King County receives award for supporting Guard and Reserve employees
King County has been awarded the U.S. Department of Defense’s Employer Support of the Guard and Reserve (ESGR) Pro Patria Award for the support it provides to its employees serving in the Guard and Reserve.
Pro Patria means ‘for one’s country’, and the ESGR Pro Patria Award is presented annually by each ESGR State Committee. This award recognizes the leadership and practices of an organization that have demonstrated the greatest support to Guard and Reserve employees, including adopting personnel policies that make it easier for them to serve.
King County Executive Dow Constantine accepted this prestigious award in a virtual ceremony honoring our 100-plus active duty King County employees who serve in the Guard and Reserve. “It’s a privilege to be here with so many who have served or currently serve our nation,” Executive Constantine said at the ceremony. “We are richer for the knowledge and experience they bring to our government, and their ongoing spirit of service in our community and our nation.
King County offers a range of supports to employees who are serving in the military, including 21 days of paid military leave annually for required military duties, and supplemental pay when called to active duty and training. In addition, medical benefits are not impacted by a uniformed services leave, and vacation and sick leave continue to accrue while employees are on uniformed services leave.
“I’m proud that at King County, we’re doing right by our heroes and emerging as a leader in how to invest in and provide support to employees in the uniformed services,” said King County Council Vice Chair Reagan Dunn, who was also in attendance. “The men and women of the National Guard and Reserve have dedicated their lives to protecting our country, and employers have a unique opportunity to honor that sacrifice.”
Watch a short video of the award presentation below.
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Free scooter rides offered to essential workers in Seattle
As LINK prepares to expand in the city of Seattle, the company is offering essential workers who qualify a $50 credit for free scooter rides.
Workers in the health care, education, public transit, janitorial and food services industries can apply for the one-time credit by submitting proof of employment and attaching a photo of their work badge, identification card or pay stub — with personal information hidden. LINK will approve or reject each person’s request within one week. Sign up here.
For information about employee transportation benefits, visit the Employee Transportation Program (ETP) website or contact Hossein Barahimi at (206)477-5853 or hossein.barahimi@kingcounty.gov.
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Planning for the future of work for employees of King County
King County is building on what it has learned about working remotely and serving customers during a pandemic to reimagine its workspaces, physical and carbon footprint, and service delivery models in a post-pandemic environment.
“COVID-19 forced many changes on the way we work but it has also given us the opportunity to rethink the way we work,” Chief People Officer Whitney Abrams said. “We want to take this opportunity to look at how we deliver services, the way we work, and what we can do differently to better serve our region, our employees, and the environment.”
King County’s operations have shifted dramatically since the beginning of the pandemic:
- Approximately one-third of King County’s 15,000 employees have been working remotely since March 2020 and will continue to telework through July 5, 2021
- Most public facing services have shifted online, and many buildings are closed to the public and most employees
- Wearing masks and adhering to physical distancing guidelines is mandatory in County workspaces
- The Department of Natural Resources and Parks (DNRP) announced in June 2020 that about 850 employees working at King Street Center (KSC) would transition to permanent remote work
- The Administration Building will close during 2021, with staff in that building relocating to Chinook, KSC, and other County-owned or -leased facilities.
The county has learned that a lot of work can be performed effectively and productively from home and many services can continue to be provided remotely. Now the county is planning for post-pandemic work at King County, drawing on the experience of the last year and input from employees.
Department leaders are developing “Future of Work” plans that consider impacts to eight key areas:
- Equity
- Employee health, safety, wellbeing, engagement, and labor relations
- Customer service, business needs, and operational needs
- Change management and communication plans
- Budget planning and cost avoidance
- Climate change, sustainability, and efficiency
- Legal advice and regulatory compliance
- Worksite changes.
Some of the issues being considered by departments are the use of shared spaces or “hot desks,” how remote work affects equity for employees and customers, potential impacts to carbon emissions, and the maintenance of employee health, safety, and wellbeing.
“We have had to adjust our operations and the way we work by necessity during the pandemic, and we have learned some things,” Abrams said. “What made sense for operations in the past may not necessarily make sense today or in the future. We are taking a close look at all aspects of our work to ensure they best reflect the needs and expectations of our region in 2021 and beyond.”
Each department has also identified a change management lead to ensure the needs of employees and customers are centered in the department considerations and that employees will be engaged and supported through any change.
Executive Branch leaders are reaching out to employees through a number of different methods – including listening sessions and team meetings – to ensure that the ideas, concerns, and suggestions of staff are addressed in this process.
Departments will finalize and submit their proposed plans to the Future of Work Planning Committee – which is chaired by Abrams and comprised of department directors and their designees – by the end of February. Final plans will need to be approved by King County Executive Dow Constantine and his Senior Leadership Team.
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COVID-19 vaccine update
King County Executive
A message from King County Executive Dow Constantine
King County is working hard to rapidly vaccinate the 1.8 million adults who live in our region, starting with those at highest risk, with a goal of reaching 70%, or 1.26 million people, by the end of summer.
Under the state guidelines, the following populations are eligible for vaccination:
Phase 1a
- Tier 1: Long-term care facility residents and staff
- Tier 2: All other workers at risk in health care settings, including home care and home health
Phase 1b
- Tier 1: All people 65 years and older and people 50 years and older living in multigenerational households.
In total, an estimated 473,000 King County residents are currently eligible, and at least 160,000 of them have received their first dose. The biggest constraint remains short supply from the manufacturers and the federal government. This week, King County providers are expected to receive only 22,250 first doses – compared to 38,325 last week.
Reasonably enough, everyone wants the vaccine very quickly and everyone is frustrated by the lack of available vaccines. Please know that we are standing up the capacity, beyond the health care system, to be able to quickly get the vaccine to those who are eligible when doses become available. With every dose that arrives in the county today, Public Health – Seattle & King County seeks to ensure the quickest and most appropriate use of it. In the short term, unfortunately, there is just not enough supply to meet demand.
If you are eligible for a vaccination, I encourage you to take the following steps:
- Go to Washington State’s Phase Finder online tool to confirm your eligibility.
- If you have a health care provider, visit their website or call to see if they have available vaccination appointments.
- If you don’t have a provider or if your provider doesn’t have the vaccine available, the state’s website will provide you with a list of possible vaccination locations.
- If you can’t use Phase Finder and have no one to assist you, you can get help over the phone from Washington state’s COVID-19 Assistance Hotline: Dial 1-800-525-0127, then press #. The hotline is available Monday-Friday, 6 a.m. to 10 p.m. Saturday, Sunday, and observed state holidays 8 a.m. to 6 p.m.
Despite the constraints, the County has made significant progress. Nearly 60 percent of the county’s licensed health care workers have received at least one dose of a COVID-19 immunization. King County both receives doses directly from the state and coordinates doses coming from the state to other health care providers throughout the county. Eighty-three percent of the shots that have been allocated directly to Public Health – Seattle & King County have already gotten into the arms of eligible individuals. These doses have gone to health care workers and many of our front-line county workers like those staffing isolation and quarantine facilities.
King County government will be opening its first high volume vaccination site next week with an additional one opening shortly after. These will be located in South King County where the disease burden is highest. Additionally, we have seven mobile vaccination teams in the field providing doses to high-risk seniors. These efforts will grow with the vaccine supply, in partnership with many business and health care providers across the county. You can read King County’s Unified Regional Strategy COVID Vaccine Delivery and stay up to date with weekly strategy updates.
While the vaccine is the light at the end of the tunnel for this pandemic, the latest estimates suggest it will take until the end of the summer to vaccinate 70 percent of our adult population. It is critical that everyone continues to be vigilant: stay home when sick, wear a mask, and stick with people who live in your household if you are able. Working together, King County has achieved one of the lowest rates of infection of COVID-19 for urban counties in the U.S.
We are working diligently to prepare for the day, not too far from now, when vaccine supplies become available for all our front-line workers. Your work has been and is critical in keeping our community functioning during the pandemic, and we will spare no effort to swiftly provide vaccination opportunities to eligible employees as soon as doses are received. In the meantime, please know that we are working hard to protect the most vulnerable throughout our community as we await promised progress from pharmaceutical companies and the federal government.
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DAJD Managers Give Their Thoughts On Anti-racism Workshops
Crossposted from Roll Call: the DAJD newsletter January 2021
Managers and supervisors at the Department of Adult and Juvenile Detention (DAJD) attended pro-equity workshops in December. Anita Whitfield, King County’s Chief Equity and Inclusion Officer, led the virtual sessions. There’s more to come: DAJD is making equity and social justice literacy a core competency for all department leaders.
“The goal of the workshop was to begin the conversation and was designed to set the stage for leadership to recognize and interrupt counterproductive behavior while supporting those who are harmed,” according to Angela Toussaint, Strategic Planning Manager. She added, “I was inspired by the participants’ willingness to be open to new information and vulnerable enough to share their experiences and look forward to our journey.”
Read more comments from other participants.
Ed Carter, Chief of Operations, Community Corrections Division (CCD)
“Any time you talk about race relations, it’s a very difficult conversation to have. You have to start somewhere. Coming from the top, it was a great start. It was interactive. It was good to hear from people. But I don’t think a conversation like that can start out too deep. It was an inviting conversation.
“The times we are in have basically allowed this issue to be brought out. Addressing the elephant in the room is difficult to do – at the same time you have to give people privacy and respect.
“When people come in the door, they should have some expectations. There should be ongoing training, then it becomes the department culture, which is difficult in a department as large as ours, and as diverse.”
Ashley Mareld, Juvenile Programs Manager, Children and Family Justice Center (CFJC)
“I’ve tried to educate myself on race and equity, where racial injustice stems from and how it impacts communities of color. I think the workshop was a good way to open up the dialogue to staff who have not started that journey, particularly white staff. I definitely think there was some reluctance.
“I was happy to see how many of our co-workers of color felt safe enough to share their own experiences.
“I committed to talking to my white peers about white privilege. During a small team meeting about race in the workplace, it led to a great, supportive discussion.”
Cmdr. Edwin Bautista, Maleng Regional Justice Center (MRJC)
“Having that training on video, not being able to see the reactions, that was difficult. Those types of discussions are better-suited for a big room, in a circle.
“It’s a good discussion, I just think it needs to be more inclusive.”
Capt. Jerry Hardy, Court Detail
“I think the course was a good way to start people talking about whether there are racial issues in our department. However, I don’t think pushing it down to the troops in that manner is going to work. I think the training they need is to be in the room with each other and to look each other in the eyes and get to know how they feel. And I don’t think this type of training can be done online. As we go further down the chain of command, we need to make people think: Where am I in this picture? How do we mend fences?
“But in the past four years, race has become a big issue because of the way our president has put things out. And things that normally wouldn’t be said have been said. They’re offensive to people and others don’t understand why they are offensive. The divide we see in our nation is here in the department.
“We are one department and the only way we can get back to being successful with each other is to discuss together what the issues are and how we relate to these issues as officers. It is a tough conversation, but one that needs to be had.”
Maj. Troy Bacon, King County Correctional Facility (KCCF)
“There was good open, dialogue. There were some breakout periods to have open discussions and bring them back to the larger group. It seemed like everybody had the ability to participate. I think there will continue to be education, open dialogue and the ability for everybody to learn and grow, learning to treat everybody as individuals. And working on being able to forgive and being honest with one another.
“Our behavior impacts others. It’s important to understand that we’re all in this together as a team.”
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Recording meetings and calls in Teams is available once again!
As King County completes the change from Skype to Teams, we want to remind users of our general County policies for recording meetings and calls.
Here are a few things we need everyone to be aware of:
First, we’re a two-party consent state. What does that mean? It means the person making a recording must tell others he or she is doing so.
- Just as in Skype, when you’re on a computer and a meeting or a call is being recorded, a banner will appear across the top of your meeting window. Look for it!
- If you’re calling into a meeting from a cell phone or a landline, you’ll receive an audio notification when recording is underway.
Meeting and call recordings are considered public records.
- As such, they must be managed in accordance with records retention and disposition laws
- Additionally, recordings are subject to all public disclosure laws.
- For any records management questions, please contact the King County Records Management Program: records.management@kingcounty.gov, or 206 477-6889.
Meeting and call recordings are stored in OneDrive and SharePoint. Here are instructions for how to access recordings and how to restrict who can record.
Reminder: The best practice is to always tell other parties if a call or meeting is being recorded, and to treat any recordings as public records.
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Cmdr. Corinna Hyatt retires after 30-plus years at DAJD
Crossposted from Roll Call: the DAJD newsletter January 2021
Corinna Hyatt first set foot inside the King County Correctional Facility as a volunteer. In the late 1980s, her full-time job was at the downtown Seattle YMCA. After a few months helping inmates with physical fitness, a jail supervisor suggested she apply for a corrections job.
More than 31 years later, she retired – as leader of DAJD’s COVID-19 Incident Command and the recently departed MRJC facility Commander.
At a low-key going-away ceremony in December, Director John Diaz called her “one of the best leaders I have ever seen” during 40 years in law enforcement.
WHAT’S BEEN THE MOST CHALLENGING PART OF YOUR CAREER?
I have had lots of challenges throughout my career. With every challenge you deal with and overcome, it just prepares you better for the next challenge. I thrive on it. Of every role I’ve served, being the Incident Commander for our COVID response ranks amongst the top. On March 4, 2020, I received a call from Director Diaz that he needed me to activate DAJD’s Incident Command Center, organize a team and lead the planning and preparations needed in response to the pandemic. I was excited for the opportunity. Had I not been tapped for the job, I likely would have been sitting at the MRJC frustrated.
WHAT EVENTS OR ASSIGNMENTS STAND OUT?
As an officer and defensive tactics master instructor, it was developing DAJD’s defensive tactics training program, and seeking funding for annual in-service training. As the Maintenance and Supply (M&S) sergeant, I audited the armory and discovered there were 117 weapons unaccounted for and no reliable, accountable systems existed to responsibly track department property or security keys. This required my team to develop key control and a quartermaster systems and policies that still exist today.
In 1999, the WTO riots were very challenging for many of us. I was part of the incident command team and one of my responsibilities as a sergeant was perimeter security. We were sometimes working 16- and 18-hour days and sleeping on-site.
The Department of Justice (DOJ) investigation was also very challenging. Shortly after being promoted as the KCCF Major, DAJD received notice that KCCF was under investigation by the DOJ in four major areas. As the operations lead, our team developed policies, implemented new practices, and trained our staff to the new standards. In less than three years, we reached a settlement agreement and met the obligations. It was the subject matter experts inside the jail who made that happen. Most of the issues called out by the DOJ were previously raised by staff for things like more training, equipment and resources.
WHAT’S YOUR BEST ADVICE FOR DAJD EMPLOYEES?
To get home in one piece. For our work, we have so many rules, regulations, policies and procedures to follow, training to get done and always lots of work, but the most important thing is to make sure that we’re taking care of ourselves and each other. Stay positive. Don’t fight with each other, support and respect one another. Nobody understands our job better than those who are on the job or those who have done it.
IS IT HARD TO ADAPT TO CHANGE?
I giggle a bit when people say change is difficult in our environment. Change is constant in our environment. And not just in our environment, in our industry. I suspect that our people adapt better than most organizations be-cause we are constantly changing. I’ve worked for 17 directors in my 31-plus years. In the past 6.5 years as a jail commander, I’ve worked for three.
DID BEING A WOMAN MAKE YOUR CAREER HERE MORE DIFFICULT?
I don’t even know where to start there. I’ve always been very competitive, which is likely the result of being the youngest of five kids with older brothers. So I learned at a young age that if you wanted to play, you had to be tough-minded. There were clearly some individuals who may not have wanted me to succeed, for whatever reasons. Staff who know me and have worked with me know I don’t like wasting time on “haters, crappers and naysayers.” As a senior manager, I dealt with those situations as necessary, but the majority of my focus remained on advancing talented staff and good initiatives, and there was always plenty of both.
HAS THE LANDSCAPE CHANGED FOR WOMEN HERE SINCE YOU BEGAN?
When I first started, I could probably count on one hand how many young women like myself were in the organization. I haven’t lost sight that I’m the first woman to promote to the rank of Facility Commander who promoted through the rank and file. Based on our talented workforce, I am not likely to be the last. Today we’re a very diverse organization at every level.
WHAT ARE YOUR PROUDEST ACCOMPLISHMENTS HERE?
Training and organizational development. Over the years, we’ve built an infrastructure for training, policy, and investigations, and acquired resources necessary to ensure ongoing development for policy and training. All of these systems are necessary to ensure there is ongoing training and development, and focus on organizational development and succession planning. That’s something I never saw as a young officer or sergeant. Training should be continuous throughout any employee’s career. It’s my hope that the County will continue to focus on succession planning to develop future jail leaders. The reality is, succession planning should not start when you have a vacancy.
WHAT WILL YOU LOOK FORWARD TO DOING AFTER RETIREMENT?
Moving forward, my wonderful husband of 26 years and I are looking forward to spending more time with each other, our amazing children, family and friends. We look forward to more fly-fishing, golf, snowboarding and travel, and plan to fully enjoy the next chapter of our lives.
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Executive Constantine outlines top priorities for 2021
King County Executive Dow Constantine has shared the top priorities he is focused on in 2021 and beyond.
“While 2021 has begun with new challenges, it is crucial that we continue to push ahead with our priorities and solutions with a sense of renewed urgency and action,” Executive Constantine said. “I am proud of everything we have accomplished together, and I am excited about what’s possible and what’s needed on our path ahead.”
Executive Constantine listed his top priorities as:
- Health through Housing
- COVID-19 Response & Vaccination
- COVID-19 Recovery
- Anti-racism and pro-equity
- Environment
- Law & Justice
- Metro’s COVID-19 Recovery
- The Future of Work at King County
- The Sheriff’s Office transition
- Best Starts for Kids renewal.
To advance these priorities, Executive Constantine has appointed a sponsor to lead each of them who is responsible for ensuring the delivery of these initiatives and escalating issues to him, as necessary.
“We have much work ahead of us and I am grateful that I can count on you as we advance solutions that will help our communities recover and our people thrive,” Executive Constantine said.
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Update your life insurance beneficiaries
Life and disability insurance are important to those who depend on you for financial security. Survivor benefits provide financial assistance in your absence.
It’s important to review and keep your beneficiaries up to date for the life and accidental death and dismemberment (AD&D) coverage you have through King County. By designating a beneficiary, you ensure the person of your choice receives the proceeds.
If you have not designated beneficiaries, you will be receiving two emails and a home mailer from the life and AD&D insurance plan manager, Securian Financial, the parent company of Minnesota Life. Please do not discard these messages. Rather, take action to ensure your life insurance and AD&D benefits are paid according to your wishes and without delay.
If you already selected beneficiaries, here’s how you can review your current designations:
- Go to LifeBenefits.com
- Enter your User ID: KCO followed by your employee ID number (PeopleSoft ID). For example, if your employee ID is 000012345, enter KCO000012345. Your employee ID number can be found on your King County pay advice.
- Password: You set this password on your initial visit to the site. If you have never designated a beneficiary, Securian will be sending you your initial password.
To learn more, go to Naming a Beneficiary. For assistance, call Securian at 877-494-1754.
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A roadmap for Clean Water Healthy Habitat
A major milestone is in the books for Clean Water Healthy Habitat, King County Executive Dow Constantine’s environmental initiative launched in September 2019 to better align the outstanding work we do throughout King County government to achieve better results faster for all living things in King County.
Executive Constantine last month announced completion of the Clean Water Healthy Habitat Strategic Plan (SharePoint link), saying it was shaped by expert employee advice that strengthened the strategic plan and turned an aspirational concept into a roadmap with clear direction and measurable goals.
“I am immensely proud of the inspiring work that our professionals do each day to protect water quality and habitat in our region,” Executive Constantine said. “Clean Water Healthy Habitat is an opportunity to unite our efforts – in wastewater, stormwater, land conservation, fish passage, habitat restoration, and more – to produce results at a watershed level within a single generation rather than next century.”
Employees are invited to check out the strategic plan, which is based on these principles:
- Just as we do in all our work, we will ensure that each action we take and each investment we make helps dismantle the systemic racism that persists here in King County. When we protect water quality, preserve green space, plant trees, restore habitat, and de-pave surfaces, we will act first in the BIPOC communities where the need is greatest.
- We will capitalize on the intellectual firepower our region is known for around the world, including the trusted scientists we have on our staff. We will base our decisions on the latest advancements in science and technology so we can address the greatest threats to water quality and habitat today.
- We will break the silos between departments and divisions so that we have a cohesive approach that produces results at a regionwide scale rather than individual actions focused on narrow outcomes.
Executive Constantine encourages employees to seize this opportunity to challenge the status quo, to embrace innovation, to offer creative solutions, and to transform the way we operate so we can deliver the best results sooner for the people, salmon, and orcas of King County and Puget Sound.
If you have questions about the initiative, check out the Clean Water Healthy Habitat website or contact Environmental Affairs Officer Abby Hook.
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