King County Executive
Meet the Candidates
Claudia Balducci
Rating: strongly aligned
claudiabalducci.com
Girmay Zahilay
Rating: mostly aligned
electgirmay.com
Question 1
While many of the above efforts pertain to the City of Seattle, what additional steps would you take as a King County official to enhance public safety in downtown Seattle?
» next / all
Claudia Balducci
As a former public safety professional, I’ve learned firsthand how important it is to have fully-staffed, well-trained public safety agencies that respect and partner with the communities they serve. As Executive, I’ll work everyday to make safety something you can expect anywhere in the County – including in downtown Seattle. I will implement a comprehensive approach, grounded in accountability and compassion, that supports prevention, response, and recovery. My priorities will include:
Staffing law enforcement and crisis intervention teams, growing the co-responder program, and focusing on training and accountability;
Expanding behavioral health and addiction treatment, accelerating the development of crisis care centers and expanding mental health facility and treatment options, better coordinating services;
Reducing gun violence by maintaining and stabilizing funding for the Office of Gun Violence Prevention, expanding behavioral health care, and engaging with law enforcement, judges, and experts in violence prevention;
Strengthening the functioning of the justice system and reducing case backlogs by fully funding the courts, funding reasonable public defender caseloads, and coordinating across agencies;
Maintaining and expanding community and special courts like drug court and veterans court, which are proven models to stop the cycle of recidivism;
Keeping transit safe by implementing recommendations of the Transit Safety Task Force, which I am helping to lead;
Maintaining safe jail facilities while evolving to changing needs and to provide more supportive services;
Making contract city, tribal, and agency relationships a priority;
Filling gaps in our crisis response, including adapting the West Wing of the Seattle jail to become an intervention center for community members in crisis; and,
Holding ourselves accountable to outcomes, tracking and scaling what is working across our public safety response, and being unafraid to reexamine and change what is not.
Girmay Zahilay
While many public safety responsibilities fall to the City of Seattle, King County plays a vital role in restoring safety and vitality downtown, and I’m committed to using every tool we have to do so.
First, we must scale up effective, coordinated responses to people in crisis. That includes expanding mobile crisis teams that pair behavioral health professionals with law enforcement, and accelerating the rollout of the County’s Crisis Care Centers to offer immediate, appropriate care outside of jail or the emergency room. I will also push for faster access to substance use treatment and invest in proven, low-barrier outreach models.
Housing is safety. I’m proposing to dramatically expand shelter beds across the county and significantly more supportive housing near transit and services. People cannot stabilize their lives without a safe place to sleep, and public spaces cannot function if encampments are the only option.
We also need a justice system that works. I support fully funding our courts, public defenders, and prosecutors to reduce backlogs and deliver timely outcomes. We must hold violent offenders accountable, while expanding diversion, reentry, and rehabilitation programs that reduce recidivism.
In the short term, I would work with the King County Sheriff’s Office to supplement SPD patrols where needed—especially in high-traffic transit corridors—so residents, workers, and visitors feel safe walking to lunch or catching the bus home.
Finally, I will regularly convene downtown business leaders, neighborhood advocates, social service providers, and city partners to align safety goals, coordinate responses, and share data. Public safety isn’t owned by one agency or one level of government. It takes collaboration and sustained effort to build the kind of safe, welcoming downtown that reflects the best of who we are, and I’m ready to lead that effort from day one.*
Question 2
While service interventions are preferred for most individuals, there are some repeat offenders who are resistant to treatment, housing, and services. What will you do to ensure jail capacity for those who refuse services and continue to harm themselves and the community?
» next / « previous / all
Claudia Balducci
As a former Director of the Department of Adult and Juvenile Detention this is something I know a great deal about, as well as one of the most important differences between myself and my opponent. While I worked to improve conditions for detained youth by replacing the old, dilapidated detention facility, and was standing up to criticism from abolitionists, my main opponent in the race was standing with them and authoring OpEds in the Stranger advocating to close youth detention entirely.
I think the most important things we can do to ensure capacity is to:
Strengthen the functioning of the justice system and reduce case backlogs by fully funding the courts, funding reasonable public defender caseloads, and coordinating across agencies to reduce time to trial, decrease detention stays and provide timely access to justice for defendants and victims.
Maintain safe jail facilities while evolving to changing needs and to provide more supportive services, including planning for the future of the Seattle jail and enhancing programs within the juvenile detention facility to improve outcomes and reduce recidivism.
Fill gaps in our crisis response, including adapting the West Wing of the Seattle jail to become an intervention center for community members in crisis to detox and connect to treatment and other services, stopping the revolving door between jail, Harborview, and the street.
Girmay Zahilay
While service interventions are the preferred path for most individuals, we must acknowledge that a functional, effective criminal justice system is an important part of public safety.
That’s why I’m the prime sponsor of the Safe and Stable Communities sales tax, which stabilizes our justice system by funding critical staffing positions in the public defender and prosecutor offices, courts, and jails. But this is not just about more jail beds, it’s also about using custody strategically and effectively.
Through King County’s Familiar Faces study, we’ve seen the impact of targeted, data-driven approaches. We must scale successful programs like the LEAD (Law Enforcement Assisted Diversion) initiative for individuals eligible for diversion, and the VITAL program for those who remain in custody but need long-term care coordination. These strategies reduce recidivism, improve health outcomes, and better allocate our resources.
This balanced approach ensures we offer recovery for those ready to engage. At the same time, we must reduce court backlogs, support public defenders, and restore timely case resolution to rebuild trust and ensure justice.
We’ll also invest in co-responder teams that reduce unnecessary arrests, expand real-time behavioral health response, and use performance metrics to measure impact. Every dollar should be tied to outcomes: fewer repeat offenses, better health, and safer communities.
We cannot afford reactive, revolving-door systems that fail people and waste public funds. As Executive, I’ll lead with data, compassion, and results because public safety requires accountability. It means building systems that work.*
Question 3
Fatal overdoses involving fentanyl in King County are climbing again. The 232 deaths in Q1 of 2025 is the highest level in over a year. What more can King County do to bring that number down?
» next / « previous / all
Claudia Balducci
The substance addiction crisis demands a comprehensive, coordinated response that addresses both public health and public safety. King County, as the primary provider of public health services and through programs like the Mental Illness & Drug Dependency (MIDD), and as a founding member and major funder of the King County Regional Homelessness Authority (KCRHA), has a central role in responding to the intersection of homelessness and addiction.
The crisis centers that are coming online will be essential: when people with addictions are taken off the street, King County can and must provide a place where people can be detoxed, stabilized and connected to supports including social work and drug treatment. We must use these moments of intervention to direct people to the services that can help them and stop spinning through cycles of crisis and the need for urgent public response.
I also recognize the critical role our law enforcement and first responders play on the front lines—administering life-saving care every day—and I am committed to ensuring they have the resources and support needed to meet this challenge.
As Executive, I will work with all parties to expand access to treatment, recovery services, and innovative programs like Health One and the administration of Buprenorphine in the field. Through Public Health, our law enforcement offices, and others, we must strengthen partnerships across local, county, and state levels to increase treatment capacity, improve overdose prevention efforts, and disrupt the supply of dangerous drugs in our communities; and through Public Health specifically, make sure effective treatments are available.
I am committed to a sustained, data-driven approach to respond to this crisis that supports first responders, reduces overdose deaths, spurs housing, and helps individuals struggling with addiction find a path to recovery—making cities safer and healthier for everyone.
Girmay Zahilay
The recent spike in fentanyl-related deaths is devastating and unacceptable. As the prime sponsor of King County’s Crisis Care Centers Initiative, I’ve made tackling our behavioral health and addiction crisis a top priority. But the latest data makes clear: we must do more, and we must act with urgency.
First, King County must dramatically expand access to treatment—especially medication-assisted options like buprenorphine and methadone—which are proven to reduce overdose risk and support long-term recovery. These treatments must be available not just in clinics, but in jails, emergency departments, shelters, and on the streets through mobile response teams.
We also need to treat nonfatal overdoses as opportunities for intervention. I will expand funding for overdose recovery teams that follow up with individuals after an overdose when they are most likely to accept help and connect them to care.
Naloxone distribution must scale with the crisis. Every bus driver, shelter worker, and community volunteer should be equipped with this lifesaving tool. And we need it widely accessible in public bathrooms, libraries, transit stations, and schools.
Prevention must start earlier. I’ll invest in culturally relevant education campaigns, particularly for youth, so they understand the extreme danger posed by fentanyl-laced substances and feel supported in seeking help.
Finally, we must confront the supply side. I support strategic enforcement efforts that focus on those trafficking fentanyl and targeting vulnerable populations, not criminalizing people with substance use disorders, but holding traffickers accountable for the harm they cause.
This is not a crisis we can punish our way out of. But with a focused, multi-layered response, grounded in treatment, prevention, data, and accountability, King County can save lives and lead the nation in reversing this deadly trend.*
Question 4
Former Seattle Police Chief Sue Rahr has suggested that additional secure treatment capacity is needed in King County. What will you do to ensure that capacity comes online soon?
» next / « previous / all
Claudia Balducci
I am honored to have the endorsement of former Sheriff and Interim Seattle Police Chief Sue Rahr in my race for Executive because she knows my tireless and consistent record working with and listening to experts including law enforcement, community partners and non profit providers to base policy and investments in best practices and results.
I agree that additional capacity is required and I would proudly lead the effort to bring that capacity online as soon as possible. As noted above, I have been leading an effort to identify one such possible secure facility using underutilized space in the County’s Seattle jail facility. As Executive, I would drive the County to find ways to accelerate expanding treatment and crisis intervention capacity. We can’t afford to keep working so deliberately and linearly – we need to be scrappy and resourceful, implementing more solutions more quickly.
Girmay Zahilay
King County urgently needs additional secure treatment capacity for individuals whose behavioral health crises put themselves or others at risk. We lack the infrastructure to provide care for people who need secure, clinically appropriate settings. I’m committed to fixing that.
First, I’ll work to accelerate the development of new secure treatment facilities across the county, settings that are not jails, but are designed for stabilization and recovery with professional clinical staff, trauma-informed design, and wraparound services. These sites must fill the gap between voluntary outpatient care and incarceration because right now, we’re forcing people into a false choice between the street and a jail cell. This also requires stronger coordination with the State of Washington, which I am committed to doing.
At the same time, we must responsibly modernize our secure infrastructure. I support relocating the downtown jail, but only if it is done responsibly, ensuring public safety, maintaining access to the courts, and reducing reliance on incarceration for people with untreated mental health or substance use disorders. That includes repurposing existing space into secure detox and treatment units, expanding in-custody behavioral health care, and improving training for staff to safely and compassionately respond to people in crisis.
We must build out a full continuum of care. That means connecting emergency response, short-term stabilization, long-term recovery, and permanent supportive housing. It also means reducing barriers to hiring, fast-tracking permitting, and improving coordination across departments and jurisdictions to speed up delivery of care.
As Executive, I will bring urgency, compassion, and data-driven leadership to make secure treatment capacity a reality and ensure that we have the right resources, in the right places, at the right time.*
Question 5
Supporting Downtown’s Revitalization: Given downtown’s critical role in the economic health and vitality of our city and region, what actions would you propose to accelerate its recovery? Specifically, what are your plans for returning County employees to in-person work, and how do you intend to leverage this transition to support economic recovery and enhance downtown vibrancy?
» next / « previous / all
Claudia Balducci
I am committed to the County doing its part to help downtown continue in recovery– from accelerating plans to redevelop the unused and underutilized county-owned properties along 5th Avenue, to continuing to ramp up in-person work to provide the best government service to the public and to contribute to a safe and vibrant downtown public realm that benefits employees, locals, and visitors alike. I will also use my leadership role in the Sound Transit Board and Metro to continue the focus on transit safety and station security, ensuring that people who live, work, and travel downtown can do so with peace of mind.
I will also partner with businesses, residents, the arts and cultural sectors, and other downtown stakeholders to make the County a true partner in economic development, support, and quality of life. As the lead Council advocate for the Doors Open creative economy funding, I am already endorsed and supported by many in this sector, and will expand this leadership to other communities that provide jobs and vibrancy in our downtown core.
As we expand transportation capacity, especially additional light rail tunnel capacity in downtown Seattle, I will partner closely with downtown stakeholders, the DSA and the city to create a smart construction plan along with robust mitigation and business support so that we protect the recovery and the vibrancy of downtown through the next wave of major construction.
Girmay Zahilay
Downtown Seattle plays a vital role in our region’s economic health, and accelerating its recovery is a top priority. I will enforce the previous Executive’s mandate requiring County employees to return to in-person work at least three days per week. Restoring a consistent office presence is key to driving foot traffic, supporting local businesses, and bringing new energy to the downtown core.
But revitalization takes more than returning workers. It requires a clear vision for activation and long-term investment. I’ve advanced policies that support mixed-use development downtown, including more housing, retail, and cultural spaces that keep the area lively beyond business hours. I will continue streamlining permitting, expanding technical assistance, and increasing access to funding for small businesses.
Public safety and reliable transit are also essential to downtown’s success. I will work closely with Metro and law enforcement to ensure that our buses, trains, and public spaces are clean, safe, and welcoming.
In addition, I believe arts and culture should play a central role in economic revitalization. That is why I introduced an amendment to the Doors Open program to direct cultural funding toward a coordinated recovery strategy. We should be encouraging our cultural institutions to collaborate on efforts that bring life back to desolate areas through music, performances, lighting, and events. This kind of shared vision can breathe new energy into our downtown streets and public spaces.
By combining a strong in-person workforce with small business support, cultural activation, public safety, and thoughtful development, we can build a downtown that is not only economically strong, but a place where people want to live, work, and gather every day.*
Question 6
Housing and Homelessness: Addressing homelessness requires resources, strong regional coordination, and a focus on measurable outcomes. Homelessness in the region continues to grow despite the exponential growth in investment in housing and homelessness by Seattle and King County since the pandemic. How will you ensure that these investments deliver tangible, lasting results in reducing homelessness and increasing housing stability?
« previous / all
Claudia Balducci
The first step to addressing homelessness is providing enough emergency shelter and supportive housing, and permanent housing for people to stabilize long term. I know how to do this. As a regional leader, I’ve worked to create the capacity for over 200,000 more affordable homes through the Affordable Housing Committee that I founded and chair, and to provide thousands of homes near light rail via Sound Transit. As Mayor of Bellevue, I helped create the first ever suite of permanent emergency shelters in East King County. I’ve funded and sited permanent supportive housing in my district, despite significant opposition.
As Executive, I’ll continue to pursue emergency and supportive housing, using my experience and relationships to make the progress we need. I will also support and fund outreach strategies that we know are effective in moving people from homelessness into shelter and housing – like the underfunded encampment resolution program.
We’ve made progress to deliver housing, but it’s not nearly enough. I will be the housing County Executive, making it my top priority. I’ll work to expand all types of supply (rental and ownership, subsidized and market rate) with a goal of delivering 44,000 affordable homes in the next five years, while focusing on transparency and accountability. I will:
Increase subsidies for affordable housing, including through development funds to build more homes, direct rental assistance to support housing stability for renters, and tools like the multifamily tax exemption.
Decrease costs and bureaucratic red tape to accelerate delivery by streamlining outdated codes, regulations and permitting processes to lower the cost of providing housing (e.g., eliminating lot subdivision restrictions and reducing or eliminating transportation impact fees near frequent transit). In implementing regulations, I’ll adopt a Housing First philosophy.
Prioritize housing near jobs and transit by continuing to champion transit-oriented development.
Girmay Zahilay
Homelessness is personal for me. Growing up in South Seattle, my family experienced homelessness and lived in a shelter. I understand the instability and uncertainty it brings, and this fuels my commitment to ensure no one in King County faces the same hardship. Stable housing is a right, and falling short is a policy failure that demands urgent, coordinated action.
My comprehensive plan focuses on measurable outcomes by demanding strong performance metrics, regular audits, and adapting strategies as needed. I support immediate expansion of shelter and emergency housing, including adding thousands of new emergency beds and tiny house villages county-wide and increasing non-congregate shelters.
I will reform the King County Regional Homelessness Authority to rebuild trust with partner cities, nonprofits, faith groups, and the private sector, enhancing regional coordination. Prioritizing unsheltered homelessness through targeted outreach is key.
We will set SMART goals by replicating the success in reducing veteran homelessness and applying those strategies to other affected groups. Building on my Crisis Care Centers Initiative, I’ll invest in behavioral health by expanding crisis lines, mobile responders, and treatment facilities.
To increase housing supply, I’ll accelerate permitting, reform zoning, improve access to capital, and foster a pro-housing culture. Prevention through rental assistance, economic opportunities, and community support is also critical.*
Question 7
Mobility and Transportation Infrastructure: Over the next decade, downtown Seattle will undergo significant changes with major projects such as Revive I-5, the 2026 FIFA Men’s World Cup (bringing over 400,000 visitors), and the Ballard Link Extension, which will add two new tunnels and six stations within a three-mile stretch of the downtown core. Without proper planning and proactive mitigation strategies, 10–12 years of concurrent construction could significantly disrupt economic activity, mobility, and quality of life.
How will you work with public agencies and community stakeholders to ensure the seamless movement of people and goods while supporting the successful execution of these critical projects?
« previous / all
Claudia Balducci
I’ve been called a transit die-hard, and it’s a badge I wear proudly. I’ve fought for years to bring to life a new vision for transportation in our county, working hard to expand transit options, active transportation, innovative transportation solutions, and to prioritize road safety. I’m proud to have been the force behind light rail on the Eastside, as well as investments in RapidRide, bike and pedestrian safety improvements, and regional trails.
As Executive, I will double down on my commitment to deliver a diverse and accessible transportation system that works for all, and do so in thoughtful partnership with all stakeholders. I will:
Chart the path to implement our long range bus plan – Metro Connects – which will make frequent transit accessible to 73% of people within walking distance of their home;
Deliver light rail expansions and ST3 projects more quickly and reliably;
Accelerate transit, trail and other transportation projects by reforming project delivery, using lessons learned from the Sound Transit Technical Advisory Group and best practices from around the country and world;
Use the Executive’s influence and appointment authority to make sure the Sound Board and agency centers riders’ needs and experiences in all agency plans services;
Address transit safety by implementing the Transit Safety Task Force recommendations;
Expand and connect our regional trail system to build on the 4-county Leafline Trail Network vision;
Continue support for transit-oriented development, expanding beyond Sound Transit properties to Metro Park & Rides, carpool lots, and other opportunities; and,
Expand regional rail, including all day service on Sounder Commuter rail and accelerating planning for high speed rail connecting Portland, Seattle, and Vancouver.
Please also see the response above re: downtown revitalization for more on planning and mitigating disruptions during construction.
Girmay Zahilay
How will you work with public agencies and community stakeholders to ensure the seamless movement of people and goods while supporting the successful execution of these critical projects?
I will establish a Regional Mobility and Construction Coordination Center to ensure all agencies, King County Metro, SDOT, Sound Transit, WSDOT, the Port, emergency services, and community stakeholders, are working from the same playbook. This dedicated team will manage overlapping timelines, proactively resolve conflicts, and provide real-time updates to the public and businesses. No one should be left wondering who’s in charge or how to adapt to yet another detour.
The coordination center will be staffed with planners, data analysts, and agency liaisons who can respond quickly to changing conditions and streamline decisions across jurisdictions. This will be essential to preserving access for workers, maintaining reliable transit, ensuring pedestrian and bike safety, and minimizing impacts on freight and delivery.
Transit continuity will be a top priority. I’ll work to safeguard Metro service during construction and build contingency plans so low-income riders and transit-dependent communities don’t get left behind. That includes advocating for signal prioritization, temporary bus-only lanes, and real-time rider alerts during high-impact periods.
For the 2026 FIFA World Cup, I’ll appoint a senior-level King County lead to work directly with the Seattle Host Committee and ensure we’re ready for the influx of over 400,000 visitors, with smooth coordination across transit, public safety, and mobility teams.
Construction mitigation must also center small businesses, especially BIPOC-owned and legacy storefronts that risk getting pushed out. I’ll ensure signage, access planning, and technical assistance to help them stay open and succeed through the disruption.
We have a once-in-a-generation opportunity to invest in infrastructure that connects our region, if we get the coordination right. That means bringing every player to the table, making decisions transparently, and putting people and mobility at the center of everything we do.*
Question 8
If there are any important details about your candidacy that you were unable to provide in response to the previous questions, please take this opportunity to share that information here:
« previous / all
Claudia Balducci
Candidate did not respond.
Girmay Zahilay
Seattle and King County are at a crossroads. For too long, the same approaches have failed to meet the scale of our region’s challenges, including public safety, housing, behavioral health, and downtown vitality. Voters, employers, and residents are ready for bold, effective leadership that delivers real results.
That is what I offer. I bring both life and professional experience, along with a strong record of governing one of the largest counties in the country. I have passed major legislation, including the Crisis Care Centers Initiative and the Safe and Stable Communities fund, and built coalitions to expand housing, strengthen the workforce, and grow economic opportunity.
One of the clearest signals of my ability to lead in this moment is the diverse coalition backing my campaign. I am proud to be endorsed by Governor Bob Ferguson, Attorney General Nick Brown, Congressmembers Pramila Jayapal and Adam Smith, and more elected officials, labor unions, tribal nations, and Democratic organizations than any other candidate in this race. These endorsements speak to my ability to earn trust across a wide spectrum of leaders and communities and to bring people together to solve tough problems.
That is exactly the kind of leadership King County needs. Downtown Seattle plays a central role in our region’s economy and identity. I will be a hands-on partner in returning public employees downtown, supporting small businesses, keeping streets clean and safe, and investing in the infrastructure needed to ensure a vibrant, resilient downtown for decades to come.
I am not running to manage decline. I am running to restore momentum, optimism, and functionality to our public institutions. I look forward to working with the Downtown Seattle Association to help shape the next chapter for our city and region.*