Homeless Housing Plan

2025-2030 Kitsap County Homeless Housing Plan

Under the direction of the Washington Department of Commerce, the Homeless Housing Division of Kitsap County developed a new five-year Homeless Housing Plan. This Local Plan was created with input from elected officials, community members, social service providers, housing providers, and from people experiencing homelessness.

The Kitsap County Board of County Commissioners approved the 2025 – 2030 Kitsap Homeless Housing Plan on Dec 10th, 2025.

The plan follows five statewide objectives:

Promote an equitable, accountable, and transparent homeless response system.
Strengthen the homeless service provider workforce.
Prevent homelessness whenever possible.
Prioritize help for people with the greatest barriers to housing and the greatest risk of harm.
Seek to house everyone in a stable setting that meets their needs.

The Housing and Homelessness Division will be working with the Kitsap Housing and Homelessness Coalition to implement this strategy plan over the next 5 years.

View the 2025 – 2030 Kitsap Homeless Housing Plan (PDF)

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2025–2030 Homeless Housing Plan: Timeline and Progress

The tables below list each action step in the plan’s timeline, how progress is measured, when the work is scheduled and where it stands now. Some action steps span several years, so they appear in more than one year.

Status as of October 20, 2026

Each strategy reference number starts with one of the plan’s five objectives. For example, 5.4.1 falls under objective 5.

Status key

Circle icons mark one-time tasks and projects. Circling arrows mark tasks that repeat. Each status is also written out in words.

Tasks and projects

Not StartedScheduled; work has not begun.
In ProgressWork is under way.
Phase CompleteThis year’s phase is done. The project continues in a later year.
CompletedThe measure is met. No work remains.

Recurring tasks

Not Started (recurring)The first cycle has not begun.
ActiveHappening on schedule.
Done for 2026This cycle is complete for the year shown. The work repeats next cycle.

Either type

DelayedBehind the timeline.
On HoldPaused on purpose, for example while waiting on funding or a partner.

Ongoing action steps

These action steps continue throughout the plan, 2025–2030.

Ongoing action steps and current status (status key)
Strategy Reference	Action Step	Measure	Timeline	Current Status
1.3.2	Community leaders and citizens are engaged and inspired to action	Presentations to community groups to educate and inspire people to advocate	Ongoing	Active
2.1.1	Advocate for additional or expanded funding to allow for sustainable, competitive compensation	Engage with existing systems which advocate with decision makers	Ongoing education and outreach	Active
3.1.1	Provide guidance to funded organizations regarding flexible uses of funding to address client barriers	100% of subgrantees that have flexible funding receive technical assistance regarding allowable uses of funds	Ongoing	Active
3.2.1	Households have access to legal counsel and/or mediation services when faced with evictions	Connect legal counsel and/or mediation services to clients at coordinated entry and to shelter providers to provide continuity of services and client support	Ongoing	Active
5.4.2	Work with Bremerton shelter team toward the development of shelter beds which accept couples	Increase shelter beds that accept couples	Ongoing	Delayed
5.4.3	Educate decision makers and planners about the need for additional shelter beds as well as creative, non-traditional emergency interventions (i.e., safe parks, sanctioned tent sites, other)	Engage with city and county planners, decision makers, community leaders, and/or officials	Ongoing	Active
5.5.4	Coordinate regular shelter/coordinated entry meetings with the goal of improving communication, streamlining processes, and reducing barriers for shelter entry	Coordinate quarterly meetings	Ongoing	Active
5.6.2	Reduce barriers to program access/entry	Review policies and procedures of programs contracted with KCHHD Provide technical assistance to programs as needed	Ongoing	Active

2026

2026 action steps and current status (status key)
Strategy Reference	Action Step	Measure	Timeline	Current Status
2026 Quarter 1
1.1.1	Review programs to identify if there are disproportionately affected groups	Utilizing equity performance measures from Commerce to evaluate program services and exits to determine if programs are providing equitable outcomes	Q1 2026 Add to yearly monitoring Q1 2026 Add to quarterly reporting	Completed
3.3.1	Systems are coordinated to prevent people from being discharged to homelessness from other systems of care	Coordinated entry program performs regularly scheduled outreach to systems of care	Q1 2026	Completed
During 2026
1.1.2	Research equity trainings and culturally informed care training for local homeless service providers	Present equity training at scheduled Kitsap Housing and Homelessness Coalition (KHHC) meeting	2026	In Progress
1.2.1	Improve adherence to policies, procedures, and practices in monitoring of contracted providers	Ensure Kitsap County Homeless Housing Division (KCHHD) staff are monitoring in accordance with policies. Streamline existing process with all required elements and tracking system and ensure proper training of management	2026	In Progress
1.2.2	Address underperforming providers and develop strategies for improving performance and compliance	Track technical assistance and performance plans with contractors when necessary	2026	Not Started
1.3.1	Provide the community with information about the homeless crisis response system, capacity, and funding	Provide an information hub for the public to access information about the homeless crisis response system	2026–2028 Planning and development of public hub	In Progress
2.3.1	Encourage and ensure that organizations prioritize burnout prevention and staff wellness	Each provider organization has developed a plan to address and prevent staff burnout	2026–2029	Not Started
5.1.1	Advocate for the development of more deeply affordable and non-traditional housing with fewer financial barriers and to expand subsidized housing	Engage with existing systems which advocate with decision makers	Annually	Active
5.1.2	Educate planners and decision makers about what it means to meet someone’s needs when that person might have severe trauma, mental and/or physical health challenges, or other confounding variables	Develop a team to coordinate and lead this education effort.	2026 – Team Development	In Progress
5.4.1	Support shelters to improve capacity for co-sheltering Expand access to services which are designed to prepare pets for shelter	Increase shelter beds that accept pets	2026–2029	In Progress
5.5.1	Explore the coordination of home healthcare and caregiving services in shelter settings	Contact organizations and systems of care which provide health-focused services to establish partnership with shelters	2026–2029	In Progress
5.5.3	Support collaboration between specialized providers for quicker access to services and to communicate program-specific needs	Create specialized providers contact list	2026 Committee Formation	In Progress
5.6.1	Prioritize evidence-based training and encourage evidence-based practices being incorporated into the response system, including progressive engagement, harm reduction, trauma-informed care, person-centered care, encampment response, motivational interviewing, and others	Monitor KCHHD-funded programs to ensure proper training is completed and documented	2026	Completed

2027

2027 action steps and current status (status key)
Strategy Reference	Action Step	Measure	Timeline	Current Status
2027 Quarter 2
4.1.1	Coordinate a team of local advocates, providers, and outreach teams to revise coordinated entry and eviction prevention vulnerability prioritization tools	Revised forms are drafted and submitted to Commerce for review and approval	Q2 2027 Create committee to update vulnerability tool	Not Started
During 2027
2.2.1	Develop a strategy for sharing suitable training opportunities with/amongst providers and encourage organizations to participate in and/or invest in training and professional development	Seek training need input from agencies, identify training modules, create new modules (if needed), and share training opportunities	2027–2028	Not Started
4.2.1	Collect and compile data to identify who we are unable to help / identify system gaps. Work with local advocates, providers, and outreach teams to collect and/or analyze data	Develop a method for reviewing system gaps and reducing barriers to access that can be used on an ongoing basis	2027–2028	Not Started
5.1.2	Educate planners and decision makers about what it means to meet someone’s needs when that person might have severe trauma, mental and/or physical health challenges, or other confounding variables	Develop a team to coordinate and lead this education effort.	2027–2030 – Meetings/education	Not Started
Continued in 2027
1.3.1	Provide the community with information about the homeless crisis response system, capacity, and funding	Provide an information hub for the public to access information about the homeless crisis response system	2026–2028 Planning and development of public hub	Not Started
2.3.1	Encourage and ensure that organizations prioritize burnout prevention and staff wellness	Each provider organization has developed a plan to address and prevent staff burnout	2026–2029	Not Started
5.1.1	Advocate for the development of more deeply affordable and non-traditional housing with fewer financial barriers and to expand subsidized housing	Engage with existing systems which advocate with decision makers	Annually	Not Started (recurring)
5.4.1	Support shelters to improve capacity for co-sheltering Expand access to services which are designed to prepare pets for shelter	Increase shelter beds that accept pets	2026–2029	Not Started
5.5.1	Explore the coordination of home healthcare and caregiving services in shelter settings	Contact organizations and systems of care which provide health-focused services to establish partnership with shelters	2026–2029	Not Started
5.5.3	Support collaboration between specialized providers for quicker access to services and to communicate program-specific needs	Create specialized providers contact list	2027 development	Not Started
5.6.1	Prioritize evidence-based training and encourage evidence-based practices being incorporated into the response system, including progressive engagement, harm reduction, trauma-informed care, person-centered care, encampment response, motivational interviewing, and others	Include questions focused on evidence-based practices in funding applications	2027	Not Started

2028

2028 action steps and current status (status key)
Strategy Reference	Action Step	Measure	Timeline	Current Status
2028 Quarter 3
4.1.1	Coordinate a team of local advocates, providers, and outreach teams to revise coordinated entry and eviction prevention vulnerability prioritization tools	Revised forms are drafted and submitted to Commerce for review and approval	Q3 2028 Proposed revisions to tools are submitted to Commerce for review and approval	Not Started
During 2028
2.2.2	Understand the needs of the homeless service provider workforce	Evaluate homeless service provider workforce needs	2028 complete assessment	Not Started
5.2.2	Review existing PSH programs to determine missing services and provide technical assistance to programs to enhance the services they provide	Review is complete, technical assistance is performed	2028	Not Started
5.3.1	Support coordinated entry in matching people with appropriate housing options	Add housing providers/housing programs to existing Bed Tracker tool	2028	Not Started
5.5.2	Increase number of respite beds for short term stays for people with medical needs that are not able to be supported in other shelters	Increase respite beds by 10	2028	Not Started
Continued in 2028
1.3.1	Provide the community with information about the homeless crisis response system, capacity, and funding	Provide an information hub for the public to access information about the homeless crisis response system	2026–2028 Planning and development of public hub	Not Started
2.2.1	Develop a strategy for sharing suitable training opportunities with/amongst providers and encourage organizations to participate in and/or invest in training and professional development	Seek training need input from agencies, identify training modules, create new modules (if needed), and share training opportunities	2027–2028	Not Started
2.3.1	Encourage and ensure that organizations prioritize burnout prevention and staff wellness	Each provider organization has developed a plan to address and prevent staff burnout	2026–2029	Not Started
4.2.1	Collect and compile data to identify who we are unable to help / identify system gaps. Work with local advocates, providers, and outreach teams to collect and/or analyze data	Develop a method for reviewing system gaps and reducing barriers to access that can be used on an ongoing basis	2027–2028	Not Started
5.1.1	Advocate for the development of more deeply affordable and non-traditional housing with fewer financial barriers and to expand subsidized housing	Engage with existing systems which advocate with decision makers	Annually	Not Started (recurring)
5.1.2	Educate planners and decision makers about what it means to meet someone’s needs when that person might have severe trauma, mental and/or physical health challenges, or other confounding variables	Develop a team to coordinate and lead this education effort.	2027–2030 – Meetings/education	Not Started
5.4.1	Support shelters to improve capacity for co-sheltering Expand access to services which are designed to prepare pets for shelter	Increase shelter beds that accept pets	2026–2029	Not Started
5.5.1	Explore the coordination of home healthcare and caregiving services in shelter settings	Contact organizations and systems of care which provide health-focused services to explore partnership with shelters	2026–2029	Not Started
5.5.3	Support collaboration between specialized providers for quicker access to services and to communicate program-specific needs	Create specialized providers contact list	2028 finalize	Not Started

2029

2029 action steps and current status (status key)
Strategy Reference	Action Step	Measure	Timeline	Current Status
During 2029
1.3.1	Provide the community with information about the homeless crisis response system, capacity, and funding	Provide an information hub for the public to access information about the homeless crisis response system	2029 Launch of public hub	Not Started
5.2.1	Increase number of PSH beds which also provide onsite case management, mental health care, and recovery services	Increase number of PSH beds across Kitsap County	2029	Not Started
Continued in 2029
2.3.1	Encourage and ensure that organizations prioritize burnout prevention and staff wellness	Each provider organization has developed a plan to address and prevent staff burnout	2026–2029	Not Started
5.1.1	Advocate for the development of more deeply affordable and non-traditional housing with fewer financial barriers and to expand subsidized housing	Engage with existing systems which advocate with decision makers	Annually	Not Started (recurring)
5.1.2	Educate planners and decision makers about what it means to meet someone’s needs when that person might have severe trauma, mental and/or physical health challenges, or other confounding variables	Develop a team to coordinate and lead this education effort.	2027–2030 – Meetings/education	Not Started
5.4.1	Support shelters to improve capacity for co-sheltering Expand access to services which are designed to prepare pets for shelter	Increase shelter beds that accept pets	2026–2029	Not Started
5.5.1	Explore the coordination of home healthcare and caregiving services in shelter settings	Contact organizations and systems of care which provide health-focused services to establish partnership with shelters	2026–2029	Not Started

2030

2030 action steps and current status (status key)
Strategy Reference	Action Step	Measure	Timeline	Current Status
Continued in 2030
5.1.1	Advocate for the development of more deeply affordable and non-traditional housing with fewer financial barriers and to expand subsidized housing	Engage with existing systems which advocate with decision makers	Annually	Not Started (recurring)
5.1.2	Educate planners and decision makers about what it means to meet someone’s needs when that person might have severe trauma, mental and/or physical health challenges, or other confounding variables	Develop a team to coordinate and lead this education effort.	2027–2030 – Meetings/education	Not Started
2030 Quarter 1
None	2031–2036 5-year plan	Develop timeline, assemble committee	Q1 2030	Not Started

Prior Plan (archived)

Kitsap Homeless Crisis Response and Housing Plan - 2019 Update

Contact us

Homeless Housing Division
Kitsap County Department of Human Services
345 6th St, Suite 400
Bremerton, WA 98337

Carl Borg, Division Manager
360-979-6027
ceborg@kitsap.gov

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