City homelessness leaders outline 5‑year plan as Hope House readies July shift to medical respite

City and nonprofit homelessness providers presented a new five‑year strategy and performance measures Monday and described near‑term changes in shelter operations as the city and funders shift support for outreach and encampment work.

The plan’s presenters said a set of performance measures will guide accountability to move people into stable housing, while providers described existing capacity and a timetable for changes at a downtown women’s shelter.

Why it matters: The update combined systemwide metrics, funding shifts and a shelter operations change that will reduce traditional emergency beds at Hope House and add medically focused respite capacity — steps that affect where people experiencing homelessness get care, how outreach is funded and how progress will be tracked.

Empire Health Foundation program lead Zeke Smith said specialized and scattered‑site beds now total 218 across multiple sites and that the Department of Commerce‑funded emergency encampment resolution program (ERP) is expected to sunset on June 30, 2025. “We do not anticipate any additional sites opening for the remainder of our contract through June 30,” Smith said, noting the system continues to coordinate referrals and provider roles.

Nicolette Ogletree and a colleague identified as Ariel presented the region’s five‑year plan and an attached performance‑management plan. The plan lists five objectives including prioritizing people with the greatest barriers to housing and strengthening the homelessness‑provider workforce. The presenters emphasized prevention, diversion and case management as central strategies. “Successful placements to permanent housing are absolutely critical,” one presenter said, while also noting success may include other positive outcomes, such as referrals to treatment or transitional housing.

Volunteers of America COO Brandon Martin and Hope House Director Gadi Nicario described a stepped ramp down of shelter beds and an intent to convert Hope House to a medical‑respite model in July. VOA said it began a weekly reduction in available shelter beds the day of the briefing: beds were reduced to 70 and will be cut by about 10 per week through June 30 as staff prioritize case conferencing and housing transitions. Since February VOA reported about 41 individuals — about 35% of those long‑stay residents identified for transition — have been housed; VOA said about 60% of the women originally identified remain engaged in transition planning.

VOA said respite guests will retain 24‑hour access because of higher acuity and that the respite operation currently has 13 contracted medical‑respite beds (capacity contracted to 20) with the facility physically able to expand to 44 beds if additional contracts or funding are secured. VOA said it intends to pursue state waiver and contracting opportunities but cautioned that expansion depends on funding.

System leaders described how outcomes and accountability will be tracked. The presenters said reporting will use HMIS (Homeless Management Information System) and quarterly performance reports (QPRs) that include system performance measures. They described a monitoring process that includes monthly data‑quality checks, quarterly deep dives and technical assistance to providers. “That third‑quarter performance report is where staff is doing a deep dive on where providers are at in terms of meeting these metrics,” a presenter said.

Funding notes: Smith said some operational resources in current contracts are ARPA dollars the city can reallocate, and that state funding remains for transitional housing and permanent supportive housing capital, even as outreach‑specific ERP dollars end. Presenters repeatedly noted that permanent housing supply and affordability — for example, units at 30% area median income — constrain outcomes beyond provider control.

Public‑sector coordination and referrals were highlighted: VOA said the respite program will operate by referral (VOA listed current referral beds from Providence, Frontier Behavioral Health, Spokane Valley entities, Chaz and Molina) and that providers continue biweekly case conference meetings. Empire Health Foundation said 57% of exited people had lateral moves in the shelter system, 20% left to treatment or temporary programs and 21% were permanently housed — noting that typical permanent housing exit rates for emergency shelters are often below 10% nationally.

Next steps: the five‑year plan and a resolution supporting it were in the committee packet; presenters said the plan is cited by an interlocal agreement that will govern regional efforts. City staff said they will continue monitoring provider performance via QPRs, provide technical assistance where projects fall short of measures and pursue funding avenues for respite expansion. Volunteers of America said it is proceeding with the July transition timeline, contingent on contracts and waiver approvals.

Ending: City and provider presenters asked the committee for continued collaboration and technical support while acknowledging that results will depend on housing supply and sustainable operating funds.