missing title

All right, good afternoon.

Today is March 16th, 2026. The council briefing meeting will come to order.

It is 2.02 PM.

I am council member Rob Saka serving as council president pro tem.

I note that council members Rivera and Juarez along with council president Hollingsworth are excused.

Will the clerk please call the roll?

Council member Kettle?

Here.

Council member Lin?

Here.

Council member Rink?

Present.

Councilmember Strauss?

Here.

Councilmember Foster?

Here.

And Pro Tem Saka?

Here.

Six present.

All right.

Thank you.

If there is no objection, the meeting minutes of March 9th, 2026 will be adopted.

Hearing and seeing no objection, the minutes are adopted.

Moving on to President's report.

or in this case, President Pro Tem's report.

We have a presentation from the mayor's office, welcome, on three pieces of emergency shelter legislation today.

On tomorrow's city council meeting agenda, we have five items on the introduction and referral calendar, the bills, Two pieces of legislation are being referred to the Public Safety Committee.

One is Legislation Protecting Surveillance Data Ordinance.

Another is Immigration Status Inquiries Ordinance.

We also have one piece of legislation being referred to the Select Committee on the Library Levy, which is the library levy itself.

In addition, one piece of legislation is being referred to my STEPS Committee, formally and properly known as the Transportation Waterfront in Seattle Center Committee, which is a street renaming to Dr. R.L. Mannaway Senior Way.

On tomorrow's City Council meeting agenda, we have 11 items on the consent calendar.

Bills and minutes, one appointment to the Burke-Gilman Place PDA, seven appointments to the Seattle Arts Commission, one appointment to the Seattle Film Commission.

And then on tomorrow's agenda as well, we have three items up for a vote.

CB121164, an ordinance relating to civil immigration enforcement, prohibiting civil immigration enforcement staging on all real property that is city owned and controlled, sponsored by Councilmember Kettle.

We also have resolution 3-2-1-9-4, a resolution reaffirming data and privacy protections for any person seeking or accessing city programs or services, sponsored by Council Member Foster.

And finally, CB 1-2-1-1-6-6, the SPU Glacier Well Sale.

I also note that there is an executive session on tomorrow's agenda.

That said, let's move on to the next item of business, which is an overview of the executive proposed legislation to advance the opening of new shelter units in Seattle.

Our presenters are- have joined us at the table.

Welcome.

Please do introduce yourselves and begin your presentations.

Thank you, Councilmember Saka.

This is Chief of Staff Kupernick Kruiser to Mayor Wilson.

Good afternoon.

I'm John Grant.

I'm the chief- excuse me, I'm a senior policy advisor with the mayor's office.

Hi, thank you all for having us here.

My name is Nicole Vallistera Soper, and I am the Director of Policy and Innovation with the Mayor's Office.

Hi, good afternoon, Councilmembers.

Allie Panucci, City Budget Office Director.

Good afternoon, Councilmembers.

Allison Holcomb, Executive Operations Manager for Public Safety in Mayor Wilson's office.

Thank you council members.

I'm gonna go ahead and kick us off and then you'll hear from us down the line.

First of all, I wanna say thank you so much for hearing from us today, particularly thank you to council president Hollingsworth for inviting us to do this briefing and many thanks to all of you and your staff who've been meeting with us diligently over the last month to prepare this legislation to present to you today.

We are gonna go through a presentation.

We'll ask you to hold questions until the end because there's a lot of content that you'll probably get answered and then we will have some time for questions and obviously happy to take any additional questions back to our team.

Let's get started.

So the reason we're here today is there are a few things we can all agree on, right?

We know that there is not nearly enough There are too many people in Seattle who are sleeping outside and that everyone in this room at the city council and the mayor's office and really everybody in this community has a shared responsibility to act with urgency and at scale to bring the solutions we know that bring people inside.

and that's why we're here with you today.

We are here to present a package of legislation as well as other actions the mayor's office is taking to scale shelter solutions, expand proven models that we know bring people inside, stabilize them and get them on a track to permanent housing.

So the pathway we're here to talk with you today is a pathway that brings people who are currently unsheltered, brings them into shelter, provides them with the wraparound services and support they need to be successful and exiting into permanent housing.

So just to ground us in some numbers that I think all of us should be pretty familiar with, we know that right now we have about 4,500 people in the Seattle metro area who are currently unsheltered and sleeping outside.

That's from our 2024 point in time count.

Of that unsheltered population, about 66% is chronically homeless.

So those are folks who've been homeless for a long time and have one or more disabling conditions, typically something related to mental illness or behavioral health challenges.

We know that the city already has a number of shelter programs that are effective that are offering about 2,900 beds that are directly funded by the city.

And we also know that the city programs are not scaling to match the overall increase in homelessness in our community.

That because we have rapidly rising housing costs in our community, compounded with other factors, that the rate in homelessness is increasing faster than the rate the city is responding to the problem.

And that's what we're here to talk with you about today.

So the mayor's office is eager to present a shelter acceleration plan that we are hopeful and excited about our partnership with city council to bring that to bear.

We would like to bring on a hundred, I'm sorry, not a hundred, a thousand new units of emergency shelter and emergency housing in 2026. This would be an emergency anyway.

We've been in a homelessness state of emergency for over a decade.

It has particular timeliness because in about three months, our city is about to welcome a quarter of a million people for the World Cup.

And our mayor and I think all of you ran on a platform that we want to be able to bring people inside.

And it is really important that when we are hosting so many visitors to our city, we have places for those folks to go.

So that is why we are bringing emergency legislation to you all so that we can accelerate shelter expansion and make sure that more people have a safe place to call home inside, surrounded by the services they need to be successful.

So I'm gonna introduce kind of the key components of the legislation we're here to talk with you today, and then I'll pass it to my colleagues to get more into the details.

So what you're going to see today is a rapid expansion of proven shelter models.

So everything you are seeing today are examples of things that already work in our city, and we want to bring them to scale.

So that looks like tiny home villages, that looks like master leasing buildings, and expanding on our existing shelter programs.

A really important piece of this is that we know that without services, these shelters are not successful, that particularly because the people who cause the most disorder and have kind of the highest impact on our community are people who have high needs and high acuity, that we know we need 24-7 staffing, we want case management, we want integrated behavioral health support, so that when people come inside, they have the services they need, and then that is getting them on a pathway to housing, What we do not want is this to be a rotating door.

We want this to be a clear, linear trajectory of people getting off the street, getting the services they need, and then getting into permanent housing.

And that's what we're gonna talk to you about today.

So with that, I'm gonna pass it to my colleague, John Grant, who's gonna get us into the details.

Thank you, council members.

We really appreciate your time today to talk about this exciting new endeavor to address chronic homelessness in Seattle.

and to get people inside as quickly as possible.

Just a quick overview.

You can see we are going to be focusing a lot on what we're calling micro-shelters, or a.k.a. tiny house villages.

These are the locations of all the current open sites citywide.

We have a lot of trusted providers that we partner with at the City, Catholic Community Services of Western Washington, the Lincoln Housing Institute, Chief Seattle Club, and Purpose Dignity Action, as well as others.

We also want to spend some time not just to talk about the policy, but how we arrived at that policy.

We're going to be talking about the work of the interdepartmental team that was formed, talk about the program model that this legislation will help support enact, public safety and neighborhood input and how we make sure these programs are successful in the neighborhoods that they operate, site selection, how we go about choosing these locations, the legislation itself, and then community engagement and how to make sure folks are participating in the process.

So to get to 1,000, you have to start from somewhere.

We're looking to accelerating this process with the first 500 units, with a very ambitious goal of trying to open them before the World Cup, which would be the end of May.

We know that this is a stretch goal, and our hope is to open as many of these units as soon as possible.

Again, as Kate mentioned, we are looking at micro-shelter villages or tiny house villages.

These are, you know, private units.

They have locking doors, electric heat, 24-7 staffing, case management, and behavioral health supports on site.

Expansion of existing shelter programs.

So these may not be micro shelter villages.

This might be, you know, for example, the Star Center with DESC.

HSD surveyed existing providers to see what beds we can add to existing programs.

And we'll talk about that some more.

And then also master leasing apartment buildings.

This would be to work with private owners to establish emergency housing with supportive services.

So to recap where the interdepartmental team has kind of led us, as you recall, back on January 15th, the mayor signed Executive Order 2026-02 that formed the IDT and set out a body of work that needed to kick off this effort.

The IDT, at the very same day that it was signed, the various departments, which included SDCI, HSD, Office of Housing, FAS, SBU, and about a half dozen others were formed basically any department that touches the process of standing up new shelter, whether it's permitting, services, etc.

All land-owning city departments surveyed their properties to identify what land could be used for shelter and using the city assets like that to stand up micro shelter villages.

HSD started the assessment work of talking to providers that may, with just a slight additional resources, could expand adding beds to their existing programs.

And then the IDT formed a survey team to go out and assess private properties or non-city-owned public properties to see if they would be a good fit to expand shelter options.

And lastly, the IDT worked with the City Attorney's Office to identify and draft policy options to accelerate the shelter expansion effort, and this is legislation that was transmitted to you and that we're discussing today.

So I think a lot of folks have questions about, you know, what does this lead to?

What are the services that are going to be actually offered at these locations?

We want to have on-site case management that leads people to permanent housing and connects people to benefits.

The goal is to have on-site behavioral health care specialists.

These are folks that can provide substance use disorder treatment services, mental health services, and folks who have high acuity needs.

It means adopting and including cutting-edge medication-assisted treatment methods, such as connecting folks to injectable slow-release buprenorphine treatment, which has shown to have incredible success at breaking cycles of addiction.

Having daily meals in a community kitchen on site.

Moving assistance and financial assistance to help people move into permanent housing so that those financial costs do not cause a barrier for them to access permanent housing and to exit the shelter system.

And also, we're going to be tracking our performance measures, such as housing placements, the utilization rate to make sure that units are not going unused, and how many folks are getting enrolled into medically assisted treatment.

Together, these services create a safe environment where residents can address immediate needs and move forward to permanent housing.

So we do want to also acknowledge the importance of public safety and that this is done in partnership with community.

All of these sites would have 24-7 staffing and defined site boundaries.

Community expectations like a code of conduct that the program participant signs to make sure that there's no improper or illegal activities, such as no illegal weapons, and that they will be good neighbors and address safety in shared spaces.

Already by city ordinance for micro-shelter villages, a community advisory committee is required.

A community advisory committee is exactly what it sounds like.

It's a group of interested residents, neighbors to the shelter program, who get to meet on a monthly basis and give direct feedback to site staff on how their operations are going, but also potentially on how they can help.

Like maybe they want to bring donated food to the shelter to help make sure that the folks who are receiving services there are being assisted.

We also want to acknowledge the importance of strong Good Neighborhood Agreements.

These Good Neighborhood Agreements will be contractually included in the funding contracts that the city would be provided with the providers who operate the site to make sure that the ongoing safety and security, not just of the site, but the surrounding neighborhood, is being addressed.

Also, you know, working with the Seattle Police Department to look at using a SEPTED analysis for addressing, you know, visibility, sight line, lighting, and access points.

And then lastly, but not least, fire safety review.

The fire department would review all site plans before construction would begin.

And then before the site would open, the fire department would do a walkthrough to make sure that all necessary and required fire safety standards are being met.

And with that, I'll turn it over to my colleague Allison.

Thank you, John.

Really when we think about safety, we can also think of it as incorporating three facets.

There is place, there is planning, and there are partnerships.

And all three of these pieces are critical to successful safety strategy.

John just described for you a number of the place-related and planning-related factors that will go into the shelter.

planning, one being, of course, the crime prevention through environmental design that he talked about, lighting, clear definitions of boundaries, egress and ingress within the sites, but then also the planning that happens in collaboration with partners in the area, local businesses, the service providers themselves, those who are going to be on site 24-7 and ensure that individuals that are in crisis or experience someone else in crisis, have somebody there ready to respond with the appropriate reactions.

With strong communications, we know that we use 911 when we have emergencies anywhere across the city, and what will be especially important with the launching of the shelters is that we are leaning into the collaboration that the Seattle Police Department has with our Community Assistant Response and Engagement Team the care department who is expanding its available cadre of crisis responders and can come to the shelters with Seattle police and or Seattle police officers can hand off an incident to a care responder and we can have that kind of necessary response in time whenever we have some sort of mental or behavioral health issue that causes people in the area perhaps to feel unsafe or even be unsafe.

And with that, I will turn it over to John.

I think it's back to you.

So the community engagement piece is going to be crucial to make sure that these programs are successful.

Every single site will be giving notification to the surrounding neighborhood to make sure that they're aware that a program is being considered for their community.

This would require, at a minimum, 14-day notice before a permit can be filed.

and then also this will be working proactively with business improvement areas and neighborhood associations to talk to businesses, neighbors about what their expectations are to make sure that their concerns are being addressed and met.

We'll also be inviting folks to join the community advisory committee to provide ongoing advice and input and support to these programs to make sure that they're successful.

And I think it's really important to note, you know, I know a lot of folks have concerns, consternation about how these programs appear in their neighborhood, but many neighbors support micro-shelter villages and support supportive programs like this in their community.

Here's a great quote from Ann Haruki Pinedo, who's a Central District resident and a neighbor of True Hope Village.

These neighbors come to us unsheltered, they need respite, a safe place to come off the streets and begin exploring the next housing options that will work for them.

And we often hear that for many people after these programs open, more and more community support grows for them because people see the results and benefiting in people's lives.

So we want to talk about site research and how locations are being considered.

Over 70-plus private and public sites were identified for assessment.

I would say about a third of those were publicly owned sites.

Non-city public lands were reviewed, including partners from King County, WSDOT, Sound Transit, Seattle Public Schools, and the Seattle Housing Authority.

City-owned lands by departments, and it's important to note that city-owned lands that are owned by departments that are, like, rate-peer land, such as SBU or Seattle City Light, are legally required to charge market rent for their land, but land owned by FAS, for example, does not have that requirement to charge market rent.

We shared with Council previously the kind of selection criteria that took into consideration operational, infrastructural, environmental, and other community considerations.

The first round was really just focused on, you know, nuts and bolts.

You know, what are the zoning considerations?

Is there water service, electric access, sewer service, et cetera?

and proximity to critical environmental areas.

After sites were kind of windowed down from that first round, a second round of criteria was used to assess what are the fire and life safety concerns?

What does the public safety data look like in looking at priority one, priority two, 911 calls?

What are the good neighbor considerations like landscaping, lighting, fencing, et cetera?

and also a proximity to other shelters and PSH programs.

And also, and this is crucial, you know, does the owner support the use of this, of their land for this purpose?

If we can't get that, obviously that site is not going to be viable.

And I would say that for these round two, it's not so much a, you know, all or nothing.

It's a matter of taking those things into consideration and what options there are to mitigate those concerns, if there are any.

And I'll turn it over to Nicole.

Hi, thank you council members.

We are almost at the home stretch of this presentation and we'll be fielding questions at the end.

I wanna give you an overview of where we are and all the work that's gone into this so far.

So my colleague reviewed the public and private site research We've been doing stakeholdering and will continue to do stakeholdering with providers, with neighborhoods, with BIAs throughout this entire process.

So this should go a bit longer.

We also did process mapping and discovery calls.

We identified budget and we developed an initial package of policies.

This is just the beginning.

These are pieces to help set us up to do the bold goal of a thousand by the end of the year.

In the next few weeks, we are winnowing down and sharing even sites with you if we haven't already.

And just in terms of early ideas of where we wanna go and how we wanna get there.

We are anticipating that we will start setting up shelter as soon as next month.

So we're operating on a really quick timeline and the legislation that I'm about to share with you will help us to build a second round.

Some of the sites that we are looking at going first in April will not require this legislation.

However, the legislation that I'm about to present will help us get this next tranche of sites up after June.

So we have three pieces of legislation that are really critical.

The first is enables the FAS director to sign leases early and it allows us to begin the work to prep sites and turn them over to providers on an accelerated timeline, reducing what would be a nine to 12 month process into a three to five month process.

and it also removes the price cap per square foot to allow for market pricing, which will increase the pool of usable sites.

And I'll go more into this in the next few slides.

We also are looking at increasing the census limits on shelter.

We're looking at interim legislation that increases the census limit from 100 people per site to 150 people per site and allow one site, up to one site per district to shelter up to 250 people.

I've been hearing a lot of things around, sometimes it's people, sometimes it's unit.

This legislation is talking about people specifically.

And 100 people might look like 70 units, just to give you a sense of the scale there.

And we are also requesting $4.8 million in proposed appropriation for expanding shelter.

3.3 is appropriated from underutilized revolving loan program that was sourced with community development block grant federal funds.

This money is very hard to use and has also a deadline by which we need to use it.

And then $1.5 million is proposed from an unused downtown health and human services fund where sheltering people living downtown has a nexus with its intended use to benefit downtown.

and this came from a fund that actually started in the mid 80s to, if you built a building and there, if you didn't put childcare in the first floor of that building, you had to pay a fee and this is leftover from that fund in the mid 1980s.

So almost as old as some of us here.

So I wanna talk quickly about this process, why the FAS leasing authority is really important.

Right now this is what the process looks like to set up a tiny house shelter or first the mayor's office and council approves the budget and then if you click next for the transition, the city selects the service provider and issues an RFP, the provider is selected and then the provider needs to go out and find the land.

and they either try to sign a lease or purchase a property and it takes another several months for that often nonprofit provider to do all of the land work, like graveling, flattening, working with the city to get the various permits it needs and then setting up water, sewer and light.

So if you go to the next slide, please.

The proposed legislation that asks FAS to increase the signing authority from 18,000 square feet to 65,000 square feet brings us this model, which allows the city to get sites from raw land to be developed at the same time that HSD is selecting the service provider.

This means when the provider is selected, there's a plot of land that's ready for them to start building tiny houses on.

This shifts the process from almost a year to under six months and sometimes as fast as three months.

So this piece is really critical to setting up shelter in a rapid clip.

And with that, I'll pass it back to my colleague John.

Thank you, council members.

I know folks, when they first saw the legislation, they thought, you know, bigger sites, you know, can it be done?

And I think it's really compelling to know that across the country, there are cities throughout the United States that have expanded their micro-shelter programs, sometimes called micro-modular programs, to serve hundreds of people.

Right now, the largest tiny house, village, or I would say micromodular shelter in Seattle is about 85 units.

That probably serves between 85 to 100 people.

And again, the cap per person is 100. people per site.

But in Tampa Hope, excuse me, Tampa, Florida, the Tampa Hope program has a large micro shelter program that serves 355 people.

The Jesus Center shelter in Chico, California serves 230 people.

The West LA Veterans Association serves 200 people in Los Angeles.

Going on through this list, there are many examples of large micro modular programs serving well over 250 people, but certainly I would say pretty close to 150 to 200 folks.

Now, we've reached out to these providers, and we wanted to know, how is it going?

Is a large program working?

So we called the largest provider that was on that list, Tampa Hope Village, which is in Florida.

And we spoke to their staff, which is operated by the Catholic Charities Diocese of St. Petersburg.

Again, this program, which is using pallet shelters as their micromodulars, is serving 355 people.

It's been in operation since 2021. and it has a very similar program model that we're proposing here in Seattle.

24-7 staffing, mental health counseling, daily meals, laundry, life skills, and medical care.

So I think what's interesting about this is that, you know, Seattle is kind of a pioneer in the tiny house village or micro modular model and other cities have taken it a step further because of the success of these programs.

So let's talk about what's going on right here in Seattle.

We have a couple profiles here of micro-modular programs that are very successful.

This is Junction Point Shelter.

It's operated by the Catholic Community Services of Western Washington.

This is, again, the largest one that is in Seattle.

It's 85 micro-shelter units up in North Seattle.

This is based off the 2025 HMIS, or Homeless Management Information System, performance data.

We are seeing a 69% rate of exit to permanent housing, a 91% utilization rate.

And if you're wondering what utilization rate, think of it like a vacancy rate.

That means that 91% of the time, these units are filled.

And that balance typically means that that's just the percentage of time it takes to turn a unit to get another person in.

and they have a 97% rate of retaining housing placements.

And just so you know, in the HMIS lingo, it's framed as a return to homelessness.

So that means that less or about 3% of the folks after they got housed by this program, no more than 3% returned to homelessness, which means that it's very successful to have folks in retaining their housing after they've moved in.

Just one more example.

This is South End Village, operated by the Local Housing Institute.

It's about 40 units in Southeast Seattle.

Again, a very high percentage of folks getting housing here.

57% exits to permanent housing, 100% utilization rate, and 95% of folks retain their housing after they exited the program and secured permanent housing.

And before we get into program costs, I want to just speak briefly to placement.

We anticipate like a local priority for placement.

So similar to Salmon Bay, where there is a third of people who were in the surrounding area had preference to be located in that particular village.

It's a similar model that we anticipate for placements for the ones that we hope to stand up.

and I'll pass it over to Director Panucci to speak to the budget and program costs.

Thank you.

So some of the costs have been talked about a little bit.

How this will get paid for is through a variety of sources, but we've identified about $17.5 million that could support shelter expansion so far this year.

Much of that is in the existing budget that was already appropriated for the the purposes intended through these programs, and so most of it doesn't require coming back to Council, but about $4.8, $4.9 million does.

That is the legislation before you.

3.3 requires action on the Community Development Block Grant funds, and then $1.5 million from the Downtown Health and Human Services Fund that's already been described.

We are estimating the average cost per unit is approximately $28,000.

I will just say, it really is dependent on specific site in terms of the first cost and the mix of services and all of that.

And so this is an average we use about that cost.

And then we are also engaging with philanthropy and major donors to help to fund this work.

And I'll just add that we worked really hard to identify funds that are in the existing budget that align with the goals of this program and try to minimize sort of the request for council, but I will just signal that there is a potential that we will be back at mid-year to have additional ask, but that would be in collaboration with all of you and talking this through before we brought that forward.

and we can field questions.

So the way this I'm anticipating would work is you would field a question and I will point to one of my colleagues here to answer it for you.

Sure.

Well, thank you very much for this insightful presentation here.

We will open it up to my colleagues.

Anyone have any questions, comments, feedback for the mayor's office on this?

All right, Council Member Kettle.

Good afternoon, everyone.

Chief of Staff, Bernard Kruiser, Policy Director of the Industrial Super, Mr. Grant, I've seen before, and of course, Ms. Holcomb on the public safety side, and our Budget Director, Pernucci, thank you for being here.

And obviously, we've all been working these issues on a regular basis, probably before we even got here in Council.

I did want to, since I chair public safety, I do want to say thank you for including that piece.

It's really very important, the various aspects that we have here.

And I note that we have different people in the audience, too, that are very interested in these pieces.

One of them is the relationship with the neighborhoods.

and it's interesting because when I talk to service providers, they're not necessarily keen on the term good neighbor agreement for different reasons, which I understand.

So we have a two-step process.

This year we have in budget and RFP's already out for a review and basically create a neighborhood engagement and mitigation plan.

Um, is that something that you see, uh, looking forward to be kind of as an update to good neighbor agreements, uh, to, to work with those, um, service providers?

I'll pass it to my colleague John to answer.

Uh, yes, council member.

Um, so the human service department is going to be pulling together a number of shelter providers and really brainstorming what are the best practices, not just in the operations of these shelters, but also consideration around public safety.

and whether it's called a good neighbor agreement or what have you, I just think having standards in place to make sure that there's consistency in how these programs operate in the neighborhood and what neighbors can come to expect from these programs to make sure that they're run safely and appropriately.

It would be good to connect at least a team with my team on this because we're the sponsor of the Neighborhood Engagement Mitigation Plan process.

Sounds similar, so it'd be good.

And I don't have the details in terms of the reaction to the RFP and so forth, but that's really important because we have to have this engagement.

As I've said to some of you already, if we don't do this right, it makes it harder the next time.

and Mr. Grant, full disclosure, I worked with you obviously with the Salmon Bay Village project, the RV tiny home project, and we needed to have that work well.

and there was no major, I mean there was incident here and there, but no major in terms of relationship with the neighborhoods, partly because of its location right there at the Ballard Bridge on 15th and so forth, but those pieces are really important because if that went south in terms of relationship with the neighborhoods, Magnolia and Queen Anne specifically, but also Inner Bay, just makes their job that much harder.

And so I just wanted to note that, what we did at Salmon Bay Village.

I also want to note too, and particularly because at least three of us up here are very, actually probably all of us, but particularly three of us are really interested in RVs.

And as I noted many times, if you have five RVs, at some point, one is dealing drugs, and once you have a drug market, then you have a stolen goods market and all the follow-on to that.

And with Salmon Bay Village being stood up, The number of RVs on Nickerson, for example, and some other areas really dropped, which was a testimonial to the project.

And those remaining were in way better shape.

So these are the things that we need to build on.

So this goes to the neighborhood engagement piece.

as well.

And so I just wanted to highlight that piece.

Also in public safety, and I don't know if you could speak to it, I'm a big fan of the coordinated entry piece.

And this kind of goes a little bit to the question of going to that local neighborhood in terms of then having those be outreached in order to go to that local shelter location.

Because that was an issue like 10 years ago, for example, Queen Anne had, you know, the Aloha Inn, which is now the inn, the 157 Roy Street, the Inn at Queen Anne, DSC facilities, the tiny home, and instead of engaging with those individuals in the immediate area, other individuals from Soto, for example, were coming into some of these locations.

And that's another way to not really build trust with the neighborhood.

And so I just wanted to highlight that piece, and it's really important to have that in there.

Along these lines of great ideas, can you speak to, I mean there's a tiny home focus of which I've been supportive, but we also have a great program called the Community Solutions Project in Pioneer Square with the DSA and PDA and a bunch of different partners in this.

Can you speak to this and does this fall within your overall plan?

Yes, I can speak to this.

And I also wanna just note that I'm taking notes on all the follow-up and we will follow up with you on the neighborhood engagement plan.

And I'll start and then pass it over to my colleague, John, to finish.

So a lot of this work is really modeled after much of the community solutions work.

And we anticipate working closely with them.

John has been briefing DSA, Lisa who's sitting behind me is on all of our phones calling us and us calling her pretty regularly.

And so I would say that that work is part of, but also we hope to work with them outside of this plan as well.

And I'll pass it over to John.

Yes, Councilmember, I think one of the key components to the Community Solutions Initiative was really looking at the by-name list system and identifying folks who are over-represented in how many touches they have in terms of services, law enforcement, et cetera.

And so to the extent that we can partner with DSA, they have reams and reams of data to show where folks are making these contacts, what kind of services are they asking for.

To the extent that we can leverage that kind of data that they have collected and have that inform the outreach that will occur to connect those folks to this broader network of shelter that we are creating, We don't see these things as opposites.

They are parallel to each other and making sure that they can strengthen each other.

And also just a lot of gratitude to those organizations for that work that they've been leading and also in partnership with you for the years leading up to this moment.

Thank you for that.

By the way, thank you to the Chief of Staff for your initial remarks.

You talked about doing this effort without services is not successful.

And with respect to housing first, I always say, yes, housing first, if it's a photo finish with wraparound services or whatever term you have.

To which highlights, I think it's important for the public to know that a lot of times housing first then is also a term of art to say when the individuals are ready.

and I recognize that point and then there's the dynamic of what do we do to encourage to be ready or those actions that really allow them to not be ready and to not take that step and there's plenty of those that happen throughout the city so I really think that the services piece is key and then setting up for success is the encouragement piece as opposed to making it easier to stay outside for example.

because there's a lot of service-resistant folks.

We just saw this this past weekend.

I had reports coming to me, like from the West Queen Anne Greenbelt, Kinnear Park area.

So these are the things that we have to really do well.

And I suspect, too, that we have to have services like the Star Center and the Orca Center, which is our fantastic two centers.

And I encourage my colleagues to visit.

which ties me into the question, because it was interesting, no mention of KCRHA in the briefing.

So I wanted to ask about KCRHA, which I support after the governance, good governance reforms of the end of 2024, and I thank Dr. Kinison for her work.

What has been the coordination?

What has been their response?

Can you speak to KCRHA?

I'll pass it first to John and then to the Chief of Staff to add anything else that we might need to.

Thank you, Councilmember.

So we are working closely with the King County Regional Homelessness Authority.

They operate and oversee the majority of shelter contracts.

And so what I would say to that is that different tasks call for different conventions.

And the task in front of us right now is to quickly, rapidly stand up as much shelter as possible.

And as a single entity, KCRHA doesn't have the resources or capacity to do that because what we are embarking on is really deploying as many departmental assets to stand up the shelter.

So that means, you know, FAS is working with all the landowning departments to identify what lands are available.

It means SDCI figuring out what's the most expedited way that we can execute a permit.

It means the Human Services Department having a very efficient procurement process to identify providers.

If this was a regular year where we had more time, I think, to stand up these programs, working with KCRHA for that in that longer term makes sense, but for this really quick push that we're trying to do, we need to bring to bear all the assets that the city has for this particular task.

And Chair, one final question, thank you for that.

The parallel to that is King County's role.

Is King County doing a similar project?

After years of frustration, I'm happy with King County in the sense of the Alder Street location, which was part of a coordinated entry piece and so forth, which got delayed.

Again, with the new executive, things are being unlocked.

Obviously, there's time to work some of these pieces, but if there's a parallel effort by the county to assist and essentially assist in KCRHA in their effort, that could be considered a win-win.

So, can you speak to the King County piece with, you know, Executives of Harlai and others in the process?

Yeah, certainly.

We've been in conversation with the county executive on this effort.

They're eager to partner with us and in particular identifying county owned parcels.

And when we've got parcels to partner with him on, we're eager to bring them.

But of course, when those parcels are located in the city, we want to make sure we're partnering with all of you as well.

So more to come on that front.

They're eager to be a partner and we're excited to work with them.

Thank you.

I appreciate the opportunity to highlight a few points as I made my notes.

Thank you, Chair.

Thank you.

Council Member Rink, you're recognized.

Ms. Thank you, Council President Pro Temsaka.

And thank you all for being here today and presenting on this work.

And before I get into my questions, I really want to center first and foremost my gratitude and voice my appreciation to the Wilson administration for moving with urgency on this.

We know that homelessness is a pervasive issue, not just across Washington, but nationwide.

and we have been in a state of emergency for 10 years now.

So I wanna commend you all for moving with urgency on this and giving this the attention that it truly needs so we can get our neighbors inside.

So thank you for your work and thank you again for being here today.

And just to go into a couple of questions here, deeply appreciative that we've done some outreach to jurisdictions and providers that have larger tiny home villages of this kind I'm curious about some of the hearing that some of the recipes for part of the success of these has to do with the level of services provided.

Is there anything thematically you can share from your conversations with these providers around what are some of the distinguishing factors or elements of managing larger sites that we need to tend to?

I'll pass this over to my colleague John to answer with some more detail.

But what I can tell you is that we had initial conversations with these sites to prepare for our rollout of this program.

And I anticipate being in longer conversation with them to get more detail.

So if there's specific questions that we don't answer for you today, I think that's also a moment where we can go back to these providers and make sure that they do get answered as a follow up.

And I'll pass it to John.

Yes, Council Member, I think that what we saw pretty consistently was the need to have 24-7 staffing at sites like this for programs that are serving homeless adults and couples.

And when we talk about 24-7 staffing, We also need to include on-site case management.

So this means train staff who are working with folks to do all the things you would expect, right?

Getting their government IDs in order so that they can start applying for housing, providing financial assistance to cover moving costs if they get an apartment.

Maybe they're eligible for Medicaid and weren't enrolled before, and they can get enrolled into Medicaid, which comes with a whole other host of benefits attached to it as well.

So that 24-7 staffing model, the case management on site, and then depending on the program, there would be a different array of services.

Some provided actual medical assistance on site, some did not.

and would refer that out to, like, a local hospital or community clinic.

So from there, it kind of can vary a bit.

Some have, like, very intensive employment training programs, and some do not.

But I think the consistent theme that we saw was the on-site case management with that basic scope of services to provide assistance to folks, and then the 24-7 staffing model.

And that was probably across the board what we saw, how folks organized these programs.

Certainly, I appreciate that.

And knowing that we've focused this conversation, the example you brought up was with Tampa Hope Village.

What are the other of the, have you made contact with all of the providers that are listed in the presentation?

We have made contact, I'd say, with the majority of them, but not all of them.

And we are going to reach out to all of them to talk to them.

And we've also invited central staff to participate in those calls so that we can kind of learn about their programs together.

But so far, the folks that we've talked to, that seems to be the consistent theme that we've seen.

Certainly, that's great.

And any information, too, at this time, do we understand if these providers are keeping metrics on throughput and exits to permanent housing?

Yeah, I do not have that information in front of me, but I can follow up with them and see what I can find.

Yeah, certainly.

Again, I know we're moving quickly in a lot of ways.

That's certainly something I think we'd all like to see more throughput in our system and would love to learn from some of these providers how they're managing exits to permanent housing as well.

but also appreciative in your presentation adding our own local data from HMIS around exits to permanent housing.

It's really helpful when considering this.

And speaking to this, I know you all have been engaging a lot with our provider community.

What are you learning about our staffing capacity as a region right now?

What to deliver on 24-7 staffing capacity?

What are we hearing right now from our provider community on what it's going to take to get there?

Well, so we are having initial conversations with providers about their capacity, not just in terms of the 24-7 staffing, but also in providing behavioral health supports and also case management.

And I think what we hear consistently is that no one provider could take all of this on, like, not at all.

But together, with all their different capacities combined, this initial 500 push for these units that are going to be, I would say, a much more service-rich environment.

We believe that there is capacity based on what we're hearing from providers.

What happens beyond that, I think we have to do more assessment and have more conversation with providers to determine what those limits are, but that's where we are now.

I think that's great to hear.

And, um, thinking about, again, can you just walk us through the immediate contracting process and some of the interplay, again, between HSD and if there's an intent to roll over to KCRHA or what that immediate contracting looks like?

So this initial first phase of rapidly expanding these units takes time to stand them up.

And so we are going to be doing direct source contracts with the providers that have experience in construction around micro shelter programs.

And then for providers that have experience operating like master lease departments, we'll probably be direct contracting with them as well, just so that we can get started on standing these programs up.

I think as we move forward having a more traditional like RFP and sending up more of a process in that way is what we aspire to but as we get this initial push that is the process that we have kind of arrived at and then additionally we're kind of exploring the idea of what would it look like to have kind of a contract, like a technical assistance contract, because some providers may not have the experience to actually operate a micro shelter village, but some providers do, and maybe we could have a technical assistance contract to get those organizations up to speed so we can diversify the provider pool of folks that are operating these types of programs.

Certainly.

And my next question does have to do with that element of diversifying our provider pool and thinking about how we are, you know, I'm hearing the points about the, you know, this referral process and trying to have, you know, a certain percentage from local community, um, be tied to that.

Um, but thinking about some of the other elements of, um, our population of folks experiencing homelessness and the diversity that is there.

and how the administration is thinking about how we regard, again, the complexities of different subpopulations within that community, whether it be a single adult approach versus a family approach, also a variety of sub-communities within that, whether it be our LGBTQIA neighbors, veterans, and what have you.

How are you all thinking about those dynamics right now?

I can take this and then pass it over to complete.

So we are talking to various community based organizations who could lead this work, but they would need to do it in partnership.

And we are also interviewing different providers around what is working and what's not as in terms of like culturally relevant and culturally responsive communities.

And with one of the sites that we're looking at, we are explicitly hoping to make at least one of them appropriate for a specific subpopulation that's in high need right now.

And we are interviewing different potential providers who are specific to that subpopulation to help us make sure that we're gathering the right information to set it up correctly.

and in terms of providing that technical assistance, there is a really great model that a partnership between Chief Seattle Club and Lavender Rights Project.

And so we've been interviewing them about how has that been working?

What would you like to see duplicated?

What would you like to see be different?

And that is work that we will continue to do throughout this process.

I'll pass it over to my colleague John to add anything else.

that covered it.

I think one thing I just wanna add as we go through this process to kind of help us all think about how our administration is thinking about this and that we know we're juggling a lot of different kinds of populations and kinds of needs and we know that there are acute impacts of homelessness in neighborhoods across the city and we also know that there are very intense acute impacts on homelessness downtown that have a lot of ripple effects for all of us in the city from our downtown business district, the public safety impacts.

And so I think when we go through this process, as we're thinking about siting, as we're thinking about providers, we're gonna be keeping that balance very much head of, you know, front of mind.

Again, like we know, asking folks to site a village in their neighborhood, a lot of those folks want to know that the, Their neighbors who are currently unsheltered are going to have access to that.

And we also know that one of our highest acuity populations and highest impact populations is downtown, and those folks need throughput as well.

So as we're going through this process, you can expect us to be weighing those on balance and hopefully moving forward with solutions that strike a balance there.

Thank you for that response.

And my last question is kind of taking us out away for a second, because along with the three pieces of legislation, the mayor's office also announced that you are putting together a citywide volunteer effort.

And I'm wondering if there's any additional details that you'd like to share about that today, folks who are signing up, what that what that all means.

I could take this one.

The last we heard, or I heard this was towards the end of last weekend, almost 200 people sign up to volunteer.

And our hope was that we would both connect them directly with the providers who are actually the developers.

So when it comes time to paint the houses or set up like little flower beds or whatever it might look like to make the community feel like a home that volunteers can be at the ready.

But there's also a number of different activities the volunteers can do.

Anything from, you know, providing food or helping build and set up or just spreading the word about this particular work.

So the more to come on that, but it'll be in direct relationship with the developers and providers.

But we at the moment have a list of, as of a few days ago, probably over 200 people.

Yeah.

That's exciting news to hear that our neighbors are ready to help out.

Thank you all for answering my questions, and thank you, Council President Pro Tem.

Thank you.

Councilmember Lin.

Thank you.

Very excited to chime in on Councilmember Lin's statement about the urgency that y'all are bringing to the table.

You know, we're March 16th, I know, you know, the mayor's office has not been in office long, but appreciate you bringing this so quickly to us.

A few questions, more on kind of like timing and sharing of information, and I heard you say, and just kind of going back, it might be helpful to look at the Path to 500 slide, if you don't mind.

So, you know, June 1st, Goal 500, so presumably, like you said, you already have a number of sites that you're looking at.

Just kind of wondering about the timing of sharing those with council or the public and how that lines up with sort of our legislative timeline because I know people are anxious, or at least I am.

I would love to find out what you're thinking both in terms of sites and I know that you looked at things like leasing.

Yeah, so what I can speak to around the sites is that we are this week and early next week previewing sites with districts and if there is a site in your district, you either have already had a early conversation that we are looking at your district or that previewing one with you very soon.

And we anticipate rolling out a few, probably up to five sites.

Right now we have less that we'd like to roll out first and this will be in the next week and a half.

We're really narrowing and winnowing down and want to be in an active relationship with the council about what we're looking at.

And so does that completely answer it?

It's very soon is the long and the short of it.

And then as it relates to this legislation, the sites that we're looking at rolling first are not contingent upon this legislation.

The legislation would enable us to do that second tranche of expanding sites, which would likely start in mid summer.

And that would be expanding existing sites that, can have extra capacity or doing this more expedited timeline.

Great, and certainly want to do everything I can to help expedite.

I mean, I love the FAS Signing Authority to help expedite that.

Certainly, it's been hard for our providers to have to go out and find the sites, do all this work, and so anything we can to be proactive, so appreciate the thinking there.

One last sort of question on the timing and the process, and we can talk about this more later if it helps, but just want to kind of help the public understand the fact that the land use part is proposed as an interim legislation and there's a work plan.

Again, if you're prepared to talk a little bit about sort of what that work plan might look like and how that lines up, again with some of this timing.

I'll pass it to my colleague, John, to talk about.

Thank you, Councilmember.

Yes, land use code is complex, isn't it?

We're really just talking about changing a few sentences to make this change, but it actually triggers many different types of reviews, both environmental reviews, et cetera.

So this is actually interim legislation that has an emergency clause in it that would allow the council to have it go into effect at the same time that the environmental analysis happens concordantly.

And the reason is that if we are going to, I think, realistically achieve our goal of 500 units on the timeframe that we want to do, this is not legislation that can go into effect next year.

That just won't work.

and so that's why it's got that emergency clause in it and that's why there is this interim approach so that SDCI can have the time to do that environmental analysis, to look at larger sites, to do a deeper analysis that I think the Council is asking for of some of these sites that are across the country that are larger to make sure that what the final permanent legislation looks like hits the right mark and that it is addressing all of the concerns need to be taken into consideration.

Wonderful.

Well, thank you so much.

And certainly, again, want to do everything I can to support both the immediate push.

I think neighbors are calling for it, and we all know the need is there.

And also wanted to make sure that we have a good work plan in place to make sure that we're learning as we go.

and that we can get the right long-term approach.

So really appreciate it.

Thank you.

Thank you, council member.

All right.

Thank you, council member Foster.

Thank you so much, and thank you to the entire team here today from the mayor's office and everyone who's not here who I'm sure has been working incredibly hard in the last few months to bring us here.

I wanted to ask a couple quick questions.

So you mentioned the Tampa site as an example, and I just wanted to confirm, is that site also serving a high acuity population?

Yes, they are single adult folks who are homeless that need treatment services.

Okay, fantastic.

Thank you for that.

And then I just wanted to confirm what we heard today around the timeline and the sort of stacked or staggered approach that you're taking to get to 1,000 units.

So the first 500, that's what you anticipate being able to do with the review of either existing sites and providers who maybe have additional capacity under the existing 100-person census limit.

Is that correct?

I would say yes and, and so we're also looking at a handful of sites that we will be previewing with you this week and early next week, and with those we anticipate getting to the 500 because we can, if we can, to organize all of the city departments to do any earthwork or permitting in really fast order, we can still set up a tiny house village within a few month timeline, as long as we are doing some of that proactive organizing to get some of the permitting in order.

So it's a both and, yeah.

And if I could just add to that council member, and also we're not just looking at micro shelter villages, there are also other programs like the Star Center for example, informed us that they could add six beds with just a nominal amount of funding.

So there are other shelter programs out there that are just existing shelter programs that could be expanded.

And we're also looking at master leasing buildings.

Perfect.

Thank you so much.

And I saw on a slide, there was some mention, I believe, on an earlier slide of the, one of the, I guess I would say innovations or treatment modalities that I know DESC has done over the last year, which is the injectable and the approach that they've taken, which we've heard just fantastic things about.

And I'll say just from the dais, I think it's really important talking to folks who are in treatment about the impact that has had on people feeling like they can get not just access to treatment but to have something that's effective and just a lot that doesn't have the same detox impacts and other things that we've seen.

I just wanted to ask a little bit more information if you can share around any sort of partnership with that treatment modality that you expect at these sites.

Pass it over to John.

We are very excited about partnering with the behavioral health providers that do provide medically assisted treatment and DESC is going to be one of those leading partnerships because of the groundbreaking work that they have done.

in expanding injectable buprenorphine treatment, which has shown that for folks that begin that treatment, 70% of those folks make it to their second treatment, which is an extremely high rate.

And so we want to make sure that that level of service is available at as many of our sites as possible.

What we are finding is that some other behavioral health providers have regulatory issues to try to have that type of service at those particular sites.

And so one of the things that the executive order that the mayor passed did was to ask the Human Services Department to work with the county and other behavioral health experts and come up with recommendations to further expand that type of access to that type of treatment.

But our ambition is to try to have treatment services onsite at all of these locations where they are needed.

Thank you.

And one question that I wanted to ask as well, and I will again commend you for your fast work, and particularly you, Director Panucci, in identifying $17.5 million for this program and your team, I'm sure that was took a lot of digging around and identification.

But I'm curious if we have an assessment of, you know, essentially how far we can go with that 17 and a half million towards this really important plan, or if there's an understanding.

I think I heard you say we might hear from you again in the summer on additional resources needed.

Is there any more information you can share there?

I can start and then I can pass it to my colleagues if they want to add more.

I think that this, if no other funding was identified, this would be adequate to fund about the first 500 units.

So somewhat this is kind of proof of concept.

Can we do this quickly?

Can we stand this up?

We are not expecting to expend the full amount we've identified on the first 500, philanthropy, volunteers, that sort of thing.

And it really depends on when they come online, because a big portion of the costs are services.

And so some of it is kind of iterative.

And so I would say this is adequate to, if no other dollars came in the door and we started them all on June 1, we have enough funding to support at least 500 for the first half of the year.

John, I don't know if you want to add to that.

Yeah, so because construction takes time, we started with the expansion of the micro-shelter programs first.

I think the majority of the units that come along will be in that model.

And then we've been in conversation with some of your offices about exploring a concept for a rent subsidy program that would probably serve a lower QED population.

We have not rolled that out.

That is not a part of this initial budget, but it is something that we are looking at for the latter half of this year to help address the throughput issues that we're seeing in shelter, because there are many people who could be living independently successfully if just they had a rental subsidy to afford Seattle's very high market rents.

And so what we're calling a shelter-to-housing rental subsidy model is something that we hope to roll out in partnership with all of you in the coming months.

Great, thank you for that update, I appreciate it, and in part wanted to make sure that we have an understanding.

I was actually not going into part two, I was just trying to get into the sort of initial, how far we can expect that 17 and a half million to go, so thank you for the response and the preview of part two.

Thank you.

All right, thank you.

Councilmember Strauss, go ahead.

Thank you.

I love working with Councilmember Foster.

She teased up the questions that I'm about to get into.

It's fun working with you, my friend.

Good afternoon.

Great to see you all.

Jumping into this 17.5 million, it's my understanding that this 4.4 is within there.

Is that correct?

Yes.

The 4.4 needed for council approval.

That is correct.

and so Councilmember Foster just asked a very prudent question of, do you need this entire $17.5 million now to get the 500 units stood up before June 1st?

You gave a very good answer.

And so if you want to expand on it now, happy to do so.

Most of my colleagues here today are not on the finance committee.

And so just teeing this up, this will be something that we really dig into in the finance committee.

But if you want to expand there, because part of the last conversation that we had here at the dais was timing of supplemental budgets.

for all of us up here, we have to wait until the next supplemental budget to pass budget items, unless we wanted to start doing the one-offs, but I don't think any of us do.

And so just, can you talk us through why is, you know, that first tranche of funds that you have access to today, do you need that additional 4.4 today?

And what's the background there?

Yeah, thanks for the question, and you know I care deeply about the timing of supplementals and how many times we amend the budget every year, so I appreciate the opportunity to respond on why bring this forward at this point.

I think there are a couple of reasons.

One is, you know, how you appropriate money and what restrictions are placed on it, sometimes by the council, sometimes by the source of funds, limits what we can use it for.

So not every dollar within that 17 million can be used for any purpose.

Some of it can only be used for services, some of it can only be used for capital.

So I would say part of the reason is why we need this now is we need flexibility so we can move rapidly, we have the right dollar in front of us.

The other piece is at least, a portion of this money, specifically the money that's community development block grant money, which is about $3.3 million.

We have a time limit on that money for the city, so we have...

there's some money that isn't subject to the appropriation that can't be spent until the $3.3 million in this legislation is spent from OH's funds, that's Community Development Block Grant, so there is a time sensitivity.

In order for the city to be able to invest these dollars without having to give it back, we need to move rapidly, so that is the other part of that.

I think it has to be spent by the summer.

What did I say?

I think rapidly.

Rapidly, yes, by specifically July 26th is the date I have, which feels rapid.

It is very rapid, very rapid.

Colleagues, the other questions that I'll be asking in my committee are what are the ongoing costs?

What is the impact on the structural deficit?

And digging into, and then a question that I'll ask here today is how many shelter units does Seattle need?

and I ask that question because the use of existing shelters with higher efficiency into permanent housing allows us to use that shelter more than once, but I'd also just like to know how I have my analysis of how many shelter units Seattle needs, which is more than it is today, but I'd just like to know from your perspective, how many shelter units does the city need?

Thank you.

We'll start with some of the ongoing costs, so just to parse this into three questions.

We have ongoing costs, the impact on the structural deficit, and then how many do we need?

Sorry, the budget questions I was saving for budget committee.

Okay.

I mean, we could dig into it.

We could save that.

So in terms of how many units do we need, we know that we have 4,500 people who are, at least in the last point, time count who are currently unsheltered.

And I'll pass it to my colleague John to speak to how we got to our specific numbers.

Yeah, Councilmember, the point in time count looks at the total folks who are homeless, and one of the figures that we see is that it's inclusive of, the 4,500 is inclusive of families as well.

So let's say if we were to get that family like a rental subsidy, and we got them a three-bedroom unit, right?

That unit would count as one unit, but it would have three bedrooms serving maybe a family of seven or something like that.

So to address the number of folks who are both chronically homeless and the folks who are experiencing family homelessness, when you crunch the numbers, you get to about 4,000 or so units, but that can adjust based on your different assumptions about whether you're serving families or single adults.

But we can circle back with you gets you a more detailed analysis.

Thank you.

Anything further on how many units we need?

Not today.

Fantastic.

Happy to continue that conversation.

On one of the slides, the second to last slide, average cost per shelter unit is approximately $28,000 per unit.

I'm assuming that this is all in.

Is that correct?

All the wraparound services, all the kitchens, restroom facilities, all of that.

Wonderful.

And in a couple of the pictures along your slides, you showed the tiny homes from the Hope Factory, a place that I volunteered as well in the past.

Love the Hope Factory.

I have noticed that it has been common practice that we have not has paid the Hope Factory for their work.

So they have used all donations to create the tiny homes and then providers have not been paying the Hope Factory for the tiny homes.

They've been donated.

Are we as the city paying for these tiny homes or are we receiving these in kind?

Councilmember, we'll get back to you with that information.

I would say it's a, we are also engaging with private philanthropy on purchasing some of the homes.

So this is part of why we need to circle back with you on it.

Fantastic.

And understanding how we are paying for the construction and the building materials and the volunteer, whether volunteers are volunteering or we're paying people for the physical tiny homes will be critical in the conversation within my committee.

I've got a bunch of other questions, but Council President Pro Tem, Since we're using everyone's collective time, I'll save it for another time.

Thank you.

All right, thank you.

I'll close out the discussion here.

I guess the benefit of going last is Many of my questions were already addressed, so I appreciate my colleagues, but I'll just start off by saying I want to thank everyone from the mayor's office for being here.

I really do appreciate the mayor's leadership on this issue.

I was honored to join the mayor a couple of weeks ago in announcing these efforts, the broader strategic effort here.

Appreciate learning more detailed overview today.

So thank you.

One question I have pertains to, I suppose, what would be slide 12 if there were slide numbers on the slides?

So the slide with the heading that begins with service rich program model.

it sort of talks about as you'll note there on the bottom bullets that how performance measures will be monitored on housing placements, utilization rates, man enrollment, et cetera.

Just curious, how are these currently being, how are these things currently being measured?

And so question one and question two is who does the measuring today?

as a KCRJ, self-reporting by providers, et cetera.

And then just noting that my understanding is that the city and county of San Francisco does something called performance-based contracting for human services where providers, where they basically tie funding to certain providers with measurable outcomes rather than just flat reimbursements.

who currently measures and how are they being measured today?

Thank you.

That's a great question, council member.

To answer it, the short answer is that all, can I say all, the majority, I can say, of homelessness service providers use a database that's federally mandated by HUD called the Homelessness Management Information System, or HMIS.

That is currently administered by the King County Regional Homelessness Authority.

So all of these shelter program providers would be participating in the HMIS data system, which means that as somebody's being referred into the program, they're going to be enrolled into HMIS.

Then every one of these contracts that the city will hold will have what I would say mirrored performance measures to what KCRHA tracks.

So that would be the exit rate to permanent housing, like we saw on the previous slide with the service providers.

for current micro-shelters.

It's going to include the length of stay that they're in the program.

It's going to include the rate of returned homelessness.

It's going to include the utilization rate, which is how many shelter beds are sitting empty at any given time.

So those are the standard performance metrics that are pretty common in most contracts that follow and use those HMIS requirements.

And then I would say on top of those requirements, we're adding another level of data.

which is tracking the enrollments of folks into medically assisted treatment and other behavioral health services, which is not something that is historically tracked in HMIS.

But we will make that a requirement for providers that are participating in this program.

Got it.

Well, thank you very much.

Again, really appreciate this presentation.

No other questions or comments from my colleagues.

So again, really appreciate you sharing your insights here today.

Thank you.

Thank you, council member.

All right.

Colleagues, we will move on to the signing of letters and proclamations, which today I think there are none.

So at this point, we will move on to our fifth agenda item, preview of city council actions, council and regional committees.

We will begin our discussion of the preview of city council actions and council regional committees.

The order of discussion will start from I think today's roll call order is Council Members first starting with Council Member Kettle followed by Council Members Lynn, Rink, Strauss, Foster and then yours truly.

So Council Member Kettle, go ahead and take it away.

Thank you, Council President Pro Tem.

Colleagues, our next Public Safety Committee meeting is not tomorrow, but a week tomorrow.

We'll be looking at some pieces related to federal law enforcement to include ALPR, and then separately another bill in collaboration with Councilmember Lin.

So for this week, friends of Athletic Fields today met with them talking about the Athletic Fields, particularly those in District 7, but also District 6 because I have great interests in Magnolia for a lot of very important reasons.

Tomorrow, Horizon House and Sound Transit.

Wednesday, Comprehensive Plan Office Hours at the Queen Anne Coffee Company looking to to create these opportunities to meet with constituents related to the comprehensive plan process, phase two that we're in right now.

I wanted to note Thursday, Seattle Police Foundation award ceremony is being held.

And then on Friday, very looking forward to a visit to the MOHAI and the Orion Center, getting a tour of the Orion Center.

And then separately, Council Edition with Council Member Rivera, who's not here today, but she'll be my partner on Friday on Council Edition.

Next week, meeting with Seattle Women's Commission, Tuesday of next week, and then next day, Hearing Examiner, Thursday, meeting with Visit Seattle, Sound Foundations, kind of going to what we were just talking about, and then another comprehensive plan office hours, this time at the Magnolia Library, so I'm invading District 6 again.

there in Magnolian D6.

But again, partnership on Magnolian.

And then the Hospitality Association next week on Friday.

I did want to note from last week, I really appreciate seeing the DSA state of downtown, a lot of important points, Mayor Wilson was there, County Executive Zaharlay was there, very good to get those pieces.

And then later in the week, the Irish delegation from Galway was here, some great meetings with them, and particularly on Thursday with Maritime Blue, working the maritime piece between our sister city, Galway, and Seattle's very important.

Friday, great proclamation lunch, where colleagues, I'll admit, that's where I received my sash as the grand marshal of this year's parade, which was held on Saturday.

That's really quickly it, and moving on to the next, which I believe should be alphabetical order.

Well, roll call order is Council Member Lynn would be next.

Yes.

All right, thank you.

We will have our Land Use Committee meeting this week.

We'll have a couple of pieces of legislation just for briefing the FEMA.

Well, FEMA floodplains actually could be briefing in a vote and then the stadium repeal ordinance will just be a briefing.

and then we will have our select committee on the comp plan on Thursday.

So looking forward to having that introduced.

We'll have a briefing from OPCD on that.

That's all I got.

All right.

Thank you, council member Lynn, council member Rink.

Thank you, Council President Pro Tem.

I will be keeping it brief just to start with the committee that I chair, Human Services, Labor and Economic Development Committee meeting.

Our meeting that was scheduled for March 20th has been canceled.

A notice has already gone out through the clerk's office.

Our next meeting will be held on April 3rd instead and invite you all to join for that.

In terms of regional committees, there's a lot of them happening this week.

We have the Regional Transit Committee happening on Wednesday.

And we also will be having Board of Health on Thursday.

And Board of Health will be receiving a briefing and overview of our tuberculosis program, as well as voting on a resolution recognizing on World Tuberculosis Day.

And we'll also be getting an update on the Hazardous Waste Management Program, which is underrated but tremendously important.

It's an important service provided by the county.

If you ever have an item you don't know how to dispose of, I recommend you look into King County's local hazardous waste program because they absolutely have the guidance that you need so you make sure you don't just toss it in the trash.

We'll also be looking at a resolution related to Seattle and King County's efforts to address unpermitted food vending in King County and a state legislative wrap-up.

So really excited for Board of Health this week, and we'll be sure to report back any updates.

Those are the updates that I have for today, Pro Tem.

Thank you.

All right, thank you.

Councilmember Strauss.

Thank you, Council President Pro Tem.

The Finance Native Communities Tribal Governments Committee will meet tomorrow morning at 9.30 a.m.

with the agenda item, which is the Seattle Public Utilities Tribal Engagement Work.

for our, my team also sent out a notification last week as we intend to hold a special meeting with the Finance Native Communities and Tribal Governments Committee on Monday, March 30th.

Yes, this is a Monday 9.30 a.m.

meeting.

I'm sorry, but everyone has taken the open slots with their select committees.

Love you all.

Nothing says love like another meeting.

and we will keep it short that Monday morning.

So this will be to brief and discuss the legislation from the mayor's office that we just heard.

The plan is to then vote on these items during our regularly scheduled April 7th Finance Native Communities and Tribal Governments meeting.

I have no legislation on full council tomorrow.

On Wednesday, I will be attending the Sound Transit Board Retreat in Tacoma where the board and Sound Transit staff will be discussing the Enterprise Initiative.

Colleagues, I'd love to give you some updates before I head down there and I will tell you that the North King Caucus is very well aligned, probably the best aligned that I've seen since I've been on the board.

So I'm just very happy about that.

So no matter what problems come our way, we know that we can solve them with a good team.

in District 6. I hosted office hours in District Office last week.

I'll be doing so again this Thursday.

I've got a town hall coming up this next week, April, March 25th, so next week.

I'm not having it in District 7, Councilmember Kettle, but I sometimes do host my office hours from City Hall, which is in your district.

All that said, that's my report.

Any questions at this time?

No.

Thank you.

All right, thank you.

Councilmember Foster, floor is yours.

Fantastic, thank you so much.

I would just quick update from the last week that Councilmember Lynn didn't mention, but both Councilmember Lynn and myself were at the Rainier Beach Community Center for the late-night teen program on Friday, and that was really fantastic, along with some staff from the mayor's office.

I just want to express my appreciation to you Council Member Lynn and your leadership as well as to the parks team who was there with us quite late into the evening and all of the young people that were there that let us chat with them.

Over the weekend I attended the United Negro College Fund Seeds of Hope Gala which was really fantastic, a great event.

I know there were some other council members there, I believe Council Member Juarez as well as the Mayor and Deputy Mayor and that was a fantastic opportunity to connect with local leaders and see some of our business leaders be awarded and recognized for their support of UNCF.

Looking into this week, I am also on the Board of Health, so thank you Council Member Rink for that update.

And I am looking forward to the Select Committee key meetings for my office.

We will be meeting with staff from Senator Murray's office to ensure that we are establishing strong collaboration with our federal delegation, as well as meeting with the Seattle Equitable Development Coalition to hear from their needs around development, comprehensive plan, and more.

And later in the week, I will be doing a neighborhood tour with Lake City Collective, really looking forward to that and trying to make sure as a citywide council member that I am bopping around the city as appropriate, so looking forward to having that.

And lastly, I have a meeting with Common Area Maintenance.

Folks know this is the team that's operating down in Belltown and purchased the El Rey last year.

And just a big shout out to them, last week I had the opportunity to join, I don't know if folks know this, but we have a Seattle Civic Poet, and I had the opportunity to join our Civic Poet in conversation over at Common Area Maintenance.

And we talked about everything from libraries to safety to connection with the arts.

And it was just a really fantastic event and integration.

So thanks to those folks for their leadership and working to not just do arts, but also housing and investments into downtown.

That's what I got.

All right, thank you.

I will close us out here and colleagues, I too will be brief.

On the steps committee front this next Thursday at 9.30 a.m.

will be our next meeting of the steps committee.

Looking forward to an exciting agenda.

We have two main items, briefing and discussion items.

First and foremost, a levy program update.

and presentation from SDOT on the Neighborhood Initiated Safety Partnership Program, also on the People's Streets and Public Spaces, and finally, Low Pollution Neighborhoods Program.

Three distinct levy program updates from our partners at SDOT.

Looking forward to that, and bless you, Council Member Kettle.

The next item will be sound...

a community round table discussion on sound transit expansion and the impacts on small businesses.

Excited to welcome some directly impacted small businesses, our governing partners at Sound Transit, some folks from our city's own Office of Economic Development and others to talk about the light rail expansion and critically important and the impact that it has on our small businesses that really power our economy and serve as the backbone of our economy here in Seattle.

Also inviting partners from the Rainier Valley Community Development Fund to participate in this community roundtable conversation.

And amongst other things, gonna talk about the opportunity we might have as a region to establish a new new Rainier Valley Community Development-type fund to better support our small, many family-owned local businesses.

Whereas the Rainier Valley Fund was established 30, almost 25 years ago, 30 years ago almost, in the Rainier Valley.

The businesses at issue today are in West Seattle, Soto, all through the North, and Ballard.

The things that those areas have in common, it's our maritime and industrial lands, and really serve as the engine for our port economy.

So we'll talk more about that on Thursday.

In the community, I'll just mention two quick things.

One, I was excited to join a public safety conversation organized and hosted by the Seattle Police Department and SPD Chief Barnes last week in my district.

It was at the Southwest Teen Life Center near Chief Self International High School in West Seattle.

I was joined by Southwest Precinct Commander Captain Bayer and others.

who presented on some important information and learn more directly from community about the kind of public safety they wanna see in the district.

So excited to attend that.

Last week I had held office hours per my usual practice.

And so it was great to meet directly with some constituents.

Also went on a small business walking tour where I, met with some folks from the Elkai community, brought in leaders from Seattle City Light, SPD, and the city's Office of Economic Development, together with, again, some small business owners in what's called Restaurant Row in Elkai.

pristine area that they're experiencing some public safety challenges, including repeated break-ins over the last several months.

So good to have that conversation alongside community and our co-responsible city partners to find solutions at work.

Colleagues, that is all I have.

Welcome any questions, comments, feedback for the good of the order.

If there are any, is there any Further business to come before we adjourn?

Hearing and seeing none.

No further business.

We are adjourned.

It is 3.36 PM.

Thank you.