Look for dependent eligibility verification information from Mercer
King County and its labor partners have engaged our trusted vendor Mercer Consulting to conduct a routine eligibility verification of the dependents enrolled in our health plans. If you cover a family member on your King County medical, dental, or vision plan, look for information from Mercer regarding the dependent eligibility verification process you are required to complete.
On June 18, Mercer sent instructions and your Audit ID by mail and email. These communications are legitimate—please do not delete. Use your Audit ID to access the Mercer Secure Website, where you can upload documentation and complete the verification process for each family member.
Documents proving eligibility for each enrolled dependent must be received by Mercer by July 29, 2024. Failure to do so will result in the dependent being removed from coverage on Sept. 30, 2024.
Dependent verification audits are conducted approximately every 5–10 years and are a best practice among employers to help manage regulatory compliance and rising health insurance costs.
For more information, see the FAQ, watch the Dependent Eligibility Verification Website Demo, or watch the overview video in English, Spanish, Russian, Vietnamese, or Simplified Chinese. If you have additional questions about this process or the eligibility of your covered family members, please contact Mercer at 866-703-3763.
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Downtown Customer Service Center receives BRG Innovation Award for Service
The Downtown Customer Service Center (CSC) has received the 2023 Best-Run Government (BRG) Innovation Award for Service. Congratulations to the Department of Executive Services (DES), Department of Public Health (DPH), Assessor’s Office, King County Information Technology (KCIT), the Executive Department, and all their partners for their commitment to Best-Run Government. This award recognizes workgroups and teams that have made progress on our customer service goals to prioritize customer-centered services, improve the customer experience, increase staff understanding of customer needs, and/or incorporate service practices and processes into their project.
With the closing of the King County Administration Building during the pandemic and a return to in-person customer service, a multi-department project team created a new CSC at King Street Center (KSC) that provides services for six County agencies in a safe, welcoming, and accommodating space. Since its opening in April 2023, thousands of customers have accessed services at the center.
According to Sanjay Varma, who project managed the CSC work, “the project team approached this work very intentionally. In 2021, we conducted extensive research to learn about our customers’ needs. We particularly sought feedback from people with disabilities and brought a community group on-site for a virtual tour. We set a goal to preserve the qualities that customers liked and address any shortcomings. KCIT and Performance, Strategy and Budget (PSB) led efforts to collect internal feedback from operations supervisors and frontline staff. All of this feedback informed the Facility Management Division’s (FMD) design decisions to co-locate services on the same floor, offer free parking, and install clear signage. As a result of these intentional decisions our customers have reported that the space is welcoming and safe, the service is efficient, and the staff is courteous and helpful.”
The CSC demonstrates many customer service wins for people in King County. Ken Guy, Finance and Business Operations Division (FBOD) Director says, “The new CSC provides a central one stop location enabling community members to efficiently pay their taxes and get questions answered, without waiting in long lines. Our survey from October 2023 indicated that 90% of our taxpayers were either satisfied or highly satisfied with their service. Our staff also enjoy working in a modern facility that inspires us to deliver the very best service to our taxpayers.”
Varma says, “Our culture at King County encourages us to strive to be a Best-Run Government. We took that to heart when we designed the CSC to support continuous improvement using two feedback mechanisms. Our digital queuing platform measures the customer experience quantitatively by capturing metrics for wait time, queue length, and time spent at the counter. Also, every customer receives an after-visit survey which helps us capture qualitative metrics and comments. Going forward, we will use both of these data sources to listen to the voice of the customer and translate changing customer needs into ongoing service improvements.”
The data is impressive:
- More than 42,000 customers visited the CSC and received in-person service, showing that customers felt comfortable returning to in-person service model following the pandemic.
- 90% of surveyed customers reported that it was “easy” to complete their task. Customers were delighted with short wait times.
- Customer surveys reported a 4.45 CSAT (Customer Satisfaction) score (on a scale of 5). Survey comments routinely assert that this is the best government customer experience that our customers have received in their lives.
Norm Alberg, Director of Records and Licensing Services (RALS) says, “I have been in public service for over 40 years, and I have seen dozens of public service centers and I can say that the new CSC is the most customer focused, customer friendly service environment I have ever seen; from the light, airy and welcoming environment, to the clear signage, comfortable furniture, to the simple service queuing system. It is a beautiful jewel for the County to proud of. All this is under-pinned by the amazing customer service professionals that provide the services day in and day. I am so proud to be affiliated with such a great operation.”
Executive Constantine launched the Best-Run Government Awards – formerly known as the Performance Excellence Awards – in 2018. Best-Run Government is our commitment to continuously improve the equity, efficiency, and effectiveness of how King County operates.
Robbie Gaskin, Chief Local Deputy Registrar says, “We’re thrilled to be recognized with the BRG Innovation Award for Service, celebrating our dedication to creating a warm and inviting environment where customers feel valued. Our staff shares in the excitement of providing quick and efficient service, enabled by our new location that includes electronic ordering kiosks. These innovations not only enhance accuracy in the ordering process but also streamline operations, resulting in faster processing times and ultimately, better customer service.”
Congratulations again to the CSC and its partners for modeling our True North and values, and helping to making King County a welcoming community where every person can thrive!
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Honoring Juneteenth with stories of community impact that move toward Black liberation
King County Executive Dow Constantine emailed all county employees on Wednesday, June 19, in recognition of Juneteenth and its profound historical and cultural significance for our nation.
Juneteenth recognizes the end of legal slavery in America, commemorating June 19, 1865, when Union soldiers arrived in Galveston, Texas, and informed people who were still enslaved that slavery had ended more than two years prior.
In his email Executive Constantine shared a new video highlighting the incredible work of four organizations that actively confronts the root causes of structural racism.
“I recently had the honor of meeting with four remarkable organizations whose approaches, programs, and services focus on healing and Black liberation, continuing the legacy of our namesake Reverend Dr. Martin Luther King, Jr,” Executive Constantine said in his email. “The featured organizations—Asé Theatre, Black Farmers Collective, the National Black MBA Association – Seattle Chapter’s Living Powerfully Experience, and the Tubman Center for Health & Freedom—are making significant strides through their work in arts, sustainable food systems, economic empowerment, and community-led healthcare.”
These organizations are just four of a total 130 grantees that were awarded in fall 2023 through the county’s partnership with The Gathering Collaborative to address Racism as a Public Health Crisis in King County. With the downpayment of the $25 million, The Collaborative aimed to acknowledge, support, and uplift the vital work being done by community leaders and organizations such as these that are the driving forces of equity, racial and social justice within our community.
“I invite you to watch the video and join us in honoring Juneteenth by sharing their inspiring stories and spreading the word about their impactful work.” Executive Constantine said. Watch the video.
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Seattle Pride Parade on June 30 and 2024 King County Pride shirts are now available for purchase
Pictured: Each Pride t-shirt will feature the 2024 logo centered on a light blue shirt.
March with your King County co-workers, friends, and families in the Seattle Pride Parade on Sunday, June 30. Plan to meet at King County’s staging area at Fourth Avenue between Seneca and Spring from 11:15-11:45 a.m. Once the King County contingent gets moving at 12:10 p.m., it takes about two hours to get to the end of the parade route. There will be fun swag for folks attending the parade as well as water for the contingent and a spot on the Metro Pride Bus in case anyone needs to rest.
Additionally, the cost of this year’s King County Pride t-shirt ranges from $16.89-$22.89, before tax. Sizes range from adult small to 6XL. Shirts are only available for pick-up at the Seattle Pride Parade on Sunday, June 30, from the Metro Pride Bus. If you are a Metro employee, your department already purchased shirts for the first 150 Metro employees who arrive at the Pride Parade.
Orders must be placed by no later than Monday, June 24.
- To place an order, visit www.donsgroupattire.com and click on “Uniforms” in the top navigation bar.
- You will then will be directed to the login page. Select “Create an account.”
- In the “Company Search” box, type in “King County” and select the option for “King County Pride” that appears.
- Complete the form to create an account.
- After an account is created, an activation link will be sent to the email used. Check for an activation email to activate the account. If you don’t receive the email, select the option to resend the activation link or check your junk/spam folder.
- After your account is confirmed, login to your account and select “Uniforms” to see the shirt available.
- Select the King County Pride shirt. There is only one option.
- Complete the order form and proceed to checkout.
- On the checkout page, select the “Pick up at Don’s” option. Do not add or choose the shipping option. Shipping is not available for these orders.
- Proceed to the next page to complete your payment.
All t-shirts will be available for pickup at the Seattle Pride Parade on Sunday, June 30, from the Metro Pride Bus.
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Executive Constantine proclaims June 19, 2024 as Juneteenth
King County Executive Dow Constantine has proclaimed June 19, 2024 as Juneteenth in King County, stating that “Juneteenth marks both the long, hard night of slavery and discrimination, and the promise of a brighter morning to come.”
“Juneteenth is a time for celebration, prayer, and gathering of the community, and organizations have the common mission to promote and cultivate knowledge and appreciation of Black history and culture,” he said in the Proclamation. “I urge all citizens to become aware of the significance of this celebration in Black History and in the heritage of our nation and County.”
Read the full proclamation below, or view it here.
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New programs bring music, mentorship, and business skills to King County’s detained youth
By Christina Lorella Kuzu, Communications Specialist with the Department of Adult and Juvenile Detention
The end of May and early June marked the beginning of three new youth programs at the Judge Patricia H. Clark Children and Family Justice Center (CCFJC) in King County, expanding services to youth in custody and allowing a plethora of additional opportunities for residents to spend time participating in group activities together with their peers.
Cocreative Culture
On Friday, May 18, Providence Kamana and Grady Mukanya of Cocreative Culture visited each of the units at CCFJC, presenting information to the youth about their organization, introducing themselves, and showcasing their musical talents.
The pair returned on May 24 and worked with four young people directly in the studio, teaching the techniques of both producing and recording music.
Providence shared the African philosophy of “Ubuntu,” a word that derives from the Zulu language and refers to the interconnectedness of humanity. The young people talked in a circle about what community meant to them, stating their names and the Ubuntu phrase, “I am because we are.”
Even while reviewing lyrics, Grady and Providence encouraged participants to select songs rooted in the concepts of interconnectedness and humanity; an idea that, at the end of the day, we aren’t so different from one another after all.
Youth who have demonstrated good behavior while in the facility have been invited to participate in this “studio” experience in future weeks, where they were introduced to, or will build upon, their songwriting, producing or recording skills on Friday evenings.
During sessions, youth will participate in groups of four and will attend in two-week rotations, allowing as many young people as possible to get a chance to partake in the program.
Anyone who is eligible and nearing their eighteenth birthday or who will be leaving the facility soon will be prioritized. Youth struggling with behavioral issues showed a desire to work on their behaviors, eager to improve their status with the hope of participating in future weeks.
Participants get to keep their work and take their recordings with them when they depart the facility. They also can have their music uploaded to their personal mp3 players while at CCFJC, providing them access to their personal art.
Cocreative Culture provides a variety of programs focusing on their mission to “improve, economic and environmental conditions for young people from historically marginalized backgrounds through our holistic approaches.”
Pro Se Potential
On Saturday, May 19, De’Vonte’ Parson, executive director of Pro Se Potential, visited the CCFJC, and spoke to youth in two residential units about his upcoming programming: Building a Brand and a Business 101.
He told the story of his own incarceration and the troubles he faced within the legal system, drawing in their attention and creating an instant connection. The teens were engrossed by De’Vonte’s past and his ability to overcome hardship following his time in custody, and furthermore, build a profit from telling his story.
De’Vonte’ shared that, through his program, he would help these young people learn how to shift their mindsets and develop vision boards as a blueprint for success in life. He let them know that they too, could follow in his footsteps to leverage their stories in building a personal brand that ties into their future businesses and that, if they chose to make the change, they could alter the trajectory of their lives.
Director Allen Nance stopped by to meet De’Vonte’, learn more about the new programming, and to engage in conversation with the youth.
De’Vonte’ will be working with two units each Saturday beginning June 8 for consecutive weeks before rotating to additional units.
Pro Se Potential offers a variety of programs to young people in the community, including the “Alternative Path Program.”
This program caters to youth who have been impacted by the justice system and are needing to complete diversion and/or probation requirements, or a stipulation for part of sentencing. It includes mentorship, a therapy program that rewards participants with incentives, resource navigation, and socio-emotional learning.
The Silent Task Force
A third organization, The Silent Task Force, visited the youth four times between the end of May and early June to share information about their programs and to introduce an abundance of programming their staff will be offering the youth.
Mona Chapman, Fayth Njenga, Malachi Crenshaw, and DaWan Dubois will be rotating shifts four times per week, offering young people programing in: Alternatives to Violence, Healthy Relationships, Artistic Expression, Independent Living Skills, Positive Personal Identity, Social Skills, Supporting Those Impacted by Community Violence, and more.
The youth engaged with Fayth, Mona, Malachi, and DaWan during their introductions, sharing information about what they liked to do in their free time. Their responses ranged anywhere from “chilling and driving,” to “soccer,” and “birdwatching.”
Many of the young people expressed an interest in learning more about developing healthy relationships in their lives and finding alternative ways to respond to violence.
DaWan’s story of his past incarceration and his ability to rise above through a construction apprenticeship program and build a successful career was intriguing to many residents, and there was quite a bit of interest from youth in further exploring future career paths.
They looked forward to getting started with The Silent Task Force in the coming days and weeks.
In addition to the above new programs, youth have access to the following programs, among others:
- Progress Pushers – Using the Credible Messenger framework to connect youth to mentors and much needed skills and opportunities. Five times per week.
- Pongo Poetry – Trauma-informed poetry writing workshops which use personal poetry to facilitate healing for youth coping with traumas, such as abuse, neglect, racism, and exposure to violence. Available weekly.
- Project Canine – Volunteer therapy dog teams provide youth with much needed care and affection. Three times weekly.
- Apoyo Program – Consejo Counseling and Referral Service’s trauma-informed treatment and care provide constructive alternatives to alcohol use, gang involvement and community violence includes skill building and youth development activities. Three times per week.
- First Sight Productions – Provides media literacy services to the youth.
- DAJD is working toward finalizing contracts with organizations that will teach creative writing, career exploration and financial wellness beginning in the summer months.
- Additional programs are on break for the summer months and will resume in the fall.
Residents also have access to weekly programs for pickleball, chess, a movie club, arts and crafts, yoga, and other constructive, pro-social activities, including time in the library.
Youth also attend school each weekday in a classroom setting with instruction provided by four teachers from Seattle Public Schools. During the school year, instruction is provided full-time and shifts to part-time during the summer months.
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Words matter: Public Health – Seattle & King County’s Equitable Language Guide
It is important to make sure the way we talk and write fosters inclusivity, respect, and equity. In 2020, Public Health – Seattle & King County (PHSKC) recognized gaps in how they communicated with the people they serve. To resolve this issue, PHSKC revised their communication practices which included enhancing equity and inclusion through the words they used in messaging. What partially started as a response to the COVID-19 pandemic, grew into a multi-year project that resulted in the launch of the Equitable Language Guide for PHSKC.
The Equitable Language Guide is a tool co-created by the Public Health communications team and staff to help ensure that the way we talk and write shows respect and uses equitable and inclusive language. The guide aims to reflect people’s experiences, use words that community members feel best describe them and resonates with the community, and represent the diverse people we serve. The guide includes best practices; guidance for language considerations for public health topics, issues, and community groups; resources and links for more learning; a glossary of terms; and more.
“Equitable language makes better communications because people connect to our information when they feel seen, heard, and understood,” said Meredith Li-Vollmer, a communications manager at Public Health. “More importantly, it’s part of the work we must do to dismantle oppressive systems that have created inequity, including the use of language.”
To create the guide, the communications team formed a workgroup that included Ken Anderson, Ariana Donaville, Janae Giles, Catherine Hinrichsen, Hilary Karasz, Meredith Li-Vollmer, and Fred Mariscal. The team reached out to other Public Health programs that have strong relationships with community partners to start a learning process and review community feedback. The workgroup relied on feedback from staff who work directly with diverse community members and partners, as well as from community members who work with public health programs. The guide was completed with input and reviewed by staff throughout PHSKC and community partners.
“Using inclusive language also helps us avoid othering, or de-valuing people who you think don’t fit some kind of norm. For example, a colleague told us that co-workers have unconsciously othered them and hurt them with careless remarks that hit hard because of a family situation,” said Catherine Hinrichsen, a communications specialist at Public Health and equitable language guide workgroup member. “We hope this guide will help us in all our communications, including everyday conversations.”
Language is powerful and words matter. The communications team recognized that language that is used to describe communities that bear the highest burden of public health inequities is often from a deficit mindset and can have negative connotations. Another priority for the guide was to include best practices that are essential for Public Health communications and to include language considerations that counter the stigma and harmful language that historically has been used in the public health field. Some of the best practices listed in the guide include:
- Center the communities we serve, which includes prioritizing the voices, needs, and perspectives of community members.
- Prioritize describing communities by their strengths and assets, rather than deficits and weaknesses.
- Build relationships with our community and regularly ask for feedback.
- Use Plain Language practices, including simple words, short sentences, and active voice.
- Continue to learn about equitable language practices, the contexts related to equitable language use, and the communities that we serve.
Guided by our True North and values, the equitable language guide is more than best practices on what to say and what not to say. It is a framework that tackles how language has perpetuated inequities in the communities we serve. Adopting and using equitable language helps demonstrate that we care about our communities and supports the use of cultural terms and phrases that show respect toward those we serve and who have been institutionally and systemically oppressed.
The guide helps to establish and rebuild trust within all communities throughout King County. It is also a vital resource that helps to foster an inclusive, respectful, and equitable workplace. As an institution, we must actively do the work needed to dismantle oppressive systems including the language we use – and help make King County a welcoming community where every person can thrive.
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Dependent eligibility verification audit begins June 18
King County and its labor partners are collaborating with our trusted vendor Mercer Consulting to conduct an eligibility verification of the dependents enrolled in our health plans. If you cover a family member on your King County medical, dental, or vision plan, you are required to verify the eligibility of each person by completing the process and providing documentation.
On June 18, Mercer will send a mailed letter and an email with instructions and details explaining the process. Employees are required to review plan eligibility requirements and provide documentation supporting the eligibility of each dependent or indicate removal for any family member who is not eligible.
Documents may include birth certificates; marriage certificates; tax returns; and documents that show relationship status, such as utility bills, bank statements, mortgage or lease, or vehicle registration. A Benefit Access Fee Audit form is also required for spouses and state-registered domestic partners enrolled in the KingCare PPO medical plan.
Documents proving eligibility for each enrolled dependent must be received by Mercer by July 29, 2024. Failure to do so will result in the dependent being removed from coverage on Sept. 30, 2024.
Please look for the information Mercer will be sending on June 18 and take action by the July 29 deadline.
Dependent verification audits are a best practice among employers to help manage regulatory compliance and rising health insurance costs.
If you have additional questions about this process or the eligibility of your covered family members, you can contact the Mercer Call Center at 866-703-3763 beginning June 18.
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Recipient of BRG Innovation Award for Cost helped stabilize region’s behavioral healthcare system
A team comprised of employees from the Behavioral Health and Recovery Division, Finance and Compliance Services, and Performance Measurement and Evaluation in the Department of Community and Human Services (DCHS) is the recipient of the 2023 Best-Run Government (BRG) Innovation Award for Cost. The award was one of eight announced by Executive Dow Constantine in a video.
The Behavioral Health Medicaid Rate Increase Project Team was instrumental in increasing rates for behavioral health providers, who have been struggling to attract and retain staff at a time when the County seeks to increase access to behavioral health services and treatment.
In 2023, staff vacancies in the behavioral health system were double what they were in 2019, and the workforce was paid 20 percent less than comparable physical healthcare workers. “At King County, we envision a behavioral health system that is connected, accessible, and culturally responsive, and can meet the growing need for care,” said Executive Constantine. “None of this is possible without a strong workforce.”
Referencing a study by the research firm Milliman, which found rates for behavioral health providers must increase dramatically to cover their true costs, the DCHS project team conducted its own evaluation of provider revenue and expenditures and estimated that rate increases of 30 to 150 percent (depending on service type) were required to bring the region’s behavioral health system closer to the rate structure identified by Milliman.
To get more funds into the behavioral health system, the project team collaborated with the state and more than 40 behavioral health agencies and managed care organizations in the King County Integrated Care Network. In July 2023, King County announced an investment of $30 million in partnership with the managed care organizations in the network, resulting in a 15 percent Medicaid rate increase that will help providers increase salaries, address other workforce challenges, and bring more stability to the behavioral health system in our region.
“Investing in the infrastructure, collaborating with the state, and partnering with providers and workers will help create solutions that support people in crisis,” said Kelly Rider, director of the Department of Community and Human Services. “We are taking action on what is most urgently needed right now and have an opportunity to transform an aging system and restore a path to recovery.”
The Executive’s Best-Run Government Awards recognize individuals and project teams that are committed to improving the equity, efficiency, and effectiveness of how King County operates. “The DCHS team’s data-driven analysis of the problem, persistence in exploring solutions, and collaboration with those who are most affected perfectly aligns with our Executive branch values,” said Dwight Dively, director of the Office of Performance, Strategy and Budget and sponsor of the BRG Innovation Award for Cost.
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Three things we did to make contracting more equitable
By Office of Equity and Community Partnerships, Public Health – Seattle & King County
Sometimes systems that were intended to create fairness backfire. Organizations and vendors should have equal opportunity to bid for government contracts, so government agencies typically use Requests for Proposals (RFPs) in an attempt to open up contracting. But in reality, this process can add to disparity. For example, if you are a small organization or business, you probably don’t have dedicated staff who can easily respond to RFPs. Even for highly capable staff, it can be daunting and discouraging if you haven’t been through the process before or if you don’t meet criteria that were likely created for large organizations. The bureaucratic terminology is an additional barrier—especially if you are not a native speaker of English.
Not surprisingly, smaller community-based organizations often do not apply or are not selected for work that they are highly qualified to do. Long term, these government processes perpetually leave out people and communities because the right systems weren’t in place to include them.
“We need more community-led processes embedded within our administrative systems,” said Halima Lozano, grant manager in Public Health’s Office of Equity and Community Partnerships (OECP). “We are centering and co-creating with community more and more, but there is still a lot of work to do in our organization to break down barriers and make contracting more equitable.”
Time for a change
When the CDC awarded Public Health – Seattle & King County a COVID-19 & Health Equity grant in 2021, it provided $2 million in funding to support community-based organizations (CBOs) that have been working to address health disparities. The grant required an RFP process to get the funding to organizations so that they could continue their efforts, as well as build additional capacity to address persistent health inequities. In keeping with the intent of the grant, staff in the Office of Equity and Community Partnerships (OECP) made three types of improvements to the RFP process to make it more equitable and community-informed.
#1 Listen to the community partners.
In spring of 2023, Contracts, Procurement and Real Estate Services (CPRES) and OECP collaborated on an Equitable Contracting initiative. Along with Culture Shift Consulting, they held feedback sessions with community partners to develop a report of community recommendations. In addition, the team worked with a community advisory group to review drafts of the RFP and advise Public Health staff about how to adapt it to make the opportunity known as widely as possible among organizations who are qualified to do the work.
“[We] appreciate the support and opportunity to help create a community driven project built to fit community needs,” noted a member of the Community Advisory Group. “[Public Health] took the time to engage in active listening and discussion with community members on this.”
#2 Turn feedback into RFP improvements.
Building on their insight and feedback, OECP staff made the process more equitable through a number of improvements, including:
- Providing free technical assistance and interpretation for application writing;
- Reducing the minimum annual revenue required;
- Allowing small organizations to apply under a fiscal sponsor or coalition;
- Including community members in the application review panel; and
- Holding information sessions in multiple languages and promoting RFP in community and multilingual media.
Twenty-nine of the 32 applicants were able to partake in the application technical assistance, and the equity improvements resulted in stronger applications.
“For this RFP, we received a large number of high quality applications from a much broader pool of organizations,” said Saba Al-Harazi, CPRES community contracting manager. “It really speaks to how a more level playing field is possible when you remove barriers created by a lack of experience and language differences.”
#3 Extra support in managing grant funding for small community organizations
Based on community recommendations and findings, grant awardees received supports to help develop the capacity needed for federally-funded grant projects, including:
- training in financial management specific to working with federal requirements;
- continued coaching; and
- technical assistance throughout the project.
“We felt supported with our program manager following up with us on a regular basis and answering all of our questions immediately,” said one awardee. “We hope that this model of contract monitoring would be a standard for all Public Health contracts.”
What’s next
The contracts are coming to an end, and the team has created several opportunities for awardees to provide feedback to our Contracting Equity team, part of the CDC Public Health Infrastructure Grant. This team is working to prioritize and enact more equitable contracting processes, based on the community input last year, in collaboration with their community-led Equity Contracting Governance Group. This work was just a start for Public Health building momentum for equitable county processes.
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