The 2024 Veterans, Seniors, and Human Services Levy (VSHSL) Annual Report

                    In its first year of implementation of the 2024-2029 levy, the VSHSL demonstrated measurable progress, including helping thousands of King County residents access stable housing, mental health supports, and financial stability, in addition to reducing social isolation and improving access to critical services.
                

43,800 Seniors and Their Caregivers served

7,692 Veterans, Military Servicemembers, and Their Respective Family Members served

7,373 members of Resilient Communities served

208 contracted Community Partners funded

Executive Summary

Background

The Veterans, Seniors, and Human Services Levy (VSHSL) is a voter-approved property tax measure funding health and human services investments across King County. VSHSL-funded investments are designed to support three priority populations: veterans, military servicemembers, and their respective families; seniors and their caregivers; and resilient communities, defined in the Levy Implementation Plan as persons or communities susceptible to reduced health, housing, financial, or social stability outcomes due to systemic and historical exposure to trauma, violence, poverty, isolation, bias, racism, stigma, discrimination, disability, or chronic illness.¹

VSHSL-funded investments support the three priority populations in five key result areas: housing stability, healthy living, financial stability, social engagement, and service system access and improvement. The King County Department of Community and Human Services (DCHS)’ Adult Services Division (ASD) partners with community organizations to design and deliver programming and services for each VSHSL-funded strategy, focusing on the three priority populations above.

In the first year of the renewed 2024-2029 Levy, implementation involved themes of ramp-up, reflection, and renewal for ASD and its community partners. In 2024, VSHSL activities focused on creating and strengthening the infrastructure needed to serve the region more effectively. Centering community voice in this process reinforced the County’s commitment to equity, racial, and social justice and furthered the VSHSL’s work to co-design and launch first-of-its-kind programs. This report summarizes the initial year of the 2024-2029 VSHSL implementation.

Overview of Accomplishments

In the first year of the 2024-2029 VSHSL, ASD worked to increase access to stable housing, mental-health supports, financial stability, and social connections, as well as improve access to critical services across the Levy’s three priority populations. VSHSL investments positively impacted more than 63,000 King County residents. A high-level summary of VSHSL-funded accomplishments in 2024 appears in the following section.

7,692 Veterans, Military Servicemembers, Their Respective Families Served	43,800 Seniors and Their Caregivers Served
7,373 Members of Resilient Communities Served²	208 Contracted Community Partners Funded

Performance Management of VSHSL Funded Services

The VSHSL funds a wide range of programs that connect individuals and families from the Levy’s three priority populations across five result areas: housing stability, healthy living, financial stability, social engagement, and service system access and improvement. Performance management impacts from the 2024 VSHSL implementation are provided below by result area and priority population.

The VSHSL Implementation Plan defines housing stability as a household’s ability to gain and maintain safe, habitable housing in a community of one’s choice for less than approximately 40 percent of household income.³ This subsection describes current regional conditions related to housing stability and highlights outcomes for 2024 VSHSL programs that address this need.

Current Conditions: In 2024, King County continued to face significant housing stability challenges. According to the Washington Center for Real Estate Research, apartment rents increased across the state during the second quarter of 2024. Average rents rose by 1.7 percent during the same period and King County’s year-over-year rent growth reached 2.8 percent.⁴ These rising costs placed additional strain on low-income renters, resulting in 79 percent of households earning below 50 percent of the Area Median Income (AMI) being classified as rent-burdened, a term used to describe individuals who spend more than 30 percent of their income on housing.⁵

According to King County’s Regional Affordable Housing Dashboard, the region also faces a critical shortage of housing for extremely low-income residents, with only 23 affordable homes being available for every 100 extremely low-income renter households (0-30 percent AMI).⁶

2024 Accomplishments

2024 Veterans Housing Stability Highlight: Navigate Homeless Veterans to Housing (VSHSL strategy HS 6) served 96 veterans by providing housing navigation and related stabilization services to veteran households experiencing homelessness or recent homelessness. While case management is not required, 44 percent of veterans elected to receive housing-related case management services, which led to 32 percent of enrolled individuals exiting the program to enter permanent housing. Other housing navigation services included targeted outreach, along with housing planning supports and eligibility determination.

2024 Seniors Housing Stability Highlight: Senior Home Repair and Age in Place Modifications (VSHSL strategy HS 4) supported 77 senior households to improve the safety and accessibility of their homes or the housing stability of their residents. Improvements included replacing a failing roof or heating system, adding grab bars at staircases or in showers, expanding doorways to accommodate wheelchairs, and installing entry ramps. In 2024, 78 percent of households were able to remain in their homes after receiving home repairs and modifications, up from 69 percent in 2023.

2024 Resilient Communities Housing Stability Highlight: Housing Counseling and Foreclosure Prevention (VSHSL strategy HS 7) supported 104 households. Examples of interventions include a repayment plan or forbearance agreement, refinancing, a new mortgage, or temporary relief such as a moratorium or other hold on proceedings. Mitigated loss of home impact includes the individual or household gaining more time in their home or negotiating a short sale. In 2024, 38 percent of households prevented foreclosure or loss of their home, while an additional 52 percent of households mitigated the severity of a foreclosure through more time in their home, a short sale, or connection to additional support services.

The Healthy Living result area is defined as improving the overall health and well-being of King County residents.⁷

Current Conditions: In 2024, King County continued to face rising behavioral health needs and persistent health disparities. According to the 2024 - 2025 King County Community Health Needs Assessment, emergency department visits for domestic violence increased by 48 percent, from 64 visits per 100,000 residents in 2020 to 95 visits per 100,000 in 2022.⁸ Older adults, individuals living homeless, persons with disabilities, immigrants and refugees, and survivors of gender-based violence often present significant or unique health issues due to their specific experiences or circumstances. For example, older immigrants use mental health services far less than their younger or native-born counterparts despite facing issues prior to migration that can contribute to depression, anxiety, and post-traumatic stress disorder.⁹ These data underscore a need to invest in providers that specifically seek to connect marginalized communities to health and well-being services.

2024 Accomplishments

2024 Veterans Healthy Living Highlight: Mental Health Counseling (VSHSL strategy HL 2) provided 195 veterans, servicemembers, and their respective families with an average of 16.3 free individual counseling hours for each participant. Supporting veterans, servicemembers, and their families with mental health supports fills a gap for those who are not eligible for the U.S. Department of Veterans Affairs (VA) mental health support or need quick access to these services. In 2024, 42 percent of participating individuals reported reduced PTSD symptoms or showed progression in treatment goals.

Caption: The Headstrong Project provides mental health counseling services that are no-cost, confidential, low-barrier, and stigma free to veterans, servicemembers, and their families.

2024 Seniors Healthy Living Highlight: The Geriatric Regional Assessment Team (VSHSL strategy HL 5) supported 163 seniors with home visits, including behavioral health assessments and connections to related resources. Of the 163 seniors supported, 91 percent of individuals were successfully connected to pre-crisis behavioral health supports.

2024 Resilient Communities Healthy Living Highlight: Countywide Gender-Based Violence and Trafficking Prevention (VSHSL strategy HL 10) supported 149 community activities. Social or community building activities were attended by 5,223 individuals, 4,363 individuals received violence prevention education, and 74 individuals were referred to professional or direct services. Providers engaged community members to build community, center the experience and voices of those impacted by violence and abuse, develop healthy relationships, and reduce stigma and shame around gender-based violence. Intergenerational programming provided the ability to better tailor approaches to unique cultural and community needs. Providers also engaged in local and statewide advocacy and coalition building to support policies that reduce harm and remove systemic barriers for resilient communities and survivors of gender-based violence.

Financial stability is defined in the VSHSL Implementation Plan as increasing an individual’s ability to cover necessary expenses while they secure their long-term ability to accomplish personal goals.

Current Conditions: In 2024, the financial pressure facing King County households remained high. According to the University of Washington’s Self-Sufficiency Standard, roughly one-third of working-age adults in King County earn less than what is needed to meet basic expenses without public or private assistance.¹⁰ These cost pressures leave many residents struggling to maintain financial stability.

Veterans transitioning to civilian life faced additional financial challenges. Servicemembers in most military occupations earn less in their first post-service jobs than in their final year of active duty. For more than half of Army and Navy job categories (military occupational specialties), men with less than 20 years of service showed average post-service earnings at only 50 to 70 percent of their final-year active duty pay, highlighting the financial strain that often accompanies the transition to civilian life.¹¹

Older adults were also financially strained. According to the U.S. Social Security Administration, the average monthly Social Security retirement benefit was $1,975 in December 2024.¹²

2024 Accomplishments

2024 Veterans Financial Stability Highlight: The King County Veterans Program (KCVP) (VSHSL strategy FS 1) provided over $2 million in financial assistance to 1,921 veterans, servicemembers, and their respective families. It also acted as the central hub for access to legal supports, financial literacy programs, housing system coordination, education and employment resources, emergency financial assistance, and other critical needs.

2024 Seniors Financial Stability Highlight: In 2024, Benefit Application and Appeals Assistance (VSHSL strategy FS 3) supported 586 seniors with benefit applications, including unemployment, Social Security, and health insurance coverage. Seniors who appealed or applied for benefits experienced an 81 percent success rate. By supporting seniors to apply for, and access, supportive benefits, King County assists seniors with fixed incomes to remain economically secure.

2024 Resilient Communities Financial Stability Highlight: Benefit Application and Appeals Assistance (VSHSL strategy FS 3) served 1,735 individuals. In 2024, 1,196 individuals applied for government benefits or appealed denied applications. Of the 1,196 individuals who applied, 60 percent received state or federal benefits or had successful appeals. For these individuals, access to federal and state income-generating benefits contributed to increased household income and financial stability.

Caption: Clients supported by El Centro de la Raza’s System Navigators. Navigators perform assessments to determine needs and eligibility, provide immediate assistance with basic needs, help participants complete and track benefits applications and renewals, provide referrals as needed, and monitor and provide follow-up assistance.

The VSHSL’s Social Engagement result area is defined as promoting engagement and interpersonal connections with community where systems, biases, miscommunications, or cultural differences often serve to isolate.

Current Conditions: Social isolation remains a significant public health concern in King County, especially among older adults, veterans, and individuals reentering the community after incarceration. According to a 2024 CDC report, 23.1 – 33.4 percent (generation dependent) of adults aged 60 and older reported sometimes, usually, or always feeling lonely.¹³Social isolation and loneliness can increase a person’s risk for serious health conditions and earlier death.¹⁴

According to a NIH study, veterans present unique experiences of loneliness and social isolation that have been associated with post-traumatic stress, depression, suicidal ideation, and deteriorating physical health.¹⁵ Community members echoed these concerns during engagement sessions for the 2024 - 2029 VSHSL Implementation Plan, emphasizing the need for culturally responsive, neighborhood-based opportunities to reconnect, especially in the aftermath of the COVID-19 pandemic.

2024 Accomplishments:

2024 Veterans Social Engagement Highlight: Major Peter von Reichbauer (Ret.) Veteran Service Organization Grant Program (VSHSL strategy SE 6) awarded 22 veteran-serving organizations to support entities that cultivate a sense of belonging among veterans and help bridge the civilian-military divide in King County. These awards contributed to the renovations and operations of veteran-serving community facilities, services for BIPOC veteran communities, creation of veteran memorials, the 2024 opening and operations of a college campus veterans resource center, direct aid for college expenses incurred by veterans and their spouses, and an art program for veterans.

2024 Seniors Social Engagement Highlight: Support Senior Centers (VSHSL strategy SE 1) engaged 39,516 seniors with senior center activities and supports, including social engagement programs, congregate dining, health promotion, and resource navigation. In 2024, 59 percent of individuals actively engaged in Senior Center programs by participating in activities during two or more quarters. These activities increase connectedness, a sense of belonging, access to informal supports, and resources.

Caption: Members of the Korean Women's Association enjoying a meal together.

2024 Resilient Communities Social Engagement Highlight: Through Community Supports for Persons with Disabilities (VSHSL strategy SE 3) 544 individuals with disabilities attended workshops and trainings regarding employment skills and civic engagement. Of this group, 95 percent reported having their access needs met, and 98 percent reported workshop satisfaction. Of the 544 individuals who participated in workshops and trainings, 87 percent reported having accessed a new system or service, and 97 percent reported knowing more about employment skills or civic engagement. System navigation services ensured 357 individuals with disabilities were connected to resources needed for them to thrive in their communities. Workshops and trainings provided skill building and educational opportunities that better positioned people with disabilities to self-advocate and navigate service systems.

Service System Access and Improvement is defined as facilitating access for priority populations to the human services system and the ability of these services to systematize and continuously improve.

Current Conditions: According to a 2022 report, many low-income households encounter confusing and burdensome application processes, inconsistent eligibility criteria, and long wait times for basic needs assistance programs.¹⁶

The 2023 King County Nonprofit Wage and Benefits Survey, funded by the VSHSL, found community-based organizations had full-time staff turnover rates of 14 - 23 percent, depending on organization’s size, signaling persistent workforce challenges.¹⁷

Language access is also essential for building an effective social service system. However, community partners and stakeholders consulted during the 2023 - 2024 VSHSL implementation planning process stressed that limited translation and interpretation services exclude non-English-speaking residents from timely, effective care. The U.S. Census Bureau further highlights this need, reporting 30.8 percent of King County residents speak a language other than English at home.¹⁸

2024 Accomplishments:

2024 Veterans Service System Access and Improvement Highlights: The Veteran Outreach and Resource Program (VORP) (VSHSL strategy SS 1) supported 384 veterans through outreach and acting as frontline points of connection with direct services or connections to other social services. On average, veterans, servicemembers, and their respective families who engaged with this program each received 7.8 direct supports or referrals to other VSHSL-funded and veteran-serving programs to provide systemic responses that support stability when appropriate.

Caption: Valley Cities Counseling and Consultation’s Veterans Team helps underserved veterans and their family members in King County connect with the resources they need to thrive.

2024 Seniors Social Service Access and Improvement Highlight: Mobile Medical Outreach (VSHSL strategy SS 2) served 394 seniors through a collaborative effort among multiple VSHSL-funded providers to host mobile clinics in locations where individuals in need of services congregate. Referrals to additional health and basic needs services were provided to 159 seniors, with 63 percent making a confirmed connection to resources offered.

Caption: VSHSL partner POCAAN provides acute care, chronic disease management, screenings and information on cholesterol, blood pressure, blood sugar management, health education, nursing assessments, and triage care from their mobile medical van at sites across King County.

2024 Resilient Communities Social Service Access and Improvement Highlight: The Consolidated Domestic Violence Hotline (VSHSL strategy SS 3) received 17,282 contacts with 1,141 of those contacts receiving a referral to additional domestic violence services. The hotline provided timely services with an average call wait time of 2.3 minutes. 88 percent of surveyed contacts reported that they received what they needed during the call.

Fiscal Management of VSHSL Funded Services

In 2024, the first year of implementation under the renewed 2024–2029 VSHSL, the Adult Services Division focused on maintaining continuity of services while launching new and updated programs. Approximately $48.9 million in Levy resources were deployed in 2024 to direct services and community-based programs promoting housing stability, healthy living, and equitable access to care.

DCHS plans to invest some resources available in 2024 in future years. This includes:

$20 million for veteran housing acquisition, which was postponed until a final site is purchased.
$8 million for workforce stabilization, which was rescheduled for 2025 to procure strategies and finalize new contracts, stabilize VSHSL program leadership, and finalize program design.
Several additional strategies completed contracting in the final quarter of 2024, but invoicing and disbursement of funds did not begin until 2025.

At the end of 2024, 84 percent of VSHSL strategies were active, enabling VSHSL to spend much closer to its full budget in 2025. At the time of this report’s drafting, 93 percent of strategies were active.

Geographic Distribution of VSHSL Funded Services

Following the passage of the 2024 - 2029 VSHSL, ASD expanded its data collection efforts to better understand where services are delivered and how residents access them.^19,20 By partnering with more than 200 VSHSL-funded organizations, ASD collected and analyzed data on both brick-and-mortar service locations and modalities of service delivery, including telephonic (phone), virtual, and in-person formats.

Analyzed data reveal a flexible and adaptive service network with approximately 81 percent of partners reporting conducting in-office appointments, 67 percent offering services remotely or by phone, and 64 percent engaging with clients in their homes or at other community-based locations. When mapped by ZIP Code, the data show a concentration of offices within the inner suburbs of King County, with significantly fewer brick-and-mortar sites present in rural, southeast, and northeast areas.

Findings highlight growing efforts to expand reach through mobile and virtual services, while underscoring geographic service disparities. Council Districts that include rural and unincorporated areas of King County report the fewest brick-and-mortar sites and in-office service delivery. To begin addressing these gaps, ASD modified its approach to procurement design and service funding to increase access for residents of all nine council districts. This modified approach, which included a new requirement for applying providers to identify their geographic location and areas of in-person service and outreach, informed 23 of 26 VSHSL procurements released in 2024. Because service delivery did not begin for many of those procurements until 2025, the 2024 dataset does not yet reflect the Division’s changes. This initial dataset provides a baseline and benchmark against which ASD can measure future progress.

Intended Changes

In 2025, as the VSHSL enters its second year of implementation, the Adult Services Division will focus on improving equitable geographic coverage of VSHSL services, launching countywide procurements that support workforce stabilization and technical assistance and expanding the reach of the Resource Access Team to better serve unincorporated areas of King County. The Division plans to strengthen the effectiveness of VSHSL strategies through increased application of evidence-based practices, collaboration with other jurisdictions and human services partners, and continued engagement with communities to co-create solutions that reflect community preferences and lived experiences, and to educate nonprofits in underserved areas on VSHSL funding opportunities.

Background

VSHSL History

The VSHSL is a voter-approved, six-year property tax Levy that serves as a critical funding source intended to support services and programs that improve overall health and well-being of priority populations, create thriving communities, and reduce disparities throughout King County.

Over the years, the VSHSL has been able to provide adaptability and support for those who may not otherwise be able to access services. This Levy pursues five overarching result areas: housing stability, healthy living, financial stability, social engagement, and service system access and improvement. Levy funds are allocated across the Levy’s three priority populations: veterans, military servicemembers and their respective families; seniors and their caregivers; and resilient communities.

The VSHSL was first approved by King County voters in 2005. From 2006 – 2011, it was known as the Veterans and Human Services Levy. The measure passed with 58 percent of the vote and focused on supporting veterans and resilient populations through housing, behavioral health, and employment services.²¹ Since then, the Levy has been renewed three times, first in 2011, again in 2017, and most recently in 2023.²²

In 2011, King County voters approved the 2012 - 2017 Veterans and Human Services Levy with 69 percent of the vote. This renewed version of the VSHSL allowed ASD to continue core services from the 2006 Levy while also applying community feedback to improve outcome measurements and overall performance.²³

In 2017, for the first time, King County voters approved an expansion of the Levy’s scope to include seniors and their caregivers, an effort that formally acknowledged the County’s growing aging population. The newly titled 2018 - 2023 Veterans, Seniors and Human Services Levy passed with a 68 percent approval rate and ushered in a series of dedicated investments that included strengthening King County’s senior centers, senior physical activity and nutrition programs, and caregiver support programs.²⁴

In 2023, King County voters approved the 2024 - 2029 Veterans, Seniors, and Human Services Levy with a 71 percent approval rate, the highest approval rate in the Levy’s 18-year history.²⁵ In addition to building on the successes of previous Levy cycles, the Levy set aside resources to begin addressing longstanding underinvestment in the human services sector. New funding for workforce stabilization and the expansion of an existing technical assistance and capacity-building program were added to the 2024 - 2029 VSHSL Implementation Plan. These additions support enhancements to provider sustainability and service delivery, while also strengthening the Levy’s overall impact across its five result areas.²⁶

VSHSL Implementation

Each year, DCHS reaches approximately 440,000 people through the work of its five divisions: the Adult Services Division, the Behavioral Health and Recovery Division (BHRD), the Children, Youth, and Young Adult Division (CYYA), the Developmental Disabilities and Early Childhood Supports Division (DDECS), and the Housing and Community Development Division (HCD). Each division addresses a distinct community need or serves a specific population. For example:

BHRD provides high-quality behavioral health services to individuals, families, and communities affected by mental-health and/or substance-use conditions;
CYYA supports an array of programs to help youth and young adults thrive. Programs are focused on education, employment, housing and rental support, and legal system assistance;
DDECS supports a variety of programs, including early childhood supports, community information and outreach services, adult services for individuals with intellectual and developmental disabilities, and technical assistance for community-based organizations; and
HCD works in partnership with organizations and communities to provide programs and services that support housing stability and affordable housing opportunities.

ASD works in partnership with communities to develop, support, and provide human services programs focused on housing and financial stability, healthy living and social engagement for veterans, servicemembers and their families; seniors and their caregivers; and other resilient communities. The Division’s work also includes efforts to strengthen connections within, and improve access to, the human services network of providers. To accomplish this, ASD invests revenue from the voter-approved VSHSL to support three priority populations:

Veterans, military servicemembers, and their respective families;
Seniors and their caregivers; and
Resilient communities which include people and groups who have experienced systemic inequities such as racism, poverty, isolation, trauma, disability, or discrimination.

The 2024 - 2029 VSHSL Implementation Plan recognizes these three populations as having unique strengths, challenges, and histories.^{27, 28} To broaden access, the Levy employs inclusive eligibility criteria so individuals who may not qualify for other federal, state, or local programs can receive support through the VSHSL.

VSHSL Advisory Board

The VSHSL Advisory Board, a 30-member body established by Ordinance 18792 and codified in King County Code 2A.300.540, was developed to advise the King County Executive and Council on the implementation, oversight, and continuous improvement of the VSHSL.^{29, 30} The Board helps ensure Levy investments align with community needs, particularly for the Levy’s three priority populations.³¹

The Board is structured into three 10-member committees, each focusing on one priority population group. Members are appointed by the Executive and confirmed by the Council, with nominations made by Councilmembers, the City of Seattle, the Sound Cities Association, and other community stakeholders. All members must reside in King County and reflect a balance of lived experience and subject matter expertise. Each committee has specific eligibility requirements defined by Ordinance 18792. Board meetings are open to the public, held in compliance with the Open Public Meetings Act, and promote transparency and accountability in how the Levy serves residents across King County.

VSHSL Advisory Board

2024: A Year of Ramp-Up, Reflection, and Renewal

The first year of the 2024 - 2029 VSHSL focused on strengthening systems, refining strategies, and deepening community engagement. ASD adopted a modernized contracting system, added pre-procurement planning meetings to improve investment planning, and consolidated existing strategies to better target resources and increase impact. To ensure improvements were thoughtfully designed and applied, ASD facilitated 10 community planning sessions before releasing 26 procurements in 2024. Community planning sessions provided a platform for King County to collaborate with residents and community partners to better understand the community’s evolving needs.

Three central themes consistently emerged from this engagement with the community: ramp-up, reflection, and renewal. Each theme represents a 2024 priority that built on the successes of previous levies while incorporating communities’ evolving needs. Together, the themes illustrate how the Department is working to deploy VSHSL investments and ensure the three priority populations in King County have access to supports, services, and opportunities needed to thrive.

Learn more about each theme in the sections below.

The 2024 - 2029 VSHSL Implementation Plan outlines 55 strategies that deliver interventions across the Levy’s five result areas. ASD implements some strategies directly, yet most are procured through funding opportunities that equip community-based organizations with resources to deliver community-informed, evidence-based programs. In 2024, DCHS implemented a modern, cloud-based contracting platform (Agiloft) designed to transform how contracts are executed and managed. DCHS expects this new system to streamline procurement processes, shorten payment cycles, and reduce administrative barriers, particularly for smaller providers who have less staff capacity.

ASD intentionally centers community voice in procurement and funding processes by convening community members prior to developing procurements. In 2024, ASD hosted 10 community planning sessions across King County, bringing together nearly 400 residents, service providers, non-profits, and community leaders. The feedback received informed the development of more than 23 funding opportunities and led implementors of the Levy to redesign several provider-focused technical assistance workshops to better address mental health, equity, and other priority topics identified by residents.

Historic innovations for ASD, King County, and the nation were woven throughout 2024. VSHSL investments drove the launch of several new initiatives in 2024.

Directed by the 2024–2029 VSHSL Implementation Plan, ASD launched a new Resource Access Team to reduce barriers to care and increase access to services. The Resource Access Team combines a mobile outreach component to rural and unincorporated parts of King County, direct emergency supports, a centralized virtual contact center, and an interactive resource database, allowing residents to access referrals and services in real time via phone, chat, text, e-mail, or in-person appointments. The online interactive database, developed in partnership with Crisis Connections/211, connects King County residents with the services and resources they need to thrive. Services are fully offered in English and Spanish with additional spoken language support available in Arabic, French, and Amharic. This aims to improve access to critical human services and supports. As outlined in the VSHSL Implementation Plan, the team will host biennial Resource Access Fairs in each of King County’s nine council districts beginning in 2025.³²

Caption: The Resource Access Team's self-serve database connects King County residents with the services and resources they need to thrive.

Cultivating Connections: New virtual contact center and search tool to connect King County residents to services

In April 2024, ASD, in partnership with Compass Housing Alliance, launched the Blaine Veterans Center, a new program housed within the existing Blaine Center facility in Seattle’s Lower Queen Anne neighborhood. While the shelter itself had been operational prior to this transition, ASD and Compass repurposed the site into King County’s first all-veteran, 24/7 enhanced shelter. The 36-bed facility now provides a safe place to sleep, on-site support services, and case management tailored to veterans experiencing chronic homelessness. The Blaine Center served 191 veterans in 2024, and 28 percent of veterans who exited the shelter moved into permanent housing.

Caption: Blaine Veterans Center located in King County Council District 4.

Learn more about King County's first all-veteran 24/7 enhanced shelter.

In October 2024, ASD partnered with Minority Veterans of America to launch the nation’s first transitional housing program for LGBTQ+ veterans, Q’mmunity House. Offering gender-affirming care, holistic case management, and direct pathways to permanent housing, further solidifies King County’s commitment to creating safe, inclusive, and responsive environments for all residents.³³

Caption: King County, Minority Veterans of America, and community partners celebrated the opening of Q’mmunity House, the first transitional home in the country for LGBTQ+ veterans.

Learn more about this first in the nation housing program.

Performance Management of VSHSL Funded Services

The stories below offer a glimpse into how the VSHSL is serving its three priority populations as part of its work, reaching more than 63,000 people across King County in 2024.

Stories of impact

In 2024, King County continued to build on the success of its award-winning Collaborative Case Management (CCM) program. 126 households submitted housing voucher applications, with 114 receiving a voucher and 84 moving into permanent housing. All other households were either waiting for their voucher to be processed or in the housing search process at the end of the year. The program, made possible by the VSHSL, combines federal housing vouchers with local case management and support services. Since its launch as a first-in-the-nation pilot in 2021, CCM has permanently housed over 200 veterans, helping to reduce veteran homelessness in King County by 40 percent.

Caption: CCM supports low-income veterans experiencing homelessness through the King County Veterans Program.

Learn more about the Collaborative Case Management program

In May 2024, the Vashon Senior Center received VSHSL funding, through SE 1: Support Senior Centers, fostering social connections and reducing isolation among older adults on Vashon Island. 535 seniors were served at the Vashon Island Senior Center in 2024, and 69 percent were actively engaged in programs. By meeting community needs for caregiver respite, transportation, and local activities, the Center serves as a welcoming hub where relationships thrive and each visitor feels seen, heard, and valued. It provides much needed connection and services on a geographically isolated island. Over the course of 2024, a total of 39,516 seniors were served through Strategy SE 1.

Learn more about Vashon Senior Center

Caption: City of Bellevue North Bellevue Community Center, VSHSL SE 1 partner, hosted a Chinese dance to bring together seniors in their community.

Learn more about the senior centers funded across King County through the Support Senior Centers investment.

In October 2024, in honor of Domestic Violence Action Month, King County’s Women’s Advisory Board (WAB) presented an update to the King County Council on the state of gender-based violence in King County and how investments in the renewed VSHSL have been addressing the WAB recommendations. The WAB, established in 1978, is a council-nominated board that makes recommendations to the King County Executive and King County Council to ensure King County considers the needs, rights, and well-being of women.

Learn more about the King County Women’s Advisory Board

Results Based Accountability and Performance Management

In 2015, DCHS adopted the Results Based Accountability (RBA) planning and performance measurement framework. RBA is a plain-language framework that starts with the results we are trying to achieve and works backward to the strategies for getting there. The framework encourages performance accountability by tracking measures from programs using the following questions:

How much was done?
How well was it done?
How are people better off?

The goal of using RBA as a performance measurement tool is to collect data that can be used to inform ongoing work, understand which strategies are effective and why, and support shared responsibility for success between DCHS and our contracted providers.

2024 VSHSL Dashboard

Built on the Results-Based Accountability framework, the 2024 VSHSL dashboard shows how much service was delivered, how well it was provided, and whether participants were better off. Metrics cover all five result areas: Housing Stability, Healthy Living, Financial Stability, Social Engagement, and Social-Service System Access and Improvement.

The dashboard also tracks progress on all 55 strategies aligned with those result areas. Interactive filters let readers explore outcomes by priority population, strategy, and measure, while linked maps reveal where participants live, where services are offered, and how funds are distributed across ZIP Codes.

Use this link to explore the 2024 data

2024 VSHSL dashboard

The following sections provide a closer look at each VSHSL priority population, including the current conditions they face, the strategies supported through the Levy Implementation Plan, and a featured performance measured metric that reflects the impact of 2024 VSHSL investments.

Managing Performance and Outcomes for Veterans, Military Servicemembers, and Their Respective Families

"I have had the privilege to work with a client who came to me after several failed attempts at mental health treatment. They had experienced significant childhood trauma, combat-related trauma, moral injury, and several head injuries during deployments. I knew that he was skeptical about his prognosis of getting better as he had so many poor experiences in the past. After some time, we came to some conclusions and a more comprehensive and stabilizing approach was needed. Two years later, this veteran is able to finally hold down a job without getting triggered, is helping other veterans through recreational opportunities like scuba diving and working to heal family relationships.” -Clinician with The Headstrong Project

Caption: Former King County Executive Dow Constantine and King County Veterans Program staff gathered to celebrate the Collaborative Case Management program helping to reduce veteran homelessness in King County by 40 percent.

According to the American Community Survey, King County ranks first in veteran population statewide, with approximately 85,740 veterans.³⁴ Neighboring counties are also home to major military installations, including Joint Base Lewis-McChord in Pierce County and Naval Station Everett in Snohomish County. Several U.S. Navy bases in Kitsap County, across the sound from King County, further contribute to the dense veteran population. Together, these counties underscore both the unique opportunity and responsibility King County has to serve those who have served the country.

Learn more about this priority population, including how it intersects with other populations and the various VSHL strategies intended to support it below.

Levy Strategies

The 2024 - 2029 VSHSL Implementation Plan outlines several strategies supporting veterans, military servicemembers, and their respective families. Though a large number of VSHSL strategies benefit multiple priority populations, the strategies highlighted below more directly focused on expanding veteran-specific access to housing stability, healthy living, financial stability, social engagement, and improved access to services.

VSHSL Strategies with Veteran Impacts	Description
HS 6: Navigate Homeless Veterans to Housing	Deliver supportive services to help veterans obtain and initially maintain their housing.
HL 4: Veterans Court Mental Health Screeners	Assess individuals for entry into Veterans Court. Connect veterans to behavioral health treatment and other identified service needs.
FS 1: King County Veterans Program	Create centralized hubs to facilitate efficient access to vital services and supports.
FS 4: King County Veterans Fellowship	Recruit and place veterans in subsidized 6- or 12-month positions within King County Departments, offering an initial civilian employment experience.
SE 2A: Incarcerated Veterans Case Management Program and Reentry Spanning Services	Provide tailored connections and supports, during and after incarceration, that ease reentry to community.
SE 6: Major Peter von Reichbauer (Ret.) Veteran Service Organization Grant Program	Cultivate a sense of belonging among veterans and the general King County population, bridging the civilian-military divide.
SE 7: Vets Engaged	Curate community building events and networks that increase social connections for veterans.
SS 1: Veteran Outreach and Resource Programs	Build frontline points of connection providing systemic responses to veteran needs through culturally responsive services.
SS 10: Veterans Civil Legal Aid Clinic or Fellowship	Provide low-cost or pro bono legal services tailored to veteran needs.

The following highlights summarize performance-based achievements from 2024 and demonstrate the measurable impact of VSHSL-funded strategies for veterans, service members, and their families across King County.

7,692 Veterans, Military Servicemembers, and Their Respective Families Members served	3,000 Veterans, Military Servicemembers, and Their Respective Families were supported through KCVP
84 New Permanent Housing placements for veteran households experiencing homelessness	1,921 Beneficiaries of VSHSL financial assistance through KCVP
101 Formerly incarcerated veterans received tailored connections to services that ease reentry	195 Expedited enrollments into one-to-one counseling and free mental health services

The below sections provide more information on the advancements in each result area, specific to veterans, military servicemembers, and their respective families.

Veterans, military servicemembers, and their respective families continue to face housing challenges. At the end of 2024, there were 830 veterans experiencing homelessness in King County according to the Veteran by Name List, maintained by King County Regional Homelessness Authority. This marks a five percent increase from the end of 2023.³⁵

The 2024 - 2029 Implementation Plan allocates 41 percent of its $148.7 million housing strategy budget to advance housing stability for veterans, military servicemembers, and their respective families.³⁶ That funding advances housing stability by:

Developing and operating affordable housing for individuals, families, and other households;
Providing emergency financial assistance and legal services to prevent foreclosure and eviction; and
Offering housing navigation and wrap-around support to people experiencing homelessness.

Featured performance management metrics:

84 new permanent housing placements for veteran households experiencing homelessness in the Collaborative Case Management Program (CCM).
Navigate Homeless Veterans to Housing served 96 veterans by providing housing navigation and related stabilization services to veteran households experiencing homelessness or recent homelessness. While case management is not required, 44 percent of veterans elected to receive housing-related case management services which led to 32 percent of enrolled individuals exiting the program to enter permanent housing.
To view additional Housing Stability metrics and outcomes visit the 2024 VSHSL Dashboard.

Family members and caregivers for veterans with trauma-based conditions, such as post-traumatic disorder (PTSD), depression, or other co-occurring health challenges, report intensive caregiving and significant levels of distress, depressive symptoms and other negative consequences, requiring comprehensive support services including access to health care, financial assistance, and enhanced respite care.³⁷

The 2024 - 2029 VSHSL Implementation Plan allocates approximately 9.5 percent of its $69.2 million healthy living budget to advance healthy living for veterans, military servicemembers, and their families. That funding advances healthy living by:³⁸

Providing depression screening, trauma recovery services, and culturally rooted mental health care;
Providing counseling services and reducing potential wait times; and
Providing assessments for entry into Veterans Courts, behavioral health treatments, and other identified service needs.

Featured performance management metric:

Mental Health Counseling (VSHSL strategy HL 2) provided 195 veterans, servicemembers, and their respective families with an average of 16.3 free individual counseling hours for each participant.

To view additional Healthy Living metrics and outcomes visit the 2024 VSHSL Dashboard.

Under the VSHSL Implementation Plan, financial stability means increasing an individual’s ability to cover necessary expenses while they secure their long-term ability to accomplish personal goals.

The 2024 - 2029 VSHSL Implementation Plan allocates 40 percent of its $118.9 million financial stability budget to advance housing stability for veterans, military servicemembers, and their families.³⁹ That funding advances financial stability by:

Expanding and enhancing veteran supports, including through the King County Veterans Program;
Creating pathways to financial independence through job training and wage advancement programs; and
Helping residents access public benefits and financial assistance.

Featured performance management metrics:

The King County Veterans Program (KCVP) (VSHSL strategy FS 1) provided over $2 million in financial assistance to 1,921 veterans, servicemembers, and their respective families.
80 percent of VetCorps (FS 1) members, which support veterans and their family members navigate their journey as they transition from military to civilian/collegiate, reported the program enhanced their future employment or education.
To view additional Financial Stability metrics and outcomes visit the 2024 VSHSL Dashboard.

In the VSHSL framework, the Social Engagement result area works to promote engagement and interpersonal connections with community where systems, biases, miscommunications, or cultural differences too often serve to isolate. The sense of belonging for veterans is key to social connection, but transition out of the military severed existing relationships, and a lack of belonging hinders the development of relationships within the civilian community. During community‐engagement sessions for the 2024–2029 Implementation Plan, participants reinforced these concerns and called for culturally responsive, neighborhood-based opportunities for veterans to reconnect—needs made even more urgent in the wake of the COVID-19 pandemic.⁴⁰

The 2024 - 2029 VSHSL Implementation Plan allocates approximately nine percent of its $68.1 million social engagement budget to advance social engagement for veterans, military servicemembers, and their respective families. That funding advances social engagement by:

Reducing isolation among seniors and veterans while mitigating associated health risks;
Providing reentry supports to help individuals reconnect after incarceration; and
Supporting entities that cultivate a sense of belonging among veterans and help bridge the military-civilian divide.

Featured performance management metric:

The VSHSL-funded King County Veterans Reentry Program connected incarcerated veterans with system supports that assist with their return to the community.
To view additional Social Engagement metrics and outcomes visit 2024 VSHSL Dashboard.

The Social Service System Access and Improvement result area focuses on facilitating access for priority populations to the human services system and the ability of these services to systematize and continuously improve. Veterans, military servicemembers, and their respective families often encounter barriers to accessing services. King County’s uniquely broad definition of “veteran” targets some of those gaps. Unlike federal and state criteria, which require an honorable or other‐than‐dishonorable discharge after active duty, King County considers anyone who has served a single day in the military a veteran, regardless of discharge status or active‐duty tenure. This inclusive standard allows King County to reach individuals frequently excluded from other systems, including National Guard members, Reservists, and those with less‐than‐honorable discharges. This contributes to VSHSL’s mission to advance equitable service access.

The 2024 - 2029 VSHSL Implementation Plan allocates approximately 32 percent of its $71.4 million social service access and improvement budget to advance social service access for veterans, military servicemembers, and their respective families by:

Increasing the accessibility of services, materials, and navigation tools across all three priority populations;
Providing frontline points of connection that facilitate systemic responses to needed supports; and
Prioritizing culturally competent supportive services.

Featured performance management metric:

The Veteran Outreach and Resource Program (VORP) (VSHSL strategy SS 1) supported 384 veterans through outreach and acting as frontline points of connection with direct services or connections to other social services. On average, veterans, servicemembers, and their respective families who engaged with this program each received 7.8 direct supports or referrals to other VSHSL-funded and veteran-serving programs to provide systemic responses that support stability when appropriate.
To view additional Social Service Access and Improvement metrics and outcomes visit the 2024 VSHSL Dashboard.

Veterans, military servicemembers, and their respective families in King County often have intersecting identities that position them within multiple VSHSL priority populations, shaping both their needs and the services designed to support them. The sections below explain these intersections.

When Veterans, Military Servicemembers, and Their Respective Families Are Also Seniors and Caregivers

Veterans are within the “seniors and their caregivers” priority population, increasing both service demand and complexity. As veterans age, they are more likely to experience mobility limitations, complex medical needs, and cognitive decline, while family caregivers report high levels of stress, isolation, and fatigue. These realities have heightened the need for integrated, cross-population strategies to support veterans and their support networks. Providers funded through the VSHSL report rising demand for aging-in-place modifications, respite care, and caregiver navigation, especially in cases where veterans have service-connected disabilities.

When Veterans, Military Servicemembers, and Their Respective Families Are Resilient Community Members

Veterans frequently intersect with the “resilient communities” priority population. In addition to identifying as LGBTQIA+ themselves, some veterans and military service members are parents or guardians of LGBTQIA+ dependents. Under current federal TRICARE policy, which governs health care for military families, gender-affirming surgery for dependents is not covered. This gap reflects a broader pattern of structural exclusion that denies medically necessary care based on gender identity or expression.⁴¹

Furthermore, 35.9 percent of post-9/11 veterans have a service-connected disability.⁴² This is compared to 28.7 percent of the general U.S. adult population.⁴³ Living with a disability can compound the effects of racism and poverty.⁴⁴

Managing Performance and Outcomes for Seniors and Their Caregivers

"The program helped me feel less alone, I met other seniors who understood my struggles, and we talked about things I had never discussed with anyone before. It was like finding my second family." -Amina, a client of VSHSL partner Somali Family Safety Task Force

Caption: The Iraqi Community Center of Washington, funded through the VSHSL’s HS 5: Senior Villages strategy, supports diverse and low-income seniors to age in place by fostering models that promote mutual support, resource sharing, and social connection among members.

According to the Washington State Office of Financial Management, between 2010 and 2023, the number of residents in King County ages 55 or older increased by approximately 35 percent, reaching more than 594,000 individuals, with the highest growth among adults ages 75 and older.⁴⁵

Levy Strategies

The 2024 - 2029 VSHSL Implementation Plan outlines several strategies that support seniors and their caregivers. Though a large number of VSHSL strategies benefit multiple priority populations, the strategies highlighted below more directly focused on expanding senior-specific access to housing stability, healthy living, financial stability, social engagement, and improved access to services.

VSHSL Strategies with Seniors Impacts	Description
HS 4: Senior Home Repair and Age in Place Modifications	Removes mobility barriers and improves accessibility within senior's homes.
HS 5: Senior Villages	Supports seniors to remain in their homes and communities and provides opportunities for social engagement.
HL 6: Senior Health Promotion	Provides access to healthy aging programs focused on both physical and mental health.
HL 11: Elder Abuse Multi-Disciplinary Team	Connects seniors to resources for those experiencing abuse, neglect, and financial exploitation.
FS 2: Employment, Training, Placement, and Supports	Prepares seniors for employment, connects them to employment opportunities, and supports them in succeeding as an employee.
SE 1: Support Senior Centers	Curates inclusive, vibrant hubs serving as access points to critical services for the full diversity of seniors in King County.
SE 4: Caregiver Connections and Support	Supports family caregivers of seniors and people with disabilities through respite, resource guides, and support groups.
SE 5: Kinship Care Supports	Supports seniors who provide kinship care with training, community-building, system navigation, and financial assistance.

The following key performance-based achievements from 2024 demonstrate how VSHSL-funded strategies delivered measurable impact for seniors and their caregivers across King County.

43,800 Seniors and Their Caregivers served through the VSHSL	394 Seniors and Their Caregivers supported with mobile medical outreach and services
1,156 Seniors supported with geographically and culturally specific programs and services	586 Enrollments of new seniors applying for benefits such as unemployment, Social Security, or health insurance coverage
39,516 Seniors engaging in senior center actives and supports such as social engagement programs, congregate dining, health promotion, and resource navigation	163 Seniors supported through home visits, including behavioral health assessments and connections to resources

The below sections provide more information on the advancements in each result area, specific to seniors and their caregivers.

King County’s seniors and their caregivers face persistent barriers to housing stability. The 2024 - 2029 Implementation Plan allocates 28 percent of its $148.7 million housing strategy budget to support seniors and their caregivers. That funding advances housing stability by:

Developing and operating affordable housing for individuals, families, and other households;
Empowering older adults to age in place through home repairs and accessibility modifications;
Providing emergency financial assistance and legal services to prevent foreclosure and eviction; and
Offering housing navigation and wrap-around support to people experiencing homelessness.

Featured performance management metric:

77 seniors were supported to remain safely in their homes and communities through minor home repairs and safety modifications
To view additional Healthy Living metrics and outcomes visit the 2024 VSHSL Dashboard.

The VSHSL Healthy Living result area aims to improve the overall health and well-being of King County residents.

The 2024 - 2029 VSHSL Implementation Plan allocates approximately 43 percent of its $69.2 million Healthy Living strategy budget to support seniors and their caregivers. That funding advances healthy living by:

Providing depression screening, trauma recovery services, and culturally rooted mental health care;
Promoting active aging and mobility through senior wellness programs; and
Preventing escalation of health crises through harm reduction, outreach, and early intervention supports.

Featured performance management metric:

1,665 seniors engaged in health promotion programs such as exercise classes, nutrition classes, and culturally-appropriate recreation activities.
To view additional Healthy Living metrics and outcomes visit the 2024 VSHSL Dashboard.

The 2024 - 2029 VSHSL Implementation Plan allocates approximately 11 percent of its $118.9 million financial stability strategy budget to support seniors and their caregivers. That funding advances financial stability by:

Creating pathways to address the caregiver workforce shortage through the development of employment support services directed toward a career in caregiving;
Helping residents access public benefits and financial assistance; and
Addressing chronic underinvestment in the nonprofit human services workforce, thereby strengthening organizational and individual stability.

Featured performance management metric:

586 seniors applied for benefits such as unemployment, Social Security, or health insurance coverage.
To view additional Healthy Living metrics and outcomes visit the 2024 VSHSL Dashboard.

The Social Engagement result area works to promote engagement and interpersonal connections with community where systems, biases, miscommunications, or cultural differences too often serve to isolate.

The 2024 - 2029 VSHSL Implementation Plan allocates approximately 65 percent of its $68.1 million social engagement budget to support seniors and their caregivers. That funding advances social engagement by:

Reducing isolation among seniors and veterans while mitigating associated health risks;
Providing caregiver respite options, support groups, and purchase of durable medical equipment and adaptive devices; and
Creating inclusive community opportunities for individuals with disabilities.

Featured performance management metric:

1,156 seniors were supported with geographically and culturally specific programs and services.
To view additional Healthy Living metrics and outcomes visit the 2024 VSHSL Dashboard.

The 2024 - 2029 VSHSL Implementation Plan allocates approximately 21 percent of its $71.4 million social service access and improvement budget to support seniors and their caregivers. That funding advances social service access by:

Increasing the accessibility of services, materials, and navigation tools across all three priority populations;
Providing convenient opportunities for seniors to access medical care where they are, including in rural and underserved areas; and
Gathering and applying data to improve how services are delivered, shared, and connected across the broader human services network.

Featured performance management metric:

394 Seniors and Their Caregivers supported with mobile medical outreach and services.
To view additional Healthy Living metrics and outcomes visit the 2024 VSHSL Dashboard.

King County Seniors and their caregivers often hold overlapping identities that place them within more than one VSHSL priority population. These intersections influence the kinds of barriers they face, whether physical, cultural, or economic, and shape the services required to meet their needs. The sections below illustrate two of the most common overlaps and describe why a tailored, cross-population approach is essential.

When Seniors and Their Caregivers Are Also Veterans, Military Servicemembers, and Their Respective Families

The intersection of aging and disability is particularly common within the veteran community. As older veterans experience declining mobility or chronic health conditions, their need for accessible housing, transportation, and personal care assistance grows.

When Seniors and Their Caregivers Are Also Members of Resilient Communities

Growing older is not only shaped by age, but by identity, lived experience, and structural inequity as well. Older adults who identify as LGBTQIA+ may confront systems that exclude or misunderstand them, while mainstream senior spaces can feel unwelcoming if they fail to honor diverse identities, cultural histories, or chosen families.

Caregivers reflect similar complexity: a single individual may juggle employment, child-rearing, the unpaid care of an aging parent, all circumstances that heighten stress, isolation, and health risks.

Managing Performance and Outcomes for Resilient Communities

“Tavon Learning Center doesn’t just care for my son- it cares for me, too. It gives me the strength to be the best mother I can be.” -Evelyn, a Client of Tavon Learning Center, VSHSL contracted partner

Caption: VSHSL partner Eastside Legal Assistance Program's (ELAP) staff and volunteer attorneys help tenants facing eviction or experiencing other crises that are affecting their ability to keep their housing. ELAP also hosts free monthly legal clinics where they provide one-time legal advice on issues related to housing.

Ordinance 19604, the approving legislation for the 2024 - 2029 VSHSL, defines resilient communities as persons or communities susceptible to reduced health, housing, financial, or social stability outcomes due to systemic and historical exposure to trauma, violence, poverty, isolation, bias, racism, stigma, discrimination, disability, or chronic illness. These populations continue to experience disproportionate challenges in economic stability, housing security, and health outcomes across King County.

Levy Strategies

The 2024 - 2029 VSHSL Implementation Plan outlines several strategies that support resilient communities. Though a large number of VSHSL strategies benefit multiple priority populations, the strategies highlighted below represent a subset more directly focused on expanding resilient community-specific access to housing stability, healthy living, financial stability, social engagement, and improved access to services.

VSHSL Strategies with Resilient Communities Impacts	Description
HS 10: Passage Point	Supportive housing, education, employment training, and career development for parents released from incarceration.
HL 10: Countywide Gender-Based Violence and Trafficking Prevention	Prevention programs that build community bridges to support survivors of gender-based violence and human trafficking.
FS 3: Benefit Application and Appeals Assistance	Advocacy or legal services to apply for, or appeal application decisions of, federal and state-income generating benefits and programs.
SE 2C: Resilient Communities Reentry Spanning Services	Services to help mitigate reentry challenges and improve outcomes for individuals and communities, prioritizing those who are disproportionately represented in the criminal legal system.
SE 3: Community Supports for Persons with Disabilities	System navigation and community building, promoting and protecting rights of persons with visible and invisible disabilities.
SS 3: Consolidated Domestic Violence Hotline	Countywide 24-hour, multilingual, multi-modal domestic violence hotline (DVHopeline) providing immediate, and confidential crisis support and triage for survivors of domestic violence.
SS 4: Gender-Based Violence Specialized System Navigation and Mobile Advocacy	Meet self-identified needs of survivors of gender-based violence, sexual exploitation, and trafficking, where they are or where they feel most comfortable.

In 2024, Levy funds were invested in projects that will add 220 newly built housing units. These units are made available to Veterans. In addition, five VSHSL-supported projects opened during 2024, creating 427 newly available housing units serving all VSHSL populations. The following highlights summarize additional performance-based achievements from 2024 and further demonstrate how VSHSL-funded strategies made measurable impact for resilient communities across King County.

7,373 Members of Resilient Communities served through the VSHSL	1,141 Members of Resilient Communities connected to domestic violence services
104 Resilient Community households supported with housing counseling and foreclosure prevention	1,196 Members of Resilient Communities supported with applying for government benefits or appealing denied applications
544 Individuals with disabilities supported by providing workshops and trainings on employment skills and civic engagement	4,363 Members of Resilient Communities receiving education on violence prevention

The below sections provide more information on the advancements in each result area, specific to resilient communities.

Resilient communities often face barriers to housing stability. Under the VSHSL Implementation Plan, a household is considered stably housed only when it can secure, and keep safe, habitable housing in the community of its choice while spending less than 40 percent of income on rent.

The 2024 - 2029 Implementation Plan allocates 26 percent of its $148.7 million housing stability budget to support resilient communities. That funding advances housing stability by:

Developing and operating affordable housing for individuals, families, and other households;
Providing emergency financial assistance and legal services to prevent foreclosure and eviction; and
Offering housing navigation and wrap-around support to people experiencing homelessness.

Featured performance management metric:

104 resilient community households were supported with housing counseling and foreclosure prevention.
To view additional Housing Stability metrics and outcomes visit the VSHSL Dashboard.

In the VSHSL Implementation Plan, the Healthy Living result area improves the overall health and well-being of King County residents.

The 2024 - 2029 VSHSL Implementation Plan allocates approximately 40 percent of its $69.2 million healthy living budget to support resilient communities. That funding advances healthy living by:

Providing depression screening, trauma recovery services, and culturally rooted mental health care;
Developing and implementing prevention and community engagement strategies and survivor-centered strategies that address root causes of violence; and
Preventing escalation of health crises through harm reduction, outreach, and early intervention supports.

Featured performance management metric:

4,363 members of resilient communities received education on violence prevention.
To view additional Healthy Living metrics and outcomes visit the VSHSL Dashboard.

In the VSHSL Implementation Plan, financial stability means increasing an individual’s ability to cover necessary expenses while they secure their long-term ability to accomplish personal goals.

The 2024 - 2029 VSHSL Implementation Plan allocates approximately 28 percent of its $118.9 million financial stability budget to support resilient communities. That funding advances financial stability by:

Creating pathways to financial independence through job training and wage advancement programs;
Helping residents access public benefits and financial assistance; and
Addressing chronic underinvestment in the nonprofit human services workforce, thereby strengthening organizational and individual stability.

Featured performance management metric:

1,196 members of resilient communities received support with applying for government benefits or appealing denied applications.
To view additional Financial Stability metrics and outcomes visit the VSHSL Dashboard.

Under the VSHSL, the Social Engagement result area works to promote engagement and interpersonal connections with community where systems, biases, miscommunications, or cultural differences too often serve to isolate.

The 2024 - 2029 VSHSL Implementation Plan allocates approximately 19 percent of its $68.1 million social engagement budget to support resilient communities. That funding advances social engagement by:

Providing reentry supports to help individuals reconnect after incarceration;
Creating inclusive community opportunities for individuals with disabilities; and
Helping immigrants and refugees to maintain cultural identity while strengthening local social networks.

Featured performance management metric:

544 individuals with disabilities participated in workshops and trainings on employment skills and civic engagement.
To view additional Social Engagement metrics and outcomes visit the VSHSL Dashboard.

The 2024 - 2029 VSHSL Implementation Plan allocates approximately 45 percent of its $71.4 million social service access and improvement budget to support resilient communities. That funding advances social service access and improvement by:

Supporting the operations and staffing of the 24-hour, multi-lingual, multi-modal domestic violence hotline (DVHopeline);
Supporting community-based organizations through training, interpretation, and translation resources; and
Creating a network of resourced advocates with expertise in serving persons who have experienced sexual assault, domestic violence, trafficking, or exploitation.

Featured performance management metric:

2,054 individuals received mobile advocacy or system navigation for gender-based violence.
To view additional Social Service Access and Improvement metrics and outcomes visit the VSHSL Dashboard.

Resilient Communities in King County often have intersecting identities that position them within multiple VSHSL priority populations, shaping both their needs and the services designed to support them. The sections below explain these intersections.

When Resilient Communities Are Also Seniors and Their Caregivers

Many immigrants and refugees are aging in place. Older adults with limited English proficiency or uncertain immigration status are more likely to experience language isolation and to be excluded from mainstream aging services underscoring the need for aging services that are both culturally and linguistically responsive.

When Resilient Communities Are Also Veterans, Military Servicemembers, and Their Respective Families

Disability brings further complexity to the ways in which systemic barriers challenge VSHSL priority populations. When disability intersects with racism or poverty, veterans in resilient communities face compounded barriers to housing, employment, and health care. Addressing those layered challenges requires service models that integrate disability supports with culturally informed outreach and veteran-specific resources.

Fiscal Management of VSHSL Funded Services

The 2024 - 2029 VSHSL is expected to generate nearly $547 million in dedicated property-tax revenue over six years, providing for access to essential services and supports for King County veterans, military servicemembers, and their respective families; seniors and their caregivers; and resilient communities.^46,47 In 2024, the first year of implementation under the renewed Levy, ASD worked to maintain continuity of existing services while launching and expanding new and updated programs.

The total VSHSL appropriation for calendar year 2024 was approximately $99.6 million. Of that amount, roughly $48.9 million funded community-based contracts and direct service programs supporting housing stability, healthy living, financial stability, social engagement, and service system access and improvement. A new DCHS director was appointed in 2024, and ASD’s director was appointed as Department of Local Services Director. This leadership change slowed implementation slightly compared to 2023 plans. As of the writing of this report, new leadership is now in place, and Levy implementation is now mostly on track with initial timelines. Spending that was lower than originally planned due to delayed execution of several initiatives is detailed below.

The veteran housing acquisition originally budgeted for 2024 was not spent within the planned timeframe because a site has not yet been finalized and purchased. As of the writing of this report, the Executive is exploring potential purchase in East King County to balance geographic access to veterans programming. ASD is committed to partnering closely with any relevant city prior to purchasing a site.
ASD was unable to procure organizations for workforce stabilization investments planned for 2024 due to new contracts resulting from 2024 procurements not starting before Q3 and insufficient staff resources. Given the uniqueness and complexity of the new strategy, the department needed to design a new approach to release these funds to providers. As of the writing of this report, DCHS has launched a Request for Proposals for these funds and expects to contract the funding originally budgeted for 2024 through 2026 to eligible applicants.
In 2024, payments for several strategies were issued later in the year due to contract completion timelines, with related invoices not received until 2025. As a result, payments will be made in 2025 for these 2024 services, including an estimated $20 million for the Veterans Home, $11 million for Housing and Community Development Division (HCD) cross-division funding transfers, and the remainder for other VSHSL strategies. HCD cross-division funding transfers include the administration of the VSHSL Affordable Housing and Shelter Operations and Capital, Master Leasing and Senior Home Repair and Age in Place Modification Housing Strategies.

Table 1: 2024 Veterans, Seniors, And Human Services Levy Fiscal Information. Additional detail is found here 2024 VSHSL Fiscal Detail.

Result Area	2024 Budget	Expenditures
Result Area	2024 Budget	Veterans	Seniors	Resilient Communities	Regional Impact Initiatives	Total 2024
Housing Stability	$36,799,619	$887,668	$1,737,838	$2,196,795	-	$4,822,301^48,49,50
Financial Stability	$18,509,346	$7,583,766	$396,531	$665,472	-	$8,645,769^51,52
Healthy Living	$11,406,718	$832,581	$4,671,729	$3,531,373	-	$9,035,683⁵³
Social Engagement	$10,708,900	$948,192	$6,692,713	$2,085,400	$673,643	$10,399,948
Service System Access and Improvement	$10,044,574	$1,764,836	$1,618,541	$4,180,593	$119,307	$7,683,277⁵⁴
Result Areas Subtotal	$87,469,157	$12,017,043	$15,117,352	$12,659,633	$792,950	$40,586,978
Community Partnership and Communications	$551,250	$172,666	$125,393	$122,934	-	$420,993
Evaluation	$1,751,400	$424,634	$536,017	$434,391	-	$1,395,042
Planning and Administration	$7,418,736	$1,571,094	$1,999,391	$1,620,555	$304,788	$5,495,828
Technical Assistance/ Capacity Building	$2,378,388	-	-	-	$991,854	$991,854⁵⁵
Levy Total	$99,568,931	$14,185,437	$17,778,153	$14,837,513	$2,089,592	$48,890,695

Geographic Distribution

Ordinance 19604 and the 2024-2029 VSHSL Implementation Plan both require this report to detail where Levy dollars are spent and who is served, disaggregated by ZIP Code and result area.^56,57

The geographic section of this report presents four views:

A reference map of adult population density by ZIP Code, enabling readers to compare program reach against where people live;
The Communities of Opportunity (COO) Composite Index, which indicates which neighborhoods have the greatest opportunity to improve health, housing, education, and economic outcomes;
A countywide map that shows the number of 2024 VSHSL participants by ZIP Code and by result area, and overlays County Council district boundaries; and
Two maps displaying the distribution of expenditures by ZIP Code, by result area, by where participants live, and by where office-based services are located.

Because this reporting requirement is new and some contracts were not in place until late in the year, 2024 data was not complete for all existing and planned programs. Performance metrics from more than 19 procurements are not included in the 2024 dataset, as service delivery for most of those procurements did not begin until calendar year 2025. Additionally, a small share of 2024 programs lack valid ZIP Code data, as some providers are still learning to collect and report geographic data, with support from DCHS.

Adult Population Density and Adult Needs in King County

The Annual Report includes maps that visualize adult-population density and human-services need across King County to assess whether services are distributed equitably and reflect the County’s adult population and need. The population density map shows where adults (ages 18 and older) are most concentrated.⁵⁸

The Communities of Opportunity (COO) Composite Index identifies areas with the greatest opportunity to improve health, housing, and economic outcomes. Darker ZIP Codes indicate higher opportunity for improvement across measures such as life expectancy, obesity, poverty, and unemployment. Very high opportunity Zip Codes, the darkest shade, are clustered in South King County and South Seattle, neighborhoods historically more harmed by poverty and racism.

Participants by ZIP Code

The VSHSL distribution of investments prioritizes areas with the greatest need, ensuring equitable access to programs and services. Levy investments include accessible points of service across the nine Council districts and amplification of investments addressing historic disparities in low-income communities and communities of color. The geographic distribution of VSHSL participants drives data-informed outreach and investments across the region over the next five years of the Levy.^59,60 In general, ZIP Codes with the highest concentrations of VSHSL participants typically have larger adult populations, higher opportunity scores, or both.

South King County, including parts of Districts 2, 5, 7 and 9, has the highest concentration of participants, with several ZIP Codes exceeding 1,000 participants. In contrast, lighter-shaded ZIP Codes in northeast King County and the eastern plateau show smaller participant concentrations. Detailed data on the number of participants for each ZIP Code and result area are available at this document.

Expenditures by ZIP Code

VSHSL funded providers deliver a mix of virtual, mobile, and in-person programs and services. 81 percent of providers offer services at an office or facility, 67 percent remotely or telephonically (by phone), and 64 percent offer services in a person’s home or community. One map shows expenditures by where office-based providers are located, while the other map shows expenditures based on participants’ residences. Readers of the report can filter the maps by result area. For detailed expenditure data for each ZIP Code and result area, refer to this document. Because many 2024 procurements launched in the last two quarters of the year, some service contracts did not begin until 2025 and are therefore not reflected in the 2024 dataset.

The first year of the 2024- 2029 VSHSL implementation demonstrated measurable progress, including helping hundreds of Veterans, Military Servicemembers, and Their Families. Here’s a look at how:

1,921 beneficiaries of VSHSL financial assistance through the King County Veterans Program

84 new permanent housing placements for veteran households experiencing homelessness

Intended Changes

As the 2024–2029 VSHSL enters its second year, the Levy will deepen its focus on improving performance, equity, and accessibility. Achieving these goals will require stronger coordination with regional funders and public-sector partners, expanded use of geographic data, and greater emphasis on evidence-based approaches to improve outcomes. In 2025, department staff will prioritize the following efforts:

Effort 1: Enhance the equitable geographic distribution and availability of VSHSL services

In 2025, DCHS plans to use new geographic data to assess service locations before each new procurement, re-procurement, and contract extension. This will help close service gaps, reduce travel times for clients, and ensure services are more evenly accessible across King County’s rural, urban, and unincorporated communities.
Effort 2: Advance countywide workforce stabilization, technical assistance, and capacity-building

In 2025, DCHS plans to launch a series of workforce stabilization procurements. Additionally, DCHS intends to release a series of technical assistance and capacity building opportunities. These investments are intended to strengthen human service providers by making funding available to support staff recruitment, retain human service professionals, and improve the sustainability of the region’s human services workforce.
Effort 3: Expand the Resource Access Team’s reach to better connect those furthest from services

In 2025, DCHS plans to prioritize fully staffing the Resource Access Team to begin hosting three to four resource access fairs in various council districts throughout the county. These events will be scheduled during both weekday evenings and weekends to reduce barriers to participation. DCHS will also identify high-traffic community spaces, such as libraries and community fairs, to host additional “pop-up” resource events. As more geographic data becomes available, DCHS plans to prioritize areas that have historically been underserved when scheduling resource connection events.
Effort 4: Promote Access to Evidence-Based Practices

In 2025, DCHS plans to further the use of evidence-based practices consistent with the VSHSL Implementation Plan by developing an inventory of proven practices and evidence-based interventions. This inventory is expected to be made publicly accessible so that county departments, city human service departments, and the region’s human service providers can use it to support continuous improvement efforts. As organizations further incorporate evidence-based interventions into their work, the region’s social service system will strengthen its ability to drive positive community outcomes, address disparities, and improve the effectiveness of services for those most in need.
Effort 5: Educate Underserved Areas on Funding Opportunities

In 2025, DCHS plans to advance the VSHSL Implementation Plan’s commitment to supporting needed services throughout the County by expanding education around VSHSL funding opportunities in underserved areas. Using 2024 data on the distribution of current VSHSL-funded providers, DCHS plans to collaborate with coalitions and community partners to design training that help non-profits identify upcoming procurements, understand eligibility requirements, and strengthen their applications. Beginning in 2026, DCHS expects to offer these trainings in all council districts, with focused attention on underserved areas to reduce service deserts and support more equitable access to Levy funding across the region.

Conclusion

2024 marked the first year of the 2024–2029 VSHSL. As a year of ramp-up, reflection, and renewal, it laid the foundation for the Levy’s remaining years of implementation. Through strong community partnerships and the work of direct service sites, the Levy funded services for approximately 43,800 seniors and caregivers; 7,692 veterans, military servicemembers, and their families; 7,373 members of resilient communities; and 208 contracted community partners.

Looking ahead, the Adult Services Division remains committed to implementing the VSHSL’s 55 strategies and initiatives to advance equity, improve outcomes, and expand access for the Levy’s three priority populations. With continued collaboration from the VSHSL Advisory Board, community organizations, and the public, DCHS remains dedicated to helping King County residents achieve five key results: housing stability, healthy living, financial stability, social engagement, and service system access and improvement.

For more information or to support this work, please contact us at VSHSL@KingCounty.gov.

Footnotes

2024-2029 VSHSL Implementation Plan. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b
Total number of individuals served through VSHSL strategies funded by Resilient Communities dollars, which includes but is not limited to strategies serving immigrant and refugee communities, persons with disabilities, and survivors of domestic violence and sexual assault.
2024-2029 VSHSL Implementation Plan. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b
Washington Center for Real Estate Research. (2024). https://wcrer.be.uw.edu/wp-content/uploads/sites/60/2024/08/Washington-Apartment-Market-Report-Q2-2024.pdf
U.S. Department of Housing and Urban Development. (2024). https://www.huduser.gov/portal/datasets/cp.html
King County Department of Community and Human Services. (2023). https://kingcounty.gov/en/dept/dchs/human-social-services/housing-homeless-services/affordable-housing-committee/regional-affordable-housing-dashboard
2024-2029 VSHSL Implementation Plan. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b
Public Health – Seattle & King County. https://cdn.kingcounty.gov/-/media/king-county/depts/dph/documents/reports/chna/2024-2025-hhc-chna-report.pdf?rev=16eefb81f44545a18a11af7ff36fd7e5&hash=CEBE6BD27F3E1E332E92D2DC7F5B05B3
“Supporting the Mental Health of Older Immigrants in King County,” Area Agency on Aging for Seattle and King County (2022). https://www.agewisekingcounty.org/ill_pubs_articles/supporting-the-mental-health-of-older-immigrants-in-king-county/
University of Washington Center for Women’s Welfare, Self-Sufficiency Standard for Washington State. https://selfsufficiencystandard.org/wp-content/uploads/2023/09/WA2021_Demo_SSS.pdf
RAND Corporation. (2021). https://www.rand.org/pubs/research_reports/RRA361-1.html
U.S. Social Security Administration. (2024). https://www.ssa.gov/news/press/factsheets/basicfact-alt.pdf
Centers for Disease Control and Prevention. (2023). https://www.cdc.gov/nchs/covid19/pulse/lack-socialconnection.htm
CDC Health Effects of Social Isolation and Loneliness. (2024). https://www.cdc.gov/social-connectedness/risk-factors/index.html
National Institutes of Health. (2022). https://pmc.ncbi.nlm.nih.gov/articles/PMC9170086/
Urban Institute. (2022). https://www.urban.org/sites/default/files/2023-01/Customer%20Service%20Experiences%20and%20Enrollment%20Difficulties%20Vary%20Widely%20across%20Safety%20Net%20Programs.pdf
501 Commons. (2023). https://www.501commons.org/resources/putting-people-first/2023-nonprofit-wage-benefits-survey-report
U.S. Census Bureau. (2024). https://data.census.gov/profile/King_County,_Washington?g=050XX00US53033
King County Council. (2023). https://aqua.kingcounty.gov/council/clerk/OldOrdsMotions/Ordinance%2019604.pdf
2024-2029 VSHSL Implementation Plan. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b
King County Elections. (2005). https://your.kingcounty.gov/elections/2005Nov/resPage1.htm
King County Council. (2023). https://kingcounty.gov/en/dept/dchs/human-social-services/community-funded-initiatives/veterans-seniors-human-services-levy
King County DCHS. (2012). 2012–2017 Veterans and Human Services Levy Implementation Plan is archived with the Adult Services Division.
King County DCHS. (2017). https://kingcounty.gov/en/dept/dchs/human-social-services/community-funded-initiatives/veterans-seniors-human-services-levy/-/media/king-county/depts/dchs/migrated/VHS-Levy/VSHSL%20Planning/VSHSL_TP_-_12,-d-,05,-d-,17.ashx?la=en&hash=62E0EC0E3A6236FE068967037633A389
King County Elections. (2023). 2023 General Election Results: Proposition No. 1 – VSHSL Renewal.
2024-2029 VSHSL Implementation Plan. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b
King County Council. (2023). https://aqua.kingcounty.gov/council/clerk/OldOrdsMotions/Ordinance%2019604.pdf
2024-2029 VSHSL Implementation Plan. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b
King County Council. (2023). https://aqua.kingcounty.gov/council/clerk/OldOrdsMotions/Ordinance%2019604.pdf
King County Council. (2018). https://mkcclegisearch.kingcounty.gov/LegislationDetail.aspx?ID=3539821&GUID=2C017DAF-8307-475C-95A7-4D7DE26A5C2E&Options=Advanced&Search=
King County Code. (n.d.). https://aqua.kingcounty.gov/council/clerk/code/05_Title_2A.htm
King County Department of Community and Human Services. (2024). https://kingcounty.gov/en/dept/dchs/human-social-services/community-funded-initiatives/veterans-seniors-human-services-levy/resource-access
King County Department of Community and Human Services. (2024, October 4). https://dchsblog.com/2024/10/04/king-county-partners-with-minority-veterans-of-america-to-open-first-in-the-nation-transitional-housing-for-lgbtq-veterans/
[1] American Community Survey 2023 5-year estimates. (2024). https://www.census.gov/programs-surveys/acs/data.html
This data is pulled from the Homeless Management Information System (HMIS) database which contains information on people served by housing and homelessness service providers across King County. The data represents all veterans on the Veteran by Name List (VBNL) on 12/31/2023 and 12/31/2024, which contains all known veterans who have experienced or are currently experiencing homelessness in King County. It is maintained by King County Regional Homelessness Authority.
2024-2029 VSHSL Implementation Plan. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b
National Institutes of Health. (2022). https://pmc.ncbi.nlm.nih.gov/articles/PMC9677618/
2024-2029 VSHSL Implementation Plan. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b
2024-2029 VSHSL Implementation Plan. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b
National Institutes of Health. (2022). https://pmc.ncbi.nlm.nih.gov/articles/PMC9170086/
TRICARE Policy Manual. (2024). https://tricare.mil/CoveredServices/IsItCovered/GenderDysphoriaServices
U.S. Department of Veterans Affairs. (2016). https://www.va.gov/vetdata/docs/SpecialReports/Post_911_Veterans_Profile_2016.pdf
CDC Disability and Health. (2024). https://www.cdc.gov/disability-and-health/articles-documents/disability-impacts-all-of-us-infographic.html
National Disability Institute. (2019). https://www.nationaldisabilityinstitute.org/wp-content/uploads/2019/02/disability-race-poverty-in-america.pdf
Washington State Office of Financial Management, Forecasting Division, (2024), Small Area Estimates. (2024). (2024). https://ofm.wa.gov/washington-data-research/population-demographics/population-estimates/small-area-estimates-program
Projected 2024-2029 VSHSL revenue is based on the archived August 2023 OEFA forecast.
King County Council. (2023). https://aqua.kingcounty.gov/council/clerk/OldOrdsMotions/Ordinance%2019604.pdf
With implementation of a new data management system and changes to reporting processes in 2022, it has become possible to track actual expenditures on Affordable Housing and Shelter Operations and Capital projects rather than merely transferred amounts.
2024 funds are committed for Affordable Housing and Shelter Operations and Capital projects. We anticipate cross-division fund transfers for these projects. In addition, the nature of capital housing projects relies heavily on dedicated funding remaining available to cover future costs for design, development, and construction. Currently, the VSHSL has $20 million in underspend from the Veterans Home and $11 million from the Housing fund transfers. Both amounts are expected to be spent in 2025.
For Strategy HS 2, ASD entered negotiations for a potential location for a Veteran facility in early 2024; however negotiations with the seller and their lender took longer than anticipated.
For FS2, Funds awarded in 2024 as a result of the 2024 procurement were not fully contracted until Q1 2025. Thus, much of the variance noted will be resolved once contract invoices are paid. In addition, a portion of funds are intentionally carried forward for a forthcoming caregiver workforce pilot project, as identified in the Implementation Plan.
For FS6, as a new VSHSL strategy, this program anticipated significant ramp up time to allow for necessary foundational activities such as staffing, training, program and infrastructure development, engagement, and procurement.
[1] Funds awarded in 2024 as a result of the 2024 procurement were not fully contracted until Q1 2025. Thus, variance noted will be resolved once contract invoices are paid.
For SS9, as a new VSHSL strategy, this program anticipated significant ramp up time to allow for necessary foundational activities such as staffing, training, program and infrastructure development, and engagement.
Technical Assistance (grant application assistance) was provided to potential applicants for VSHSL procurements released in 2024. Additional components of TACB were put on pause until new contracts from 2024 procurements were executed. Expenditures include levy renewal election costs.
King County, Ordinance 19604 (2023), Section 6.B https://aqua.kingcounty.gov/Council/Clerk/OldOrdsMotions/Ordinance%2019604.pdf
King County, Veterans, Seniors and Human Services Levy Implementation Plan 2024–2029 (Ordinance 19719, 2023), Table F 1 and Section F. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b
Washington State Office of Financial Management, Small Area Estimates for King County Adult Population. (2024). https://ofm.wa.gov/washington-data-research/population-demographics/population-estimates/small-area-estimates-program
King County, Ordinance 19604 (2023), Section 6.B. https://aqua.kingcounty.gov/Council/Clerk/OldOrdsMotions/Ordinance%2019604.pdf
King County, Veterans, Seniors and Human Services Levy Implementation Plan 2024–2029 (Ordinance 19719, 2023), Table F 1 and Section F. https://cdn.kingcounty.gov/-/media/king-county/depts/dchs/asd/2024-2029-vshsl-implementation-plan.pdf?rev=e319cf4d9d2e410c8e4777061315145b

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The 2024 Veterans, Seniors, and Human Services Levy (VSHSL) Annual Report

2024 Highlights

2024 Highlights

Executive Summary

Background

Overview of Accomplishments

Performance Management of VSHSL Funded Services

Result Area 1 of 5: Housing Stability expand_more

2024 Accomplishments

Result Area 2 of 5: Healthy Living expand_more

2024 Accomplishments

Result Area 3 of 5: Financial Stability expand_more

2024 Accomplishments

Result Area 4 of 5: Social Engagement expand_more

2024 Accomplishments:

Result Area 5 of 5: Social Service System Access and Improvement expand_more

2024 Accomplishments:

Fiscal Management of VSHSL Funded Services

Geographic Distribution of VSHSL Funded Services

Intended Changes

Background

VSHSL History

VSHSL Implementation

VSHSL Advisory Board

2024: A Year of Ramp-Up, Reflection, and Renewal

Ramping Up to Build and Cultivate a Stronger King County expand_more

Reflecting and Centering Community Voices to Inform VSHSL Investments expand_more

Renewing the VSHSL's Work to Advance Equity expand_more

Performance Management of VSHSL Funded Services

Stories of impact

Stories of Impact: Veterans, Military Servicemembers, and Their Families expand_more

Stories of Impact: Senior Centers for Seniors and Their Caregivers expand_more

Stories of Impact: Resilient Communities expand_more

Results Based Accountability and Performance Management

2024 VSHSL Dashboard

Managing Performance and Outcomes for Veterans, Military Servicemembers, and Their Respective Families

Levy Strategies

Performance Area: Advancing Housing Stability for Veterans, Military Servicemembers, and Their Respective Families expand_more

Featured performance management metrics:

Performance Area: Advancing Healthy Living for Veterans, Military Servicemembers, and Their Respective Families expand_more

Featured performance management metric:

Performance Area: Advancing Financial Stability for Veterans, Military Servicemembers, and Their Respective Families expand_more

Performance Area: Advancing Social Engagement for Veterans, Military Servicemembers, and Their Respective Families expand_more

Featured performance management metric:

Performance Area: Advancing Social Service Access and Improvement for Veterans, Military Servicemembers, and Their Respective Families expand_more

Featured performance management metric:

Intersectionality with Other Priority Populations expand_more

When Veterans, Military Servicemembers, and Their Respective Families Are Also Seniors and Caregivers

When Veterans, Military Servicemembers, and Their Respective Families Are Resilient Community Members

Managing Performance and Outcomes for Seniors and Their Caregivers

Levy Strategies

Performance Area: Advancing Housing Stability for Seniors and Their Caregivers expand_more

Performance Area: Advancing Healthy Living for Seniors and Their Caregivers expand_more

Featured performance management metric:

Performance Area: Advancing Financial Stability for Seniors and Their Caregivers expand_more

Featured performance management metric:

Performance Area: Advancing Social Engagement for Seniors and Their Caregivers expand_more

Featured performance management metric:

Performance Area: Advancing Social Service Access and Improvement for Seniors and Their Caregivers expand_more

Featured performance management metric:

Intersectionality with Other Priority Populations expand_more

When Seniors and Their Caregivers Are Also Veterans, Military Servicemembers, and Their Respective Families

When Seniors and Their Caregivers Are Also Members of Resilient Communities

Managing Performance and Outcomes for Resilient Communities

Performance Area: Advancing Housing Stability for Resilient Communities expand_more

Featured performance management metric:

Performance Area: Advancing Healthy Living for Resilient Communities expand_more

Featured performance management metric:

Performance Area: Advancing Financial Stability for Resilient Communities expand_more

Featured performance management metric:

Performance Area: Advancing Social Engagement for Resilient Communities expand_more

Featured performance management metric:

Performance Area: Advancing Social Service Access and Improvement for Resilient Communities expand_more

Featured performance management metric:

Intersectionality with Other Priority Populations expand_more

When Resilient Communities Are Also Seniors and Their Caregivers

When Resilient Communities Are Also Veterans, Military Servicemembers, and Their Respective Families