Tag: tammy morales

Participatory Budgeting Moves Forward, Diaz Says He Supports Alternatives to Policing, Durkan’s Office Denies Withholding Texts

1. A Tuesday city council committee meeting revealed new details about the next steps toward launching a participatory budgeting program in 2022.

The road to participatory budgeting, which the council intended as a tool to direct city dollars away from SPD and toward upstream public safety investments and alternatives to policing, has been mired by delays and ethical concerns—including an ongoing investigation by the state auditor’s office into how the council awarded a related $3 million research contract to one of the activist groups that lobbied for participatory budgeting during the summer of 2020.

Though the council initially hoped that Seattle-area residents would be able to submit and vote on project proposals this spring, Councilmember Tammy Morales told PubliCola last week that the council now expects that the scaffolding for participatory budgeting will be in place by the end of 2021 at the earliest, with voting delayed until 2022.

On Tuesday, a member of the council’s central staff presented the committee with proposed legislation that would move the city closer to launching participatory budgeting, though the plan does not fully clear up uncertainty about who will administer the program.

The proposed legislation would partially lift a proviso that the council imposed last year on nearly $30 million in the city’s general fund to free up roughly $17 million to cover the costs of administering the participatory budgeting program and to pay for the winning, community-generated projects. It would also provide $1 million to pay staffers at the Office for Civil Rights (OCR) and community members to conduct a search for an organization that will set up the program and shape proposals into workable city programs.

The same organization will also spearhead efforts to increase participation by distributing WiFi hotspots, paying for translators and offering transportation to planning meetings. Morales’ office did not directly respond to PubliCola’s questions about whether Freedom Project Washington, the nonprofit that ran the months-long research process that was billed as the first stage of participatory budgeting, would be eligible to lead the participatory budgeting process itself.

To prevent any loss of text/iMessages of any City employee, the CAO, IT, and the Mayor’s Office are piloting a third-party vendor that will allow for automatic cloud-based data collection and make production of records more efficient. Beginning in March 2021, this pilot currently has 5 participants in the Mayor’s Office.—Mayor Jenny Durkan’s office

2. As Seattle’s major media expressed (justified) outrage that Mayor Jenny Durkan had deleted 10 months of text messages last year, PubliCola was surprised to learn that the mayor had provided text messages to other media at all. In Durkan’s last three years in office, PubliCola has filed more than 20 records requests for text messages and other forms of communication from Durkan and her staff; in all that time, we’ve never received a single text from Durkan’s phone, and have only received texts from staff on two occasions. In some instances, we were able to go back through our own text exchanges with Durkan staffers and find texts that would have been responsive to our requests, but which the mayor’s office did not produce.

Last week, we asked the mayor’s office why they had apparently not produced texts that would have been responsive to our requests; then, when they didn’t respond, we asked again. Here’s an excerpt of what the mayor’s communications director, Anthony Derrick, said in response; his full response is included after the jump.

I want to push back against your suggestion that Mayor’s office staffers do not search their phones for responsive messages. Staff have on several occasions taken screenshots of text messages and sent them over to Public Disclosure Officers to include in a records request. […]

Public Disclosure Officers are empowered with a number of technological tools to search and pull responsive records from email, documents, text messages/iMessages, social media, and all other communication methods in order to deliver those records to the requester.

    • Emails: Public disclosure officers have access to all e-mails.
    • Text Messages/iMessages: It is standard practice Citywide – for PDOs to provide notice to individuals who may have text messages so they can conduct a search of their own devices to provide any responsive messages. Employees would respond with screenshots of text messages.[…] To prevent any loss of text/iMessages of any City employee, the CAO, IT, and the Mayor’s Office are piloting a third-party vendor that will allow for automatic cloud-based data collection and make production of records more efficient. Beginning in March 2021, this pilot currently has 5 participants in the Mayor’s Office. It costs approximately $50,000 for every 150 phones.
    • Chats: Speaking directly to your question about records involving internal messaging tools, the Mayor’s Office has used two separate applications, Skype messaging (prior to 2020) and Teams (implemented in 2020). Skype chats were automatically logged to email, and should have turned up in any standard public records search. Teams messages are archived, and would be produced by individuals in accordance with public records requests.

I also want to reiterate that, as previously stated, the Mayor believed and had assumed at all times that all her text messages, calendar, and emails were available to anyone through the Public Records Act and would be quickly and fully produced. The report reflects that commitment and the extensive efforts to disclose any thousands of copies of messages that were lost due to an unknown technology issue.

The report to which Derrick is referring, by an independent public disclosure expert, found that Durkan and her office had not only attempted to “recreate” the mayor’s texts by obtaining messages from the people on the other end of her conversations (without telling requesters that is what they were doing), but that Durkan’s lawyer directed public disclosure officers to interpret requests narrowly, so that any request for messages from mayoral staff automatically excluded the mayor herself.

“When there’s a shooting, we can’t go to every RV and try to develop relationships ourselves, because we just don’t have the time. But there are people who already do that work, and we need them.”—Interim Police Chief Adrian Diaz

3. In his conversation with PubliCola last week, Seattle Interim Police Chief Adrian Diaz reiterated his support for shifting substantial portions of police officers’ workloads to new, community-led programs or civilian departments. “Do I need officers involved in policing homelessness? Really, honestly, I don’t believe we do,” he said. To respond to shootings and other violence within encampments—like the shooting in an RV in Ballard on April 25 that injured two people—Diaz suggested that SPD would benefit from a stronger network of conflict prevention or intervention teams made up of people who have experienced homelessness. “When there’s a shooting, we can’t go to every RV and try to develop relationships ourselves, because we just don’t have the time. But there are people who already do that work, and we need them.”

From Diaz’s perspective, one of the keys for reducing police responsibilities of police will be expanding the number of service providers available around the clock. “We’ve been one of the few services during COVID that’s been responding to calls for service in the middle of the night,” he said. “So when someone is in crisis at two in the morning on 3rd Avenue, unfortunately, that comes to us. Our highest call loads come in after hours.” Using city dollars to hire mental health counselors and nurses to field crisis calls after-hours, he said, “could really reduce the number of calls for service we handle.”

But where will those dollars come from? Not from SPD’s budget, Diaz said—at least for the time being. Instead, he said, any 24-hour civilian crisis response program the city creates needs to prove its effectiveness before SPD’s budget and staffing shrink further.

Continue reading “Participatory Budgeting Moves Forward, Diaz Says He Supports Alternatives to Policing, Durkan’s Office Denies Withholding Texts”

Participatory Budgeting “Clearly Delayed Until Next Year,” Councilmember Confirms

An early version of the proposed budget for the Black Brilliance Research Project’s administrative model.

By Paul Kiefer

Seattle’s participatory budgeting process, which received $30 million in the 2021 city budget adopted last year, “is now clearly delayed until next year,” Seattle City Councilmember Tammy Morales confirmed by email Wednesday.

The city council identified participatory budgeting as a way to allocate spending on alternatives to policing last year. But the timeline to get the process underway has been unclear for months because of uncertainty about who will manage the process. The council is considering two options, but Morales has been reluctant to move forward with either alternative.

The first option would follow the plan the Black Brilliance Research Project (BBRP) team laid out in their final presentation to the city council in March. According to that plan, a third-party contractor—likely a nonprofit—would be responsible for hiring a 26-person “steering committee,” made up of people representing various marginalized groups. The steering committee would gather proposals from Seattle-area residents, shape them into viable projects, and supervise a citywide voting process to choose which projects get funded; through the contractor, the city would pay steering committee members an annual salary of around $112,000, including benefits. 

Despite the delays and controversies, Morales still hopes that a larger-scale participatory budgeting process can become an annual part of the city’s budget.

The third-party contractor would also be responsible for reducing barriers to participation in the participatory budgeting process, including by distributing WiFi hotspots and computers to low-income residents and providing translation services. 

Because of all these new hires, the BBRP researchers’ proposed budget for administering the participatory budgeting process is close to $8 million, with an additional $6 million set aside to cover unexpected costs; that would leave roughly $16 million to fund community safety projects.

Because of its high overhead costs, Morales has called called the BBRP’s proposal “unworkable” in its current form. But she is no more confident in an alternative proposal, offered by Deputy Mayor Tiffany Washington during talks with the council with BBRP researchers, that would put the Department of Neighborhoods (DON) in charge of participatory budgeting at a lower cost and on a shorter timeline. Under that model, DON would hire 15 contractors to serve on a steering committee for $75 an hour; overall, the mayor’s office estimates that the scaled-down approach would cost $2.6 million, but the office maintains that the mayor isn’t advocating for any model in particular.

The Department of Neighborhoods runs a small, four-year-old participatory budgeting program called Your Voice, Your Choice, which allows residents to suggest and select small capital improvement projects—new speed bumps in front of Leschi Elementary School, for instance—for the department to fund.

From Morales’ perspective, the alternative participatory budgeting plan doesn’t reflect input from Black Seattle residents; according to the BBRP researchers’ final report to the council, members of the public who responded to their questionnaires and participated in their town halls were specifically opposed to entrusting DON to oversee the project. Instead, the respondents favored using staffers from the Office of Civil Rights to support the work of a community steering committee. Continue reading “Participatory Budgeting “Clearly Delayed Until Next Year,” Councilmember Confirms”

Fractures Emerge As Council Continues Police Budget Cut Debate

By Paul Kiefer

The Seattle City Council’s debate about a proposed cut to the Seattle Police Department’s budget will drag on for at least another two weeks, but a discussion during Tuesday’s Public Safety Committee meeting shed light on the growing disagreement within the council about how the city should hold SPD accountable for overspending.

On one side, council members Tammy Morales and Kshama Sawant argued that the council is obligated to follow through on past promises—in this case, a resolution passed last December expressing the council’s intent to cut $5.4 million from SPD’s budget to account for an equivalent amount of overspending by SPD.

On the other side, Council President Lorena González, committee chair Lisa Herbold, and Councilmember Andrew Lewis made the case for a substitute proposal that would reduce the budget cut to $3 million to enable SPD to upgrade department software and hire civilian staff to fill much-needed roles in their public disclosure unit, evidence storage unit and mental health crisis response teams. (Some of these civilian positions will eventually transition into other departments, Lewis noted.) From their perspective, the changes are in the interest of the council’s most pressing police-related priorities: improving transparency, following the recommendations of city and federal oversight bodies, and expanding options for non-police crisis response.

Ultimately, the council voted to move Herbold’s substitute bill forward without making a formal recommendation that the full council adopt it, with Morales and Sawant voting “no.”

Both approaches require trade-offs. If the council cuts the full $5.4 million from SPD’s budget, the department will likely leave important roles unfilled and could draw more criticism from the monitoring team appointed by a federal district court judge to supervise reforms to SPD. If the council imposes a smaller budget cut, it will be relying on SPD to follow through with the council’s priorities—especially hiring civilian staff instead of more officers—despite the department’s record of breaking promises to the council (its use of excess overtime being one recent example).

The dispute over the $5.4 million got its start last August, when, in an effort to avoid spending extra money on protest-related overtime, the council passed a resolution saying that they wouldn’t support any increase to SPD’s budget “to offset overtime expenditures above the funds budgeted in 2020 or 2021.” Three months later, the council backpedaled, grudgingly adding $5.4 million to SPD’s to backfill for overspending on family leave, separation pay, and overtime pay for officers working at COVID testing sites.

At the time, several council members—including budget committee chair Teresa Mosqueda—argued that the department could have avoided year-end budget shortfalls if it had scaled back its protest response and prioritized spending on other unanticipated expenses.

The council wasn’t happy bailing out SPD, and on the same day, they passed the resolution expressing their intent to cut $5.4 million from the department’s budget in 2021 to account for the overspending and discourage the department from spending beyond its budget in the future. The council also placed a proviso (a spending restriction) on another $5 million in anticipated salary savings from attrition, directing SPD to spend those funds on council priorities.

By February, some council members started to think twice about the cuts, particularly as SPD pressured the council to consider the impacts of additional budget cuts on an already shrinking department—nearly 200 officers left SPD in 2020—and on SPD’s compliance with the federal court’s expectations. Meanwhile, other emerging needs appeared on the council’s radar, including a report from Seattle’s Office of the Inspector General highlighting the urgent need for more civilian staff in SPD’s overcrowded evidence storage warehouse.

The substitute bill supported by Herbold, Lewis, and González would dole out the $5 million from anticipated salary savings monthly in exchange for monthly staffing reports on hiring and attrition; according to Herbold, requiring those staffing reports would give the council a chance to intervene if it sees reasons for concern.

Morales was not enthused by the new proposal. “The department can choose to prioritize its budget however it wants, whether it’s for evidence storage or public disclosure,” she said during Tuesday’s committee meeting. “Last year, it didn’t [choose those priorities]. Instead, it chose to prioritize overspending on overtime pay.” Instead, she argued that the council should cut the full $5.4 million and expect SPD to honor the council’s priorities and avoid overspending in the future.

Sawant joined Morales, arguing that reducing the cut to SPD’s budget would not have the desired effect of “holding the line” against overspending by SPD, but would instead “move it back another year, with no guarantee that it won’t move back again and again.”

But Herbold maintained that the reduced cut would “create a dialogue with the department” about shared budget priorities that did not exist during last year’s budget discussions. “My hope is that we can still take a strong position against overtime spending that exceeds their budget,” she added.

Despite a month of discussions and presentations about the proposed budget cut, the committee was not able to vote on the measure on Tuesday. The obstacle: a list of questions sent by the federal monitoring team to SPD leadership concerning the possible impacts of a budget cut on the department’s compliance with Seattle’s consent decree—the 2012 agreement between the city and the Department of Justice giving a federal district court judge the power to oversee reforms to SPD. Until the federal judge weighs in on the implications of the proposed cut, the council can’t move forward.

Instead, in the interest of taking a small step forward, the committee voted 3-2 to adopt Herbold’s substitute bill; Morales and Sawant maintained their opposition to reducing the size of the budget cut. After the federal court issues its opinion on the proposed budget cut, the committee will be able to move to present the bill to the full council.

What’s Next for Participatory Budgeting in Seattle

The Priorities for City Investments Identified by the Black Brilliance Research Project

By Paul Kiefer

After six months and a trio of lengthy reports to the Seattle City Council, the Black Brilliance Research Project (BBRP) has come to an end. The two researchers who led the project, Shaun Glaze and LéTania Severe, appeared before the council last Friday for their final presentation, which gave a few glimpses at what lies ahead: An ambitious effort to put a city-wide participatory budgeting process into motion by August.

Participatory budgeting is a form of direct democracy in which residents generate city spending proposals. When the council first embraced the idea last fall, the idea was that it would go hand-in-hand with divestment from policing and reinvestment in community-based public safety. The preliminary research would create a working definition of “community safety” and a blueprint for the participatory budgeting process itself, and Seattle residents would get the opportunity to suggest public safety investments—things like emergency housing for domestic violence victims and youth mentorship programs—for which they could vote later in the budget cycle.

Last fall, the council allocated $30 million to pay for participatory budgeting and the winning project proposals themselves; if successful, it will be among the largest participatory budgeting projects in the United States.

But while the BBRP team has spent the past six months conducting surveys, interviews and focus groups on a set of high-level priorities that will “guide” participatory budgeting, Glaze and Severe told the council that most of the legwork needed to get the program up and running still lies ahead—as do some steps that the researchers initially planned to tackle over the past six months.

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By March 16, council staff and the research leads—with some input from the city budget office and mayoral staff—are supposed to have hammered out the details of a spending plan for the participatory budgeting process. The money for that process will come out of the $30 million, and the final BBRP report also suggested setting aside 20 percent of the available funds to cover unexpected expenses. Whatever remains once the process comes to an end will be available to fund winning project proposals.

The proposed overhead would be significant: In addition to paying for promotional materials, translation, and software development, the researchers’ final report also outlined a plan to pay as many as 37 staffers to collect and review project proposals and encourage residents to participate, among other tasks.

Those new staffers would include the seven members of the “steering committee,” which Glaze and Severe said will create the rules for participatory budgeting, as well as 25 full-time members of five “work groups” and up to five full- or part-time city employees.

According to the BBRP proposal, seats on the steering committee would be year-long, and most members would receive a salary similar to a City of Seattle Strategic Advisor 2, in the range of $100,000 per year, based on a current listing for a strategic advisor position with the Office of Civil Rights, because of their roles as project managers.

But while the BBRP team has spent the past six months conducting surveys, interviews and focus groups on a set of high-level priorities that will “guide” participatory budgeting, Glaze and Severe told the council that most of the legwork needed to get the program up and running still lies ahead—as do some steps that the researchers initially planned to tackle over the past six months.

To choose the members of the steering committee, Glaze and Severe outlined a complex process in which a group of decision-makers will allot points to applicants based on their lived experiences; people with disabilities, Duwamish tribal members, trans or non-binary people, and Black women are among the groups who would receive points because the researchers have determined that their experience is vital to the success of the committee. Who the decision-makers would be, and how they will be chosen, is still unclear. After allocating points to applicants, the group of decision-makers would choose ten applicants from a pool of those who receive high enough scores at random, according to Glaze, to form a “jury” that would then choose the members of the steering committee from the remaining high-scoring applicants.

 

According to the BBRP’s report, applications for the positions will open in March. Excluding the city employees who will provide support for the process, the BBRP’s outline for a participatory budgeting process would require a staff nearly as large as Seattle’s Office of Civil Rights.

Once formed, the steering committee is supposed to create job descriptions for the full-time work group members. Members of the “accountability work group,” for instance, would “monitor and receive feedback” about the decisions made by the steering committee; a second group, called the “lived experience work group,” would “ensure the participatory budgeting process is aligned with the lived experiences of community members.” Continue reading “What’s Next for Participatory Budgeting in Seattle”

Five Months In, a Closer Look at Seattle’s $3 Million Community Safety Research Project

By Paul Kiefer

Seattle City Council central staff and representatives from King County Equity Now (KCEN) joined forces during Monday’s council meeting to provide a progress update on the Black Brilliance Research Project, a city-funded effort by nine community organizations to distill the public safety and community development priorities of marginalized communities in Seattle, particularly Black communities. The research is supposed to be the first step toward a citywide participatory budgeting process, which will shape how the city spends nearly $30 million the council set aside for investments in community safety projects in the 2021 city budget.

Councilmember Tammy Morales, whose office oversees the $3 million contract that funds the Black Brilliance Research Project (BBRP), prefaced the presentation by drawing a line between the project and the upcoming participatory budgeting process. “This is not a presentation about the participatory budgeting process,” she said, preempting any discussion of the project’s ultimate goal.

After months of preparation, the concrete details of the participatory budgeting process are still hazy; meanwhile, the deadline for transitioning from the Black Brilliance Research Project to the participatory budgeting process is approaching.

KCEN has spent the last five months advertising the BBRP as the vital first step toward “true community safety”: Its product, they maintain, will be a set of problems and priorities that Seattle’s public safety budget should address. To reach that end, KCEN has spearheaded a research process that has involved paying more than 100 community-based researchers to conduct surveys and interviews, produce photography projects, and host podcasts that address themes of public safety and community health. (The organizations that make up the BBRP are subcontractors to the nonprofit Freedom Project Washington, which is serving as the fiscal sponsor for the project.)

But after months of preparation, the concrete details of the participatory budgeting process are still hazy; meanwhile, the deadline for transitioning from the Black Brilliance Research Project to the participatory budgeting process is approaching.

The Black Brilliance Research Project began last September, guided by the Blueprint for Police Divestment/Community Reinvestment that KCEN co-produced with the Decriminalize Seattle coalition in the wake of last summer’s protests against police violence and calls to defund the Seattle Police Department. The Blueprint specified that the research would focus on defining “what health and safety actually means, including (but not limited to) alternatives to policing”; it also outlined an ambitious plan to spend roughly $1.2 million to cover the immediate needs of research participants, including transportation and childcare, as well as direct cash assistance. According to the Blueprint, the research project’s final product would be a “road map for how to engage in an accessible and equity-centered” participatory budgeting process by 2021.

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We know there are a lot of publications competing for your dollars and attention, but PubliCola truly is different. We cover Seattle and King County on a budget that is funded entirely by reader contributions—no ads, no paywalls, ever.

Being fully independent means that we cover the stories we consider most interesting and newsworthy, based on our own news judgment and feedback from readers about what matters to them, not what advertisers or corporate funders want us to write about. It also means that we need your support. So if you get something out of this site, consider giving something back by kicking in a few dollars a month, or making a one-time contribution, to help us keep doing this work. If you prefer to Venmo or write a check, our Support page includes information about those options. Thank you for your ongoing readership and support.

The city contract that supports the research, as well as the ordinance appropriating money for the project, set broad deliverables for the BBRP. Aside from a work plan, a community needs assessment, and three data-driven presentations before the council, the contract asks KCEN to produce a “community participatory budget process” focused on public safety and a road map to repeat that process in the future.

Based on Monday’s presentation, as well as the 1,045-page research report that KCEN released last Friday, most of the researchers’ work has gone into interviews, focus groups and surveys—some to assess barriers to civic engagement, some about policing and the criminal justice system, some about mental health, housing and education, and others that posed open-ended questions about public safety.

In a presentation to the city council, KCEN research director Shaun Glaze distilled those suggestions into the same high-level priorities for public safety spending that KCEN has identified in presentations and reports since September

In the work plan they submitted to the council in November, KCEN wrote that all of the research would seek to answer three questions: “What creates true community safety, what creates true community health, [and] what do we need for our communities to thrive?”

While the qualitative data they’ve gathered can be a valuable guide when weighing budget priorities, the data collection itself has some holes: Elderly people, as well as Latinx and Asian American communities, are noticeably underrepresented among the 4,000 people who have participated in the research so far. Additionally, while KCEN has translated its online surveys into more than a dozen languages, the BBRP’s research teams only include one Spanish-speaking member, one Chinese-speaking member, one member who speaks Amharic and Oromo, and no members who speak Vietnamese, Khmer, or Tagalog. (The primary non-English language spoken by researchers, by far, is Somali.)

The researchers’ expanding collection of qualitative data includes hundreds of suggestions for city investments in public safety or community well-being. Some, like investments in arts education for young people, are relatively broad. Others, like the suggestion of a city program to transform vacant buildings into affordable housing, are more specific.

Continue reading “Five Months In, a Closer Look at Seattle’s $3 Million Community Safety Research Project”

After LIHI Moves 15 Into Tiny Houses, City Accuses Agency of “Circumventing” Process Meant to Ensure Equitable Shelter Access

Image via Seattle.gov

By Erica C. Barnett

Over the weekend, Seattle Times columnist Danny Westneat argued that the solution to homelessness in Seattle—a problem that afflicts more than 12,000 people in King County—was to build 1,000 new tiny house villages and “enforce the laws” against “camping” in public areas by removing the people who remain.

To demonstrate his point, Westneat used the example of John C. Little Park, Sr. in the New Holly mixed-income housing complex, where more than a dozen tents have occupied a space near the restroom and a playground used by the community. In Westneat’s telling, workers from the Low Income Housing Institute showed up at the camp and offered them spots in tiny house villages—encampments that offer case management, privacy, and a sense of safety and community—and within “15 minutes,” nearly everyone had agreed to leave.

All that is true. But there is much more to the story. And the debate over what happened at John C. Little, Sr. Park is a microcosm of the issues Seattle will face in transitioning city-led homeless outreach from a system led by the Navigation Team to one led primarily by providers but housed, as before, inside the city.

“My office asked if LIHI was aware of any spaces where folks could, basically, safely camp and not be near playgrounds, and they offered to move them into some tiny houses that had become available. They were very knowledgeable and treated everyone with dignity.”—District 2 Council Member Tammy Morales

The first thing to know about the John C. Little encampment LIHI didn’t discover the encampment by accident—they were asked to go there by city council member Tammy Morales, who represents New Holly, at the behest of residents whose kids haven’t been able to use the playground in months. Morales said she saw her approach as a win-win: New Holly residents “got their playground back for their kids who are at home,” and 15 people, including one man who had just returned to the encampment from Harborview with a diagnosis of pneumonia, got safer places to stay.

“My office asked if LIHI was aware of any spaces where folks could, basically, safely camp and not be near playgrounds, and they offered to move them into some tiny houses that had become available,” Morales said. “They were very knowledgeable and treated everyone with dignity.”

The relocation of the people living in the park was a win for LIHI too: Proof that people prefer to move to tiny houses over traditional shelter, and that LIHI—although not authorized by the city to do outreach in encampments—is well-positioned to do so. After the move, LIHI director Sharon Lee sent a letter to HSD director Jason Johnson, deputy mayor Casey Sixkiller, and Seattle Parks Department director Jesús Aguirre touting their success at John C. Little as an example of “a new way of doing outreach.”

“LIHI failed to report and  bypassed an intentionally designed shelter referral process, implemented to strive for equity of access and prioritize those most in need of the City’s limited shelter resources.”—Seattle Human Services Department

“LIHI staff includes people with lived experience and outreach skills who are effective at working directly with unsheltered homeless people,” Lee wrote. “We understand LIHI is not currently being paid by HSD for ‘outreach’ nor included by HSD staff in outreach planning, but we believe, as shown by last week’s example and our work at CHOP that we are particularly effective in the field.”

LIHI’s decision to move people from the Capitol Hill Organized Protest zone directly into tiny house villages in July exasperated HSD, whose director, Jason Johnson, argued that LIHI was cherry-picking clients for tiny houses that should have been available to any outreach provider in the city, not just LIHI. LIHI countered that they had to act quickly because the Seattle Police Department had threatened to remove people from the park—people that, she said, the Navigation Team had failed to shelter before LIHI came along.

Lee’s letter touting a similar action at New Holly sparked a similarly frustrated response from HSD. In an email to city council homelessness committee chair Andrew Lewis, an HSD staffer, speaking for the agency, wrote:

LIHI is required by contract to report vacancies at tiny house villages and the Lakefront Community House to HSD, so that folks living unsheltered in tough conditions across Seattle may access these sought-after public resources.  In this instance LIHI failed to report and  bypassed an intentionally designed shelter referral process, implemented to strive for equity of access and prioritize those most in need of the City’s limited shelter resources.  By circumventing this process, eleven individuals were prioritized for referrals as a result of a location-based outreach effort—potentially taking those highly sought after shelter resources away from other unsheltered individuals with higher needs in other parts of the city. …

It’s also worth mentioning that LIHI is not contracted by the City to do outreach, nor to decide who can or cannot access tiny houses and enhanced shelter. At times, LIHI has shied away from taking in more high-need individuals into their shelters, leaving very vulnerable people on the streets—which is one of the reasons why outreach is conducted by professionally trained outreach agencies like DESC’s HOST program, Chief Seattle Club, Urban League and REACH. This system-wide perspective is something contracted agencies on their own do not have, but would continue to be leveraged  by the Unsheltered Outreach and Response Team or HOPE team, in partnership with providers, this year and beyond.

The new HOPE program, which was part of a compromise between the mayor and council on homelessness outreach and engagement, is supposed to serve as a sort of governmental nerve center connecting outreach providers in the field with the most appropriate shelter and service referrals for unsheltered people they encounter in the field.

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Whether it will work that way is an open question. Transitioning to a system where outreach providers use a city-run system to make referrals will require significant resources as well as major culture shifts within agencies accustomed to seeing the city as a roadblock. LIHI’s decision to go around the process the city is working to establish is just one example of how agencies may choose to circumvent a new centralized system that, in the interest of fairness to people living unsheltered, creates an extra layer of process.

Lee, who had been unaware of HSD’s response to her email touting LIHI’s success at moving the park residents into tiny houses, said she doesn’t understand why HSD doesn’t see LIHI’s actions at both John C. Little and in Cal Anderson Park—which, after all, result in fewer people sleeping in parks, regardless of which particular people they are—as a positive outcome. Continue reading “After LIHI Moves 15 Into Tiny Houses, City Accuses Agency of “Circumventing” Process Meant to Ensure Equitable Shelter Access”

Morning Fizz: Planning for Civil Unrest, Dismantling the Navigation Team, and Rethinking Prosecution

Image via King County Elections

1. As the federal government and state police prepare for possible civil unrest on Election Night, the city of Seattle says it does not plan to physically open its Emergency Operations Center, which coordinates emergency response during crisis situations and extreme weather and public health events.

However, the Seattle Police Department has restricted time off for officers who may be deployed to respond to demonstrations during the week following the election, and the city has sent information to businesses in neighborhoods where protests are common, such as  Capitol Hill, about “how to prepare and secure their employees and customers as well as their property to mitigate the impact of broken windows and graffiti, should that occur,” according to a spokeswoman for Mayor Jenny Durkan’s office.

As of November 1, 72 percent of ballots sent to registered voters in King County (and nearly 75 percent in Seattle) had been returned. Although Washington state votes by mail, the county has opened seven voting centers where people can vote in person until 8pm on election day, including two in Seattle.

Durkan’s spokeswoman said SPD “does not have any intelligence to indicate that there will be large-scale demonstrations on Election Night or the days following. Our partners at King County Elections have not reported any threats or security issues at any ballot boxes. As such, the SPD and Seattle Fire Department’s planning is for contingency purposes only, and does not indicate that there will be demonstrations or unrest.”

City council member Tammy Morales formerly introduced her proposed alternative to Durkan’s proposed replacement for the Navigation Team, called the HOPE Team, last week. The five-member team would be a scaled-back, service-focused version of the Outreach and Engagement Team proposed by Durkan and council member Andrew Lewis last month—a team that would itself be a kind of scaled-back Navigation Team, one that would put the members of the recently disbanded Navigation Team to work in new roles “coordinating” the work of the city’s contracted outreach providers.

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During the council budget hearing on Friday, Lewis suggested that the differences between his plan and Morales’ were minor, but said he wouldn’t co-sponsor her proposal “because of my involvement in a parallel process.” Last week, Morales told PubliCola she believes the language in Lewis’ proposal is still “vague” enough to allow members of the larger team to do direct outreach. “I think we need to leave that work to the service providers—to the folks that are out there every day and understand the importance of developing relationships,” Morales said.

The HOPE team would include a team manager, a liaison to coordinate with other departments like Seattle Public Utilities, which manages the “purple bag” encampment trash pickup program, one data analyst (read more about why one data person may not be enough for a team dedicated to coordinating outreach and shelter referrals here), and two “provider and neighborhood liaisons” who would work with King County Public Health and providers to “provide reasonable notification of a[n encampment] removal and time to plan and implement the relocation.” Continue reading “Morning Fizz: Planning for Civil Unrest, Dismantling the Navigation Team, and Rethinking Prosecution”

What is Participatory Budgeting, and How Could It Shape the City’s Approach to Public Safety?

Annotation 2020-08-23 110400

By Paul Kiefer

When Seattle Mayor Jenny Durkan announced her decision to veto the City Council’s midyear budget rebalancing package on Friday, she specifically called out an ordinance appropriating $3 million for the council to contract with community-based groups to create a “roadmap for future equitable participatory budget processes related to public safety” by gathering public input to shape the city’s public safety budget priorities.

Council member Tammy Morales, the sponsor of that ordinance, has said that the research would be the first step toward “participatory budgeting,” a process some cities use to guide public spending, often by allowing residents to vote on how to spend a designated pot of money (a federal grant, for instance).

The mayor’s office, the council, and the most prominent police abolitionist groups have all expressed various levels of support for participatory budgeting. If the city ends up using participatory budgeting to guide a significant portion of next year’s public safety budget next year, then Seattle will become the testing ground for participatory budgeting on an unprecedented scale. But whether those three parties see eye to eye about what participatory budgeting would entail—and how much weight public input would carry—remain open questions.

King County Equity Now and Decriminalize Seattle

King County Equity Now and Decriminalize Seattle, two of the most prominent voices in the push to cut the Seattle Police Department budget and invest in alternative public safety programs, were the first to call for the city to launch a participatory budgeting process to redirect the city’s public safety budget toward alternatives to policing and investment in BIPOC communities. The bill Durkan vetoed emerged out of those two groups’ demands.

In partnership with a nonprofit called The Participatory Budgeting Project, the two groups developed a detailed outline for how the city could lay the groundwork for a participatory budgeting process, called the’ “Blueprint for Police Divestment/Community Re-Investment.” That blueprint describes a $3 million “community-led research process to generate true public safety informed by community needs” which is the model for the research described in the vetoed bill.

The council would direct the money to a nonprofit, which would subcontract the work out to other groups—presumably, though not necessarily, KCEN and Decriminalize Seattle. The two groups estimate that roughly $1 million of the $3 million would go toward hiring staffers, including researchers, many of whom they hope will be young people from BIPOC communities. The rest would go to recruit and compensate people in BIPOC communities to participate in the survey and for data collection and reporting, plus $500,000 for unspecified “cash assistance and direct support for community members” to “address economic and other urgent needs.”

In essence, those expenses would serve two purposes.  The first would be to provide jobs—in the form of researcher positions—and financial support to community members who participate in the research process. In their blueprint, KCEN and Decriminalize Seattle write that “community members should not be expected to come up with solutions on a volunteer basis.”

“In part because of the City’s long track record of supporting harmful policies and procedures, many community members do not trust the City to lead an effective research process. The pattern of collecting data and recommendations and then doing little to nothing with the results must end.” —King County Equity Now and Decriminalize Seattle Blueprint for Police Divestment/Community Re-Investment

The second would be to prepare for a large-scale, accessible participatory budgeting process that would influence the 2021 city budget, starting with surveys and interviews of city residents (with a focus on BIPOC communities) about their public safety concerns and thoughts on how the process should be run: for instance, whether a steering committee should develop community proposals, and if so, who should be on that steering committee. Based on the findings of those surveys and interviews, the nonprofit contractor would then sort out the details of the participatory budgeting process: how the public could give input (in the form of budget proposals, for instance), how that input would be turned into budget items, and who would be responsible for reviewing and developing citizens’ proposals.

Technically, none of the $3 million would fund a full-scale participatory budgeting process; the closest the city would see before next year would be a small test run. However, according to King County Equity Now Research Director Shaun Glaze, the two organizations want to see a full participatory budget process come to fruition before budget discussions next year. More specifically, Glaze says her organization hopes that the participatory budgeting process will help determine how the city spends half of SPD’s 2021 budget— a figure in the range of $200 million, which would be an unprecedented use of the process both in Seattle and nationwide.

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The City Council

The legislation the council passed says the contractor should produce a “community participatory budgeting process,” but it is silent on exactly what that process should look like.

When I asked Morales to clarify how the council planned to spend the $3 million, she pointed to the King County Equity Now and Decriminalize Seattle blueprint as the model; the council also adopted $3 million figure itself from that blueprint. However, that blueprint doesn’t provide any details about how the participatory budgeting process would function, nor does either organization intend to have full control over the process themselves.

Participatory budgeting is nothing new in Seattle. After a push by former council member Nick Licata, the city’s first experiment with participatory budgeting began in 2015 with the Youth Voice, Youth Choice program. In 2017, the council renamed the program Your Voice, Your Choice, and opened it to input from all city residents. Like most participatory budgeting programs, Your Voice, Your Choice allows city residents to submit ideas for neighborhood-level capital projects.

The Your Voice, Your Choice program differs substantially from the research process proposed in the ordinance, not least because Your Voice, Your Choice is run by the city. Although KCEN and Decriminalize Seattle have said explicitly that they are not interested in controlling how the entire process plays out, they argue that the research portion of the participatory budgeting process for public safety should not be under direct city control.

The two groups explain why in their blueprint, writing, “in part because of the City’s long track record of supporting harmful policies and procedures, many community members do not trust the City to lead an effective research process. The pattern of collecting data and recommendations and then doing little to nothing with the results must end.”

The startup costs for the community-safety research process mark a significant shift in how Seattle uses participatory budgeting. The city spends roughly $2.2 million on the entire Your Voice, Your Choice program, of which $2 million funds the actual projects. In contrast, the council’s ordinance would spend $3 million on preliminary research alone.

Mayor Durkan

Near the end of Friday’s press conference, Durkan responded directly to a recent demand from King County Equity Now and Decriminalize Seattle that the city use participatory budgeting to allocate $100 million that she has pledged to invest in BIPOC communities next year. In short, she said she wouldn’t be doing that, but that she supports the idea of participatory budgeting in theory.

“I’ve been very clear from the beginning that the community—and I mean community being larger than just one organization—will be at the table helping us decide what they need and how we get there,” Durkan said. “King County Equity Now wants to be the deciders in that.” (KCEN has denied this.) “We want those voices at the table, but we will have a broader process.”

“We need to have trusted community partners going into communities to bring information and proposals back,” Durkan continued, “whether it’s a task force or a joint group [created by the council and the mayor].” Continue reading “What is Participatory Budgeting, and How Could It Shape the City’s Approach to Public Safety?”

“This Was Never Personal. It Was Always About Changing Systems.” Council Members Stand Behind “Corrected” Statements on Police Chief Departure

Tammy Morales and Teresa Mosqueda; image via City of Seattle

By Erica C. Barnett

Reporters covering the reactions to Seattle police chief Carmen Best’s resignation yesterday received two different versions of a joint statement from council members Lorena González, Teresa Mosqueda, and Tammy Morales. The first pushed back explicitly on Best’s claim that the council cut SPD’s budget, and the salaries of the department’s command staff, for personal and “retaliatory” reasons. The second, less than half the length of the original, thanked Best for her service and reiterated the council’s commitment to systemic changes in the city’s approach to public safety.

The original statement, which the council’s communications office “recalled” and replaced minutes after sending it, contextualized the cuts as part of a larger effort to address “accountability and systemic racism in Seattle’s Police Department [and repair] the harm done by this City to Black and Brown communities.” It also emphasized that both Best and the three Latina council members were all women of color, who “face the impossible task of reforming and improving institutions never designed to serve our communities.”

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“As women of color in public service, it can feel impossible to do this work in very visible positions of power. We cannot lead by tearing each other down, despite whatever policy disagreements we may have,” the initial statement said.

Although the hasty recall and overhaul of the original statement might imply that the three council members regretted their original comments, all three confirmed to The C Is for Crank that they still stood by what they said in the initial press release.

“This was never personal; it was always about changing systems,” Mosqueda said Wednesday afternoon. “It’s unfortunate that she saw [cuts to the police department] as personal in nature. This was never, ever an adversarial comment made about the chief. This was always about the system.”

González, who said “gave [the chief] my commitment that I would never tear her down because as a woman of color I understood what a difficult position she was in,” said she didn’t regret her vote to cut the command staff’s salaries, a decision Best has explicitly called “vindictive and punitive.”

“When we were looking at the budget and attempting to respond to the calls of community to take action, to invest in solutions that produce racial justice outcomes,  the reality is that everything is on the table,” González said, “and the SPD executives’ salaries were clearly out of line with the salaries of other executive teams in the city.”

And Morales, who represents Southeast Seattle, said that although she’s “sad to see Chief Best go” because she “brings a unique perspective and lived experience that would have been valuable to the work we’re going to try to do,” the city has been trying to address police accountability and violence since long “before Chief Best was the chief.

“It wasn’t about her—it was about the institution she was a part of, and this is an institution that’s rooted in racism,” Morales said. “Chief Best is loved by her staff and her department, but they are all still part of that system, and that’s what we’re trying to change … the institution and the harm that it’s done. Speaking as the representative from District 2″—the most diverse, and Blackest, district in the city—”that’s what I came into this office to do.”

Council May Take Cops Off Navigation Team; Durkan Distances Herself from Police Response to Protests

Outside Seattle’s East Police Precinct.

Before the murder of George Floyd sparked nationwide protests and calls to defund police departments, homeless advocates were calling on the city of Seattle to depolice the Navigation Team, the controversial group of police and civilian city staffers that removes encampments from public spaces. During a recent encampment removal in the International District, protesters lined up on both ends of a block guarded by dozens of police, live-streaming from just outside the barricades as homeless encampment residents shuffled slowly through.

Now, those advocates may get their wish, as city council member Tammy Morales cues up legislation that would remove cops from the team and refocus its efforts on outreach and services, not law enforcement. The legislation, which is still in draft form, would remove funding for any police presence on the Navigation Team. This would be a major policy and financial shift, since the city currently spends $2.6 million a year providing full-time police officers for the team, but it no longer seems as radical as it did even two weeks ago, when Police Chief Carmen Best insisted that encampments were so inherently dangerous that they required an armed response.

The Navigation Team, formed in 2017 under former mayor Ed Murray, was originally supposed to navigate people living in encampments to safer shelter, housing, and other services. To reflect this, the city adopted rules requiring the team to provide advance notice and offers of appropriate shelter to every person living in an encampment before removing it.  Under Durkan, however, the team has shifted its focus, using a loophole  in the rules that allows the immediate removal of any encampment that constitutes an “obstruction” to public use of a space. Because the term “obstruction” is ill-defined, Durkan’s Navigation Team has interpreted it to include any encampment in any part of a public park or other public space, a definition that encompasses most encampments.

Every year she has been in office, Durkan has expanded the number of police officers on the team. The council is currently doing an “inquest” of the police department’s budget in light of calls to defund the police and an estimated 2020 revenue shortfall of more than $300 million.

Via @MayorJenny

Durkan has paid lip service to the idea that police are not appropriate in every circumstance, but has not expanded those thoughts to apply specifically to her own police department. Similarly, her comments about the protests happening in her own city, against her own police department and administration, have mostly been vague and nationally focused, a strategy that has enabled her to grab nationwide headlines for anti-Trump sound bites while refusing to respond directly to protesters’ detailed demands at home.

On Friday, the mayor finally joined a protest for Black lives, nearly two weeks after other mayors across the country began doing so. The massive march, tens of thousands of people strong, was completely silent, which means that it was also the only march so far in which Durkan would not hear protesters shouting demands—chief among them that she defund the police department and invest in communities that have been victims of disinvestment and police violence.

The public knows about the mayor’s presence at at least some portion of the march because her social-media team posted photos of Durkan and police chief Carmen Best walking through the rain on Twitter. The text read: “Today at the @BLMSeattleKC silent march, community walks to abolish the school to prison pipeline, end biased policing, and undo centuries of systemic racism in our country. The march may be silent, but the message is loud and clear: #blacklivesmatter.” 

Durkan has consistently attempted to reframe protesters’ demands as primarily national or statewide, not local. But the movement to defund the police—which received a staggering $409 million in last year’s city budget—is moving forward anyway. Last week, the city council held the first meeting in a month-long “inquest” into the police budget, and Durkan held off on sending down her midyear budget revisions in order to make changes that may or may not be responsive to protesters’ demands.

The massive march, tens of thousands of people strong, was completely silent, which means that it was also the only march so far in which Durkan would not hear protesters shouting demands—chief among them that she defund the police department and invest in communities that have been victims of disinvestment and police violence.

Earlier this week, Seattle police made their way back into the East Precinct, which has been unoccupied since Durkan apparently ordered the police to open up the street to protesters and remove all “sensitive items” from the building. Since then an area of a few square blocks around the precinct—known as the Capitol Hill Autonomous Zone—has been the site of a 24/7 protest/block party, featuring free food and water stands, community gardens, and a campground in Cal Anderson Park.

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Durkan has tried to make the best of the situation, which came about because police set up barricades around the precinct in early June and defended them with force, targeting protesters night after night with tear gas, pepper spray, rubber bullets, and other weapons. Publicly, she has said the protesters have a right to protest, and joked (rather dismissively) that the area around the precinct could turn into the site of a new “summer of love.”

In contrast, Best has said she was “angry” at the decision to take down the barricades and stop guarding the precinct, telling officers in a “leaked” video (which was posted publicly on the department’s Youtube page half an hour before the first reports about it appeared on local news) that in their absence, “armed guards” had posted up outside the precinct and were demanding money and identification from anyone who wanted to enter.

Best later walked these comments back, admitting that she had heard about them “anecdotally” and from social media—quite a turnaround for a chief who, just one week earlier, had asserted, “Social media is social media. It’s not news.”

At a press conference last week, there was an awkward moment when a reporter asked Best and Durkan whether they had confidence in each other. Best paused for a moment before responding, “Yes, I do. I’m standing here right next to her.” Durkan said that neither she nor the chief planned to resign and made a joke about having a “Thelma and Louise moment” with the chief—an odd reference, given that the two characters drove off a cliff because they were being chased by cops.

Despite this demurral, the fault lines between the chief and the mayor—who is up for reelection next year—have continued to grow. It’s worth remembering that Durkan did not want to hire Best in the first place, and did so only after community outcry over her decision to eliminate the only local candidate, and the only black woman on the list of contenders, from consideration. Whether the reason for the schism between the mayor and her police chief is based on real policy disagreements or political considerations, it’s increasingly obvious to anyone paying attention. And whether Durkan is angling for reelection or a federal appointment under Biden, it’s increasingly clear that she wants to distance herself from a police chief who continues to insist that her police force has nothing to examine or apologize for.