Tag: Jason Johnson

A “Filibuster” on City Layoffs, a Resolution on Resolutions, an Accusatory Letter, and More

Acting HSD director Jason Johnson and mayoral advisor on homelessness Tess Colby

1. City council member Lisa Herbold struggled Wednesday to get Human Services Department Director Jason Johnson to answer her question about future layoffs from HSD’s Homeless Strategy and Investment (HSI) division, which is merging with King County’s homelessness division as part of the creation of a new regional homelessness authority. At a meeting of the council’s special committee on homelessness, Herbold asked Johnson repeatedly how many HSI employees would be moving to new offices in the county-owned Yesler Building as part of a temporary “co-location” of city and county staff, and how many are expected to have jobs with the new authority. “I’m hearing a lot of speculation about which positions are going to be eliminated,” Herbold said. “Given that the entire HSI division is being relocated [in March and we aren’t making final decisions about who will stay at the regional authority until much later, is there something happening that we should be aware of?”

Johnson responded first by describing the history that led to the current organizational structure of HSI, then talked at length about the successive organizational structures that will be put in place over the next year. “What is going to occur is colocation in March 2020, then after the hiring of the CEO, we will begin what is termed a loan period where day to day decisions are made by the CEO, but there will also be existing lines of authority back to the city and the county…”

“I’m frustrated that Interim Director Johnson seemed to filibuster in a way that made it very difficult for me to ask my specific question and he definitely didn’t answer it.”—Council member Lisa Herbold

His explanation—which did not include an answer to Herbold’s question about layoffs—went on for so long that council member Kshama Sawant jumped in to say that she hoped the council could wrap up talking about the regional authority quickly so that the committee could move on to “the most substantive issue” on the agenda, her proposal to vastly expand tiny house villages in the city, since she had somewhere else to be. (Council member Debora Juarez said that while she appreciated Sawant’s desire to move on to her own item, “I want to point out that we spent 90 minutes on a resolution that we didn’t even pass”—Sawant’s resolution condemning India’s National Register of Citizens and Citizenship Amendment Act—and “I, for one, want to hear how this is going to get implemented.”)

After the meeting, Herbold told me that she never did get answer to her question: “If the entirety of HSI staff are colocating and layoff decisions aren’t being made final until either a 2020 supplemental or 2021 proposed budget, when exactly between those two points in time will HSI staff learn their jobs are proposed to be eliminated?” Herbold says she was “frustrated that Interim Director Johnson seemed to filibuster in a way that made it very difficult for me to ask my specific question and he definitely didn’t answer it.”

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The C Is for Crank is supported entirely by generous contributions from readers like you. If you enjoy the breaking news, commentary, and deep dives on issues that matter to you, please support this work by donating a few bucks a month to keep this reader-supported, ad-free site going. Your $5, $10, and $20 monthly donations allow me to do this work as my full-time job, so please become a sustaining supporter now. If you don’t wish to become a monthly contributor, you can always make a one-time donation via PayPal, Venmo (Erica-Barnett-7) or by mailing your contribution to P.O. Box 14328, Seattle, WA 98104. Thank you for keeping The C Is for Crank going and growing. I’m truly grateful for your support.

2. Juarez was hardly the only council member casting shade on Sawant’s nonbinding resolution on India, which—along with a resolution opposing war in Iran—took up most of the council’s two-hour-plus regular meeting on Monday. Freshman council member Alex Pedersen said he would propose a resolution condemning all forms of oppression everywhere, just to cover all possible bases. “There’s many disturbing issues going on today for which we do not have resolutions, and my resolution is broad enough to capture instances of oppression that we might be missing,” Pedersen said. “Allow me to ask that we try to not craft a city council council resolution for every horrible thing that our president or any world leader does.”

Pedersen’s resolution, if it ever does see the light of day, is unlikely to find traction among his colleagues, who seemed to consider it a stunt designed to embarrass Sawant. Sawant, for her part, immediately used the proposal as an opportunity to drag her colleagues for lacking the “moral and political courage” to address housing and homelessness. “Passing resolutions is not the barrier. The barrier is lack of courage,” she said.

3. Tomorrow afternoon, Beyonce St. James—the formerly homeless drag artist who spoke and performed at All Home King County’s annual conference last year—will appear in court to seek an injunction against the release of public records that include her legal name and other identifying information. I received a notice of the hearing because I requested St. James’ invoice for the event, for which she charged $500. (Attendees reported that they were told St. James was volunteering her time and performing for tips; video of the event shows attendees tossing and handing her cash.) St. James (not her legal name) is asking that all her personal information be kept private because she has already been threatened and harassed over her performance and fears further harassment if her address and other details are made public.

Continue reading “A “Filibuster” on City Layoffs, a Resolution on Resolutions, an Accusatory Letter, and More”

Navigation Team Switches Gears During Storm, More Homelessness Funds on Hold? And Speculation on KC Exec’s Political Future

Left: HSD director Jason Johnson; right: Mayor Durkan

1. UPDATE on Thursday, Jan. 16: According to HSD, the Navigation Team made 41 referrals to shelter on the first two nights of the winter storm—14 on Monday and 27 on Tuesday. Additionally, HSD spokesman Will Lemke said that there was no shortage of mats or other supplies at any of the emergency winter shelters. “The City is not low on supplies,” Lemke said. “Far from it. The City has strategic caches of supplies placed around Seattle for events like this. These supplies include supplies, cots, mats, sleeping bags, blankets, and first aid-kits.” A source who works for the Salvation Army, which staffed the downtown shelters, said people were sleeping on the floor or in chairs at the Seattle Municipal Tower on Tuesday night with only “thin blankets” to protect them in the chilly lobby, which has a revolving door.

At a briefing on winter storm response on Tuesday, officials with the city’s Human Services Department emphasized efforts by the city’s Navigation Team to get people living in encampments into shelter during the freezing weather, noting that members of the team—which ordinarily removes encampments—were out “from 7 am to midnight” on Monday making contact with encampment residents. What they weren’t able to say was how many people actually accepted an offer of transportation or shelter from the team, whose job ordinarily involves removing encampments and telling their displaced residents about available shelter beds, typically with few takers. HSD director Jason Johnson would not answer followup questions about the Navigation Team’s success rate, pointedly ignoring calls of “Jason!” from several reporters as he rushed out of the briefing room at the city’s Emergency Operations Center.

In a followup conversation, HSD spokesman Will Lemke said he would not have an exact number of shelter referrals, contacts made, or the number of people who received transportation from the Navigation Team until the city had crunched the numbers and entered them into the Homeless Information Management System. “I just haven’t been able to verify those numbers yet. Everything is very much in flux because everyone’s out in the field right now,” Lemke said when I asked for more detailed information. The number is reportedly in the single digits.

Last year, the city did publish the numbers right away, and did not issue any subsequent corrections to indicate their early numbers were wrong. On the first major snow day last year, February 8, the Navigation Team reported getting 18 people into shelter. On the 9th, 50. On the 10th, 67.

At the briefing, Durkan said that the city “saw greater uptake [on offers of shelter] last year on the second or third day of the storm. … We had a great deal of success with the Navigation Team going out to encampments and saying, ‘Hey you should come inside. It’s a good place. It’s safe.'” 

Johnson said that none of the shelters were over capacity and denied that there were any issues providing enough mats or other supplies to its severe weather shelters, which include space at the Seattle Center Exhibition Hall, in the lobby of the Seattle Municipal Tower, and at the Bitter Lake Community Center. There is also space for men only at the King County Administration Building. All shelters are operated by the Salvation Army.

Support The C Is for Crank
The C Is for Crank is supported entirely by generous contributions from readers like you. If you enjoy the breaking news, commentary, and deep dives on issues that matter to you, please support this work by donating a few bucks a month to keep this reader-supported, ad-free site going. Your $5, $10, and $20 monthly donations allow me to do this work as my full-time job, so please become a sustaining supporter now. If you don’t wish to become a monthly contributor, you can always make a one-time donation via PayPal, Venmo (Erica-Barnett-7) or by mailing your contribution to P.O. Box 14328, Seattle, WA 98104. Thank you for keeping The C Is for Crank going and growing. I’m truly grateful for your support.

2. Last week, I reported on the fact that Mayor Jenny Durkan has hired an $86,000 consultant to evaluate the Law Enforcement Assisted Diversion program and make recommendations that will inform whether LEAD will receive funding approved in last year’s city budget to reduce caseloads and expand into new parts of the city. But LEAD isn’t the only human services program that might not receive operational funds that were approved last year. At least two other programs are under review by the mayor’s office.

One, a $700,000 pilot program called Homes for Good that would provide small “shallow” rent subsidies to people who receive federal disability payments and are at risk of homelessness, is under review because Durkan is reportedly cautious about funding a pilot program without a plan to continue paying for it in the future. David Kroman wrote several stories about this issue for Crosscut. Continue reading “Navigation Team Switches Gears During Storm, More Homelessness Funds on Hold? And Speculation on KC Exec’s Political Future”

Most Navigation Team Referrals Don’t Lead to Shelter, Previously Unreleased City Data Shows

Overall, just 30 percent of Navigation Team referrals to shelter in the first half of 2019 resulted in a person actually accessing shelter. Referrals represent only about a quarter of the total number of people “engaged” by the Navigation Team. Overall, only about 8 percent of Navigation Team “engagements” this year resulted in shelter—a number the city says is a reflection of the fact that they are now recording every contact, however brief, in their new NavApp system.

The director of Seattle’s Human Services Department told the city council last week that he was unable to provide data that would back up his assertion that the Navigation Team, which removes unauthorized encampments from public spaces, is successfully connecting people to shelter, saying there was still a lot of work to do before a “dashboard” including this data could be made available.

In fact, the dashboard is already live, and it shows that the vast majority of people who receive “referrals” to shelter—70 percent in the first half of 2019—never actually show up at those shelters. And those referrals only reflect a fraction of the total number of individuals “engaged” by the Navigation Team as it removes encampments. If all those individuals are included, only about 8 percent of people the Navigation Team contacts when they’re removing encampments—128 out of 1,583—actually end up in shelter.

According to council member Lisa Herbold(who, along with her colleague Teresa Mosqueda, has been asking HSD to provide the number of shelter enrollments, as opposed to referrals, for months), the the city requires nonprofit homeless service providers to meet a much higher standard than the Navigation Team—60 percent of their referrals are supposed to result in actual shelter enrollments, or twice as many shelter enrollments as the Navigation Team’s current average. And the nonprofit providers are hitting that higher number—according to data provided by the mayor’s office, nonprofit providers funded by the city made a total of 246 referrals and 147 enrollments in the first half of this year, an enrollment rate of 60 percent.

“My focus [in asking the Navigation Team for its results] has been ensuring that the Navigation Team is having success in our shared understanding of what the outcomes should be and accountability in meeting those outcomes,” Herbold says. “So I ask myself, Why are the referrals to shelter so much lower than what we expect of the outreach providers, and what could make them better?”

I started calling the mayor’s office and HSD about the website, which had not been publicly disclosed to council members who were requesting it, on Friday. HSD sent out a memo to council members providing a link to the site, which has apparently been live for weeks, late this afternoon, shortly after I talked to them and three days after I asked them directly about the website.

“We’re happy with the fact that we’re seeing conversions of [shelter] referrals to enrollments increasing, and the information pushes us to continue to try to do better.”—Tess Colby, Mayor Jenny Durkan’s office

In the memo, HSD interim director Jason Johnson draws a distinction between “contacts” made by the Nav Team and “referrals to shelters, which is the result of relationship building, time, conversations, and matching an individual (or sometimes groups of individuals) to a unique shelter resources.” In other words, Johnson is saying that the 8 percent number isn’t as bad as it looks, because the Navigation Team has to make a record of every single “contact” with people they encounter in encampments, effectively diluting the number of successes. In contrast, HSD says, nonprofit outreach providers aren’t required to (and don’t) track every single contact—so their numbers look better.

The city has acknowledged that the Navigation Team is now dedicated primarily to removing tents and people from public spaces, rather than providing referrals to shelter or services. But the new numbers confirm that even when the Navigation Team does make what it considers  a successful “referral,” most unsheltered people never actually access the shelter they’re referred to.

Tess Colby, Mayor Jenny Durkan’s chief homelessness advisor, says the mayor’s office is “happy with the fact that we’re seeing conversions of [shelter] referrals to enrollments increasing, and the information pushes us to continue to try to do better. We want to continue to see that upward trend moving forward.”

The new numbers confirm that even when the Navigation Team does make what it considers  a successful “referral,” most unsheltered people never actually access the shelter they’re referred to.

Homeless advocates say that the Navigation Team, which is made up primarily of police officers, works under protocols (such as a mandate to remove many encampments with no prior notice) that makes it impossible to build relationships or engage in meaningful outreach to unsheltered people. “The Navigation Team is more and more evidently about policing than about providing needed and effective service interventions to human beings, and that is really concerning,” says Alison Eisinger, director of the Seattle/King County Coalition on Homelessness. “A good referral is a referral that results in someone being able to accept it.”

Herbold added a proviso to last year’s budget requiring the Navigation Team to provide quarterly reports on various issues, including a staffing assessment to determine whether the Navigation Team has the proper mix of police officers and outreach workers. That assessment was never done. “In essence, they just said they weren’t going to do it,” she says.

Earlier this year, the nonprofit that used to outreach during encampment removals, REACH, stopped participating in most “cleans” after the Navigation Team shifted its focus to removing encampments deemed to be “obstructions,” a designation that exempts the team from the usual requirements to provide outreach and prior notice to residents. However, REACH is still technically part of the Navigation Team, and the referrals they make as part of their ongoing Navigation Team-related outreach work gets counted toward the Navigation Team’s successful shelter referrals.

Currently, the Navigation Team does not transfer most clients to shelter directly; when they do, it’s in the back of a police car,  because system navigators are not authorized to give rides to shelter residents in their own vehicles—another potential barrier to converting a shelter referral into an actual shelter stay.

REACH director Chloe Gale says the Navigation Team’s low rate of actual shelter enrollments, as opposed to referrals, “really indicates that it takes more than just a referral to move somebody into shelter. You have to make sure that it’s a good fit, that they’re eligible for the shelter, that they really want to go and don’t just feel pressure to go and that they provide basic assistance such as help with transportation.” Currently, the Navigation Team does not transfer most clients to shelter directly; when they do, it’s in the back of a police car,  because system navigators are not authorized to give rides to shelter residents in their own vehicles—another potential barrier to converting a shelter referral into an actual shelter stay.

Eisinger says that because the Navigation Team only counts people who happen to stick around on the day of an encampment removal in their list of official “contacts,” even the 8 percent shelter rate, which the city says is the result of carefully tracking even the briefest engagements, may be high.

“What I have observed, what others have observed, and what I think continues to be the story is that the Navigation Team shows up and some people simply leave. They do not expect to offered anything that is actually useful to them,” Eisinger says. “And so there is some question about the number of engagements compared to the number of people actually living in public spaces.”

The mayor’s office is requesting a total of $8.4 million for the Navigation Team, which includes $362,000 for new positions that were paid for in 2019 with one-time funding from unspent revenues. (This is the second budget in a row in which Durkan has funded Navigation Team expansions with one-time funding and asked the city council to backfill those positions with general-fund dollars in the next year’s budget.)

The Navigation Team will be one of the only major homelessness-related efforts to stay at the city when King County and Seattle merge their homelessness agencies into a single regional body. Herbold says she’ll be asking pointed questions about the Navigation Team’s results and composition during the upcoming budget discussion.

Questions About Local Autonomy and Cost-Sharing at Homelessness Authority, SPD Hires KOMO Cop Reporter, and More

Emoji org chart: What staffing at the new regional authority homelessness will look like, as depicted by the consultant who helped design the plan

1. Two meetings about the proposed regional homelessness authority last week highlighted new potential fault lines between the city and county in negotiating the structure and funding of the new authority—one concerning the kind of services the new authority will provide, and one having to do with who will pay for it.

Suburban King County cities that would become a part of the authority have made it clear they’re concerned that the new body will be too “Seattle-centric”—an understandable concern given that just one member of the steering committee that oversees the body will be from a to-be-determined member of the Sound Cities Association, a group of suburban King County cities. (Under the proposal, another suburban representative could join the board once 20 suburban cities join the regional authority). A related but distinct concern is that suburban cities may not want to handle homelessness the way Seattle does, by offering services for as long as it takes and providing harm reduction as an alternative to mandatory treatment and imposed abstinence for people with addiction.

From the perspective of a city like Kent, where outreach workers say police have a zero-tolerance policy for sleeping in visible public areas, the tactics of  Seattle’s Navigation Team—which removes encampments but doesn’t arrest people for living on the street or force them to “accept” services, treatment, and housing—may seem like mushy-hearted liberalism at its worst. At last week’s King County Board of Health meeting, King County Council member Kathy Lambert, whose district includes Duvall, North Bend, and Snoqualmie, said she won’t support the regional authority “until I see a plan that acknowledges that each part of of this county has a very different idea of where they want to be and what they want to look like, and I’m not seeing that yet.”

Support The C Is for Crank
Sorry to interrupt your reading, but THIS IS IMPORTANT. The C Is for Crank is a one-person operation, supported entirely—and I mean entirely— by generous contributions from readers like you. If you enjoy the breaking news, commentary, and deep dives on issues that matter to you, please support this work by donating a few bucks a month to keep this reader-supported site going. I can’t do this work without support from readers like you. Your $5, $10, and $20 monthly donations allow me to do this work as my full-time job, so please become a sustaining supporter now. If you don’t wish to become a monthly contributor, you can always make a one-time contribution via PayPal, Venmo (Erica-Barnett-7) or by mailing your contribution to P.O. Box 14328, Seattle, WA 98104. Thank you for keeping The C Is for Crank going and growing. I’m truly grateful for your support.

On the flip side, at a meeting of the Seattle City Council’s special committee on homelessness last Friday, city council president Bruce Harrell asked whether the Navigation Team, which (as I reported earlier this month) is not moving over to the new authority, will expand its operations outside the city or otherwise coordinate with other cities who have employees doing similar encampment-clearing functions. (In reality, the Navigation Team is fairly unique regionally and the equivalent agency in most other cities is the police). “I assumed we were trying to model some consistency overall—am I missing something?” Harrell asked.

Tess Colby, Mayor Jenny Durkan’s homelessness advisor, responded that the charter creating the new authority will allow for “subregional planning, which is a way for the regional authority to engage in the various regions across the county and be in dialogue about what homelessness looks like in different parts of the region and how it’s being addressed.” Specifically, the charter says that the kinds of services each sub-region of the county can vary depending on “local needs, priorities, and solutions.”

2. The other issue that came up this week was whether the city of Seattle might be paying more than its fair share of the cost to set up and, at least initially, fund the authority. The numbers HSD director Jason Johnson and National Innovation Service consultant Marc Dones presented to the council committee on Friday showed the city spending $1 million in startup costs next year (and $282,000 in “ongoing costs” beginning the year after that), including more than $800,000 in moving and office costs and $130,000 for a headhunter to find the $217,000-a-year executive director for the new authority. The city would also be responsible for paying that director’s salary, plus the salaries of his or her chief of staff ($166,000 in 2021), two deputy directors ($189,000 each), and a human resources manager ($163,000).

“I’m concerned that city paying all the costs in that first year is going to create an expectation” that the city will continue to pay all the costs in the future, city council member Lisa Herbold said. “You say that there’s an expectation that there’s going to be future cost sharing around the costs of personnel, and I don’t see that indicated anywhere.

The county, in contrast, would contribute tenant improvements in the county-owned Yesler Building, where the new authority will be located, and provide free rent, at a total value of about $1 million for “tenant improvements” and $455,000 for the use of the sixth floor of the building, which has been vacant. (Seattle Department of Human Resources director Bobby Humes described the tenant improvements as “wifi, new paint, a conference room [and] an ample restroom environment,” among other things.)

“I’m concerned that city paying all the costs in that first year is going to create an expectation” that the city will continue to pay all the costs in the future, council member Lisa Herbold told Johnson on Friday. “You say that there’s an expectation that there’s going to be future cost sharing around the costs of personnel, and I don’t see that indicated anywhere. I think that’s something that would be important to memorialize.” Council member Sally Bagshaw added that she wasn’t sure the city should be spending $130,000 for a headhunter to do a national search for the director of the new authority. “I have to say that I would rather have somebody local,” she said. “I would frankly rather have a team that knows people who are already working in our city, county, and region.”

Other issues that came up Friday included the need for human service provider representation on the board that will actually govern the new authority, the fact that capital funding for permanent supportive housing is supposed to stay with the city while operating funds for that same housing move to the new authority, and when people can actually start moving into the new building—Johnson said it will be “ready” in December, but that because “December is a heavy month for many of our employees” the actual move won’t happen until March.

3. KOMO police-beat reporter Jennifer Sullivan, who previously covered the police department for the Seattle Times, has taken a job as a strategic advisor in the  Seattle Police Department, The C Is for Crank has learned.  An SPD spokesman would not comment about how the department decided to hire the former reporter, and a mayoral spokeswoman told me the mayor had nothing to do with the hire—even emphasizing in a followup email, “the Mayor’s Office was not involved in the hiring of Jennifer Sullivan.” According to the most recent Seattle employee salary database, Sullivan is making just under $120,000 a year.

Sullivan’s recent stories for KOMO have included pieces on slow 911 response times, recruitment problems at SPD, and police officers’ efforts to get raises in their recent contract, which some reform advocates now want to reopen. Sullivan’s husband, according to a 2018 Seattle Refined profile, is a police officer in Lynnwood .

Sullivan did not respond to a request for comment; her LinkedIn and Twitter pages still identify her as a KOMO reporter.

4. 

Long-Awaited Details of New Regional Homelessness Authority Announced, Though Many Questions Remain Unanswered

King County Executive Dow Constantine and Seattle Mayor Jenny Durkan announced some key details about a long-planned regional homelessness authority Wednesday morning, including how much funding the new entity will received from the city and the county, how it will be governed, and which functions of the city’s Human Services Department will be shifting to the new authority and which ones will be staying at the city. The regional authority will effectively consolidate most of the county and city’s homelessness investments into a single agency, and replace existing agencies including All Home and the city’s Homelessness Strategy and Investments division, which is part of the Human Services Department.

“We’re not saying this is the solution or a panacea,” Durkan said, “but we know what we’ve done before has not worked. What you see today is everybody joined in one cause, together.” Standing behind Durkan and Constantine were retiring Position 7 city council member Sally Bagshaw, representatives from several suburban cities, King County Council member Jeanne Kohl-Welles, human service providers and several formerly homeless individuals.

The new authority will be funded by $73 million in city dollars and $55 million from the county (including a total of $42 million in federal grants to both). Structurally, the agency will be a public development authority governed by an 11-member board consisting of still-unidentified “experts” that will include three people with “lived experience” of homelessness. (The board will be overseen by a separate steering committee that includes the mayor and county executive, along with other local officials). The agency will be charged with issuing and administering all contracts for homelessness services.

For Seattle, the biggest change will be the eventual dissolution of the city’s Homelessness Strategy and Investment Division, which oversees the city’s existing response to homelessness, including shelters, transitional housing, outreach, and services associated with permanent supportive housing. Both the Navigation Team (which removes homeless encampments from public spaces) and the actual construction of permanent supportive housing will remain with the city’s Human Services Department. The new authority will issue contracts to human services providers directly, work that was previously performed by the separate city and county governments.

Support The C Is for Crank
Sorry to interrupt your reading, but THIS IS IMPORTANT. The C Is for Crank is a one-person operation, supported entirely—and I mean entirely— by generous contributions from readers like you. If you enjoy the breaking news, commentary, and deep dives on issues that matter to you, please support this work by donating a few bucks a month to keep this reader-supported site going. I can’t do this work without support from readers like you. Your $5, $10, and $20 monthly donations allow me to do this work as my full-time job, so please become a sustaining supporter now. If you don’t wish to become a monthly contributor, you can always make a one-time donation via PayPal, Venmo (Erica-Barnett-7) or by mailing your contribution to P.O. Box 14328, Seattle, WA 98104. Thank you for keeping The C Is for Crank going and growing. I’m truly grateful for your support.

The new authority will not come with any additional funding for homelessness. Both Durkan and Constantine said this morning that a regional organization will create “efficiencies” that will allow the region to use its limited homelessness dollars more effectively, rather than passing a new funding source like the $275 million property tax levy former mayor Ed Murray proposed, then abandoned, in 2017, or the 0.1 percent sales tax increase Constantine and Murray proposed, then abandoned, later that same year. This morning, Constantine said that he was “very optimistic that this new structure will allow us to marshal all of our resources in the region to be more effective in addressing homelessness” even in the absence of more money to solve the problem.

Auburn Mayor Nancy Backus, whose city is not yet a party to the agreement, added, “Hopefully the days of sitting in meetings and at the end of them, saying, ‘How many people did we house during the meeting?’ ha[ve] come to an end. Working together is what’s going to make this happen.”

In 2017, the city held a competitive bidding process for homelessness contracts for the first time in more than a decade, a change city officials touted at the time as a way to hold service providers accountable for moving people from homelessness to permanent housing. Asked whether the new authority would hold contractors to the same set of standards, director Jason Johnson said that the contract between the city and the regional authority “will say, ‘Here’s $70 million, and here’s our expectation with those $70 million. [We’re going to] make sure that the governing board is really clear about … what the expectation will be.”

The city’s homelessness division will be phased out over the next year, starting as early as December, when HSD and county employees (along with All Home, the county’s coordinating agency for homelessness) will move their operations to the county-owned Yesler Building in Pioneer Square, according to internal memos. Once the process of setting up the regional agency is complete, All Home will fold and all city employees “on loan” to the new agency will take permanent jobs at the new authority, find new jobs at the city, or face layoffs. The new regional authority, according to Johnson, will take over the annual Point In Time Count of people experiencing homelessness as well as running the county’s coordinated entry program‚basically the front door to the homelessness system.

In a 2018 survey, employees of the city’s homelessness division reported feeling unappreciated and ill-informed about management decisions. Today, Johnson said he would do his best to “offer as much information as possible to employees” who will be impacted by the changes announced today. The city’s three-part transition plan for existing homelessness division workers shows employees being hired by the regional authority, transferred into other city jobs, or “transitioned” out of the department by April of next year.

The legislation setting up the new regional authority still has to be approved by both the Seattle City Council and King County Council. The latter, of course, includes Republicans and representatives of cities that are not being included in the plan who do not support the idea of a new regional bureaucracy overseeing homelessness. This morning, King County Council member Reagan Dunn issued a statement opposing the plan, saying, “This new layer of government would be undemocratically structured, lack representation of suburban cities, and be yet another expense on taxpayers. The homelessness crisis won’t be solved by pushing Seattle’s failed policies to the surrounding region.”

Dunn’s colleague Kohl-Welles said she hadn’t heard widespread opposition on the council, but added “I don’t know, standing here, that we’ll have unanimity as a council. I think there likely will be amendments as the legislation goes through the deliberative process, [but] I have not heard any other council member come out and say, ‘I am opposed to this.’ It’s more, ‘I’d like to learn more about it. I have some concerns but I don’t know the details yet.'”

 

Morning Crank Part 1: City Acknowledges Navigation Team Rarely Provides Services or Outreach

1. Seattle Human Services Department director Jason Johnson acknowledged that the city’s Navigation Team is now dedicated primarily to removing tents and people from public spaces, rather than providing outreach and services, at a meeting of the city council’s special committee on homelessness on Monday.

In an update on the work of the Navigation Team—recently expanded to include two new “system navigators” after the nonprofit that had been trying to connect homeless people living in encampments to services, REACH, said it would no longer participate in removals—Johnson told council members that “most” of the people the Navigation Team encounters when clearing out encampments “are complying, meaning they are moving themselves and their belongings out of the right-of-way and are not engaging in a services conversation with the system navigators.” The navigators were supposed to replace REACH outreach workers, who stopped participating in removals when it became clear that their presence was harming their ability to build trust with unsheltered people traumatized by frequent sweeps.

This is hardly surprising—under new policies implemented by Mayor Jenny Durkan, the Navigation Team now focuses overwhelmingly on removing “obstruction” encampments without providing any prior notice or outreach, which tends to engender hostility and mistrust—but it was an unusually blunt acknowledgement of the facts on the ground.

Deputy Mayor David Moseley added that the city has no problem with people living outdoors—they just aren’t allowed to have any possessions that would make it slightly safer for them to do so. “Our mantra has been, it’s perfectly fine for you to stay here, but your equipment that’s obstructing the public right-of-way can’t.” (He clarified that by “equipment” he meant things like “your tent that is obstructing a wheelchair.”) Tess Colby,  the mayor’s homelessness advisor, added that homeless people had been “taking over” dugouts, picnic areas, and P-Patches, and the Navigation Team’s goal is to “get the public spaces back for public use.” In other words, unsheltered people are allowed to exist in public spaces, but they can’t have any type of shelter from the elements—a  view that may comply with the recent 9th Circuit ruling that homeless people have a right to sleep, but is somewhat at odds with Maslow’s hierarchy of needs.

In any case, there aren’t enough places for people to go. Even leaving aside the fact that directing traumatized people to mats on the ground hardly qualifies as”outreach and services” most people living unsheltered require, the Human Services Department’s own numbers, which they also presented Monday, show that there are, on average,  only 17 beds of any kind available to the Navigation Team. Last month, the Navigation Team referred a total of 18 people to shelter, according to the city’s data.

2. NEW at 1pm Tuesday: On Tuesday, the city’s LGBTQ Commission sent a letter to Mayor Durkan and the council criticizing the recent increase in encampment removals, including the sharp increase in removals with no notice to residents. Citing reporting by this site, the commission wrote, “The current policy of encampment removals does nothing to solve the underlying issues that lead to homelessness, and instead this escalation seems to be a way to make it appear that the city is taking action versus gathering the political will to raise revenue to support real change.” Noting that LGBTQ+ and other marginalized people are more likely to become homeless, the letter continues, “Until there are adequate numbers of safe short-term beds available, there is a significant risk that folks whose tents are confiscated or destroyed in an encampment removal will have even less shelter from the elements than they had before.”

3. Also at Monday’s meeting, Johnson confirmed that the “see a tent, report a tent” posters that made the social-media rounds last weekend were not produced by the city, but added that the city does consider the Find It Fix It app an appropriate place to report people experiencing homelessness to the Navigation Team. “If there is someone you’re concerned with who is sleeping outdoors it is also a way to get that on the Navigation Team’s radar,” Johnson said. “It is through the Find It Fix It app that we can be alerted to someone who is in distress and may be in need of services.”

Council member Teresa Mosqueda asked Johnson to clarify that reporting tents is not the intended use of the app. “What is our response to people who have used the app in this inappropriate way?” she asked. “You can use the Find It Fix It app to report all sorts of inappropriate things,” Johnson responded.

As I reported last month, 20 percent of all illegal dumping reports made through the app are recategorized as illegal camping and referred to the Navigation Team.

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Morning Crank: City Homelessness Director Resigns, Offers New Explanation for Decrease In 72-Hour Encampment Removals

1. Seattle Human Services Department deputy director Tiffany Washington, who heads up  the Homeless Strategy and Investment division within the city’s Department of Human Services, has submitted her resignation to interim HSD director Jason Johnson, the C Is for Crank has learned. As I reported on Twitter Wednesday morning, Washington will be taking a new position as deputy director at the city Department of Education and Early Learning starting on September 18.

The news, which was just announced to HSD and DEEL staff late Wednesday morning, comes at a tumultuous time for the division, whose functions will be at least partly subsumed by a new regional agency that is supposed to launch later this year. Parts of the homelessness division are currently undergoing reorganization, and staffers are experiencing “a lot of anxiety” because “they don’t know where their jobs are going to be or what’s going to happen to them” as part of the regional consolidation of county and city homelessness services, says Shaun Van Eyk, a union representative for PROTEC17, which represents about 3,000 city workers.

Many positions at HSI are currently vacant, including the job of division director, which was Washington’s title until she was promoted to deputy director in 2018. One in three positions in the grants and contracts section, which prepares and administers contracts with human services providers, is currently empty.

In an email to homeless service providers, Johnson announced Washington’s resignation “with great gratitude and sadness” and cited a number of accomplishments during her two years heading up the homelessness division: heading up the first year of competitive contracting for homeless service providers, including a controversial “performance pay” provision that docks human service organizations for failing to meet predetermined performance metrics; opening new tiny house village encampments; expanding the Navigation Team, a group of police officers, data crunchers, and city outreach and cleanup workers; and increasing the number of shelter beds.

But Washington also presided over a time of low morale within her division. In to an employee survey released earlier this year and first reported here, homelessness division employees reported feeling left out of major decisions, unheard by management, and uninformed about matters affecting them. At the time, Johnson was seeking permanent appointment to the position and was facing intense scrutiny, much of it coming from HSD employees who felt Johnson was insensitive to racial dynamics at HSD and demanded a transparent and competitive hiring process. Less than a month after the survey was released, it became clear that Johnson did not have the council votes to secure a permanent appointment, and Mayor Jenny Durkan pulled his nomination, saying that he would continue filling the role in a technically interim capacity through at least 2020 (Durkan’s term ends in 2021).

Johnson’s email to service providers Wednesday concluded by noting that “Currently, there is a job posting open for a Division Director to help carry this work forward for the next year. Please recommend this opportunity to those in your network who might be interested.”

In an email, HSD spokeswoman Meg Olberding said the department’s top priority was filling the long-vacant Division Director position, and that once that happens, the department will “evaluate any other needs, as we also continue to move on the regional authority work. Each open position will be evaluated on a case-by-case basis.”

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2. Washington’s imminent resignation was not yet public knowledge (nor were all council members at the table aware it was coming) on Tuesday, when she presented the latest quarterly report on the Navigation Team’s progress at the city’s civil rights committee meeting. I wrote about the report, which helped to confirm my own reporting that the Navigation Team is now primarily removing “obstruction” encampments that do not require advance notice or offers of services,  back in May.

Council members pressed Washington to explain why the Navigation Team has shifted its focus away from what Washington called “72-hour cleans”—encampment removals in which residents get 72 hours’ advance notice, plus access to one of the enhanced shelter beds that are set aside for Navigation Team referrals. Initially, Washington questioned whether this shift was even happening (“you’re saying that there are less 72-hour cleans than there were at this time last year; I don’t know if that’s true,” she said—an assertion that prompted committee chair Lisa Herbold to respond, “It’s 95 percent”). Then she said the team has shifted away from doing 72-hour removals because there simply aren’t enough “viable shelter options” to offer beds to all the people living in encampments who might want to move inside. “The number of shelter beds that are available dictate the number of 72-hour cleans,” she said. On a typical night, according to the quarterly report, there are 17 shelter beds available exclusively to the Navigation Team.

Update: HSD spokeswoman Olberding says Washington’s intent was not to suggest any relationship between the reduction in 72-hour removals and the increase in removals of “obstruction” encampments, which she says “are occurring at a higher rate to address encampments that consistently impact the public’s ability to safely access rights-of-ways and open spaces.”

Last month, the head of the Navigation Team, Sgt. Eric Zerr, told me that Mayor Jenny Durkan “really wants us to focus on right-of-way and parks,” adding that the change should not be attributed to “anything except for shifting around some priorities.” And Mark Prentice, a spokesman for the mayor’s office, said the increase didn’t represent “a new trend,” but was part of a “long-term and concentrated focus by the team to remove obstructions that are impacting the public’s ability to safely access rights-of-way, such as sidewalks and mobility ramps.”

Morning Crank: Perverse Incentives

FEMA tent in New Orleans via Wikimedia Commons

1. Interim Human Services Department director Jason Johnson looked visibly shaken at a meeting of the city council’s special committee on homelessness and housing affordability this past Monday, hours after Mayor Jenny Durkan announced that she was pulling his nomination to serve as permanent director. Johnson’s inability to secure council approval came up only once during the meeting—committee chair Sally Bagshaw mentioned briefly that “I know that today is a tough day in particular”—but the fact that he is serving without council approval will almost certainly be a factor in his relationship with the council at least through the next council election.

Although Durkan has the authority to keep Johnson on as an interim director indefinitely, council member Lorena González said this week that he will need to answer some of the questions that were raised during his appointment process about the culture at HSD and the relationship between management and employees. (A recent survey of HSD staff found that employees, especially those in the homelessness division, felt unappreciated, unheard, and out of the loop).

“Regardless of what [interim Human Services Department director Jason Johnson’s] title is, whether he’s permanent or interim, I think he has a responsibility to address the concerns that are being expressed by the people that we ask to do this hard work day in and day out.” —Council member Lorena González

“Regardless of what his title is, whether he’s permanent or interim, I think he has a responsibility to address the concerns that are being expressed by the people that we ask to do this hard work day in and day out in HSD,”  González told me. “The HSD director serves at the pleasure of the mayor. The mayor is his direct supervisor. And as a council member, it’s my expectation that the mayor provide Jason with the direction and the support he needs to be able to address some of the reasonable, legitimate concerns that I heard from HSD employees about the culture” of the department.

2. The subject of Monday’s meeting was how the city measures “success” among homeless service providers and when and how HSD will provide publicly accessible information about its performance metrics and how well providers are meeting them. As council member Teresa Mosqueda noted, the council has been requesting a “dashboard” showing which programs are working and which are underperforming. Johnson noted that while the city has been “laser-focused” on “exits from homelessness”—a term that refers to the number of exits from programs that get logged in King County’s homeless tracking system—”there is also debate about whether that is the right metric to pay attention to,” or whether returns to homelessness—a term that refers to people who leave the homelessness system in King County and then reenter the homelessness system in King County—is a better measure.

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However, members of a second panel, which included representatives from Family Works, Solid Ground, and the Public Defender Association, pointed out that the “returns to homelessness” metric is incomplete, and may actually discourage providers from accurately reporting information about those they serve. “When we look at returns to homelessness, I think it’s an important metric to look at, but we also have to keep in mind that it is an inaccurate number, because it only includes people that are coming back into homelessness that then go into another program” in King County, Solid Ground’s Shannon Rae said. “Folks that returned to the street and [are] not actually accessing other services… don’t show up” in the system—that is, the city may be counting them as “successes” when they have simply given up on trying to use local services. Additionally, a lot of the folks who Solid Ground serves end up homeless in neighboring counties, “so we’re not capturing all the returns to homelessness,” Rae said. On the flip side, she said, service providers get dinged by the new performance metrics—which determine whether agencies receive full funding or have a portion of their funding withheld by the city—when families decide to move in with other people, go into transitional housing, or do something else that’s “best for them” but doesn’t count in the system as an “exit to permanent housing.”

Lisa Daugaard, director of the Public Defender Association, added that the current measures of “success” create a perverse incentive for providers to serve people who are the easiest to serve, because clients who are the hardest to house—for example, chronically homeless men with severe addiction and criminal records related to that addiction—are also, by definition, the ones who are the least likely to result in “success” by the city’s measures. (They also tend to rank lowest on the county’s “vulnerability index,” putting them at the back of the line for housing and services.)

Instead of rewarding providers who manage to get the most difficult-to-serve people into better living situations, the city penalizes and rewards providers on the basis of how many bodies they get into permanent housing, without regard for the difficulty of housing certain populations, and no matter how much impact they have on neighborhoods, property crime rates, and the kind of general “disorder” that was highlighted (sensationalistically and misleadingly) in KOMO’s viral “Seattle Is Dying” report. As a result, Daugaard said, service providers end up “run[ning] away from the most difficult folks out there” for fear of getting dinged. “We should flip that on its head.” That, in fact, is one of the key recommendations homelessness consultant Barb Poppe made in 2016, when she advised the city of Seattle to “[p]rioritize for housing interventions those families and individuals who have the longest histories of homelessness and highest housing barriers” even if they don’t score highest on the vulnerability index.

The city did not put this recommendation into practice, and continues to penalize human service providers for falling short on five measures, which include exits to housing and returns to homelessness. This year, 20 of 46 service providers with HSD contracts failed to meet HSD’s standards and had 12 percent of their funding temporarily withheld by the city. “Financial incentives in contracts to do hard and important work should be true incentives rather than penalties,” Daugaard said Tuesday. “This really was one of the important national realizations in No Child Left Behind”—the George W. Bush-era law that withheld funding from schools that failed to meet testing-based performance standards—”that taking money away from  an institution that’s struggling to do hard work is generally not the best way to improve their ability to do that work.”

3. The question of how to measure success was on my mind when I watched a District 6 city council candidate forum held by the activist group Speak Out Seattle on Tuesday night. The questions for this forum, which featured ten of the candidates running for the Northwest Seattle’s seat, were similar to those at previous SOS forums—written, generally speaking, in a way that implied that homelessness is a choice caused primarily by the decision to become addicted to illegal drugs, and that the most effective solutions to homelessness tend to involve some kind of involuntary commitment. (One question at a recent SOS forum, written by an audience member and read verbatim by KIRO Radio’s Mike Lewis, was: “How do you plan to get the drug-using free campers off the streets? Will you enforce current ordinances about vagrancy, littering, public urination, [and] public drug use?”) Such questions can provoke interesting discussions if candidates are willing to pivot (as council member Lisa Herbold did, skillfully, at SOS’s forum in District 1); but sometimes they’re just the wrong questions.

A good case in point was a question at Tuesday’s forum, about whether the candidates would support erecting “FEMA-style tents or other emergency-type shelters to get people out of their vehicles”—which, practically speaking, would mean leaving their cars or RVs behind.

The assumption behind this question, as well as the city’s outreach to people living in vehicles, is that rational people will give up their last asset for a mat on the ground. The reason this is the wrong framing is not only because this isn’t what rational people will do—given the choice, most people would prefer the autonomy and relative dignity of sleeping in their own vehicle—but because people living in their vehicles consistently say that they don’t want to give them up to move into a shelter. When outreach workers (or policy makers, or candidates for office) offer a mat on the ground in a large group tent as an “alternative” to vehicular living, they’re actively insulting people living in their cars by ignoring their wishes. This is dehumanizing, and if you don’t care about that, it also doesn’t work. People experiencing homelessness, like people who are housed, do things for reasons, and when we listen to those reasons, we can craft solutions that actually help.

Creating safe lots for people living in their cars is a much better option than taking people’s cars away and relocating them into camps, because it respects people’s stated wishes and doesn’t require them to give up their last remaining asset, which happens to double as their home. (Someone living in their car could, theoretically, stay in a shelter as long as they make sure to return to their car and move it every 72 hours, but it’s pretty hard to justify adding another poverty chore to the long list faced by people existing on the margins of society, just because we don’t think people should sleep in cars.) And there’s another reason safe lots make more sense than FEMA tents, too: People living in vehicles tend to need fewer services than chronically homeless folks or those who run a circuit from treatment to shelter to jail. Given limited resources, it makes little sense to pour millions into “wraparound services”—another popular buzzword among the candidates at Tuesday’s District 6 forum—for people who really just need some help paying rent.

HSD Director Nomination Stalls Out; Library Levy Moves Forward

1. The nomination process for interim Human Services Department director Jason Johnson appears to be stalled due to a lack of support from city council members, who have the final say on mayoral department director nominations. It’s unclear whether or when the city council will revive the confirmation hearings.

Last week, council member Sally Bagshaw canceled a scheduled meeting of the council’s select committee on homelessness and housing affordability, which included consideration of Johnson’s nomination, and has not rescheduled it. Some council members were reportedly unsatisfied with Johnson’s responses to their questions about inclusivity, Johnson’s personal commitment to race and social justice, independence, and his vision for the department.

Mayor Jenny Durkan has been criticized by HSD’s own internal Change Team (which leads the department’s implementation of the Race and Social Justice Initiative), as well as the Seattle Silence Breakers and the Seattle Human Services Coalition, for nominating Johnson without a “transparent and inclusive process” for selecting a new HSD leader. Earlier this year, city council member Kshama Sawant proposed a resolution to halt Johnson’s nomination and start a new search for a new HSD director. That resolution failed, with Sawant, Mike O’Brien, and Teresa Mosqueda casting the dissenting votes. But concerns about the process and about whether Johnson is the right person for the job seem to have grown since the council began holding hearings in March.

At the most recent committee meeting, on March 28, Johnson attributed the results of a survey showing widespread dissatisfaction among HSD employees, particularly those in the homelessness division, to the “instability” and “immense change” that comes with every new mayoral administration. Johnson also responded to questions about whether he’d be “independent” from Durkan—first saying that the department always employs “evidence-based strategies,” then acknowledging that he wouldn’t say it’s “my way or the highway” if Durkan disagreed with his recommendations on an issue. Council president Bruce Harrell then asked Johnson if he had considered the ways in which white privilege had greased his path to the nomination. Johnson said yes, he was aware “that I was going to have a much easier time” than his African-American predecessor, Catherine Lester, then noted that Lester  “brought me to this organization and… when she resigned and was talking about next steps, offer[ed] her full confidence in my abilities to the mayor.”

Mayor Durkan’s office declined to answer questions about the nomination process or the reason for the delay. They also repeatedly requested the names of specific council members opposed to Johnson’s nomination.

An audit earlier this year concluded that HSD is not doing enough to coordinate the efforts of the agencies that do outreach to unsheltered people; has failed to identify and prioritize people who have recently become homeless for the first time; does not provide nearly enough restrooms or showers for the thousands of people sleeping  outdoors throughout the city; and does not have a good system in place for evaluating the success of the city’s response to homelessness. (Last year, the city and county announced plans to create a new, merged agency to address homelessness, which could help address concerns about coordination; at the same time, the lack of certainty around what that agency will look like, and where current HSD employees will fit in the new structure, has likely contributed to low morale in HSD’s homelessness division.)

It’s unclear exactly how many council members would vote against Johnson if his nomination came up for a vote today (Sawant, of course, looks like a pretty hard no), but sources inside and outside city hall say that he does not currently have the votes to secure the permanent appointment. Johnson has served on an interim basis for nearly a year—a fact to which Durkan has pointed as evidence that he’s qualified for the permanent position.

Bagshaw, who would have to reconvene the committee to revive the nomination process, said she had no comment “yet” about the nomination, and other council members declined to speak on the record.

Support The C Is for Crank
If you like the work I’m doing here, and would like to support this page financially, please support me by becoming a monthly donor on Patreon or PayPal.  For just $5, $10, or $20 a month (or whatever you can give), you can help keep this site going, and help me continue to dedicate the many hours it takes to bring you stories like this one every week. This site is funded entirely by contributions from readers, which pay for the time I put into reporting and writing for this blog and on social media, as well as reporting-related and office expenses.  If you don’t wish to become a monthly contributor, you can always make a one-time donation via PayPal, Venmo (Erica-Barnett-7) or by mailing your contribution to P.O. Box 14328, Seattle, WA 98104. Thank you for reading, and I’m truly grateful for your support.

2. The council added several million dollars to Durkan’s proposed $213 million library levy Wednesday and moved it one step closer to the ballot. The special committee on the library levy adopted the proposal after adding amendments that will, if the levy passes, expand the bilingual “Play and Learn” early-literacy program ($2.1 million); keep branch libraries, but not the downtown library, open an additional hour every day ($2.5 million); and add a youth services support social worker and a part-time case worker to do outreach to library patrons experiencing homelessness ($1.1 million). A couple of amendments that didn’t make it into the legislation: A study that would look into the feasibility of locating child-care facilities at library branches, and funding for two additional security officers.

The levy proposal goes to the full council next Monday, April 22.

For the basics on the levy, which would add library hours and eliminate library fines, check out my primer at Seattle magazine.

Afternoon Crank: More Precise Homelessness Exit Numbers, More Library Levy Asks

1. After initially saying it would require a “700-page PowerPoint” to explain how many actual people moved from homelessness into housing last year, the city’s Human Services Department has done just that, producing numbers from 2017 and 2018 that show precisely how many households and how many individual human beings have exited from city-funded homelessness programs.

In her State of the City speech, Mayor Jenny Durkan claimed the city had “helped more than 7,400 households move out of homelessness and into permanent housing”; after I reported that this number actually accounted for exits from programs rather than “households,” resulting in duplication,  HSD’s deputy director suggested that the actual number mattered less than the trajectory; “no matter how you look at it, it’s getting better,” she said. On Tuesday, at a meeting of the council’s human services committee, interim HSD director Jason Johnson confirmed another way households could be duplicated—if someone exits from a shelter with a rapid rehousing voucher, then uses the voucher until it runs out, that person counts as two “exits.”

This number is a far more precise (though still imperfect) way of looking at exits from homelessness. And it actually confirms HSD’s contention that the city’s focus on new strategies such as enhanced shelter, with case management and services, is paying off. In 2018, HSD-funded programs helped move 3,559 households, representing 5,792 individual people, into housing from homelessness. That’s an increase from 2017, when HSD-funded programs moved 3,374 households, representing 4,447 people, into housing. (The numbers in the chart HSD provided when I requested year-over-year data, below, don’t quite add up because 36 households used homeless prevention programs and, at another point in the year, were homeless and then exited from homelessness. And, as Kshama Sawant’s aide Ted Virdone confirmed ) City-funded homeless prevention programs served 71 fewer people last year than in 2017, which HSD spokeswoman Lily Rehrman attributes to the fact that six prevention programs—Chief Seattle Club Prevention, Mother Nation Prevention, Seattle Indian Health Board Prevention, St. Vincent de Paul Prevention, United Indians Prevention, and Somali Youth and Family Club (SYFC) Prevention—were new last year.

HSD’s presentation to the council committee earlier this week also showed that the while the total number of basic shelter beds declined by 296, the total number of shelter beds overall went up by 366, thanks to 662 new enhanced shelter beds—a term that, according to the city, refers to shelters with “extended or 24/7 service” that offer “many services” such as meals, storage, and case management.

2. The city council’s special library levy committee had its first evening hearing on the details of Mayor Jenny Durkan’s proposed $213 million levy renewal Thursday night, and the conversation was almost entirely free from the topic that dominated the committee’s discussion on Monday: Whether the library should do away with fines for late returns, which disproportionately impact people in the city’s most diverse and least wealthy areas.

Despite what certain radio talk-show hosts and the Seattle Times editorial board might have you believe, there was no evidence of public outrage at the idea that kids might no longer punished for failing to return their books on time. Instead, most public commenters spoke about about the importance of the library in general (one speaker, historian Paula Becker, described how important the library was as a refuge for her late son, Hunter, during his active heroin addiction) or in favor of specific programs they used, like a book club for people with sight impairment. (Council president Bruce Harrell, who suggested earlier this week that fines send an important message about civic responsibility, did get in one plug for fines as a way to pay for some of the items his colleagues have suggested adding to the proposal). The bulk of the meeting was about five proposed amendments that would increase the cost of the proposal, and other ideas that aren’t formal amendments but could add millions more to the plan.

Those amendments include:

• A proposal by council member Lorena Gonzalez to fund existing programs for kids under 4  and youth through high school with levy funds, rather than through the Seattle Library Foundation, at a cost of $4.2 million over seven years;

• An amendment by council member Mike O’Brien to keep libraries open one hour later on weeknights throughout the system (on top of the additional hours in Durkan’s proposal, which would add morning and evening hours to three branches and open four libraries on Fridays), at a cost of $6.2 million over seven years;

• An proposal by council member Teresa Mosqueda to study the feasibility of co-locating child care services at library branches, at an unknown cost;

• Another proposal by Mosqueda that would add two more security officers to the library system, bringing the total from 19 to 21, at a cost of $1.3 million over seven years; and

• A final proposal by Mosqueda to fund three more case managers and a youth services support worker from the Downtown Emergency Service Center to connect patrons experiencing homelessness to housing and services, at a cost of $2.1 million over seven years.

In addition, the council will consider adding more funding for digital materials like e-books to reflect their rising cost; adding air conditioning and/or elevators at the Columbia City, Green Lake, and University branches; funding a small new South Lake Union library branch in the new Denny Substation.

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If you like the work I’m doing here, and would like to support this page financially, please support me by becoming a monthly donor on Patreon or PayPal.  For just $5, $10, or $20 a month (or whatever you can give), you can help keep this site going, and help me continue to dedicate the many hours it takes to bring you stories like this one every week. This site is funded entirely by contributions from readers, which pay for the time I put into reporting and writing for this blog and on social media, as well as reporting-related and office expenses.  If you don’t wish to become a monthly contributor, you can always make a one-time donation via PayPal, Venmo (Erica-Barnett-7) or by mailing your contribution to P.O. Box 14328, Seattle, WA 98104. Thank you for reading, and I’m truly grateful for your support.

City council member Debora Juarez, who chairs the library committee, said the amendments “all make sense and are great, but that “we still have to be mindful that we are in levy mode; we are not in general budget mode. … We don’t want to put a poison pill where [the levy] goes down because taxpayers are not going to be comfortable” with the amount. “We’re not voting on a child care levy. We’re not voting on a public safety levy. We are voting on a library levy. So we have to keep that in mind.”

3. Learn to trust the Crank: As I first reported on Twitter yesterday, council member Juarez is King County Executive Dow Constantine’s pick to replace former council member Rob Johnson (who left the council before the end of his term for a job as the transportation planner for NHL Seattle). The King County Council will have to approve Juarez’s appointment (technically, she will represent North King County on the regional board). One question that will likely come up is whether Juarez, who fought tooth and nail for the N. 130th St. light rail station in her council district, will be able to broaden her horizons as a member of the regional Sound Transit board. Perhaps anticipating such questions, Juarez said in her announcement, “I plan on working as hard for the people of the tri-county Sound Transit service area as I do for my North Seattle district.”