State of Washington Homeless Housing Strategic Plan 2024-2029
Summary
A letter dated September 1, 2024, from the State Advisory Council on Homelessness (SACH), with Sheila Babb Anderson named as Interim Chair, to members of the Washington State House of Representatives and Senate. It encloses the new 2024-2029 State of Washington Homeless Housing Strategic Plan drafted by the Washington State Department of Commerce. The Council states that lack of affordable housing remains the primary driver of homelessness and cites the National Low Income Housing Coalition figure that a worker in Washington must earn $40.32 an hour to afford a modest two-bedroom apartment. It also states that preventing homelessness is a key strategy.
Summary drafted by a model from the document's text below and checked by script against that text before publication. It is a navigation aid, not a reading of what the document proves. Where AI is used
Cite this document
“State of Washington Homeless Housing Strategic Plan 2024-2029.”
Archived at Pandemic Darlings, https://pandemicdarlings.com/source-documents/2024-commerce-reports-housing-division-2024-29-state-homeless-housing-c8a988b7ea/
, SHA-256 15032cbc52c2a4cd674798310bf59994e0b6f95a8eb244749e541a120b991c6a.Full text
STATE OF WASHINGTON
State Advisory Council on Homelessness (SACH)
Sheila Babb Anderson, September 1, 2024
Interim Chair, Campion
Advocacy Fund, Honorable Members of the Washington State House of Representatives and
Philanthropic Honorable Members of the Washington State Senate,
Mary “Angie” Pacheco,
Domestic Violence Enclosed is the new 2024-2029 State of Washington Homeless Housing Strategic Plan drafted by
Services of Benton & the Washington State Department of Commerce. The State Strategic Plan provides a valuable
Franklin Counties, Non- roadmap for our state’s investments to prevent and end homelessness and move households
Profit into safe, stable, affordable housing. The Legislature requires Commerce to develop this report
through extensive stakeholder engagement, including the State Advisory Council on
Vivian Obah, Helping Homelessness (SACH), a Governor-appointed body created by executive order in 1994 to advise
Hands Project on homelessness issues. Additionally, Commerce reports annually on the progress of the goals
Organization, Non- and performance measures included in the State Strategic Plan.
Profit
Mindy Woods, As interim Chair of the State Advisory Council on Homelessness, I would like to offer some
Individual who is or reflections from our Council on this current iteration of the State Strategic Plan. Representing a
has been homeless body of experts on homelessness from around the state, we feel compelled to offer a candid
perspective on the current state of our homelessness response system.
Rachel Dreon,
Individual who is or 1. Lack of Affordable Housing Remains the Primary Driver of Homelessness
has been homeless
Charles Adkins, Youth The research is clear—the main reason people in our state experience homelessness is due to a
Representative lack of housing available to those making the lowest incomes. According to the National Low
Income Housing Coalition, a worker in Washington must earn $40.32 an hour to afford a modest
Amber Waldref, two-bedroom apartment. This means that a person working at minimum wage at our state’s
Spokane County highest rate ($19.97/hour in Seattle) would have to work nearly 80 hours a week to afford an
Commissioner, County apartment for their family. Thousands of our neighbors are unstably housed and one
Government emergency away from losing their housing. While other issues such as mental illness, substance
Representative use disorder, and domestic violence can exacerbate the problem and make it harder to find and
maintain housing, basic economics are driving the problem. Our elders, on fixed Social Security-
Jenece Howe, Yakama based incomes, are particularly vulnerable to rising rents. Their infrequent cost of living
Nation, Federal increases did not match the average 50% increase in rental costs our state has seen over the last
Government decade.
Representative
Tedd Kelleher
To be clear, we sincerely appreciate the progress our state has made by increasing the
Department of investments in affordable housing preservation and construction. The steady increase in
Commerce funding for the Housing Trust Fund and other crucial programs will help thousands of people
Inter-Agency Council on find stability. We also encourage you to read the Affordable Housing Advisory Board’s Housing
Homelessness Advisory Plan, which makes key recommendations on how our state can increase the
development of housing affordable to everyone.
2. Preventing Homelessness is a Key Strategy
Preventing people from losing their housing and better housing coordination for people leaving institutional settings
is far less traumatic and costly than solely relying on our emergency response shelter system. The abundant federal
rental assistance during the COVID-19 pandemic is drying up, and the state must evaluate how to ensure housing
costs remain reasonable. We also want to lift up the tremendous successes of the Office of Homeless Youth in
implementing prevention strategies, particularly for young people exiting foster care, the criminal legal system, or
behavioral and mental health treatment. As the Yes to Yes report outlined, over the last 10 years, our state reduced
youth homelessness by 40%. This should encourage us to continue to look upstream for all people experiencing
homelessness to determine strategies on how to prevent homelessness before it happens.
3. Continue to Center Equitable Solutions
The ongoing disproportionality of Black, Indigenous, and People of Color (BIPOC) experiencing homelessness
requires our state to dismantle systems that do not work for marginalized communities. We commend Commerce
for elevating the need to empower By and For organizations working in communities closest to the issue, building
their capacity and creating programs that eliminate the barriers many communities face when accessing housing.
Additionally, the new objective to strengthen the homeless service provider workforce through livable wages,
improved safety, and cultural competency will increase access to services for those furthest from housing equity.
These are just a few highlights of what our state should prioritize over the next several years. We thank Commerce
for listening to communities in developing this plan and relying on evidence-based programs that we know work to
prevent and end homelessness. This blueprint should be the starting point for our state’s work, and we ask that the
Legislature continue to scale effective programs to meet the needs on the ground.
On behalf of the SACH, I would like to thank you for your ongoing work to ensure that everyone in our state has a
safe place to live. Please let us know how we can best help you in this work going forward.
Best regards,
Sheila Babb Anderson
Interim Chair, State Advisory Council on Homelessness
State of Washington
Homeless Housing
Strategic Plan 2024-2029
PURSUANT TO RCW 43.185C.040
v3.5
Acknowledgments Office of Equity and Belonging
Kyle Gitchell, Managing Director
Commerce extends a warm thank you to the people Lillian Ferraz, Equity Consultant
with lived experience of homelessness and the Norma Chavez, Language Access Manager
homeless housing and assistance service providers
who contributed to the development of this plan. Community Engagement and Outreach Team
Julia Havens, Director
Washington State Department of Karlena Brailey, Program Specialist
Christopher Lovings, Community Engagement
Commerce Specialist
Housing Division Project Manager
Corina Grigoras, Assistant Director Oliver Crain, Deputy Managing Director,
Kathy Kinard, Managing Director, Homeless Homelessness Assistance Unit;
Assistance Unit Oliver.Crain@commerce.wa.gov
Melodie Pazolt, Managing Director, Office of
Apple Health & Homes and Permanent Project Coordinator
Supportive Housing Camille Gix, Housing Policy Coordinator, Housing
Emily Burgess, Managing Director, Data and Policy and Strategic Initiatives Unit;
Performance Unit Camille.Gix@commerce.wa.gov
Kim Justice, Executive Director, Office of
Homeless Youth External Partners
Tedd Kelleher, Housing Policy Director, Policy Community Action Partnership Agencies
and Strategic Initiatives Unit Permanent Supportive Housing Advisory
Local Government Division Growth Management Committee
Services Unit Washington Low-Income Housing Alliance -
Anne Fritzel, Housing Planning Manager Resident Action Project
Laura Hodgson, Senior Housing Planner Youth 4 Youth Board members
State Advisory Committee on Homelessness
Homeless Housing Strategic Plan Advisory Group and the Interagency Committee on
Ileana Areiza, Deputy Director, Office of Homelessness
Homeless Youth Prevention and Protection Statewide Domestic Violence and Sexual
Emily Burgess, Managing Director, Data and Assault Service Provider Network
Performance Unit
Leah Daarud, Program Manager, Office of Apple Washington State Department of Commerce
Health & Homes and Permanent Supportive 1011 Plum St. SE
Housing P.O. Box 42525
Kathryn Dodge, Temporary Federal Programs Olympia, WA 98504-2525
Manager, Homelessness Assistance Unit www.commerce.wa.gov
Kirsten Jewell, Policy Manager, Housing Policy
For people with disabilities, this Plan is available on
and Strategic Initiatives
request in other formats. To submit a request, please
Analilia Nunez, Equity Policy Manager
call 7-1-1 and ask to be connected to 360-725-4000.
Multifamily Housing Unit
Translated versions of this Plan in languages other than
Office of Tribal Relations English may also be requested. To submit a request,
Michelle Gladstone-Wade, Director please call 360--725-4000.
Alden “Al” Andy, Deputy Director
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 2
Table of contents
Executive summary...................................................................................................................................... 4
Introduction ................................................................................................................................................. 5
Extent of the homelessness crisis and its impacts on Washington .............................................................. 11
The statewide homeless housing crisis response ....................................................................................... 15
Analysis of services and programs ............................................................................................................. 18
Recognition of services and programs offered ........................................................................................... 19
Innovative strategies to improve housing security ...................................................................................... 22
Implementation plan .................................................................................................................................. 27
Appendix A: Development process ............................................................................................................. 34
Appendix B: Glossary ................................................................................................................................. 36
Appendix C: Bibliography ........................................................................................................................... 39
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 3
Executive summary
Overview
This update to Washington's Homeless Housing Strategic Plan (the Plan) 1 describes the specific actions the
Department of Commerce (Commerce) will take over the next five years to achieve a reduction in
homelessness. The Plan aims to reduce homelessness in Washington by strengthening relationships with
partners and communities most impacted by homelessness. Commerce strengthens the homeless crisis
response system by pursuing resources necessary for immediate assistance, temporary housing, and the 1.1
million additional housing units needed over the next 20 years. 2
Commerce developed the Plan in consultation with people who have experienced homelessness and housing
instability, tribal representatives, local governments and service providers from across the state.
Highlights
In alignment with community feedback, the Plan includes five objectives to address Washington's
homelessness crisis.
Objective 1: Promote an equitable, accountable and transparent homeless crisis response system
Objective 2: Strengthen the homeless service provider workforce
Objective 3: Prevent episodes of homelessness whenever possible
Objective 4: Prioritize those with the most significant barriers to housing stability and the greatest risk of
harm
Objective 5: Seek to house everyone in a stable setting that meets their needs
Over the next five years, Commerce will increase support for strategies that reduce homelessness rates
through efforts to prevent people at risk of losing their housing from becoming homeless. Additionally, the
Plan focuses on the growth, retention and working conditions for the service provider workforce on the front
lines, identifying and addressing the needs of homeless households.
In addition, the Plan continues the state’s efforts to increase equity, transparency and accountability within the
homeless crisis response system. This means advancing the understanding that homelessness
disproportionately harms historically marginalized communities, especially Black and African-American
households, Native American households, people who identify as LGBTQ2S+, youth, and young adults. This
knowledge supports the development of programs and supports that bring all people experiencing
homelessness inside. Commerce identifies reducing the barriers to housing access and increasing the variety
of housing options as key strategies to reducing homelessness over the next five years.
Next steps
Starting in 2024, Commerce will work with counties across the state to develop their five-year homeless
housing plans for 2025-2030. The process will emphasize the importance of crisis response systems that
match the local context while aligning with statewide goals.
1 The previous plan "State of Washington Homeless Housing Crisis Response System Strategic Plan 2019-2024" can be found on
Commerce's website, https://www.commerce.wa.gov/wp-content/uploads/2019/11/Homeless-Housing-Strategic-Plan-2019-2024.pdf
2 (Washington State Department of Commerce 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 4
Introduction
Washington is in the midst of an affordable housing and homelessness crisis. 3 Housing cost and lack of
housing are a key driver of homelessness, a finding confirmed through dialogues with communities, first-hand
accounts, and peer-reviewed research. The homeless experience disproportionately impacts historically
marginalized communities. 4 The overrepresentation of Black and Native American populations experiencing
homelessness in Washington highlights these disparities. Regardless of an individual's characteristics and
background, homelessness creates a vicious cycle:
Lowering employment opportunities
Increasing risk of untimely death
Increasing risk of interpersonal violence and traumatization
Worsening mental and physical health
Damaging familiar and social bonds
Perpetuating cycles of incarceration 5
This 2024-2029 Washington State Homeless Housing Strategic Plan (the Plan) provides a coordinated, multi-
level, multi-sector response to guide state and local homeless crisis response efforts. Commerce issued
guidance for local jurisdictions preparing local homeless housing plans6 to coordinate efforts, align activities,
and establish common timelines.
Statutory requirements
Chapter 43.185C RCW authorizes the homeless housing and eviction prevention programs within Commerce
and directs the agency to prepare and publish the Plan and the accompanying local plan guidance.
Table 1: Plan requirements and correlating components in RCW 43.185C.040(1)
Subsection Legislative requirement Cross-reference
System goals and
Performance measures and goals to reduce homelessness, Implementation plan
(a)
including long-term and short-term goals; actions, measures and
timelines (pages 28-33)
An analysis of the services and programs being offered at the state
Analysis of services and
(b) and county level and an identification of those representing best
programs (page 18)
practices and outcomes;
Recognition of services and programs targeted to certain homeless Recognition of services and
(c) populations or geographic areas in recognition of the diverse needs programs offered (pages
across the state; 19-21)
3 (University of Washington 2023)
4 (Washington State Department of Commerce. Data and Performance Unit 2021)
5 (U.S. Department of Housing and Urban Development 2023) (U.S. Department of Housing and Urban Development 2023)
6 (Washington State Department of Commerce 2018)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 5
Subsection Legislative requirement Cross-reference
Innovative strategies to
(d) New or innovative funding, program, or service strategies to pursue; improve housing
security(pages 22-26)
An analysis of either current drivers of homelessness or
improvements to housing security, or both, such as increases and Key drivers of
(e) reductions to employment opportunities, housing scarcity and homelessness (pages 13-
affordability, health and behavioral health services, chemical 14)
dependency treatment, and incarceration rates; and
Roles and responsibilities
An implementation strategy outlining the roles and responsibilities at
(pages 15-17 and System
the state and local level and timelines to achieve a reduction in
(f) goals and Implementation
homelessness at the statewide level during periods of the five-year
plan actions, measures and
homeless housing strategic plan.
timelines (pages 28-33)
Guiding vision, principles and goals
The Plan is guided by the Commerce Housing Division's primary core value: Everyone deserves to be housed.
The Housing Division's core values were developed through collaborative efforts by division staff and
management to act as cultural cornerstones to guide the work of an organizational development plan that
includes goals, activities and performance measures.
The following statements guided the development of the Plan and will direct its implementation:
Vision
Everyone experiencing homelessness and housing instability has swift and equitable access to stable housing that meets their
needs.
Mission
Foster relationships with stakeholders and communities most impacted by homelessness to strengthen a collaborative,
transparent, effective, and trauma-informed response system that centers racial equity.
Guiding principles
We will partner with people with lived experience of homelessness to identify person-centered strategies that promote long-
term stability.
We will take urgent and bold action to reduce homelessness.
We will support interventions that take into account individual need, community context, and best practices.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 6
The Plan incorporates elements of "All In: The Federal Strategic Plan to Prevent and End Homelessness." 7
Using federal benchmarks and criteria gives Washington a strategic framework for competing for federal
funding and when reporting outcomes. Additionally, Washington is a national leader on accounting for every
dollar spent on homeless housing services and projects.
The Plan sets the following goals for Washington's homeless crisis response system:
Objective 1: Promote an equitable, accountable and transparent homeless crisis response system
Objective 2: Strengthen the homeless service provider workforce
Objective 3: Prevent episodes of homelessness whenever possible
Objective 4: Prioritize those with the greatest barriers to housing stability and the greatest risk of harm
Objective 5: Seek to house everyone in a stable setting that meets their needs
More about the Plan development process can be found in Appendix A: Development process.
Alignment with other planning activities
Growth Management Act housing revisions
Chapter 254, Laws of 2021 (HB 1220) amended the Growth Management Act to require local governments to
"plan for and accommodate" housing that is affordable to all income levels. The law also directed Commerce
to project each county's future housing needs by income bracket. Commerce estimated that Washington will
need 1.1 million additional homes by 2044, with half for households making less than 50% of the area median
income, including 122,469 permanent supportive housing units. In addition, Washington will need to add
91,357 emergency housing beds. 8
Counties must allocate housing needs projections among cities, towns, and rural centers. Each community
then plans for and accommodates housing for their portion of the countywide housing needs. For the lowest
income segments, plans must ensure adequate land capacity for the housing needed, generally land already
zoned for multifamily housing or commercial uses. Local governments are not required to build housing, but
they must identify barriers to the development of housing. They must consider how to support and incentivize
low-income housing development and encourage the market to provide smaller and lower-cost units that can
serve more households across the income spectrum. Washington counties must adopt local comprehensive
plans that address these requirements.
Chapter 254, Laws of 2021 also requires cities to allow emergency housing in zones that allow hotels and
permanent supportive housing (PSH) and in zones that allow residential development or hotels. Commerce
has developed various resources to help local governments understand and implement the law. Cities that
have not updated their municipal codes to comply with the requirements by September 2021 must address the
requirement as part of their comprehensive plan periodic update.
Local providers of temporary and permanent housing should pay attention to local legislative processes to
adopt ordinances that allow these housing types and support their adoption to ease local project siting and
permitting. Providers may want to coordinate with staff and provide feedback on draft ordinances to identify
potential new barriers that might occur with updated regulations. These updates to statewide planning
requirements and the resources provided by Commerce directly address upstream barriers to the development
of housing for people who are experiencing homelessness or housing instability. Though significant funding
7 (United States Interagency Council on Homelessness 2022)
8 (Washington State Department of Commerce 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 7
and service gaps remain, addressing land use policy and low-income housing development incentives will
influence future housing inventory and housing costs.
This planning work aligns closely with the objectives of the Plan in the following areas:
Objective 1: Promote an equitable, accountable and transparent homeless crisis response system
Objective 5: Seek to house everyone in a stable setting that meets their needs
Office of Apple Health & Homes and Permanent Supportive Housing
Chapter 216, Laws of 2022 (ESHB 1866) created the Office of Apple Health & Homes and Permanent
Supportive Housing (AHAH-PSH) within Commerce. The Apple Health & Homes program (AHAH) pairs
Commerce's expertise in housing capital financing and ongoing subsidies with the Healthcare Authority's
(HCA) employment and housing supportive services (Foundational Community Supports or FCS). The AHAH
program enables participants to lead independent and self-directed lives in their own homes.
Commerce’s role with permanent supportive housing is multi-faceted:
In partnership with HCA, other state agencies, and housing and service providers, coordinate efforts related
to providing permanent supportive housing (PSH)
Provide capital financing for the acquisition or construction of housing available to AHAH-eligible
participants
Distribute financial assistance to eligible housing providers and program participants
Issues grants that develop, expand, and sustain high-quality PSH
With Chapter 266, Laws of 2022 (SHB 1724) the Legislature created the Permanent Supportive Housing
Advisory Committee. This body provides guidance on the administration of PSH programs managed by
Commerce.9 The Committee is developing priorities and plans for increasing and strengthening PSH in
Washington through capital, anti-discrimination, financial subsidy and systems of care. The Plan supports and
draws on the Committee's work to date.
This permanent supportive housing work aligns closely with the objectives of the Plan in the following areas:
Objective 1: Promote an equitable, accountable and transparent homeless crisis response system
Objective 2: Strengthen the homeless service provider workforce
Objective 4: Prioritize those with the greatest barriers to housing stability and the greatest risk of harm
Objective 5: Seek to house everyone in a stable setting that meets their needs
Coordinating with the Affordable Housing Advisory Board
The Affordable Housing Advisory Board (AHAB), authorized under RCW 43.185B.020, advises the Department
of Commerce on housing and housing-related issues. In 2024, AHAB published the 2023-2028 Affordable
Housing Advisory Plan.10
This component of a future state affordable housing strategy includes four key recommendations:
1. Resources: A permanent funding stream for the state Housing Trust Fund, exploring funding options for a
wide variety of housing types and encouraging the use of government-owned surplus land and new transit
areas for affordable housing development.
2. Land use: Supporting land use regulation and planning by assisting local jurisdictions in their processes
and providing statewide zoning standards for housing.
9 (Washington State Legislature 2022)
10 (Washington State Department of Commerce 2023) (Washington State Department of Commerce 2022)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 8
3. Administration: Improving upon administrative processes to lower approval periods, administrative costs,
and the overall complexity of the process.
4. Construction cost: Increasing construction by creating flexibility in state funding to adapt to high
construction costs, supporting construction job training and apprenticeship programs, and developing
technical assistance that would encourage a wider variety of housing models available.
The Plan acknowledges affordable housing’s key role in the long-term resolution of the current homelessness
crisis. The Plan highlights the need for additional resources and land use changes to meet the 20-year housing
targets. Additionally, the homeless housing and assistance services described in the Plan's objectives and
actions would support the stability of those housed through the realization of the AHAB plan's
recommendations.
This affordable housing work aligns closely with the objectives of the Plan in the following areas:
Objective 3: Prevent episodes of homelessness whenever possible
Objective 5: Seek to house everyone in a stable setting that meets their needs
Reinforcing the "Blueprint for a Just and Equitable Future: The 10-Year
Plan to Dismantle Poverty in Washington"
The State Poverty Reduction Workgroup developed a 10-year plan 11 to build a just and equitable future where
all Washingtonians have their basic needs met, and the resources and opportunities they need to thrive. The
10-year plan's recommendations include several related to reducing housing instability and homelessness. It
outlines strategies to make the cost of living more affordable by building and preserving affordable housing
through state investments through Commerce's Housing Trust Fund.
The 10-year plan also highlights policies that would:
Increase the availability of affordable housing for student parents
Encourage the participation of people with lived experience of poverty and homelessness in decision-
making positions
Adopt the Housing First approach 12
Increase rental assistance and diversion programs
Improve access to behavioral health prevention
Address the holistic needs of households experiencing homelessness and poverty
This poverty reduction work aligns closely to the objectives of the Plan in the following areas:
Objective 1: Promote an equitable, accountable and transparent homeless crisis response system
Objective 2: Strengthen the homeless service provider workforce
Objective 3: Prevent episodes of homelessness whenever possible
Objective 5: Seek to house everyone in a stable setting that meets their needs
Drawing on the Ruckelshaus Center's "Pathways to Housing Security"
In December 2023, The William D. Ruckelshaus Center published the final report in a series titled “A Pathway to
Housing Security." This work finalized a legislatively mandated effort to investigate key drivers of
homelessness, and engage stakeholders across Washington in identifying themes to strengthen housing
security. The final report and fact-finding report are referenced throughout the Plan. The Ruckelshaus Center
11 (Washington State Poverty Reduction Workgroup 2020)
12 Housing First is a homelessless assistance approach that prioritizes providing permanent housing to people experiencing
homelessness. (Turner 2014)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 9
identified 11 guiding principles and 26 recommendations that would strengthen housing security and reduce
homelessness statewide. These principles provided a key framework for the development of the
Implementation plan section.
This housing security work aligns closely to the objectives of the Plan in the following areas:
Objective 1: Promote an equitable, accountable and transparent homeless crisis response system
Objective 2: Strengthen the homeless service provider workforce
Objective 3: Prevent episodes of homelessness whenever possible
Objective 4: Prioritize those with the greatest barriers to housing stability and the greatest risk of harm
Objective 5: Seek to house everyone in a stable setting that meets their needs
Identifying tailored strategies to support youth experiencing
homelessness
A Way Home Washington published “Yes to Yes" Washington State: Unaccompanied Youth and Young Adult
Homelessness Landscape Scan” in March 2024. The report resulted from ongoing collaboration between
Commerce, youth homelessness advocates, nonprofits, and community members. This work informed gaps in
services for youth and young adults and provided recommendations that shaped the strategies in the Plan.
This youth homelessness work aligns closely with the objectives of the Plan in the following areas:
Objective 1: Promote an equitable, accountable and transparent homeless crisis response system
Objective 2: Strengthen the homeless service provider workforce
Objective 3: Prevent episodes of homelessness whenever possible
Objective 4: Prioritize those with the greatest barriers to housing stability and the greatest risk of harm
Objective 5: Seek to house everyone in a stable setting that meets their needs
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 10
Extent of the homelessness crisis and its impacts on
Washington
Homelessness is increasing
Homelessness is increasing in Washington and every community bears the impacts of this crisis. According to
Commerce’s July 2023 "Snapshot of Homelessness in Washington" report, over 200,000 Washingtonians
currently experience homelessness or housing instability, a record high rate. The extent of the crisis is
expansive, highlighting the lack of appropriate necessary resources, causing harms to both the youth and
adults experiencing homelessness and worsening the historic inequities faced by marginalized populations in
Washington. The disturbing increases in homelessness over the past five years demand bold action.
Since July 2018, the number of people in Washington experiencing housing instability or homelessness has
increased by 10%. 13 In King County, total estimated homelessness and housing instability has risen 17% from
2018 to 2023. This trend manifests not just in urban centers, but also in rural and frontier communities. 14
Yakima, Whatcom and Stevens counties have experienced 17%, 13%, and 14% increases respectively. 15
Increasing homelessness overwhelms communities' homeless crisis response systems, leading to long
waitlists for housing and services, increases in unsanctioned public camping, spiraling public health crises,
and incalculable suffering.
Harmful impacts of homelessness
Homelessness produces long-lasting impacts, including premature death, physical and mental health
disabilities, decreased educational attainment in youth, cycles of incarceration and the inability to secure or
retain employment. Due to an overwhelming demand for temporary emergency housing, and limited available
supply, many people must make the difficult decision of finding an alternative place to stay. Living in places
not meant for human habitation exposes people to physical health risks such as adverse weather,
communicable diseases, poor nutrition and violence. 16 The COVID-19 pandemic demonstrated this
vulnerability in the disproportionate rates of infection, hospitalization and death. 17 In a report published by King
County, there were much lower vaccination rates among the homeless population than the general population
about a year after the vaccine rollout. 18
People living outside also have worsened environmental health outcomes, both due to exposure to extreme
weather events, and a lack of access to basic hygiene.
Individuals experiencing homelessness also have a much higher rate of mental health disorders, which is a
predictor of homelessness and a result of homelessness. In national results from the 2022 Point-In-Time
count, about 21% of individuals experiencing homelessness reported having a serious mental health
disorder. 19 Youth and young adults experiencing homelessness are highly likely to have had traumatizing
experiences during their childhood, with more than 80% of study subjects meeting the diagnostic threshold for
13 (Washington State Department of Commerce 2018), (Commerce 2023)
14 See the Glossary for definitions of "County, urban," "County, rural," and "County, frontier."
15 (U.S. Department of Housing and Urban Development 2023); (William D. Ruckelshaus Center 2023)
16 (Washington State Department of Health 2018)
17 (Bagget and Gaeta 2021) (E. Mosite 2022)
18 (Public Health Seattle & King County 2022)
19 (Substance Abuse and Mental Health Services Administration 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 11
Post-Traumatic Stress Disorder (PTSD).20 However, beyond the experiences of anxiety and PTSD being
correlated with homelessness, the experience of homelessness itself also causes heightened trauma. There is
a high correlation between stressful life events during bouts of homelessness and increased substance use.21
Studies have shown that more than two-thirds of homeless individuals with substance use disorders began
using substances after becoming homeless. 22
The criminalization of homelessness furthers harms
With the recent U.S. Supreme Court decision on Grants Pass v. Johnson, 23 local jurisdictions now have the
ability to criminalize camping and sleeping in public. While this has already been a primary response from local
governments, the decision is likely to spread the practice even further. A punitive response to homelessness
goes against evidence-based practices and in fact, can worsen both homelessness and crime. 24
Impacts of homelessness and housing instability on youth
The impacts of homelessness carry far beyond those who are in adulthood. Youth experiencing homelessness
have their own set of struggles and adverse outcomes. One of these specifically is in their educational
outcomes. Homelessness and housing instability lead to more frequent school changes, which creates
challenges for young people to create bonds with teachers and peers. Research shows “high-frequency
movers” are more likely to repeat grades, drop out of school and have lower test scores than their peers. 25
Disparate impacts of homelessness
Due to Washington's history of exclusionary and racist housing, employment and government policies
homelessness disproportionately harms people of color, LGBTQIA2S+ individuals, people with disabilities and
individuals who identify with multiple marginalized groups. 26 Black and Native American people experience
homelessness at much higher rates than their white peers and experience more barriers to receiving services
(See Figure 1). Individuals who fall within these racial and ethnic communities, and also identify as youth or
young adults, LGBTQIA+, and/or disabled face even greater hurdles to finding services that meet their needs.
During the Plan's development, people with homelessness experience shared that without affirmative and
culturally competent support for multiple marginalized individuals and communities, we cannot break the cycle
of homelessness and housing instability.
20 (C. Dawson-Rose 2020)
21 (A. Alexander 2022)
22 (G. Johnson 2008)
23 (U.S. Supreme Court 2024)
24 (H. Love 2024)
25 (M. Galvez 2014)
26 (U.S. Department of Housing and Urban Development 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 12
Figure 1: Disparities in experiences of homelessness and access to services in
Washington
80.0%
71.9%
70.0%
60.0% 55.2% 54.8%
50.0%
40.0%
30.0%
20.0% 16.2%
8.2% 7.1% 8.1%
10.0% 4.4%
2.0%
0.0%
White Black Native American
% of Washington population % of homeless population % of population accessing services
Source: (Washington State Department of Commerce 2022) (Washington Office of Financial Management 2022)
To mitigate the harms that homelessness inflicts upon individuals effectively, particularly those with multiple
marginalized identities, Washington needs to take bold action in addressing both its symptoms and the
underlying causes.
Key drivers of homelessness
The conclusion that individual circumstances alone explain homelessness fails when we examine available
evidence. While individual characteristics like mental health disorders, poverty, employment status and
disability can describe a person's risk of experiencing homelessness, they do not explain differences in rates of
homelessness between communities. Recent statistical analysis has shown that nationally, some high-poverty
cities have low rates of homelessness. Additionally, counties with similar levels of mental health and
substance use disorders have large differences in their rates of homelessness. 27 The evidence suggests that
the risk of homelessness increases in the presence of both structural pressures and individual characteristics.
Examples of types of structural pressures and individual characteristics that are drivers of homelessness are
highlighted in Table 2. 28
When comparing rates of homelessness across communities, structural variables correlate strongly (over 0.4
R-squared values) with higher per capita incidence of homelessness. 29 They create an environment that
destabilizes housing security, and disproportionately elevates the risk of homelessness for people from
marginalized communities, particularly for households led by women of color and for people who identify as
LGBTQIA2S+. 30 These individual factors, often beyond a person's control, interact with larger structural
pressures, worsening a person’s risk of experiencing homelessness. 31
27 (G. Colburn 2023)
28 (Dawkins 2023)
29 (William D. Ruckelshaus Center 2023)
30 (William D. Ruckelshaus Center 2023)
31 (William D. Ruckelshaus Center 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 13
Table 2: Factors influencing risk of homelessness
Structural pressures Individual characteristics
Low housing stock and low vacancy rates
Chronic underdevelopment and preservation of affordable housing
Cost of housing Job loss or household income loss
Limited social safety net Intimate partner violence
Income inequality Health emergencies
Social exclusion Limited educational attainment
Ongoing and legacy impacts of systemic racism Family instability
Economic volatility, and
Natural hazards
The risk of homelessness surges when a household experiences one or more individual characteristic events
against the backdrop of an insufficient societal safety net and inadequate supply of affordable housing. 32
With a thorough understanding of key drivers of homelessness that take into account systemic failures and
individual risk factors, Commerce can better direct a coordinated statewide homeless crisis response. The
Plan takes these factors into account and proposes objectives and actions that would address both the active
experience of homelessness as well as structural pressures and individual risk factors.
32 (William D. Ruckelshaus Center 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 14
The statewide homeless housing crisis response
Overview
The plan must outline roles and responsibilities at the state and local level to achieve a reduction in
homelessness statewide. This section describes the structure of the state's homeless crisis response, the
parts played by different levels of government, and the activities carried out by faith-based groups and human
services organizations. The plan seeks to align and unify approaches around a common vision supported by a
set of universal objectives identified by people with lived experience, and aligned with evidence-based practice.
Setting system priorities
Each of the organizations involved in the homeless crisis response has a process for identifying its
homelessness-related goals:
Non-profit and faith-based entities set priorities based on their mission and strategic planning process
and any public homelessness assistance funding they receive.
Local governments identify policy and funding priorities in a five-year local homeless housing plan,
supplemented by the guidance and direction of local homeless housing task force. The current planning
period for local homeless housing plans is 2025-2030.
Commerce documents policy and programmatic goals through this Plan and accompanying program
guidelines.
For state and local governments receiving federal funding, their plans for services and assistance are
described in either their Continuum of Care collaborative application, or in formula-grant consolidated
plans.
The federal government establishes homeless housing and assistance priorities through Congressional
appropriations and the U.S. Interagency Council on Homelessness's Strategic Plan.33
Structure of Washington's response to homelessness
In Washington, the response to homelessness consists of federal, statewide and local efforts. The Plan
provides a framework to ensure alignment of the various initiatives at every level of government. Services to
assist households experiencing homelessness occur at the county-level and are delivered by contracted
service providers or local government agencies.
All 39 Washington counties have local sources of funding dedicated to providing homeless housing and
assistance services. The counties have organized themselves into 37 single or multi-county crisis response
systems. The five most populous counties in the state receive additional direct federal funding through the
U.S. Department of Housing and Urban Development (HUD). The other 34 crisis response systems work with
Commerce to submit collaborative applications for HUD funding. Finally, the Legislature appropriates funding
33 (United States Interagency Council on Homelessness 2022)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 15
from state revenues for homeless housing and assistance, which Commerce distributes as competitive and
noncompetitive grants to counties and nonprofit service providers.
Roles and responsibilities
This subsection provides descriptions of the roles and responsibilities involved in a collaborative and effective
statewide homeless crisis response system.
Those with first-hand experience of housing insecurity
For this Plan to respond to the needs those experience homelessness, those who are experiencing firsthand
the homelessness crisis must play a key role. While it is not their responsibility to find and implement
programs and services, it is their role to share with the overseers of such programs what they need to stabilize
their housing. When encountering the homeless crisis response system, people with homelessness experience
should be asked what they need for stable housing.
Community-based organizations deliver services
Service providers and housing agencies play the on-the-ground role in implementing the homeless crisis
response system within their county or multi-county region. To implement the vision of the Plan in its entirety,
these organizations must identify individuals in need of their support and ask, “What do you need, and how can
we work with you to provide that?” This requires implementing proven best practices such as Housing First, 34
harm reduction, and trauma-informed care. Many agencies in Washington are using these practices, and have
seen their clients achieve stability and positive housing outcomes. Service providers will also play a role in the
development of local regulations and countywide planning policy development for the distribution of
emergency housing targets.
Counties lead the local homeless crisis response
Within Washington, counties and local jurisdictions play a leading role in implementing homeless crisis
response systems that bring people inside. While working with Commerce to create a statewide coordinated
effort, guided by coordinated entry guidelines, each jurisdiction operates within its own unique structures and
political environments to bring people inside. Each county in the state is responsible for creating their own
local homeless housing plan, in alignment with the state plan. Commerce helps in this process by providing
local plan guidance. Counties contract with nonprofits and service providers to deliver services.
Commerce coordinates the statewide efforts
With differing systems in place across cities and counties, Commerce plays an important role in ensuring that
jurisdictions across the state are provided with assistance in coordination, clear guidance on how to achieve
key objectives, and facilitation for inter-governmental and interagency work.
Through preparing this Plan and the accompanying local plan guidance, Commerce plays a key role in
coordinating and aligning statewide efforts to reduce and eliminate homelessness. The work of Commerce
informs and supports the development of local and homeless housing plans.
Commerce works toward statewide homelessness reduction goals by:
Establishing requirements for funds distributed to local governments and nonprofit organizations
Providing technical assistance and training to both lead and sub grantees
34 (Turner 2014)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 16
Fostering partnerships and coordinating efforts with other state agencies
The Plan's section titled Implementation plan describes statewide objectives, and actions in detail.
State agencies work together to strengthen housing security
Commerce plays the leading role in this response and works in collaboration with other agencies to ensure
cooperation on all aspects of housing the state's homeless population. Other state agencies, including the
Health Care Authority, Department of Health and Human Services, the Department of Corrections, the Office of
Equity, the Department of Children and Youth and Families, and many more are needed to successfully
implement the Plan. Homelessness is a multi-faceted issue that involves behavioral and public health, jail and
prison systems, foster care and much more.
Federal agencies set national policy and distribute funds
Federal agencies implement laws and operate programs that directly support housing security in Washington.
Across 19 different departments, offices, administrations and bureaus, more than 130 programs directly or
indirectly support housing security and the needs of people experiencing homelessness. The Federal
Government is a key partner in addressing the homelessness crisis, which has its roots in economic insecurity,
income inequality and federal policies that established systemic inequities. Several interventions funded by the
U.S. Department of Housing and Urban Development, and the Department of Veteran's Affairs have proved as a
promising support of asset-building and reducing veteran homelessness.
Washington's communities play their part
During the formation of this Plan, Commerce held several workshops with service providers and individuals
with homelessness and housing instability experience. While many topics related to what the state could be
doing better arose, another common theme demonstrated the need for community-wide action.
Representatives in the workshops overwhelmingly felt that the stigma and negative perceptions people hold
about those experiencing homelessness was making it harder for people to gain stability. There is a call from
experts in the homeless crisis response system for the public to have a better understanding of homeless
issues and to exhibit empathy for people experiencing housing instability. With a greater public resistance to
empathy for people experiencing homelessness, it is more challenging for the state to grow its stock of
services and permanent housing options.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 17
Analysis of services and programs
By statute, this Plan must include "An analysis of the services and programs being offered at the state and
county level and an identification of those representing best practices and outcomes."
Every year, Commerce develops and publishes the Homeless Housing Project Expenditure Report ("Golden
Report"). The Golden Report provides a summary of every homeless housing or assistance program receiving
public funds in Washington. Each county supplies data on investments made and this is combined with data
from the different Homeless Management Information Systems (HMIS) across Washington to provide a
picture of funds expended and program performance:
The state fiscal year 2023 homeless housing projects expenditure and data report ("Golden Report") is
available on Commerce's website.
To find out more about how Commerce uses these data to identify those representing best practices and
outcomes, visit the Homeless System Performance page on Commerce's website.
Additionally, Commerce produces the County Report Card dashboard to analyze efforts at the county-level.
This publication uses data from the Golden Report to produce a breakdown of homeless system performance
by county and by project type (i.e. emergency shelter, transitional housing, rapid re-housing, etc.):
The state fiscal year 2022 Washington State County Report Cards can be found on Commerce's Tableau
website.
To find out more about how Commerce uses these data, visit the Homeless System Performance page
on Commerce's website.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 18
Recognition of services and programs offered
RCW 43.185C.040(1)(c) requires the Plan to include "Recognition of services and programs targeted to certain
homeless populations or geographic areas in recognition of the diverse needs across the state." The following
highlighted projects were selected based on their focus on historically underserved populations or for
providing focused services to subgroups with specific needs such as families with children in rural areas.
Results are separated and grouped by the five Continua of Care (CoC) regions that receive direct federal
funding (King, Pierce, Snohomish, Clark, Spokane), and projects serving the other 34 counties in Washington,
collectively termed the "Balance of State Continuum of Care."
Table 8: Emergency shelter highlights from five independent CoCs, SFY 2023
County Agency and project name Key demographic(s) served in SFY 2023
King Urban League King’s Inn Black (40%)
Clark Council for the Homeless Emergency Shelter Single adults (100%)
King YWCA SIS Late Night Shelter Native Hawaiian/Pacific Islander (100%)
Pierce Korean Women’s Association We Are Family DV Shelter Families with children (100%)
Snohomish Interfaith Association of NW WA Miracle House Black (61%)
Source: (Washington State Department of Commerce 2023)
Table 9: Emergency shelter highlights from Balance of State CoC, SFY 2023
County Agency and project name Key demographics served in SFY 2023
Survivors of domestic violence and sexual assault:
Island Citizens Against Domestic Abuse
Families with children (94%)
Okanogan The Support Center Elinor House Shelter Single adults (79%)
Survivors of domestic violence and sexual assault:
Black (26%)
Thurston Safe Place Shelter
Native (15%)
Hispanic (21%)
Survivors of domestic violence and sexual assault:
San Juan Safe San Juans
Hispanic (22%)
Hispanic (25%)
Yakima Grace City Outreach Toppenish
Native (52%)
Source: (Washington State Department of Commerce 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 19
Table 10: Transitional housing highlights from five independent CoCs, SFY 2023
County Agency and Project Name Key Demographics served in FY 2023
Survivors of domestic violence and sexual assault:
Clark Safechoice YWCA Black (35%)
Hispanic (35%)
Survivors of domestic violence and sexual assault:
Snohomish Domestic Violence Services Joint Transitional Housing
Black (32%)
King Muslim Housing Services – Transitional Black (93%)
Young adults (18-24):
Black (47%)
King YMCA YAIT and Shared Homes
Hispanic (24%)
Transgender/Non-binary (18%)
Young adults (18 to 24):
Black (47%)
King YouthCare – Master Leasing Asian American (16%)
Native (11%)
Transgender/Non-binary (26%)
Source: (Washington State Department of Commerce 2023)
Table 11: Transitional housing highlights from Balance of State CoC, SFY 2023
County Agency and Project Name Key Demographics Served in FY 2023
Pend Oreille Family Crisis Network Garden Village Families with children (100%)
Clallam Healthy Families of Clallam County Rose House Families with children (100%)
Island Citizens Against Domestic Abuse Marjie’s House Survivors of domestic violence and sexual assault (100%)
Asian American (33%)
Walla Walla Catholic Charities of Eastern Washington’s The Loft Hispanic (67%)
Youth (13 to 17)
Source: (Washington State Department of Commerce 2023)
Table 12: Rapid re-housing highlights from five independent CoCs, SFY 2023
County Agency and Project Name Key Demographics Served in FY 2023
Asian American (14%)
Pierce Korean Women’s Association Pathway Home
Black (64%)
Single adults:
King Chief Seattle Club
Native (91%)
Snohomish Snohomish County Veteran Assistance Rapid Rehousing Veterans (100%)
Black (71%)
Clark Lifeline Connections
Families with children (100%)
Black (51%)
King Neighborhood House Family Rapid Rehousing Native Hawaiian/Pacific Islander (42%)
Families with children (100%)
Source: (Washington State Department of Commerce 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 20
Table 13: Rapid re-housing highlights from Balance of State CoC
County Project Key Demographics Served in FY 2023
Youth (13-17):
Skagit Northwest Youth Services Rapid Rehousing
Hispanic (65%)
Native (20%)
Kitsap North Kitsap Fishline Rapid Rehousing Black (60%)
Hispanic (20%)
Young adults (18-24):
Native (27%)
Whatcom Northwest Youth Services (Whatcom) Rapid Rehousing
Black (18%)
Transgender/ Non-binary (9%)
Whatcom Samish Indian Nation Rapid Rehousing Native (100%)
Survivors of domestic violence and sexual assault:
San Juan Safe San Juan Rapid Rehousing
Hispanic (23%)
Source: (Washington State Department of Commerce 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 21
Innovative strategies to improve housing security
Commerce will use evidence-based best practices supported by the experiences of those who have been
homeless and the most current research to achieve this Plan's objectives. The Plan's objectives came from
conversations with people with lived experience of homelessness, service providers, and other stakeholders.
People with lived experience of homelessness and service providers identified the following themes to guide
prioritization of actions:
Delivering resources swiftly and equitably
Meeting people's needs
Promoting long-term stability
The following sections present a series of strategies and evidence-based best practices that respond to the
themes above.
Strategies for swift systems: collaborative leadership and service
coordination
Research highlights several best practices for improving service timeliness of the homeless crisis response
system. They fall into two categories: collaborative leadership and service coordination.
Collaborative leadership
Evidence shows that collaborative leadership, defined as leadership across sectors, providers and experiences,
supports highly efficient systems. In a study of 18 different communities across the United States, researchers
found that sharing power across services providers improved efficiency. 35 Events such as large-scale strategy
retreats that brought all service providers in the Continuum of Care together, allowed for shared decision-
making about funding allocations and service coordination. Other studies have found that lead agencies that
promote this kind of collaboration:
Strengthen multi-stakeholder collaboration
Support a positive and empowering work environment for front-line staff
Engage people with homelessness and housing instability experience in decision-making processes
Clarify needs that inform regional and national government policy
Disseminate essential information more effectively
Cultivate connections that serve as an efficient emergency communication infrastructure
The COVID-19 outbreak and resulting pandemic in March 2020 provides a clear example of these principles.
The urgency of the situation lead to increased cross-sector collaboration between homeless service providers
and public health organizations. This increased trust sparked innovations in service coordination, and
ultimately brought more people experiencing homelessness into different types of housing and services. 36
Effectiveness increases further when system operators include the voices of those with homelessness
experience in planning efforts. When individuals experiencing homelessness give their perspective to the
planning and provision of services, programs are more likely to work for those who need them. 37
35 (Mosley 2021)
36 (Bessel 2019) (J. Karabanow 2023)
37 (J. Karabanow 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 22
Service coordination
Providing the supports needed by households experiencing homelessness requires the coordinated efforts of
multiple service providers.
Research shows that an efficient homeless crisis response system:
1. Brings together providers to collaboratively identify collaboratively service gaps and handoffs
2. Carefully documents how providers should manage those gaps and communicate together 38
Having a clear map of resources available to assist households that documents services, housing programs,
eligibility criteria, availability, wait times, outreach protocols and case management builds transparency and
trust. Once a system has clarity on the breadth and depth of services available then service providers can use
a standardized assessment tool with 24/7 availability to match clients with services that best meet their
needs. The benefits from such efficiencies depend on strong working relationships, faithful implementation,
continuous improvement, regular communication and a commitment to common practices. Bottlenecks in
service availability can diminish these efficiencies, as waitlists grow and exits to permanent housing stagnate.
The Plan proposes actions to address the lack of supportive services or permanent affordable housing, and
urges providers to continue to invest in service coordination. Coordinating services across service providers
will not resolve the issue of homelessness, but it will support a higher quality and more efficient response.
The Plan aligns with the best practices of collaborative leadership and service coordination by proposing
objectives and actions that:
All objectives emphasize collaborative leadership
Objective 1 calls for relationship building with local communities, nonprofit partners, individuals with lived
expertise in homeless response systems and other state agencies
Objective 3 develops a standardized assessment and prioritization tool for the Balance of State CoC to
better streamline and coordinate within the response system
Strategies for ensuring equity: program staffing and Targeted
Universalism
The history of systemic racism in the United States continues to shape communities' housing security,
economic security, and incidence of homelessness. This is evident in the data highlighted in the section Extent
of the homelessness crisis and its impacts on Washington. Commerce and the county-level homeless crisis
response systems in Washington must work together to identify and dismantle policies, programs, and
practices that result in harms disproportionately experienced by the state's racial/ethnic minorities. In addition,
such systems often fail to provide for the needs of other marginalized groups. Stakeholders identified equity in
homeless service provision as an area for improvement.
Current best practice and research point to two strategies:
1. Program staffing
2. Targeted Universalism
38 (Turner 2014) (Bessel 2019)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 23
Program staffing
Cronley et al. state, “Reducing disparities among individuals experiencing homelessness requires increasing
diversity and inclusion among the persons providing services to those experiencing homelessness." 39
Commerce also heard this finding from communities while developing this Plan. Diverse representation
applies to both the direct service providers and the people making policy and procedure decisions.
Organizational diversity can be modeled in various ways, including:
Funders prioritize resource allocation to organizations representing and reflecting the populations served 40
Develop community advisory boards and client-based committees to help decision-making and promote
equity when staff diversity is lacking 41
Targeted Universalism
Targeted Universalism aims to improve the system as a whole by targeting approaches to the populations with
the worst outcomes. 42, 43 For Targeted Universalism to function as intended, it is important to disaggregate
demographic data to consider specific community contexts. For example, Native American and Black-led
households (particularly those led by Black women) are much more disproportionately represented in the
homeless population than other communities of color are. 44 For this reason, it is critical to connect with those
communities to understand the underlying causes of disparities, and create and fund interventions that will
help with their situations. For example, Black individuals with substance use disorders are less likely than their
white counterparts to seek professional rehabilitation services, and are more likely to use community-based
12-step-style programs (which are less likely to receive government funding). 45 Specific actions that promote
access to housing for Black households include removing barriers to housing such as credit scores, criminal
history records and up-front deposit requirements. 46
The Plan strengthens equity in the homeless crisis response by integrating Targeted Universalism and
Program Staffing approaches in the following areas:
Objective 1 provides concrete actions tied directly to accountability to lived experience advisory groups
and the input they provide in system operations.
Objective 2 strengthens the homeless service provider workforce, directly speaks to fostering equity by
funding and providing technical assistance to by-and-for housing and service providers (those that are
run by and serve marginalized or historically excluded communities).
Objective 4 prioritizes those with the greatest barriers to housing stability, aims to use the targeted
universalist approach by adopting a vulnerability screening tool based on the understanding of which
barriers are most impactful for households seeking permanent housing and to make sure programs and
services are prioritizing the elimination of the most obstructive barriers that create inequities.
39 (C. Cronley 2024)
40 (C. Cronley 2024) (D. Kim 2023)
41 (C. Cronley 2024)
42 (j. powell 2019)
43 (L. Chao 2024)
44 (C. Cronley 2024)
45 (D. Kim 2023)
46 (William D. Ruckelshaus Center 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 24
Strategies for meeting individual needs: resource variety and one-on-
one support
Services that respond to individuals' needs, with knowledge of their unique experiences, are more effective.
The Plan urges the adoption of two key strategies: resource variety and one-on-one support.
Resource variety
Systems that provide an array of resources and housing options tend to be more successful at helping
individuals access housing that meets their needs. For example, individuals with co-occurring mental health
and substance use disorders need housing options with onsite or readily accessible psychological and mental
health support in addition to substance use rehabilitation. 47 Additionally, the availability of housing options that
allow for households with different family structures and cultural backgrounds helps specific populations (e.g.,
young parents, LGBTQIA2S+ individuals, undocumented immigrants, etc.) gain initial access, leading to better
long-term outcomes. 48
One-on-one support
One-on-one support is another important component to encourage individuals’ success in the homeless
response system. One-on-one support can include peer-support models and case management. Throughout
Washington, well-funded case management has proven to reduce returns to homelessness, and recidivism for
previously incarcerated individuals who experience homelessness. 49 Alternatively, hiring peer support to work
with people experiencing homelessness and housing instability provides employment opportunities for
individuals with lived experience of homelessness, allowing those who are closest to the system processes
and current realities to help one another in accessing resources they need to thrive. 50 Taken together, focus on
cultivating strong case management practices and hiring people with lived experience provides the necessary
supports and positive relationships to help people experiencing homelessness progress towards their housing
goals.
The strategies of Resource variety and One-on-one support inform the following objectives and actions:
Objective 2 emphasizes one-on-one supports through strengthening the homeless service provider
workforce.
Objective 3 seeks to prevent episodes of homelessness whenever possible, and includes actions
centered on flexibility in funding. Over the next five years, Commerce will seek authority and funding to
provide direct cash assistance that permits households to flexibly cover expenses and prevent an
episode of homelessness.
Objective 5, house everyone in a stable setting that meets their needs, focuses on resource variety:
direct cash assistance, temporary safe spaces and emergency housing, providing technical assistance,
and developing additional permanent housing options.
47 (S. Foster 2010)
48 (L. Chao 2024)
49 (William D. Ruckelshaus Center 2023)
50 (William D. Ruckelshaus Center 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 25
Strategies for long-term stability: permanent housing
The most immediate strategies a crisis response system can employ to encourage stability are ensuring equity
and meeting individuals’ needs. 51 However, the factor that has most achieved long-term stability and prevented
chronic homelessness is the level of investment in permanent housing. Individuals gaining access to
permanent, affordable housing (either typical or supportive, depending on context) are significantly less likely
to return to homelessness than those in shelter or transitional housing. 52
To achieve long-term stability through permanent housing placements, local zoning ordinances must ensure
land capacity for sufficient affordable housing. Local efforts across Washington will need to encourage more
affordable units and a wider variety of housing options across the income spectrum, particularly for lower
income levels.
To create a focus on long-term stability, the Plan:
Objective 2 emphasizes culturally competent case management that progressively engages with
households to establish and sustain long-term tenure in housing.
Objective 3 highlights prevention of new episodes of homelessness as a primary objective, including
actions targeted at building up the state housing stock across income levels.
Objective 3 contains actions to bolster referrals from institutional settings and medical respites to
permanent housing.
Objective 5 describes legislative proposals to scale funding sources for the construction of additional
permanent affordable housing for people experiencing homelessness.
Objective 5 identifies ongoing work with local government zoning updates that reduce restrictions on
emergency and permanent housing for people experiencing homelessness.
51 (J. Karabanow 2023); (J. Tsai 2023)
52 (J. Karabanow 2023)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 26
Implementation plan
Key populations and geographies
An important part of the implementation plan is that within each of the five objectives and 26 actions, different
sub-strategies will guide services to different populations. For people experiencing homelessness, there is a
wide variety of experiences. Depending on an individual's race, sexual orientation, gender identity, geographic
location, ability, age and experience, their individualized needs will vary substantially. Commerce intends to
work alongside community partners and people who have experienced homelessness and housing instability
to ensure that services and programs meet the individualized needs of people living in diverse communities in
Washington.
Racial and ethnic minorities
In Washington, Native American and Black households, as well as immigrants, experience homelessness at
disproportionately high rates. For each population there are different historical contexts that contributed to the
current housing disparities. The history of Native American removals to reservations in Washington, the Indian
Relocation Act, and redlining all drastically affected the present housing status of many Native American and
Black households. It is critical to engage with and learn about each racial group's distinct history to design
programs and strategies that will address those contexts.
Sexual and gender identities
People under the LGBTQIA2S+ umbrella also experience disproportionate rates of homelessness. This has a
strong overlap and intersectional relationship with youth homelessness, where many unaccompanied youth
and young adults leave or are kicked out of their homes because of their identity. Homeless services need to
be tailored to LGBTQIA2S+ experiences, to make sure they can access the programs available.
Mental and physical disabilities
Another important context to take into account is the ability of individuals experiencing homelessness. Many
people with both mental and physical health disabilities experience homelessness in Washington and
oftentimes, but not always, this can require assistance with more than just housing costs. People who struggle
to perform activities of daily living need more supportive housing and programs than their peers do.
Survivors of sexual and domestic violence
Individuals and households who enter homelessness for reasons of sexual and domestic violence also have
unique needs. These households experiencing homelessness frequently need access to higher levels of
anonymity and security, with other variations in the time and capacity it takes to establish independence.
Geographic differences
It is also important to note the wide variation in experiences between people experiencing homelessness in
urban, suburban and rural settings. The systems of care in rural settings tend to have less capacity and fewer
resources, meaning special care is necessary to make sure individuals accessing services are receiving what
they need.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 27
System goals
Homeless crisis response systems continue to respond to the immediacy and urgency of homelessness to
help ensure everyone has swift and equitable access to stable housing that meets their needs.
Table 14: Washington Balance of State homeless system performance goals
Intervention type Performance measure Performance target
Drop-In Emergency Shelter Increase Exits to Positive Outcomes Target: 50%
Emergency Shelter Increase Exits to Permanent Housing Target: 50%
Transitional Housing Increase Exits to Permanent Housing Target: 80%
Rapid Re-Housing (RRH) Increase Exits to Permanent Housing Target: 80%
Permanent Supportive Housing and Increase Exits to or Retention of
Target: 95%
all Permanent Housing, except RRH Permanent (Supportive) Housing
Outcomes across racial and ethnic demographics
All interventions above Equitable Outcomes
should not be significantly less than the overall rate
These performance targets are incorporated in the Consolidated Homeless Grant53 contracts with 34 of
Washington's 39 counties, which belong to the Balance of State Continuum of Care. The other five counties
operate distinct CoCs and monitor system performance metrics based on local planning processes and
agreements with federal funders. Commerce continues to work with grantees to improve data quality and
establish performance benchmarks for youth and young adult homelessness prevention and housing
assistance grants. For the recently established AHAH program, Commerce is working with the DSHS Research
and Data Analysis Division to establish performance metrics.
Implementation plan actions, measures and timelines
The following tables include actions Commerce will take with measures of success and timelines that support
reaching each of the Plan's objectives. Commerce will expand and refine the high-level implementation plan as
needed in partnership with the State Advisory Council on Homelessness and the Interagency Council on
Homelessness.
53 (Washington State Department of Commerce 2024)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 28
Objective 1: Promote an equitable, accountable and transparent homeless crisis
response system
Action Measure Timeline
1.1.1. Commerce will monitor Consolidated Homeless Grant/System
Demonstration Grant racial equity performance measures and
1.1 Commerce will establish,
provide technical assistance to grantees who are out of compliance. 1.1.1. Annually starting July
monitor and strengthen equity
2026
measures to promote
1.1.2. Commerce will create a digital resource hub for technical
accountability, and provide
assistance and training materials related to promoting racial equity in 1.1.2. July 2025
training and technical
homeless services systems
assistance to grantees to
1.1.3. 2024-2029
support compliance.
1.1.3. Commerce will establish racial equity performance measures
for the Apple Health & Homes Initiative.
1.2.1. Commerce will monitor the Consolidated Homeless
1.2. Commerce will provide Grant/System Demonstration Grant homeless system performance
training and technical measures and provide technical assistance to grantees who are out
assistance on homeless of compliance. 1.2.1. 2026, then annually
system performance
improvement strategies, and, 1.2.2. Commerce will create a digital resource hub for technical 1.2.2. 2025
when necessary, develop plans assistance and training materials related to promoting homeless
for grantees who are not system performance. 1.2.3. 2024 and ongoing
meeting performance
requirements. 1.2.3. Commerce will establish a dedicated quality assurance team
for youth and young adult homelessness and prevention grants.
1.3. Through paid participation
on boards, advisory
1.3.1. Commerce will establish and support a homelessness Lived
committees, focus groups,
Experience Advisory Committee.
interviews, and other
collaborative co-creative
1.3.2. Commerce will hire staff to support engagement with youth 1.3.1. 2024 and ongoing
activities, Commerce will
and young adults with lived experience who can inform and
incorporate lived experience of
collaborate on the Office of Homeless Youth's programmatic and 1.3.2. Ongoing
homelessness or housing
policy work.
instability in activities such as:
1.3.3. 2024 – 2027
Program design and
1.3.3. Commerce will work with the Permanent Supportive Housing
evaluation
(PSH) Advisory Committee to develop and implement
Funding allocation
recommendations that strengthen and scale PSH statewide.
decision-making
Policy formulation
1.4.1. Commerce will publish the annual WA State Homeless System
County Report Card and quarterly performance dashboards.
1.4.1. Ongoing
1.4.2. Commerce will publish the semi-annual Snapshot of
Homelessness Report.
1.4. Commerce will continue to 1.4.2. Ongoing
innovate in the publication and
1.4.3. Commerce will publish the annual Homeless Housing Project
dissemination of public reports 1.4.3. Ongoing
Expenditure Report.
of homeless system
performance, estimates of 1.4.4. July 2025
1.4.4. Commerce will publish an annual Capital Housing Investments
unmet need, and portfolios of
Report.
homeless service program and 1.4.5. Annually through
housing capital investments. 2027
1.4.5. Commerce will publish the annual Apple Health and Homes
Report.
1.4.6. Ongoing
1.4.6. Commerce will publish the annual PSH Advisory Committee
Report.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 29
Objective 2: Strengthen the homeless service provider workforce
Action Measure Timeline
2.1. Commerce will advocate for an
inflation-adjusted funding source that would 2.1.1. Commerce will develop legislative proposals that address
provide predictable funds for homelessness the impacts of inflation and unpredictability of funding sources 2.1.1. 2025
assistance programs and for dedicated cost for homeless housing and assistance grants.
of living increases for staff.
2.2.1. Commerce will develop and review biennial training plans
2.2. Commerce will provide training on
homeless service provision core 2.2.1. Annually
2.2.2. Commerce will require homeless housing and assistance
competencies, including training on
grant recipients comply with training requirements
culturally competent case management that 2.2.2. 2024-2025,
progressively engages with households ongoing
2.2.3. Working with the PSH Advisory Committee, Commerce
from first contact to post-exit, addresses
will develop and implement a Continuous Quality Improvement
acute needs and supports long-term 2.2.3. 2024-2029
program on the fidelity of the SAMHSA evidence-based practice
stability.
PSH
2.3.1. Commerce will identify available funding, seek additional
funding as necessary, and distribute funds to build capacity of
2.3. Commerce will seek additional funding, by-and-for organizations and rural service provider organizations
develop onboarding, and provide training 2.3.1. 2025-2027
and technical assistance to build capacity, 2.3.2. Commerce will engage in discussions with both by-and-
reduce administrative burden and for organizations and rural communities to understand capacity 2.3.2. 2027-2029
strengthen the effectiveness of by-and-for constraints and program administration needs.
organizations as well as organizations 2.3.3. 2024-2029
serving rural communities. 2.3.3. Commerce may revise contract management practices to
support and strengthen service provision through by-and-for
organizations and providers serving rural communities.
2.4. Commerce will explore accreditation
and certification requirements for direct
service providers and supervisors to 2.4.1. Commerce will conduct a study to assess the impacts of
2.4.1. 2027-2029
support high-quality trauma-informed, accreditation and certification requirements.
person-centered and culturally competent
services.
2.5.1. Commerce will collect data on the agency's applications
received and hires of candidates who have lived experience of
2.5. Commerce will promote the creation of
homelessness.
more career paths for people with lived 2.5.1. Ongoing
experience of homelessness and housing
2.5.2. Commerce will hire staff to support engagement with
instability to lead efforts in the prevention 2.5.2. 2025, ongoing
youth and young adult lived experts to support their professional
and ending of homelessness.
development through involvement in the Office of Homeless
Youth's policy and programmatic work.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 30
Objective 3: Prevent episodes of homelessness whenever possible
Action Measure Timeline
3.1.1. Commerce will monitor coordinated entry processes in the
Balance of State CoC for accessibility and provide training and
technical assistance.
3.1.2. Commerce will host annual Washington State Health Care
3.1. Working with partners, Commerce 3.1.1. Ongoing
Authority and the Dept. of Social and Health Services training to
will support accessible local
Consolidated Homeless Grant and System Demonstration Grant
coordinated entry processes and 3.1.2. 2025, ongoing
grantees on public benefits.
connections to public benefits for
populations exiting institutional living 3.1.3. 2025-2027
3.1.3. Commerce will establish protocols with the Health Care
situations (i.e., jails, prisons, foster
Authority and distribute them to local jurisdictions to support
care, Juvenile Rehabilitation, etc.). 3.1.4. Ongoing
establishing Medicaid benefits for incarcerated individuals prior to
their release.
3.1.4. Commerce will provide training to communities on how to
implement the Youth and Young Adult coordinated prioritization tool.
3.2. Commerce will support restrictions
on large, abrupt rent increases, giving 3.2.1. Commerce will provide education on the rising rent increases
3.2.1. 2025
tenants time to obtain assistance or and the correlation with increasing rates of homelessness.
find more affordable housing options.
3.3. In partnership with the Office of
Civil Legal Aid (OCLA), Commerce will
3.3.1. Commerce will host annual OCLA trainings for Consolidated
continue to coordinate efforts to
Homeless Grant and System Demonstration Grant grantees.
strengthen connections between 3.3.1. 2024-2029
homeless crisis response systems, free
3.3.2. Commerce will host annual dispute resolution services
civil legal assistance, and dispute 3.3.2. 2024-2029
trainings for Consolidated Homeless Grant and System
resolution services to resolve
Demonstration Grant grantees.
landlord/tenant conflicts and preserve
tenancies.
3.4.1. Continue to support the steering committee of lived experts to
lead the state's Youth and Young Adult (YYA) homelessness
strategic efforts.
3.4.1. Ongoing
3.4.2. Co-lead and convene the YYA homelessness coordinating
3.4. Commerce will scale and 3.4.2. Ongoing
body with state and private partners.
strengthen youth homelessness
prevention programs. 3.4.3. Ongoing
3.4.3. Continue to support a community of practice for providers to
implement YYA homelessness prevention interventions.
3.4.4. 2025, ongoing
3.4.4. Submit legislative proposals that scale diversion programs to
prevent or end YYA homelessness.
3.5.1. Commerce will develop agency request legislation making
cash assistance to homeless and at risk households an allowable
expense in the Consolidated Homeless Grant and System
3.5. Commerce will seek authority to 3.5.1. 2025
Demonstration Grants.
implement direct cash transfers to
prevent episodes of homelessness. 3.5.2. 2024, ongoing
3.5.2. Commerce will develop legislative proposals that would allow
and fund a direct cash assistance pilot program for youth and young
adults experiencing homelessness or housing instability.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 31
Objective 4: Prioritize assistance based on the greatest barriers to housing stability
and greatest risk of harm
Action Measure Timeline
4.1.1. Commerce will make BoS CE prioritization
tool available to pilot communities.
4.1. Commerce will create and make available a
4.1.1. 2026
standardized and equitable Coordinated Entry (CE) 4.1.2. Commerce will conduct an equity analysis on
prioritization tool in partnership with the Balance of State the BoS CE prioritization tool use in pilot
4.1.2. 2028
(BoS) Continuum of Care (CoC), local governments, communities.
nonprofit stakeholders, and partners with lived experience
4.1.3. 2028
of homelessness. 4.1.3. Commerce will make the BoS CE prioritization
tool available in BoS CoC Homeless Management
Information System.
4.2. Commerce will improve alignment between the
encampment resolution program, state Coordinated Entry 4.2.1. Commerce will publish guidance for CE
(CE) prioritization criteria, HUD CE guidelines and US systems statewide on how to align encampment
4.2.1. 2025
Interagency Council on Homelessness guidance on resolution efforts with local coordinated entry
encampments to support housing placements for those processes.
displaced from unauthorized encampments.
4.3. Commerce will work to address critical service gaps 4.3.1. Commerce will annually report progress
identified in "Yes to Yes- Washington State: Unaccompanied made towards filling identified critical service gaps 4.3.1. 2025-2029
Youth and Young Adult Homelessness Landscape Scan." as part of annual legislative reports.
Objective 5: Seek to house everyone in a stable setting that meets their needs
Action Measure Timeline
5.1.1. Commerce will develop legislative proposals that
would request state funding necessary to make progress 5.1.1. 2024,
5.1. Commerce will pursue additional federal and
towards the 20-year state permanent housing targets for annually
state funding necessary to achieve the 20-year state
households at all income levels. thereafter
permanent housing targets for households at all
income levels through a combination of capital
5.1.2. Commerce will submit applications in response to 5.1.2. As NOFOs
investments, services, and operating subsidies.
federal Notices of Funding Opportunity (NOFOs) that are released
would increase temporary or permanent housing inventory
5.2. To meet the 20-year state targets required under
RCW 36.70A.070 for 91,357 additional emergency
housing beds to provide immediate access to a place
5.2.1. Commerce will develop legislative proposals that
to live for anyone living outside, Commerce will 5.2.1. 2024,
would request state funding necessary to make progress
pursue federal and state funding at scale for non- annually
towards the 20-year state emergency housing bed capacity
congregate temporary housing, preferably in forms thereafter
goal.
that can be converted to permanent affordable
housing when the need for temporary housing
subsides. 54
5.3. Commerce will explore opportunities to expedite
5.3.1. Commerce will prioritize this issue as part of the
the lease-up process such as using Medicaid 5.3.1. 2024-2025
HUD/HHS Accelerator Program.
eligibility instead of unearned income verification.
54 The Washington Legislature passed Chapter 47, Laws of 2023 (SB 5553), which directs the State Building Code Council to adopt
standards for temporary emergency shelters and make them available for local adoption. Adopting these state building code standards
may assist local governments with their building code questions for unique shelter accommodations.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 32
Action Measure Timeline
5.4. Commerce will bolster access to housing choice
5.4.1. Commerce will prepare and publish needs estimates
vouchers (HCVs) by advocating for additional
for vouchers to subsidize units as part of achieving the 20-
Congressional appropriations, and partner with the 5.4.1. 2025
year state housing targets for subsidized housing, and
Association of Washington Housing Authorities to
identify opportunities for additional federal investment.
promote HCV access for homeless households.
5.5. Commerce will provide training and technical
assistance to recipients of the Consolidated
5.5.1. 80% of CHG/SDG-funded projects will meet low- 5.5.1. 2024-
Homeless Grant (CHG) or the System Demonstration
barrier standards. 2025, ongoing
Grant (SDG) to support compliance with the low
barrier requirement.
5.6. In partnership with the Washington State Health
Care Authority (HCA) and the Dept. of Social and
Health Services (DSHS), Commerce will work to
expand access to supportive services that address
5.6.1. Commerce will implement the Apple Health &
the immediate and long-term needs of people with
Homes Initiative and leverage Medicaid-funded 5.6.1. Ongoing
barriers to living independently including:
Foundational Community Support services.
Medical respite
Medicaid enrollment
Crisis intervention supports
Assistance with activities of daily living
5.7.1. Local jurisdictions will plan adequate land capacity
5.7. Commerce will provide technical assistance to
for all housing needs, guard against displacement, make
local governments to help them plan for and
adequate provisions for low-income housing, and adopt 5.7.1. 2024-2027
accommodate their portion of projected housing
local ordinances to allow shelters, transitional housing,
needs for all income groups.
emergency housing, and permanent supportive housing.
5.8. Commerce will use the information gained from 5.8.1. Commerce will develop and implement an action
the Housing and Essential Needs (HEN) program plan based on recommendations and findings in the final 5.8.1. 2025-2027
evaluation to strengthen and improve the program. report of the HEN program evaluation.
5.9. In partnership with other state agencies,
5.9.1. Commerce will develop legislative proposals that
Commerce will advocate for funding to establish
would request state funds to implement a program for
grants to local governments solely for temporary
temporary safe spaces and assistance with immediate 5.9.1. 2024-2029
safe spaces that provide a place to sleep, hygiene,
needs while better emergency and permanent housing
and/or supportive services to people currently living
options are being developed.
in places not meant for human habitation.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 33
Appendix A: Development process
Table 11: Summary of the development process and stakeholder engagement:
Timeline Activity
December 2023 - January 2024 Analysis of the Ruckelshaus Center's Pathways to Housing Security Report
Internal engagements were held with Commerce teams across divisions to analyze the Pathways
to Housing Security Report and develop possible actions for Commerce.
January 2024
Presentations to county homeless crisis response administrators, Balance of State CoC, and the
joint meeting of the State Advisory Council on Homelessness and the Interagency Council on
Homelessness.
External engagements were held to discuss priority actions and community needs with:
Washington community action agencies
The Washington Low Income Housing Alliance Resident Action Project members (people with
February -March 2024 lived experience of homelessness)
Tribal representatives in partnership with Commerce's Office of Tribal Relations
The Commerce Youth 4 Youth Board (people with lived experience of homelessness)
Service providers and advocates for people fleeing domestic violence and sexual assault
Presentations to the Balance of State Continuum of Care Steering Committee, the State
Permanent Supportive Housing Advisory Committee, the State Advisory Council on Homelessness,
the Interagency Council on Homelessness, and the State Affordable Housing Advisory Board.
Meetings were held with representatives of county governments administering homeless crisis
responses to discuss areas of needs and priorities for both the state plan and the accompanying
local plan guidance.
Thematic analysis of qualitative data from the February and March engagements that produce a
list of major themes to include in the implementation plan:
Cultural competency
Community building
Administrative barriers
April 2024
Circumstantial barriers
Equity goals
Holistic assistance
Inter-agency collaboration
Local collaboration
Long-term follow-up
Organizational capacity
Population-specific needs
Preventative assistance
Staff retention and training
Technical assistance
Transparency
Collaboration with people with homelessness experience
The draft Plan release was announced on Commerce's website, Commerce's GovDelivery mass
email lists, direct emails to our March workshop participants, and through Commerce's social
media channels.
Public comments were collected from May 1 to June 7.
May - June 2024
Commerce presented to the Washington State Association of Counties Virtual Assembly.
Two public listening sessions were held to collect feedback on the draft plan:
May 13
June 3
June - August 2024 The public comment period closed June 7.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 34
Timeline Activity
Commerce held a special language access public comment period from July 25 to August 8,
offering written public comment opportunities in nine languages: English, Spanish, French,
Portuguese, Arabic, Amharic, Lingala, Tigrinya, and Somali.
After the public comment period closed, we analyzed 239 pieces of feedback from residents of 29
of 39 counties in Washington. The feedback identified areas for improvement or change, and we
finalized the plan by August for submission through the agency's internal review and approval
process.
The thematic analysis of public comments resulted in the following changes:
Including affordable housing action for housing above 30% AMI levels in the prevention
objective
Calling out the specific needs of survivors of domestic violence and sexual assault
Supporting encampment communities as safe spaces for people who are awaiting housing
Calling out the expansion of voucher programs
Hiring more people with lived experience to implement programs
Adding a mention of diversion and Commerce’s collaboration with the Office of Civil Legal Aid
Increasing support for rural communities
Increasing support for By and For organizations
Mentioning overburdened populations such as those who have been displaced and Native
populations
September 2024 Commerce will publish the final plan and local plan guidance in September 2024.
December 2025 Local homeless housing plans for 2025-2030 are due to Commerce by December 2025.
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 35
Appendix B: Glossary
Aftercare: Long-term follow-up with families and individuals after they have been housed to ensure their
stability and prevent returns to homelessness
Aged, blind, and disabled program (ABD): A state level direct cash assistance program administered by the
Department of Social and Health Services for individuals (and their families) with long-term medical conditions,
blindness, or are age 65 or older. 55
Apple Health and Homes Initiative: is a multi-agency effort that pairs healthcare services with housing
resources for some of the state’s most vulnerable residents. 56
By and For: A By and For organization is a part of a community of people that see themselves as unique and
defined by the members’ identities, traditions, and values. A By and For organization is one where leadership
and staff belong to the same community they serve, promote, and work to preserve. By and For organizations
build trust, advocate, respond, and solve problems specific to community members. By and For organizations
have roots in their respective communities as change agents and providers of mitigating systems of
community service. They invest in and work with community members to improve their quality of life. 57
Capacity building: An investment in the effectiveness and sustainability of an organization or program for it to
effectively deliver on its mission. 58
Continuum of care (CoC): The group organized to carry out the responsibilities of a program designed to
promote a community-wide commitment to ending homelessness for a defined geographic area. 59
Continuum of care, Balance of State: The continuum of care that is organized to provide leadership and
coordination in activities throughout a 34-county jurisdiction (all but the five largest counties in Washington)
toward ending homelessness and working to prevent the occurrence of homelessness within the area. 60
Coordinated entry: The process through which people experiencing or at risk of experiencing homelessness
can access the crisis response system in a streamlined way through assessments and quickly connected to
appropriate and tailored housing and services within their community. 61
County: A regional mode of governance, counties are tasked with carrying out laws and rules from the state
legislature, tracking public records, providing health resources, maintaining roads and providing law
enforcement to the unincorporated lands within their boundaries and collaborating with the incorporated cities
and towns. 62
County, frontier: means a county with a population density of fewer than 50 people per square mile. 63
55 (Washington Department of Health and Human Services n.d.)
56 (Washington State Department of Commerce 2023)
57 (Washington State Department of Commerce 2023)
58 (National Council on Nonprofits n.d.)
59 (U.S. Department of Housing and Urban Development n.d.)
60 (Washington State Department of Commerce n.d.)
61 (U.S. Department of Housing and Urban Development n.d.)
62 (Washington State Association of Counties n.d.)
63 (Washington State Legislature 2024)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 36
County, rural: A county with a population density of fewer than 100 people per square mile or a county small
than 225 square miles. 64
County, urban: A county with a population density of more than 100 people per square mile.
Homeless crisis response: A system consisting of a continuum of services designed to identify individuals and
families experiencing homelessness, meet their immediate needs for shelter and services, and ultimately re-
house each household. 65
Homeless management information system (HMIS): A local information technology system used to collect
client-level data and data on the provision of housing and services to individuals and families at risk of and
experiencing homelessness. 66
Housing, affordable: Residential housing that is rented by a person or household whose monthly housing
costs, including utilities other than telephone, do not exceed thirty percent of the household's monthly income
for households who make at or below 60 percent of the area median income.67
Housing, permanent supportive (PSH): subsidized, leased housing with no limit on length of stay that
prioritizes people who need comprehensive support services to retain tenancy and uses admissions practices
designed to use lower barriers to entry than would be typical for other subsidized or unsubsidized rental
housing, especially related to rental history, criminal history, and personal behaviors. Permanent supportive
housing is paired with on-site or off-site voluntary services designed to support a person living with a complex
and disabling behavioral health or physical health condition who was experiencing homelessness or was at
imminent risk of homelessness. The aim is to help the resident retain their housing and succeed as a tenant.
Additionally, it aims to improve the resident's health status and connect them with community-based health
care, treatment, or employment services.68
Housing and Essential Needs program (HEN): A program that provides access to essential needs items and
potential rental assistance for low-income individuals who are unable to work for at least 90 days due to a
physical and/or mental incapacity. 69
Housing and Urban Development, Department of (HUD): The U.S. federal department in charge of national-
level housing and homelessness programs and funding. 70
Housing authority: Any public corporations created in cities and counties as part of RCW 35.82.030. Housing
authorities are responsible for issuing housing choice vouchers and/or providing public housing units. 71
Housing choice voucher: A cash assistance voucher that allows for very low-income families to choose and
lease or purchase safe, decent, and affordable privately owned rental housing. 72
64 (Washington State Legislature 2024)
65 (County of San Mateo California n.d.)
66 (U.S. Department of Housing and Urban Development n.d.)
67 (Washington State Legislature 2007)
68 (Washington State Legislature 1994)
69 (Washington State Department of Health and Human Services n.d.)
70 (U.S. Department of Housing and Urban Development n.d.)
71 (Washington State Legislature n.d.)
72 (U.S. Department of Housing and Urban Development n.d.)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 37
LGBTQIA2S+: Acronym used to refer to the larger queer community, which stands for: lesbian, gay, bisexual,
transgender, queer, intersex, asexual, two-spirit, and beyond.
Local government: A town, city, code city, or county government in the state of Washington. 73
Marginalized: Relegated to a marginal position within a society or group. 74
Medical respite: Acute and post-acute care for people experiencing homelessness who are too ill or frail to
recover from a physical illness or injury on the streets but are not ill enough to be in a hospital. 75
Social exclusion: The societal social, economic, political, and cultural exclusion from systems that determine
the social integration of a person in society. 76
State fiscal year, SFY: The fiscal year in Washington, around which budgeting occurs, runs from July 1 through
June 30. 77
Supportive leasing, global leasing, master leasing: A type of lease that gives the lessee the right to control and
sublease the property during the lease, while the owner retains the legal title. In many cases, a housing
authority or service provider takes on the role of the lessee and to sublease a unit to an individual experiencing
homelessness or housing instability. 78
Technical assistance (TA): The process of providing targeted support to an organization with a development
need or problem. 79
YYA: Acronym for “Youth and Young Adults”, individuals between the ages of 14 and 24.
73 (Municipal Research and Services Center 2009)
74 (Merriam-Webster n.d.)
75 (National Healthcare for the Homeless Council n.d.)
76 (Oxford Reference n.d.)
77 (Municipal Research and Services Center n.d.)
78 (National Alliance to End Homelessness n.d.)
79 (Centers for Disease Control n.d.)
2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 38
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Dawkins, C.J. 2023. "Homelessness and housing supply." Journal of Urban Affairs 1-19.
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Carmichael, K. Clarke. 2022. "Public Health Lessons Learned in Responding to COVID-19 Among People
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G. Colburn, C. Aldern. 2023. Homelessness is Housing Problem: How Structural Factors Explain U.S. Patterns.
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G. Johnson, C. Chamberlain. 2008. "Homelessness and Substance Abuse: Which Comes First?" Australian
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H. Love, T. Sebastian. 2024. "Brookings Institution." Safe places and safe sleeping: Cost-effective and humane
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J. Karabanow, H. Wu, K. Doll, C. Leviten-Reid, J. Hughes. 2023. "Promoting Emergency Response for Homeless
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J. Tsai, T. Byrne. 2023. "Returns to Homelessness: Key Considerations for Using this Metric to Improve System
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L. Chao, L. Castro. 2024. "A Way Home Washington." 'Yes to Yes' Washington State: Unaccompanied Youth and
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2024-29 WASHINGTON STATE HOMELESS HOUSING STRATEGIC PLAN 39
M. Galvez, J. Luna. 2014. "Urban Institute." Homelessness and Housing Instability: The Impact on Education
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