비비나비 : 시애틀 : (미국) Seattle

The latest news and updates from the City of Seattle's Innovation & Performance team



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In this newsletter...


* New Work Group Advances Seattle’s Commitment to Anti-Displacement [ #antidisplacement ]
* Celebrating Process on Procurement Transformation [ #procurement ]
* Youth Mental Health Investments Move Forward [ #ymh ]
* Lessons Learned from Harvard City Leadership Training [ #training ]




New Work Group Advances Seattle’s Commitment to Anti-Displacement

Seattle skyline at sunset

Last month, Seattle took an important step to address displacement by launching the Anti-Displacement Work Group [ https://innovation-hub.seattle.gov/2025/03/19/new-work-group-advances-seattles-commitment-to-anti-displacement/?utm_medium=email&utm_source=govdelivery ], a product of Mayor Bruce Harrell’s Executive Order on Strengthening Anti-Displacement Strategies [ https://harrell.seattle.gov/2025/01/30/mayor-harrell-issues-new-executive-order-to-strengthen-anti-displacement-strategies/?utm_medium=email&utm_source=govdelivery#:~:text=Mayor%20Harrell%20Issues%20New%20Executive%20Order%20to%20Strengthen%20Anti%2DDisplacement%20Strategies,-by%20Callie%20Craighead&text=Executive%20Order%20will%20create%20key,resources%20and%20supports%20to%20residents. ]. The Work Group unites key department leaders and policymakers across the City of Seattle to develop targeted solutions that will help residents and businesses stay in their communities as the city grows.

The City has a strong set of anti-displacement programs to help communities stay in their neighborhoods. However, more can be done to improve program delivery and impact. As described in a new report [ https://www.seattle.gov/documents/Departments/Performance/Publications/AntiDisplacementActionPlan.pdf?utm_medium=email&utm_source=govdelivery ] from the Innovation & Performance Team, a more strategic, data-driven approach is needed to better coordinate efforts, track outcomes, and refine interventions. The City’s Anti-Displacement Work Group will play a central role in this effort, leveraging real-time data and cross-departmental collaboration to make Seattle’s anti-displacement policies more targeted, effective, and accountable.

Read more on the Innovation Hub blog [ https://innovation-hub.seattle.gov/2025/03/19/new-work-group-advances-seattles-commitment-to-anti-displacement/?utm_medium=email&utm_source=govdelivery ].



Celebrating Process on Procurement Transformation

Two women having a conversation at a networking event

In 2024, the City of Seattle wrapped up a two year project to make our procurement process more results-driven, accessible, and equitable. Seattle was one of two cities in the U.S. awarded a $1 million, two-year grant [ https://bloombergcities.jhu.edu/news/seattle-syracuse-set-out-prove-power-procurement?utm_medium=email&utm_source=govdelivery ] by Bloomberg Philanthropies to help transform its approach to buying.

Through this procurement transformation grant, Seattle's Finance and Administrative Services (FAS) department was able to make great progress to transform the way we buy goods and services, including:


* *Launched a Streamlined, Digital Procurement Process: *The City replaced our fragmented procurement process with OpenGov*,* a one-stop-shop for vendors interested in doing business with us. As of March, there were 2,855 active vendors in the new system, 1,444 of which are Women and Minority Business Enterprises (WMBEs).
* *Re-**D**esigned **a Digital Resource for City Staff: *Seattle’s previous procurement inweb site was difficult to navigate, especially for beginners. This frequently-visited staff resource site was redesigned to provide clear, step-by-step guidance for less experienced staff and greater efficiency for frequent users, receiving over 17,000 viewers in 90 days.
* *Improved Processes and Centered Users: *FAS partnered with Innovation & Performance to map its processes to identify inefficiencies and to create clear instructions for staff and for the public. Seattle also held a User Research Cohort that gave several City departments important insight on how to lower barriers for smaller businesses and make government contracting more user friendly for everyone.

While the two-year grant wrapped up, Seattle's work to make our procurement processes more efficient and equitable continues. We look forward to sharing more as we continue making improvements and monitoring the impact of our changes.

For now, check out our “cookbook” for procurement excellence [ https://innovation-hub.seattle.gov/2024/09/26/recipes-for-procurement-excellence-check-out-the-seattle-procurement-cookbook/?utm_medium=email&utm_source=govdelivery ], where we documented some of our successes and lessons learned through this two-year effort. We hope this book sparks inspiration and encourages all of us in our efforts to continue transforming procurement!

Throughout the project, we also shared a series of great stories that demonstrate some of the exciting work being done across the City of Seattle to support our WMBEs. Check out the whole series on the Innovation Hub blog [ https://innovation-hub.seattle.gov/tag/procurement-transformation/?utm_medium=email&utm_source=govdelivery ]!  [ https://innovation-hub.seattle.gov/2024/11/26/found-in-translation-how-seattle-created-a-centralized-system-to-manage-translation/?utm_medium=email&utm_source=govdelivery ]


















Youth Mental Health Investments Move Forward

Early this year, Mayor Harrell announced the recipients of $7 million in funding [ https://harrell.seattle.gov/2025/01/28/city-of-seattle-expands-youth-mental-health-services-with-7-million-in-local-provider-partnerships/?utm_medium=email&utm_source=govdelivery ] through the Department of Education and Early Learning to expand access to in-person and telehealth mental health services for Seattle’s middle and high school students, as well as youth up to age 24, in 2025 and 2026. 

The City’s 2025-2026 budget increased investments in youth mental health and overall wellness to $19.25 million, funding a range of strategies including expanding access to clinical treatment services. These investments were informed by a 2024 report from Innovation & Performance [ https://www.seattle.gov/documents/Departments/Performance/Publications/YMH-Final-Report.pdf?utm_medium=email&utm_source=govdelivery ], which made recommendations based on research and engagement with youth, families, and providers. By providing accessible, evidence-based, and culturally-attuned care, these new services will serve as a critical pillar of support for youth facing mental health challenges.

Innovation & Performance is continuing community engagement this year to design better ways to connect youth with after school programs, internships, and other opportunities. We're excited to share outcomes from this work next year.

Read more in the Mayor's announcement [ https://harrell.seattle.gov/2025/01/28/city-of-seattle-expands-youth-mental-health-services-with-7-million-in-local-provider-partnerships/?utm_medium=email&utm_source=govdelivery ], and check out the mental health resources available for Seattle youth [ https://www.seattle.gov/education/for-parents/youth-mental-health?utm_medium=email&utm_source=govdelivery ].

A flyer advertising City of Seattle resources to support youth mental health



Strengthening Leadership for Community Impact

Seven Seattle leaders were selected to participate in the Harvard City Leadership Program

Last month, Seattle’s civic and community leaders joined the Harvard City Leadership Program [ https://cityleadership.harvard.edu/?utm_medium=email&utm_source=govdelivery ] in Boston for an intensive week of workshops. This experience focused on equipping leaders with tools to tackle complex challenges. A team of leaders participated with a goal to create coordinated, scalable, place-based strategies that can support revitalization efforts in Seattle neighborhoods.

One message that resonated with Innovation & Performance Director Leah Tivoli was a definition of leadership shared at the training: "A leader's job is to define reality and give hope." Leaders learned tools to grapple with strategic funding decisions, balancing the need for fiscal responsibility with innovative investments that have the potential to create significant impact. Echoing the mantra that “complexity is the enemy of scale,” the team honed skills to start small and tackle one small piece of a problem at a time to build scalable efforts.

Seattle’s team of community and City leaders left Boston empowered and ready to put these principles into action to support revitalization efforts and drive meaningful and replicable change.













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