencing •
OBJECTIVE 2 Compliance with state and federal Coordinated Entry requirements•Measures:•increased community supportWork to ensure that our local providers have governmental backing and
•Consolidated Housing Granthouseholds to remain in compliance with the Department Commerce Maintain current rate or increase percent served of unsheltered homeless •Compliance with
all Prioritization Policies•Actions:•needObjective #2: Prioritization of homeless housing for people with the highest •
OBJECTIVE 2 compliance level.”percent served of unsheltered homeless households by 5% or maintain Prioritize unsheltered homeless households and increase “–8.4.2 and 8.4.4 Department
of Commerce Consolidated Housing Grant (CHG) sections 2.1.1, •funds, resulting in people prioritized and consistently housed in a timely manner.Prioritization of policies for all projects
receiving federal, state and local homeless •prioritizing housing for youth experiencing homelessness.Coordinated Entry Work for Youth and Young Adults”, design a system for Using the
Office of Homeless Youth’s “Five Recommendations for Making •Measures Continued•
OBJECTIVE 3 Identify Youth in Need•Crease a Host Family System for Youth•Increase Youth Access to Services•Reduce Returns to Homelessness•-Increase Bank of Master•Improve Data Quality•Permanent
Housing)housing or Transitional Housing to -Maintain system Exits (Shelter or Rapid Re•Actions:•housing while providing services.system that swiftly moves people into stable and permanent
Objective 3: Operate an effective and efficient homeless crisis response •
OBJECTIVE 3 health serviceshomelessness which results in increased access to medical, legal and behavioral Establish a legally recognized address system for people who are experiencing
•Reduce the average length of time in homelessness of those served•Reduce returns to homelessness after exit to permanent housing to less than 10%•of Commerce GuidelinesThe percentage
of exits to permanent housing greater than 79% per Department •wide performance assessments based on improving:-Measures: System•
COLLECTIVE IMPACT VISUAL
OBJECTIVE 4 Strategies:•(Unsheltered 145 and sheltered 97)2024 if there is not change in current resources: Total: 242 Projected count of unsheltered & sheltered homeless individuals
in ACTIONS: •deliver good outcomes at the lowest cost possible per person served.Focused on ensuring limited resources are used to support interventions that •the number of households
or individuals housed.projection of the impact of the fully implemented local plan on unsheltered, assuming existing resources and stated policies. A Objective 4: A projection of the
number of households & individuals left •
OBJECTIVE 4 community.reflects both credible data for homelessness and affordable rental options for our As a small rural county, Jefferson will produce an Annual Report on Homelessness
that •Measure•Use the Data to identify housing solutions that will reduce homelessness•Use data from a variety of sources to project an estimate•Use tools provided by the Department
of Commerce to assist in this prediction•
OBJECTIVE 5 counts. This is due to the abnormally low PIT Count of 54 people in 2018.Department of Commerce will be used when Commerce uploads the 2019 Completion of an initial analysis
using the equity tool and data provided by the •Measures:•possible opportunities for collaboration.Reach out to federally recognized tribes to discuss housing initiatives and any •Eliminate
racial, ethnic and gender disparities•disparity with regards to subpopulations.Poverty, as a driving force in homelessness, will be used as a tool to track •Actions:•experiencing homelessness.Object
ive 5: Address racial, ethnic and gender disparities among people •
OBJECTIVE 6 Support state and local initiatives that increase housing stock•Apply for other grant funding to end homelessness within subpopulations•shelter and housingUse Local Document
Recording Fees to support the development of more •Strategies:•allocation of available local fundsDevelop a public and transparent process and the necessary policies for •Actions:•Objective
6: Supportive Efforts Aimed at Ending Homelessness•
OBJECTIVE 6 education and volunteeringExpanded leadership, accountability, and opportunities for community •use of public funds.Expanded use of performance measures and data to ensure
the most efficient •foster care, hospitals, and behavioral health systems of care.homeless individuals entering the community from jails, corrections facilities, Implementation of discharge
planning, including case management, for •through incentives and policy changesIncreased development of affordable housing and alternative housing models •Measures•
WE CAN’T DO THIS ALONE Legislature’s mandate to reduce and eventually end homelessness.recommendations are intended to reduce current barriers to the Board included seven goals and recommendations
to support them. The The Homeless and Affordable Housing Task Force and its Joint Oversight •ending homelessness as defined under the federal criteria”.necessary to further reduce
homelessness and work toward the goal of the state for changes in state laws, policies and resource that may be encourages local governments to include in their plans recommendations
to The local plan guidance from the Department of Commerce “strongly •
HOUSING GOALS FOR 2024 300 Additional Safe Housing Units by Dec 31, 2024 homes 20 safe beds in 2 youth host homes & multiple host family 20 tiny homes, serving at least 20 individuals40
safe placements for Senior in 20 Senior RV units28 safe beds (16 hostel & 12 respite)30 new Habitat for Humanity homes 62 apartments ( including low income to market rate)1If fully
implemented, by 2024 our county could see an increase of:
IT TAKES A VILLAGE David Sullivan, Jefferson County Commissioner-be needed to tackle the problems before us.” space for harnessing the caring and creativity of our community which will
-has provided a forum not just for developing this 5“The creation of the Affordable Housing and Homeless Housing Task Force •
THANK YOU