King County Sheriff’s Office Deputy included in National #Pride30 campaign
Deputy Jaime Deer is currently featured in NBC’s National #Pride30 campaign for the month of June, which is LGBTQ Pride Month. Deputy Deer is one of the few openly transgender officers in the United States. He was one of over 1,600 individuals nominated for this honor, and was nominated directly by Sheriff Urquhart. Thirty people were ultimately selected, and Deputy Deer’s story was featured June 1.
To read the full story and learn more about the #Pride30 campaign, click here or watch the video below.
From the Hip: Othniel Palomino, Chief Administrative Officer, District Court
Implementing change management effectively
Managing the process of a major change is one of the most significant leadership challenges that most of us will face in our careers. King County District Court is currently in the middle of one of the most significant organizational changes in its history. We are leaving the 34 year old IBM mainframe based system managed by the Washington Administrative Office of the Courts (AOC). We manage over 200,000 case filings annually using this system. The project has required us to replace 14 ancillary systems developed over time, which touch every process, interact with hundreds of court forms, and affect every internal and external person who interacts with the Court.
Our first realization when we started the project was that we needed buy-in and significant involvement from all our major stakeholders such as judges, court staff, and attorneys. The court has eight court locations that historically operated independently and had different ways of producing the same work product. We needed to inventory these processes and repurposed our training team to lead an effort to map every business process in every court location. This work was used to define the scope of our project. During the mapping process, we engaged over 20% of our judicial and non-judicial stakeholders. In reviewing the business processes, we realized that we had some significant issues with our case data.
A group of our judges and court clerks convened to clean up these cases with issues. Over the past two years, we have rotated about half of our judicial bench in and out of this project. As a result, the rotation increased awareness of problems that the project was trying to address and the outcomes that we were seeking.
Following receipt of approval from the Executive and Council, we convened a group of 3 judges and 10 court staff to view vendor products in other jurisdictions. In addition, half of our judicial bench, probation, clerical staff, attorneys, KCIT, and city partners provided input and feedback during final product demonstrations. The logistics of managing the large group was challenging, but in the end, we had broad awareness, input, and buy-in for the selection of a vendor.
We increased communication and stakeholder involvement by creating an Ambassador program. Each location selected an Ambassador as well as our union selected three Ambassadors. The Ambassadors receive frequent briefings on our progress and are the information conduit between their location, work groups, and the project.
To eliminate the mystery of a new system, we provided access for any member of the court to see the new system and our progress in near real time. Transparency is critical to building trust between the future users of the system and the system builders. We are closing in on launching Phase 1, and have initiated Scavenger Hunts. These are scripted tasks guiding users through modules of the new system. We had over 80% participation across the court and to incentivize participation, participants are entered into a nominal prize drawing.
Standardization is important for court-wide consistency and thus have created a committee to review all forms and business processes. Their job is to ensure we select the best process for achieving outcomes and implement it broadly across the court.
Throughout our project, one major takeaway is that stakeholder engagement is critical for any significant organizational change. We have not yet started training but over 80% of the court has had some firsthand exposure to the system, provided input, and feedback. The input and feedback from our stakeholders have made significant changes to our initial configuration. Ultimately, their engagement has resulted in developing a better system for all. You cannot start the process of stakeholder engagement early enough.
New detention facility to better serve youth in justice system
“It doesn’t matter who the youth is, one of the things that we can do is that when they come through these doors they can be a kid again.”
That’s the goal for Pam Jones, Director of King County’s Juvenile Division, who oversees the operation of the Juvenile Detention Center at 12th Avenue and East Alder Street in Seattle.
Jones, who has been with King County for over 30 years, has played a key role in the County’s work to bring down the number of youth in detention. In the late-1990s, the average daily population was 198, peaking at times at well over 200. The existing facility can house up to 212 youth.
Over the last two decades, the County’s criminal justice agencies and community partners have worked together to reduce the number of youth in detention, with the average daily population falling to 51 in 2016.
This reduction results from a change in thinking that includes Restorative Justice and Trauma-Informed Practices, and recognizing that the brain is not fully developed in adolescents. New programs, including releasing qualified youth to an ”Alternative to Secure Detention” program, reducing the number of filings on youth made by the Prosecuting Attorney’s Office, offering a diversion program to young people who are arrested due to family domestic violence incidents, and providing alternatives to youth arrested on warrants who miss court dates or other appearance requirements.
“It’s a combination of systems coming together and agencies collaborating to continue to chip at those numbers and continue to reduce the population,” Jones said.
A new Children and Family Justice Center, which was approved by King County voters in 2012, is scheduled to open in 2020, and will replace the aging Youth Services Center, which houses the existing Juvenile Detention Center and Juvenile Court.
The new facility will replace the current juvenile courthouse, which opened in 1972, and replace the existing detention center with a new building able to accommodate up to 112 youth, a reduction from the 212 beds available today.
It will also provide much needed space for programs and services.
“The current building has zero program space for youth,” Jones said. “We have a library and a gym; we don’t have any space that’s separate where the community can come in and do hands-on programming except for empty living halls that we have repurposed because the population has gone down. So when we want to do something fun and innovative with youth we are now just taking them from one living hall to another.”
The new building will include a “program suite” which houses a spiritual center, the gym, two multipurpose rooms and the library.
“Utilizing trauma-informed care design, we’re creating additional space in the program suite for community providers to use. The benefit as I see it for the youth is to feel like they’re going somewhere which makes them feel like, one, they’re a kid, and two, it’s not the same old ‘I’m just moving from one unit to another unit.’”
All of which facilitates Jones’ goal of making the building one that helps the young people who are there feel supported, respected and like kids again.
“A lot of youth, they’re helping support the family; they’re the man of the house or the female of the house, or they take care of their siblings,” Jones said of the youth at the facility. “I just want them to come in and not have those responsibilities and not feel that we’re creating a space that’s going to create more harm for them, but we’re creating a space that’s going to make them feel better about themselves and the services that we’ll provide.”
King County joins the 100-Day Challenge to tackle youth homelessness
Shared from the DCHS Touching Base Newsletter
King, Pierce and Spokane counties have joined together with A Way Home Washington to accelerate local efforts to prevent and end youth homelessness.
In Washington state, more than 13,000 people between the ages of 12 and 24 lack a safe, stable place to call home. The recent King County point-in-time count, released by All Home on May 31, 2017, counted a total of 1,498 unaccompanied youth and young adults homeless (up to age 25) in King County on January 27, 2017.
Called the 100-Day Challenge, each of the three regions formed teams to identify specific goals they will work to achieve over a period of 100 days. The King County 100-Day Challenge team will focus on 1) accelerating housing placements for young people experiencing homelessness or at risk of homelessness, and 2) reducing the number of unsheltered young people in the community on the Coordinated Entry for All (CEA) list. The challenge officially started on April 20.
The King County team is hard at work problem solving barriers to housing placements for youth. One of the problems they have identified is that transitional housing placements are taking too much time, leaving housing beds unoccupied. Housing program staff and CEA staff are working together to improve their protocols and collaboration so that young people are housed more quickly and easily.
The Schultz Family Foundation and the Raikes Foundation, two local philanthropic leaders active in and committed to addressing youth homelessness, are providing financial support for the Challenge. Rapid Results Institute (RRI) is providing coaching and support to the teams from all three regions, and facilitated a two-day workshop in April to launch the 100-Day Challenge. RRI’s past challenges around veteran and youth homelessness have shown that the limited timeframe of 100 days provides the urgency needed to identify, innovate and fuel effective approaches for communities.
Communities in the Pierce County region will use the 100 days to significantly and sustainably reduce the number of youth/young adults experiencing homelessness, with a focus on diverting young people from the criminal justice system and preventing homelessness. Spokane’s Challenge Team will work to ensure youth and young adults who have been involved with systems such as foster care, treatment facilities and juvenile justice, exit to a safe place to live and do not fall into homelessness.
The 100-Day Challenges are part of a growing national movement to prevent and end youth homelessness in America. In Austin, Cleveland and Los Angeles, similar challenges helped house 413 young people in just 100 days. A Way Home Washington has created a hashtag, #WAChallengeAccepted, and is providing updates on Twitter, Facebook and the A Way Home Washington website.
To learn more about what DCHS is doing in our community, read the most recent issue of the Touching Base Newsletter (on SharePoint).
Investing in You
Dear fellow King County employee,
Over the past few years, we’ve done a lot of work to make King County a workplace that supports you, your ideas and your passion for public service. Through our annual employee survey, Equity and Social Justice focus groups, and engagement action plans we asked you what you need to do your best work and have been acting on what you said.
Today I am launching Investing in You, which builds on our employee-focused efforts in Equity and Social Justice, Best-Run Government: Employees and Continuous Improvement and brings them together into a single employee-focused strategy.
The goal of Investing in You is to make King County a great place to work, where you have equitable opportunities to learn and advance, try new ideas, be healthy and safe, and receive fair, competitive compensation and tools to be your best at work.
It prioritizes actions in six goal areas to create a workplace that fully represents the diversity of our communities and where you have the tools, resources and support to innovate, achieve your career goals and do the work that you care deeply about.
Please watch this short video about Investing in You and check out this webpage for more information on the six goal areas and key actions.
Sincerely,
Dow Constantine
King County Executive
Northshore Clinic prepares for move to Totem Lake in June
This June, the Northshore Public Health Center will move from its current location of 25 years in south Bothell to a new location in Kirkland. The new location at Totem Lake offers better access for clients and closer proximity to key health care partners, particularly Evergreen Medical Center. The new site’s services – Maternity Support Services, WIC (Women Infants and Children), enrollment into health insurance, Orca Lift and other services – will be adjacent to a Metro transit center. The move is the final phase in the sale of the Northshore facility. Selling Northshore was the preferred choice in a study required by a Council Proviso, with the funds helping to improve the Public Health Fund balance.
The final day of services at the old site will likely be Wednesday, June 7, and will be closed on June 8, 9 and 12th to prepare for the move to the Totem Lake area. The anticipated day for opening to the public at the new site is Tuesday, June 13.
For updates and more information visit the Northshore Public Health Center webpage here or contact the center directly at 206-263-2680.
Social Media Spotlight: Noxious Weeds Blog
Noxious Weeds Blog provides information and updates on noxious weeds and invasive plants found in King County, Washington, tips on identifying and controlling weeds throughout the year, updates on events and classes, and noxious weed news from around the state and beyond. Our goal is to provide information that is useful for everyone impacted by noxious weeds, from homeowners and gardeners to vegetation managers, restoration workers and landscape professionals. We also include job listings, program news, grants, and other information that we think would be useful to people working on noxious weeds.
Follow the Noxious Weeds blog today!
Click here to view all King County social media pages.
Featured Job: Industrial Maintenance Electrician
Closing Date/Time: Continuous
Salary: $40.53 – $42.50 Hourly
Job Type: Multiple job types-career service and/or temp
Location: Multiple locations in King County, Washington
Department: Department of Natural Resources & Parks – Wastewater Treatment Division
Description: This position performs a variety of highly skilled journey-level work constructing, troubleshooting, maintaining and wiring a wide variety of equipment and conducting preventive maintenance programs. This position requires the use of analytical skills in implementing various aspects of process control.
The Wastewater Treatment Division is committed to the principles of equity and social justice. We value diverse perspectives and life experiences in our workforce, and are committed to building a culturally diverse and inclusive environment. WTD strives to provide equitable services to residents and businesses across King County.
Learn more about this position, or view all available jobs.
Kudos! Detention Officer receives MLK Medal of Distinguished Service Award
Juvenile Detention Officer Joseph Townsend was recently awarded the MLK Medal of Distinguished Service award by Councilmember Pete von Reichbauer. The Metropolitan King County Council honor is presented annually to those who make a particularly strong impact on the County, with the hope to encourage others to renew their dedication to serve their community.
Townsend was recognized with the award for his mentorship of young people throughout South King County. He coaches the Thomas Jefferson High School baseball team, as well as the school’s nationally ranked Girls Bowling team.
Tech Tip: Multimedia version: Designing with scale in mind
Scale is a large part of design, sometimes literally. In a very basic definition, scale is the deliberate sizing of individual elements.
Scale can help us make sense of designs and images, but, scale doesn’t always have to be based on realism. You can size your elements dramatically large or small to create stunning effects and to signal which parts of your design are more important and which are less.
For example, check out this poster for the movie Drive. In this poster, the lead character has been scaled up dramatically, drawing attention to him first, and the other faces second. While this scale is not technically based on realism as people’s faces are generally the same size in real life, the dramatic scaling up and down of faces helps viewers to get a quick grasp on each character’s level of importance in the film, as well as making for an effective design.
This Tech Tip is courtesy of www.canva.com.






