Durkan’s Comms Director To Depart; Mayor’s $250,000 General Submits One-Pager on What He Does All Day; and HSD Expects Long Contract Delays

Buried in paper: A screen shot from one of several PowerPoints and memos provided to city council members in response to the question, ““Please provide the official job title, job description, salary and source of funding for the Director of Citywide Mobility Operations. Please describe the position’s responsibilities, accomplishments and anticipated deliverables.”

1. Mark Prentice, a spokesman for Mayor Jenny Durkan who served as her communications director for the past year, is leaving Durkan’s office before the end of the year to “explor[e]opportunities to elect Democrats in 2020 and continue advocating for the issues we all care about,” according to an internal email from Durkan’s chief of staff, Stephanie Formas.

Prentice joined the mayor’s office after working for the developer Vulcan; prior to that, he (like Formas) worked for various Democrats in Washington, D.C. “Anyone who has worked with Mark knows it’s a 24/7 job that has meant countless early mornings, late nights, and weekends. I can’t think of a dull moment or a slow week, and Mark and the entire Communications Team have been critical to our major accomplishments,” Formas wrote.

The city has already advertised Prentice’s job, which pays between $102,458 and $169,023, on the Government Jobs hiring website.

Many of these departments have little or nothing to do with traffic management, and the job of reforming the city’s overall management strategy appears nowhere in Worden’s official job duties.

2. As the city council debates Mayor Durkan’s budget, one very specific line item has sparked several council members’ interest: The $200,000 position of “mobility operations director,” created for retired Air Force general Mike Worden, who was one of the runners-up for Seattle Department of Transportation director. (Worden, whose salary is partly funded with SDOT dollars, reports directly to Durkan.) Late last month, several council members asked for more details about what Worden (whom city staffers have been instructed to call “the General”) actually does; as I reported in August, his official schedule consists largely of “out and about time” during which the mayor’s office told me Worden is riding transit and talking to riders and drivers. “Not to say that work is not happening, but I am not aware of any of the work,” council member Mike O’Brien said.

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During that meeting, city budget director Ben Noble said the executive had provided O’Brien with a memo describing some of Worden’s specific duties, prompting council members Sally Bagshaw, Lisa Herbold, and Lorena Gonzalez to ask for a public discussion of that information, which they had not seen. Since then, I requested and received copies of what the mayor’s office provided as evidence that Worden’s position is a full-time job that merits his $200,000 salary ($250,000 when benefits are included). For reference, here is Worden’s job description:

And here is the memo Worden produced with examples of his work so far, along with PowerPoints and other documents related to the items on his list. The one-page list—which does not purport to be comprehensive— includes the following four items:

• Writing a memorandum of understanding for traffic incident and congestion management that “updated, sharpened and expanded to other Departments who respond to incidents, to ensure they all get necessary training” in traffic incident response;

• Co-writing a grant with the state Department of Transportation and the University of Washington for a statewide “Virtual Coordination Center” aimed at improving responses to traffic incidents.

• Implementing a “Lean/Six Sigma initiative throughout the city,” starting with SDOT, the Parks Department, Seattle Public Utilities, Seattle City Light, the Department of Information Technology, the Department of Finance and Administrative Services, and Human Resources, according to a PowerPoint included with the memo. Many of these departments have little or nothing to do with traffic management, and the job of reforming the city’s overall management strategy appears nowhere in Worden’s official job duties. In a memo included in the PowerPoint,, deputy mayor Mike Fong says Worden was tapped for this job because of his “considerable private sector and governmental experience in process improvement techniques.”

Buried in jargon: A screen shot from a PowerPoint about Gen. Worden’s “Lean/Six Sigma” training for eight city departments, which is not listed in his official job description or duties as the city’s Director of Mobility Operations.

• “Informal activities” related to the “Seattle Squeeze,” including “government wide debriefs and prebriefs with the City’s Private Sector” and meeting periodically with representatives from other government agencies.

Also included on this “informal activities” list: Riding transit throughout the city, an activity that made up the plurality of his official schedule.

3. According to an October 3 memo from the risk manager for the Human Services Department, “2019 review of contracts are and will be significantly delayed,” after the departure of the last remaining member of the HSD’s contract review unit, which ensures that contracts between the city and nonprofit service providers are legally compliant and accurate. “We are hoping to have a plan in place very soon,” the memo says.

The department decided to dismantle the office that reviewed provider contracts earlier this year in an effort to reallocate funding to  “reducing operational burdens on providers.” With the departure of the contract review specialist Joanna Armstrong, whose last day was Friday, the department has no one left whose full-time job consists of reviewing contracts and ensuring that they’re ready to go out the door.

The contract review unit (known as the Leadership and Administration Contracts Unit, or LADCU), was put in charge of contract compliance after a scathing state audit in 2014 concluded that HSD lacked “adequate controls” to monitor how contracts were being written or how human service providers were spending the money they received from the city. The audit found that the city did not “consistently verify the information it receives” from nonprofit human service providers or keep records adequate to ensure that public dollars were being spent appropriately by providers.

Long-term, the city plans to devolve the job of ensuring contract compliance to various department staffers who are already working other jobs, including contract specialists who write—but don’t currently review—contracts as well as others who have not been trained in contract compliance. Short-term, the lack of contract reviewers will likely mean funding delays for human service providers who rely on city funding to pay their staff and serve their clients.

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