Pacific Hospital Workgroup Recommendations, March 31, 2023
Summary
This letter, dated March 31, 2023, from the Department of Commerce to the Secretary of the Senate and the Chief Clerk of the House of Representatives attaches the Programming Plan – Work Group Recommendations for the Pacific Tower Quarters Buildings 3-10. It states that the 2022 Supplemental Operating Budget (Chapter 297, Laws of 2022) directed the department to convene a work group to develop a programming plan for the repurposed Quarters buildings 3 through 10. The Office of Homeless Youth contracted with NorthStar Advocates, and the report is the work product of NorthStar Advocates and its sub-grantee, BDS Planning & Urban Design. The signature block names Kim Justice, Executive Director, Office of Homeless Youth Prevention and Protection.
Summary drafted by a model from the document's text below and checked by script against that text before publication. It is a navigation aid, not a reading of what the document proves. Where AI is used
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STATE OF WASHINGTON
DEPARTMENT OF COMMERCE
1011 Plum Street SE PO Box 42525 Olympia, Washington 98504-2525 360-725-4000
www.commerce.wa.gov
March 31, 2023
Ms. Sarah Bannister, Secretary of the Senate
312 Legislative Bldg.
PO Box 40482
Olympia, WA 98504-0482
Mr. Bernard Dean, Chief Clerk of the House of Representatives
338B Legislative Bldg.
PO Box 40600
Olympia, WA 98504-0600
Re: ESSB 5693 Section 166(b) (2022) Report on recommendations for the Pacific Tower Quarters
Buildings 3-10
Dear Ms. Bannister and Mr. Dean,
Please find attached the Programming Plan – Work Group Recommendations for the Pacific Tower
Quarters Buildings 3-10.
The 2022 Supplemental Operating Budget (Chapter 297, Laws of 2022, ESSB 5693, Section 166(b))
directed the Department of Commerce to convene a work group to develop a programming plan for the
utilization of the repurposed Pacific Hospital Preservation and Development Authority Quarters buildings
3 through 10, subject to the following requirements:
(1) The department must contract with a nonprofit organization to facilitate the work group. The
nonprofit organization must be located in the city of Seattle with experience working with
systems of care, including foster care, juvenile justice, and behavioral health, and have statewide
experience as an advocate, provider, and convener of programming needs for youth and young
adults.
(2) The work group must include members representing the department of children, youth, and
families; the health care authority; social service providers led by and serving people of color;
social service providers whose leadership represent and who serve LGBTQ youth and young
adults; and persons with lived experience.
(3) By December 31, 2022, the department must submit a report to the appropriate committees of
the legislature with recommendations on housing and program models, service arrays, and
estimates of operation costs.
As the result of a competitive procurement, the Office of Homeless Youth contracted with NorthStar
Advocates to satisfy the proviso requirements. The attached report is the work product of NorthStar
Advocates and its sub-grantee, BDS Planning & Urban Design. The report reflects the input and
recommendations from the work group participants to urge utilization of the Pacific Tower Quarters
Buildings to meet the critical needs of youth and young adults at risk of and/or experiencing
homelessness.
Signed,
Kim Justice
Executive Director, Office of Homeless Youth Prevention and Protection
Washington State Department of Commerce
Pacific Hospital Work
Group Recommendations
Report per Section 128(95) of Chapter 297, Laws of 2022 (the
supplemental operating budget)
March 31, 2023
HOUSING DIVISION
Report to the Legislature
Interim Director Kendrick Stewart
V3.2
Acknowledgments
Pacific Tower Work Group Participants Capital Plan Consultants
Levi Jette, SHKS Architects
Bridget Cannon, Volunteers of America Spokane Dawn Bushnaq, Bushnaq Studio
Daniel Lugo, Treehouse Katy Saunders, MAKERS
Degale Cooper, YouthCare
El Berendts, Mockingbird Society NorthStar Advocates wants to express our sincere
Emily Abell, Lived expert appreciation for the opportunity to participate in this
Erin Chapman-Smith, YouthCare important project and to the many young people with
Erin Shea McCann, Legal Counsel for Youth and Children lived experience, social service providers, state agency
Gina Thompson, Washington State Office of Homeless staff, and all who engaged in the Work Group meetings.
Youth At a time when more young people than ever are facing
Greg Williamson, Washington Department of Children, homelessness and looking for safe housing and support
Youth, and Families services, the Pacific Tower project offers a unique
Karen Brady, Ryther opportunity. YYA want programs and policies to do more
Katy Saunders, MAKERS than just house them. They also want a launching pad to
Lacee Morgan, Lived expert build a life outside of system dependency. They want
Laurie Lippold, Partners for Our Children what many of their peers experience in college or other
Lexus Morgan, Lived expert age-appropriate activities, where they can focus on
Liz Venuto, Washington State Health Care Authority preparing for their next steps in life. The Pacific Tower
Marissa Ingalls, Coordinated Care campus offers that readiness opportunity, and we fully
Mary Sprute, Washington Department of Children, Youth recommend actualizing it.
and Families
Matt Davis, Washington State Office of Homeless Youth Finally, in the words of James Baldwin: “For these are all
Mayauna Jones, Lived expert our children, and we will profit by or pay for whatever
Pink Varela, Lived expert they become.”
Scott Schubert, YMCA of Greater Seattle
Taku Mineshita, Washington Department of Children, Washington State Department of
Youth, and Families Commerce
Tasha Irvine, Consultant
Tony Yuchasz, Enterprise Community Partners Kim Justice, Executive Director, Office of Homeless
Youth
Pacific Hospital Preservation & Development
Kim.Justice@commerce.wa.gov
Authority
360-810-0322
John Kim, Executive Director
Consultant team Jeremy Walker, Management Analyst, Local
Government Division
NorthStar Advocates
Work group convener and project lead OFFICE OF HOMELESS YOUTH
Jim Theofelis, Executive Director 1011 Plum St. SE
P.O. Box 42525
BDS Planning & Urban Design Olympia, WA 98504-2525
Work Group facilitation and report preparation
Ishmael Nuñez www.commerce.wa.gov
Melodie Garcia
My-Le Tang For people with disabilities, this report is available on
request in other formats. To submit a request, please
Hatheway Tennent Consulting
call 360-725-4000 (TTY 360-586-0772)
Project management and support
Erin Hatheway and Jenn Tennent
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS
Table of contents
Executive summary...................................................................................................................................... 2
Introduction ................................................................................................................................................. 5
Pacific Tower Work Group process .............................................................................................................. 8
Work group recommendations ................................................................................................................... 11
Next steps ................................................................................................................................................. 17
Appendix A: PHPDA Pacific Tower campus partners and tenants................................................................ 18
Appendix B: Building design concepts ........................................................................................................ 20
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 1
Executive summary
The Washington State Legislature issued funding for the Washington State Department of Commerce and
Office of Homeless Youth (OHY) to form and convene a work group to develop a housing and services
programming plan for utilization of the Pacific Hospital Preservation & Development Authority (PHPDA)
Quarters Buildings. The Pacific Tower Work Group included agency representation from the Department of
Children, Youth, and Families (DCYF) and the State Health Care Authority (HCA), as well as young people with
lived experience of homelessness and social service providers who serve LGBTQ youth and young adults
(YYA).
The purpose of the work group was to conceptualize how Quarters Buildings 3-10 on the Pacific Tower
campus in Seattle could best house and serve YYA facing or experiencing homelessness. This programming
and services plan is provided to support the 2022 Pacific Tower Campus Quarters Buildings 3-10
Predevelopment Capital Needs Assessment, which detailed the needs and options for the physical
improvements of the buildings to make them suitable for housing. That assessment did not identify specific
services.
The complex and urgent needs surrounding YYA homelessness and behavioral health could be uniquely
addressed by repurposing the Pacific Tower campus and Quarters Buildings 3-10. Empowering individual
choice and autonomy should be a guiding principle for the campus. Wherever possible, young people should
have the necessary support to choose what their healing and growth look like. As part of this conversation,
members acknowledged that most of the homelessness response system for YYA focuses on those who are
most vulnerable or are actively experiencing a crisis. The Pacific Tower campus represents an opportunity to
serve YYA who are not in immediate crisis and who are in transition to independence.
The work group's recommendations are to optimize the Pacific Tower Campus with a range of services and a
semi-independent living model, with developmentally-appropriate opportunities for residents to receive care
and support as needed to stabilize and launch the next phases of their lives. Policymakers should consider the
successful model of the Arlington Drive campus in Pierce County that serves similar populations of young
people and is operated by regional service providers with state funds.
As part of this effort, Commerce contracted with NorthStar Advocates (NorthStar) to convene the work group
and submit a report including recommendations for the use of the PHPDA Quarters buildings 3-10. NorthStar
subcontracted with BDS Planning & Urban Design (BDS) to facilitate the work group and collaboratively
develop this report. BDS was hired to ensure the facilitation process was conducted by a neutral party since
NorthStar has strong perspectives on services to be implemented at Quarters Buildings 3-10. This also allowed
NorthStar to participate in the process and recommendations.
The work group’s recommendations were delivered to Commerce and the Washington State Legislature to
meet the statutory requirement of the enabling proviso and to urge utilization of the Pacific Tower campus to
meet the critical needs of YYA at risk of and/or experiencing homelessness in Washington.
Legislative mandate
This research and report was authorized under Section 128(95) of Chapter 297, Laws of 2022 (the
supplemental operating budget):
$600,000 of the general fund—state appropriation for fiscal year 2023 is provided solely for concept development,
design, and planning of state-operated or contracted residential housing facilities and services at the Pacific hospital
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 2
preservation and development authority quarters buildings three through ten in Seattle. The residential housing
facilities may be used for recovery residences, group care, transitional housing, supportive housing, or family-
centered substance use disorder recovery housing. Of the amounts provided in this subsection:
(a) $375,000 of the general fund—state appropriation for fiscal year 2023 is for lease payments for the Pacific
hospital preservation and development authority quarters buildings three through ten.
(b) $75,000 of the general fund—state appropriation for fiscal year 2023 is for the department to convene a work
group to develop a programming plan for utilization of the repurposed quarters buildings three through ten, subject to
the following requirements:
(i) The department must contract with a nonprofit organization to facilitate the work group. The nonprofit
organization must be located in the city of Seattle with experience working with systems of care, including foster
care, juvenile justice, and behavioral health, and have statewide experience as an advocate, provider, and convener of
programming needs for youth and young adults.
(ii) The work group must include members representing the department of children, youth, and families; the health
care authority; social service providers led by and serving people of color; social service providers whose leadership
represent and who serve LGBTQ youth and young adults; and persons with lived experience.
(iii) By December 31, 2022, the department must submit a report to the appropriate committees of the legislature
with recommendations on housing and program models, service arrays, and estimates of operation costs.
Summary of recommendations
At its core, the Pacific Tower Work Group reflects how collaborative and community-led solutions can be
generated in Washington toward the collective mission of ending homelessness for YYA through thoughtful
housing and supportive services. This effort sought to center young people with lived experience and respond
to a tangible opportunity to meet existing needs and encourage creativity.
The recommendations in this report are organized as follows: Key themes and overarching priorities, housing
program models, service arrays, and operation costs.
Key themes and overarching priorities
Service providers and young people across the state enthusiastically support this opportunity.
The work group favored implementing all building redesign and programs.
If a staggered approach to implementation is necessary, members emphasized that all Quarters Buildings
3-10 should be fully developed for a holistic campus vision.
The Pacific Tower campus offers a unique space to launch independence and develop innovative
programs to meet a spectrum of needs.
Young people want to learn, grow and reduce dependency on systems.
Onsite services will provide the necessary support for young people to thrive.
Potential housing program models
Offering independent living arrangements is the best way to fill current system gaps.
Work group members preferred round-the-clock or partially staffed programs, including a peer staffing
model.
These programs would serve youth and young adults ages 16 through 24.
Housing should be accompanied by promising service arrays.
Building layouts should accommodate shared and/or permanent office space.
The combination of housing with on-site services creates a positive and enriching campus culture.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 3
Operation cost estimates (per year, per bed)
The Arlington Drive Campus in Pierce County provided the best approximation of costs for what the Pacific
Tower Work Group envisioned. Based on this program’s current staffing and an average of 100 residents, we
estimate that housing at the Pacific Tower Quarters could cost approximately $27,500 per bed per year.
A complete breakdown with further details can be found in the Work group recommendations section of this
report.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 4
Introduction
The work group recommendations described in this report reflect a collaboration of the Washington State
Legislature, the Department of Commerce’s Office of Homeless Youth (OHY), the Pacific Hospital Preservation
& Development Authority (PHPDA), and individuals with lived experience and/or who are social service
providers connected to youth and young adult (YYA) homelessness systems.
The purpose of the work group was to ideate and describe how available structures, Quarters Buildings 3-10 on
the Pacific Tower campus in Seattle, could be utilized to best house and serve young people facing or
experiencing homelessness. This programming and services plan is provided to support the related capital
needs assessment completed in June 2022, detailing the needs and options for the physical improvements of
the buildings to make them safe and suitable for housing.
The following information provides context for the report recommendations and was shared with work group
participants in its first meeting.
Pacific Tower campus
The Pacific Tower campus is in the Beacon Hill neighborhood of Seattle, just south of Interstate 90. The
campus is listed on local and national landmark registers, including the iconic “Pacific Tower” building, as well
as its “Quarters Buildings 3-10.”
Originally built in 1932, Quarters Buildings 3-10 consist of five separate buildings totaling 31,720 square feet,
including one building that was originally designed as a single-family residence, three duplexes and a
dormitory-style structure. The campus formerly served as a U.S. Marine Hospital. At that time, the Quarters
Buildings were used as residences for hospital workers on the campus. In recent years, the buildings were
used as offices for the Pacific Medical Center.
The PHPDA was chartered by the City of Seattle in 1980 to conserve and manage the Pacific Tower campus.
As the current owner and steward of the property, the PHPDA seeks to advance its mission of health equity
and recognizes the Pacific Tower campus as a strong and viable asset in this endeavor.
The Pacific Tower campus is currently home to a variety of tenants working on issues of health and equity,
including Pacific Medical Centers, A Way Home Washington, Building Changes, FareStart, Neighborcare Health,
Seattle Central College, and other public and nonprofit partners. A full list of existing tenants is in Appendix A
in this document.
In accordance with the authorizing legislation, the Legislature authorized a Pacific Tower Campus Quarters
Buildings 3-10 Predevelopment Assessment to be conducted and submitted to the Department of Commerce.
This assessment was submitted in June 2022 and identified the construction costs for building renovations
needed to ensure the Quarters Buildings are safe and suitable for housing. The assessment found that the
buildings can be feasibly converted to residential spaces for a variety of supportive housing programs but did
not identify specific services.
The complex and urgent needs surrounding YYA homelessness and behavioral health could be uniquely
addressed by repurposing the Pacific Tower campus and Quarters Buildings 3-10. Policymakers should
consider the successful model of the Arlington Drive campus in Pierce County that serves similar populations
of young people and is operated by regional service providers with state funds.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 5
Needs for services
The intersection of YYA homelessness and behavioral health is a significant issue across Washington. Many
young people currently in and leaving systems of care, such as foster care, the criminal legal system, and the
inpatient behavioral health system, 1 are at high risk of experiencing homelessness. The risks and experiences
of YYA homelessness include complex and sensitive considerations that require intentional, thoughtful public-
private partnerships, policies and investments.
In the first convening of the Pacific Tower Work Group, members discussed major gaps in the system to end
homelessness for YYA. These challenges and nuances are paramount to understanding the array of services
that the Pacific Tower campus is uniquely positioned to prioritize and address.
Major discussion themes included:
The current system overemphasizes YYA who are experiencing extreme crises. While the attention
toward high need is critical, the group remarked that this could 1) Create a cycle of increasingly
vulnerable individuals and 2) Miss opportunities for prevention and serving individuals who are not in
extreme crisis.
Often the conversation about the availability of resources focuses on deficits. It does not focus on earlier
intervention or enrichment activities that could support young people before they reach major crises and
require high-intensity intervention. The work group envisioned a campus that would prepare young
people to thrive beyond being treated.
Young people with lived experience challenged the traditional model – in which YYA have to get worse
before getting support – and the lack of support upon discharge from state systems of care. Young
people need a holistic, trauma-informed system that is culturally and developmentally healing-
centered.
There is a lack of targeted developmentally/age-appropriate housing and resources specifically for
young people ages 16 through 24.
Many young adults don’t have anywhere to go upon leaving foster care or inpatient treatment and
frequently lack the navigation support of a system agent, such as a caseworker or foster parent. Far too
many young people fall off the proverbial system cliff when they turn 18, especially BIPOC (Black,
Indigenous, and People of Color) and LGBTQ2S (Lesbian, Gay, Bisexual, Transgender, Queer, and Two-
Spirit) young adults.
Inconsistent and/or nonexistent coordination and communication among institutions and providers
offering services can make navigating the system very complicated for young people.
1 “Inpatient” is commonly used as an adjective to describe treatment that requires an individual to be admitted to a hospital or other
care facility for 24 hours a day over a period of time, according to the treatment facility’s curriculum. “Behavioral health inpatient care”
refers to facilities and staff that focus on addressing mental health and/or substance use disorders during treatment episodes.
“Inpatient” is also used in contrast to the term “outpatient,” which typically describes community-based care and does not require an
overnight stay.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 6
In many cases where services exist, young people are unaware of available resources. All too frequently,
the system agents meant to help them are equally uninformed and are most accustomed to serving
adults over age 30. For example, there are currently no inpatient treatment programs exclusively
designed for young adults aged 18 through 24.
There is a need for statewide solutions, and establishing a regional hub could be an important step
toward this goal.
It is important to provide care to YYA that is culturally competent and recognizes identity intersections.
The current system does not always prioritize a whole-person approach2 to care.
These themes defined the problem for the work group and clarified its priorities and aim for ongoing
discussion.
2 This is a philosophical approach that takes into account more than the individual’s diagnoses and treatment needs, including their
strengths, culture, identity and future goals.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 7
Pacific Tower Work Group process
The Pacific Tower Work Group convened four times in September and October 2022. Additionally, several
other meetings were held just for young people with lived experience.
As the facilitators of the process, BDS Planning & Urban Design (BDS) outlined the following schedule and
topics:
Meeting #1 – Kick-off, group norms, history, gaps and opportunities
Meeting #2 – Housing and program models
Meeting #3 – Service arrays and operation costs
Meeting #4 – Engagement review
Work group norms included:
Participate: Active participation, speaking from lived experiences and committing to shared outcomes
Safe space: Respecting, validating and acknowledging folks’ lived experiences, encouraging participation
by protecting each person’s vulnerability
Everyone’s voice counts: Taking turns, validating each perspective, listening respectfully and encouraging
questions.
Meetings were facilitated fluidly, with a general agenda and discussion prompts. The group was encouraged to
take the conversation where it needed to go, ask relevant questions to re-focus and work collaboratively to find
creative solutions. The group’s discussion was captured through real-time note-taking on a virtual whiteboard
platform, as shown in the meeting murals screenshot.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 8
In-meeting mural whiteboards
Young people with lived experience
NorthStar, the subcontractor, invited a variety of subject matter experts to the work group, including young
people with lived expertise and service providers. Members were asked to provide recommendations based on
their personal experiences and expertise related to housing programs, housing instability, and gaps in the
current Washington systems of care.
Young people talked about their experiences with housing programs and service models that worked well and
those that have not. In addition, they discussed aspects of programs that would be ideal improvements and
tools that could increase behavioral health outcomes and successful transitions.
Stakeholder engagement
Jim Theofelis of NorthStar Advocates led the work of centering the voices of YYA, service providers and other
key stakeholders in this work group. NorthStar has an established relationship with the young people engaged
in this work group through related efforts that focus on preventing and ending YYA homelessness and
elevating the voice, experience, and expertise of those who have experienced systems of care.
Northstar convened standing meetings with YYA between the Pacific Tower Work Group sessions to ensure
that young people received the information and support they needed to optimally inform the project. All young
people were paid stipends for their contributions to the work group.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 9
In facilitating the full Pacific Tower Work Group, BDS and NorthStar made space and elevated the voices of
young people to identify needs and systemic gaps. The young people generated ideas for creating sustainable
and impactful programs to meet a range of housing and behavioral health needs. Examples included programs
that provide holistic services like livability toolkits, transitional support and professional health care services.
Their input emphasized the importance of understanding the landscape directly from someone experiencing it
and helped other work group members understand what would be feasible, effective and welcome to young
people.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 10
Work group recommendations
This section outlines a set of recommendations as developed and affirmed by work group participants
throughout the four meetings. The recommendations in this report are organized in two ways:
Key themes and overarching priorities
Proviso requirement recommendations: Housing program models, service arrays and operation cost
estimates.
Several key themes and overarching priorities emerged throughout the meetings that are intentionally elevated
in this report. These sentiments received near-consensus support, were repeated several times, or were posed
definitively.
All participants agreed that the available Pacific Tower Quarters Buildings present a unique opportunity for
young people facing homelessness. The work group was passionate and committed, and participants fully
embraced the notion that the Pacific Tower campus could go beyond merely filling a systemic gap and
embrace the full vision of the opportunity to engage, support, and launch young people into independence,
economic sustainability, and personal enrichment and health.
A discussion summary is included for each of the proviso requirement recommendations. The summary
reflects the generative conversations held in group meetings. Though not receiving full consensus, these
points add nuance and breadth to the recommendations from the
well-rounded expertise of the work group. “It was great to tour the buildings
3-10 and envision how many young
When appropriate, the project team bolstered the language around people will be able to be served
recommendations with additional context and synthesis, primarily and avoid homelessness. We are
related to the significant themes. However, it is important to excited about collaborating with
underscore that the entire breadth of recommendations is the direct partners across the state to
output of the work group. support young people realizing
their dreams and futures. We know
Key themes and overarching priorities that this will require all of us
coming together with young adults
The Pacific Tower campus offers a unique to create a safe and welcoming
campus.”
space to launch independence – Scott Schubert, Y Social Impact
There was broad consensus and strong endorsement for the Center
utilization of this campus, given its current assets and future potential
to combine housing programs and additional support services. Work
group members envisioned a model that could serve as a launchpad
for young people to gain more independent, healthier lives. Participants said that the current system lacks
options for YYA who have accepted or exited behavioral health treatment and need the next phase of support.
Among this group, there was strong sentiment that a wrap-around, campus-based model would best prepare
YYA to lead independent lives. The proposed combination of supportive housing services, community-based
resources, and unique campus assets would position young people to access key supports necessary for self-
sufficiency.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 11
Service providers and young people across the state support this
opportunity
Strong statewide support for this project emerged throughout the process, which was attended by service
providers and young people from different regions who affirmed this model would be a unique opportunity for
the state. Service providers were confident they would refer YYA to the campus, deliver services there, and
provide referrals to existing Pacific Tower programs.
Prioritize a holistic campus vision with all Quarters Buildings 3-10
The work group affirmed a holistic vision for the entire campus and underscored that the most effective way to
meet the gaps in services is to use all Quarters Buildings 3-10, at the same time, with co-located housing and
services.
The campus has the potential as a physical space and tangible asset because there are a variety of scenarios
and options for its development. The work group strongly recommends developing the campus under a single
and consistent vision. The work group also considered a phased approach that would begin with Building 10.
The Pacific Tower campus offers a unique opportunity to develop an
innovative program to meet a spectrum of needs
The homelessness and behavioral health crises among YYA require bold and transformative action. Work
group members acknowledged the potential of this campus to respond thoughtfully to the need. In the
meetings, this conversation centered on the spectrum of needs, with the opportunity for individuals to move
through that spectrum consistent with their individual levels of self-sufficiency and preparedness. This model
would be innovative and would significantly enhance Washington’s resources to address YYA homelessness.
Young people want to learn, grow and reduce dependency on systems
Work group participants, especially young people with lived experience, expressed a strong desire for flexible
and community-oriented spaces. These spaces would provide enrichment opportunities to young adults who
would benefit from resources such as a community garden, art studio spaces, shared kitchens, or other
developmentally appropriate opportunities that are necessary to learn, grow, and create self-sufficiency.
Onsite services will provide the necessary support for young people to thrive
Additionally, work group members recommended offering access to more private spaces where residents
could regularly access personalized services on site, such as behavioral health supports, child care or legal
counsel. The group also supported enlisting established and emerging programs to have a regular presence on
campus. Participants suggested this would demonstrate a commitment to equity and would enable onsite
service provision led by and provided for a diverse range of people.
Proviso requirement recommendations
Housing program models
The state budget proviso charged the Pacific Tower Work Group to provide recommendations for housing
program models. Recommendations in this section support the significant themes identified previously and
present the full breadth of work group discussions. The work group recommends that the Quarters Buildings
are suited to serve youth and young adults ages 16 through 24.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 12
One of the most important points emphasized at all of the meetings was the desire for the Pacific Tower
campus to meet the needs of individuals and families who are best positioned to benefit from the support
offered in a living environment that strengthens independence. As part of this conversation, members
acknowledged that most of the homelessness response system for YYA focuses on those who are most
vulnerable or are actively experiencing a crisis.
The work group emphasized that the Pacific Tower campus should offer young people an opportunity to
transition out of systems and rely on fewer supports as they gain independence. Housing options should be
available to match a range of needs and circumstances, including those of YYA recently discharged from
inpatient behavioral health treatment and young people who are ready for independent living.
Throughout the series of work group meetings, this point evolved to underscore that empowering individual
choice and autonomy should be a guiding principle for the campus and that, wherever possible, young people
should have the necessary support to choose what their healing and growth look like.
Potential program and building layouts are in Appendix B.
Discussion summary:
It is important to have low barriers to entry and ensure that programs maintain clear expectations for
growth and development. There should be some level of stability among residents when joining a housing
program on campus.
There are large gaps in the current system to serve the needs of young families and children under the age
of 18. The Pacific Tower could present an opportunity to serve these groups.
Ultimately, the priority is to have a campus where people feel supported and safe.
Housing for youth under age 18 in a licensed facility and/or housing for young adults
18 through 24
Young people have a range of needs, so residential housing on the Pacific Tower campus must be adequately
supported with staffing to provide direct attention and coordination of housing and services.
The work group agreed that peer advocates are a great model and are most successful when they are
compensated and supported appropriately based on the needs of residents in the program. It is important to
recognize peer advocates as experts and professionals.
Discussion summary:
Organization and coordination across services are essential.
Using onsite peer advocates could support YYA leadership development, healthy boundaries and
opportunities for greater independence and serve as role models to residents of the housing programs.
Young people should be guaranteed a wrap-around team of service providers to address their individual
needs and have the ability to choose who is on their engagement team.
Not all residential maintenance functions need to be carried out by contracted staff. The work group also
discussed the possible benefits of having residents share everyday living responsibilities.
'Like a college campus'
For young people who are ready to transition to more independent housing models, the work group discussed
how to support their autonomy and preparation for life after the Pacific Tower campus. Participants supported
the idea of a developmentally appropriate environment that would offer opportunities for growth and
experiences, much like those on college campuses, while offering immediate support nearby when needed.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 13
The work group also recommended developing successful transition plans, “livability toolkits,” and workshops
for independent living skills. More on this can be found in the following section.
Likewise, work group participants discussed the need to connect the Quarters Buildings to the surrounding
neighborhood and the resources it offers. For example, future affordable housing is being developed on the
north side of the Pacific Tower campus, and several social services are located nearby. The opportunity for
young people to build networks across boundaries is an important part of community integration. Similarly,
some services might be available to those who live in the surrounding community, such as legal advocacy.
Discussion summary:
It is important for young people to have control over their immediate living environment to maximize
comfort and safety. They should be able to decorate their own living spaces.
Residents should also have onsite access to amenities that mirror a college campus, such as a post office
or mail room, food and essential supplies, a library, and spaces for socialization and enrichment activities.
The Pacific Tower campus can serve as a unique hub for young people statewide. After leaving the
campus, young people can decide where they want to build community.
Service arrays
Office-based models (shared and/or permanent)
A variety of office-based social services and clinics are available, and providers are eager to collocate with the
housing onsite. Most options are suitable for sharing space, with providers rotating their presence on the
campus according to an agreed schedule. Other programs might be better suited for more permanent tenancy.
At present, a number of nonprofit services and providers are located in the primary Pacific Tower building
(Appendix A). The work group recommended that any services in Quarters Buildings 3-10 should be prioritized
for the young people living on site. Access to services could also be opened to broader community members
through referrals as another form of relationship building and connecting the residents to neighbors off-
campus, as mentioned above.
Positive campus culture
Work group participants were energized and excited about the possibility of developing enrichment activities
onsite to support a positive, strengths-based environment. Participants wanted to find the balance between
customized services on-campus and avoiding unnecessary duplication of services that already exist in the
main Pacific Tower or nearby in the community.
Examples of auxiliary services that young people and other work group participants recommended offering on
campus include:
Legal consultation and aid
Independent living classes and toolkits
Behavioral health care services
Child care
Transportation, such as ride-sharing or shuttle services to nearby resources
Financial literacy
Education and workforce development
Food assistance, such as cooking classes or onsite food distribution
Enrichment activities identified by campus residents, such as art classes or community gardening
Multi-generational activities
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 14
Operation cost estimates
The budget proviso that created the Pacific Tower Work Group charged participants to estimate operational
costs for establishing housing and supportive services at the campus. As mentioned, work group members
included service providers from across Washington who run various types of programs. They generously
shared information to scope possibilities for this project. Estimates below provide examples of the types of
programs that could fill current systemic gaps and optimize the available space in Quarters Buildings 3-10.
Projecting costs is highly complex, given that the Department of Children, Youth, and Families, the Office of
Homeless Youth, the Health Care Authority, and other agencies have different ways of negotiating per-bed
rates. With this in mind, the group acknowledged some important caveats and stipulations:
It is extremely difficult to provide specific numbers for projected costs. Current inflation trends and the
rising cost of living will require a reexamination of projections at a future date. In addition, costs vary by
region across the state.
Where possible, we utilized 2022 dollars and programmatic specifications. While innovative programs
could be developed in the future, we have estimated costs based on currently available services.
Both housing and social service providers stress the need for “full cost of care” contracts. Additional
investments are needed to cover the full cost of programs and necessary renovations at the campus.
According to providers, personnel costs are typically the biggest expense in any housing program budget,
with higher needs of residents requiring increased staffing. Whenever possible, participants recommended
hiring and supporting peer counselors.
We offer current funding models as estimates to consider once the building is move-in ready. At that juncture,
decisions remain to be made to identify the array of services, age ranges, and levels of need that will be served
in the Pacific Tower Quarters Buildings 3-10.
Young people with lived experience and service providers think the Pacific Tower campus would be optimized
by offering a range of services. Participants recommend a semi-independent living model, with
developmentally-appropriate opportunities for residents to receive more or less care and support as needed to
stabilize and launch the next phases of their lives.
The work group was adamant that the entirety of available space must be developed, and any phased
approach must uphold this vision and commit to completing the full project.
Housing program costs
Estimated cost ranges depend on support services included in the program, as well as the regions where they
are based and provider-specific overhead expenses.
The Arlington Drive Campus in Pierce County provides the closest comparison to what the Pacific Tower Work
Group envisioned. It has an average occupancy of 100 residents who utilize a range of housing options and
supportive services. Staff are available onsite 24/7. Including all operating costs, Arlington Drive estimates
each bed costs approximately $27,500 per year. Annually, the program receives $1.5 million from the state, as
well as $1.25 million from the Tacoma Housing Authority, to subsidize housing and manage the property.
In Spokane, Volunteers of America offers a different model, holding master leases for market-rate apartments
for eligible young adults. This program is not continually staffed but offers crisis intervention and other
supports 24 hours per day. The program estimates it costs $39,900 per bed per year.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 15
Housing vouchers
Work group participants strongly urged decision makers and service providers to design residential programs
that could take advantage of existing resources, such as state-funded programs or housing vouchers that
could offset estimated costs. This could be a significant cost-saving mechanism. Examples of state-funded
programs and housing vouchers available to young people include the Extended Foster Care program, the
Independent Youth Housing Program, Family Unification Program (FUP), and the Foster Youth to Independency
(FYI) vouchers.
Office-based services
The work group discussed a range of supportive services that could be housed in Quarters Buildings 3-10 to
complement housing programs and meet the needs of residents. Every effort was made to identify the full cost
of care for a range of services. We anticipate that office space would be leased at market rate.
Direct and auxiliary services
There was a robust discussion within the work group that organizations providing housing need to have co-
located case management and other services that support residents to stabilize and thrive in housing.
Additionally, participants expressed great interest in having non-housing related services represented on the
Pacific Tower Campus that reflect both the needs of young people exiting systems of care and general
enrichment-based, developmentally healthy services frequently provided on a college campus. Participants
made no strong recommendations for specific onsite services. Young people who have lived in similar housing
say there is no requirement to co-locate onsite services with a permanent, 24/7 office-based presence.
Instead, they expressed the critical need to have flexible spaces for providers to offer regular drop-in or
appointment-based services.
Service providers expressed interest in offering these programs at the Pacific Tower location and were eager
to share office space with other mission-driven organizations. Additionally, all work group participants
endorsed the idea of utilizing the service array already available at the Pacific Tower and in the surrounding
community. A list of current residents is included in Appendix A of this report.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 16
Next steps
This Work Group Program and Operations Plan and the recommendations it contains provide a foundation for
the next steps in the effort to utilize Pacific Tower Quarters Buildings 3-10 to serve young people overcoming
homelessness and behavioral health issues.
Advocacy
Work group members, including young people with lived experience, state agency experts and service
providers, expressed support and enthusiasm for the opportunity presented by the Pacific Tower Quarters
Buildings 3-10. Their recommendations should be shared widely and serve as the focal point for ongoing
advocacy conversations with the state Legislature, private funders, and other nonprofit providers.
The Pacific Tower Work Group members expressed interest in staying engaged and reconvening at a later date
to continue advancing this work.
Prioritization
When the timeline for a completed and operational Pacific Tower campus for YYA is established, meaningful
decisions will need to be made to choose the configuration for development and construction. It will be critical
to retain and uphold the key sentiments and foundational principles that emerged from the work group
process.
Integrating the programming plan with the capital plan
Simultaneous to the programming and operations planning, Commerce and its partners have been engaged in
an effort to better understand the physical and capital needs of the Pacific Tower Quarters Buildings. Given the
overlapping involvement of such stakeholders, this document contains a range of study options prepared by
SHKS Architects and Bushnaq Studio that support the recommendations made in this report for Quarters
Buildings 3-10. These options can be found in Appendix B.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 17
Appendix A: PHPDA Pacific Tower campus partners and
tenants
The Pacific Tower is shaped and fostered by intentional connections, sharing spaces with many nonprofit
organizations, state agencies, and local governments to magnify impact. We are a dynamic hub, bringing
together leaders working in health and equity in the local nonprofit sector.
Based on the 2021 community benefits survey, there are approximately 400 subtenant employees that work
here.
Washington State Department
of Commerce Since 2014, a 30-year master lease partnership
Strengthening communities and was formed for 13 floors of the Pacific Tower.
growing Washington's economy
Pacific Medical Centers Sharing a long history together, PMC ensures
provisions of charity health care services and
Simply the right care. stewardship of the historic property.
Creating place, block by block, Urban Ren is a full-
Urban Renaissance Group service real estate company. Their vision and
expertise produce optimal asset positioning,
The power of place financial management, and strong relationships
with partners and tenants.
501 Commons Nonprofit supports, management and technology
A resource for nonprofits. A consulting, free information, and referral services,
partner for philanthropy. amplifying the strengths of nonprofits.
A Way Home WA Working to end youth homelessness in
Preventing and ending youth Washington state by connecting partners,
homelessness in Washington building awareness and spurring action.
Building Changes
Advancing racial equity and advocating for
Advancing equitable responses change in housing, education, and health.
to homelessness in Washington
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 18
Community Center for As a collective impact initiative, the Road Map
Education Results Project brings people and organizations together,
A Road Map Project education providing data, research, communications,
initiative program, logistical, and other support services.
The Cross Cultural Health Care Established under PHPDA in 1992, the program
Program continues to educate health care professionals
Health care in every community, on cultural and linguistic awareness across the
every community in health care country.
Equity in Education Coalition A statewide civil rights coalition working towards
Eliminating gaps and promoting revolutionizing education for children of color,
success for children of color from birth through their careers.
FareStart Trains homeless individuals for careers in the
culinary field and provides Pacific Tower food
Great food. Better lives. services.
Global Visionaries
Facilitates a multi-year high school leadership
Envisioning a future where program with an emphasis on social justice and
young people are boldly leading environmentalism, bringing personal and global
an inclusive movement for awareness to empowered youth leaders.
justice
The Justice for Girls Coalition's vision is that
Justice for Girls Coalition Washington is a leader in offering practices,
Helping WA State Girls* in programs and policies tailored for girls facing
adverse situations thrive and adversity so they can overcome obstacles,
have meaningful futures. access opportunities and secure a purposeful
future.
Neighborcare Health Working with Seattle Central Colleges to create a
Everyone deserves quality dental teaching clinic, neighborcare students
health care receive training as dental professionals.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 19
Appendix B: Building design concepts
Prepared by SHKS Architects and Bushnaq Studios.
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 20
Tower Campus Quarters Building Quarters Building 5
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 21
Quarters Building 6/7
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 22
Quarters Building 8/9
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 23
Quarters Building 10
PACIFIC HOSPITAL WORKGROUP RECOMMENDATIONS 24
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