Public Safety Committee 6/10/2025

The Public Safety Committee convened on June 10, 2025, for what proved to be a pivotal meeting in Seattle's governance landscape, addressing three critical items that collectively paint a picture of a city working to strengthen its public safety infrastructure while navigating complex political and operational challenges. Chair Robert Kettle opened the session with powerful testimony from his recent community engagement, describing heartbreaking accounts from high school students who had experienced harassment and assault on public transit, setting a tone that underscored the urgent human stakes behind the policy decisions under consideration. The meeting's agenda encompassed the routine yet essential renewal of the Emergency Medical Services levy, a controversial surveillance technology update for police pursuit tracking devices, and the highly anticipated confirmation hearing for Interim Police Chief Shon Fitzgerald Barnes. The Emergency Medical Services levy renewal, representing approximately $64 million annually for Seattle Fire Department operations, moved through the committee with remarkable efficiency, reflecting the straightforward nature of continuing a vital public service that has operated successfully since 1979. The surveillance technology discussion centered on Council Bill 120994, which would authorize the Seattle Police Department to deploy StarChase pursuit mitigation trackers funded by a $250,000 state grant, sparking debate about the balance between public safety innovation and privacy concerns. **The centerpiece of the meeting was Chief Barnes' confirmation hearing**, where he presented his comprehensive "Seattle Centric Policing" plan after serving 130 days as interim chief. Barnes, who brings 25 years of law enforcement experience including his tenure as Madison, Wisconsin's police chief, outlined an ambitious vision for community-centered policing that emphasizes partnerships, data-driven strategies, and continuous improvement. His presentation revealed a leader who has spent his initial months in Seattle building relationships across diverse communities while developing internal reforms aimed at creating what he termed "the most professional police department in the country." The political dynamics throughout the meeting reflected a council largely supportive of the items under consideration, with substantive questioning that demonstrated both due diligence and genuine engagement with the complex challenges facing Seattle's public safety landscape. The timing of the meeting, occurring against the backdrop of federal immigration enforcement activities and broader national tensions around policing, added layers of urgency to discussions about local law enforcement leadership and community trust.

The Emergency Medical Services levy renewal represents a continuation of Seattle's long-standing commitment to maintaining robust emergency medical services through a regional partnership with King County. The proposed six-year levy, estimated to generate approximately $479 million countywide at a rate of 25 cents per $1,000 of assessed value, demonstrates the collaborative approach that has characterized Seattle's emergency services since the program's inception in 1979. Chief Harold Scoggins, participating remotely from Wisconsin where he was inspecting new fire apparatus, emphasized that the levy funds represent a critical component of the Seattle Fire Department's operations budget, with approximately 73% of the department's operational activities related to emergency medical services. The interlocal agreement structure reflects the sophisticated governance arrangements that enable regional service delivery while maintaining local accountability. King County collects the tax revenue and remits Seattle's portion directly to the city's general fund, creating a streamlined financial mechanism that has proven effective over multiple levy cycles. The 2026 endorsed budget already assumes levy renewal, indicating the essential nature of this funding stream for maintaining current service levels. The timing constraints requiring coordination with King County Council's July vote to place the measure on the November ballot necessitated the committee's decision to combine briefing and voting in a single session, a departure from typical council procedures that reflects the practical realities of regional governance. The surveillance technology discussion around Council Bill 120994 revealed the complex intersection of public safety innovation, privacy protection, and state policy implementation. Captain Eric Britt's presentation detailed how the StarChase pursuit mitigation technology would function as a material update to the existing surveillance impact report for tracking devices, adding non-covert GPS tracking capabilities to the department's toolkit. The technology, funded through a state Department of Commerce grant, represents an attempt to address the challenging balance between effective law enforcement and public safety during vehicle pursuits, a issue that gained prominence following state legislative reforms aimed at reducing pursuit-related injuries and deaths. The technical specifications of the StarChase system illuminate both its potential benefits and limitations. The department plans to deploy 25 GPS tracking launchers mounted on patrol vehicles, with monitoring capabilities through the Real Time Crime Center and backup monitoring by patrol units when the RTCC is unavailable. Captain Britt's presentation of effectiveness data showed significant variation between national statistics, which report 92% tag adhesion rates and 86% apprehension rates, and local Pacific Northwest data showing 52% success rates, highlighting the importance of regional climate and operational conditions in technology deployment decisions. **Chief Barnes' Seattle Centric Policing plan represents the most comprehensive strategic vision presented to the council in recent years**, addressing both immediate operational needs and long-term cultural transformation within the Seattle Police Department. The plan's three-pillar structure encompasses crime prevention through community partnerships, data-driven resource allocation, and sustainable workforce development. Barnes emphasized that this represents the first comprehensive crime reduction plan developed by the department in approximately 15 years, signaling a significant shift toward strategic planning and evidence-based policing practices. The stratified policing model that Barnes proposes draws from his successful implementation in Madison, Wisconsin, where similar approaches reportedly reduced crime across major categories while simultaneously reducing minority arrests in violent crime categories. The Seattle adaptation focuses on creating clear responsibility structures for different types of incidents, from routine calls for service to complex crime patterns and repeat offender management. The plan includes specific mechanisms for community input through a proposed Community Concern Portal, expanded precinct meetings, and the innovative concept of a police neighborhood resource center that would provide direct community access to police services and resources.

The political landscape surrounding this meeting reflects a council that has largely moved beyond the contentious debates over police funding and reform that characterized previous years, instead focusing on practical implementation of public safety improvements within established frameworks. Chair Kettle's opening remarks about his community engagement experiences served multiple political purposes, establishing his credibility as a hands-on leader while reinforcing the human impact of policy decisions and creating a narrative foundation for supporting both the surveillance technology and chief confirmation. The dynamics around Chief Barnes' confirmation reveal a council eager to move forward with permanent leadership after an extended period of interim arrangements. The decision to allow Barnes 130 days to establish himself before the confirmation hearing, rather than the 30-day timeline used for former Chief Carmen Best, reflects lessons learned about the importance of allowing outside candidates time to understand Seattle's unique challenges and build community relationships. This approach demonstrates political maturity and recognition that effective police leadership requires deep community engagement rather than quick administrative transitions. Councilmember participation patterns throughout the meeting showed strong bipartisan support for Barnes, with questioning that was substantive but supportive rather than adversarial. The presence of non-committee members Councilmembers Rivera and Rinck, both asking detailed questions, indicates broad council interest in the confirmation process and suggests that Barnes has successfully built relationships across the political spectrum during his interim tenure. The nature of their questions, focusing on community engagement, youth programs, and federal law enforcement coordination, reflects the contemporary challenges facing urban police departments. The public comment period revealed the complex coalition dynamics surrounding police leadership in Seattle. Supporters included representatives from the Anti-Defamation League, religious leaders, and community activists who emphasized Barnes' accessibility and commitment to building authentic relationships. The presence of Dr. Charlie Walker III, a prominent African American community leader, and Reverend Terrence Procter speaking on behalf of Barnes signals important community endorsements that carry significant political weight in Seattle's diverse political landscape. Critical voices during public comment raised concerns about police culture, accountability, and the department's response to recent incidents, including the killing of Irvin Krrks and police conduct during demonstrations. These comments reflect ongoing tensions within Seattle's progressive community about police reform and the pace of cultural change within the department. The measured nature of the criticism, however, suggests that Barnes has succeeded in building sufficient community trust to weather these concerns without derailing his confirmation prospects. The surveillance technology discussion revealed more nuanced political dynamics, with some council members expressing support for innovation while others remained cautious about privacy implications. The framing of the StarChase technology as compliance with state law requirements, despite public comment challenges to this characterization, shows how policy advocates use legal mandates to advance preferred technologies. The relatively quick passage of this item suggests that the council views pursuit mitigation as a priority that outweighs privacy concerns, particularly when funded through external grants rather than city resources.

Citizens seeking to engage effectively with these public safety policy developments have multiple immediate opportunities to influence outcomes and ongoing implementation. The Emergency Medical Services levy, while already approved by the committee, will appear on the November ballot, providing voters with direct decision-making authority over this critical funding mechanism. Community members should engage with the King County Council during their July deliberations to ensure the measure reaches the ballot, while also participating in public education efforts about the levy's importance for maintaining emergency medical services quality and response times. For the surveillance technology authorization, citizens have a narrow but important window to influence implementation details even after council approval. The Seattle Police Department will be required to provide regular reporting on the StarChase technology's effectiveness and usage patterns, creating opportunities for community oversight and accountability. Citizens should monitor these reports and engage with the Community Technology Advisory Board, which provides ongoing oversight of surveillance technologies. Additionally, the two-year grant funding period creates a natural checkpoint for community input on whether the technology should be continued with city funding. **The most significant civic engagement opportunity centers on Chief Barnes' confirmation and the implementation of his Seattle Centric Policing plan**. Community members should actively participate in the expanded precinct meetings that Barnes has committed to conducting, using these forums to provide input on neighborhood-specific public safety priorities and to hold the department accountable for community engagement commitments. The proposed Community Concern Portal represents a new mechanism for direct citizen input on crime and disorder issues, and early adoption and testing of this system will be crucial for ensuring its effectiveness. Citizens interested in police accountability should engage with the department's accountability partners, including the Office of Police Accountability, the Office of Inspector General, and the Community Police Commission. Barnes' commitment to working collaboratively with these entities creates opportunities for community members to influence how accountability mechanisms function in practice. The chief's emphasis on professionalism and his stated belief that "silence is violence" within the police department provides community members with language and frameworks for demanding high standards of conduct. The youth engagement aspects of Barnes' plan offer particular opportunities for community involvement. His support for restorative justice programs, school resource officer programs, and summer employment initiatives creates multiple entry points for community organizations, parents, and young people themselves to shape how police interact with Seattle's youth. Citizens should advocate for robust funding and community oversight of these programs while ensuring that they reflect community values and priorities rather than solely law enforcement perspectives. Community members concerned about federal law enforcement activities in Seattle should engage with both the police department and city council to establish clear protocols for information sharing and community notification when federal agencies operate within city limits. Barnes' commitment to protecting constitutional rights and his willingness to challenge federal overreach provides a foundation for community advocacy around sanctuary city policies and immigrant protection measures.

The Emergency Medical Services levy renewal connects to broader regional governance trends that emphasize collaborative service delivery while maintaining local democratic accountability. The success of this model over multiple decades provides a template for other regional challenges, including transit security, homelessness response, and climate change adaptation. The levy's integration with Seattle Fire Department operations also connects to ongoing discussions about emergency response coordination and the role of fire departments in providing social services beyond traditional fire suppression and emergency medical care. The surveillance technology authorization represents part of a broader pattern of police departments adopting new technologies with limited public input, despite Seattle's relatively robust surveillance oversight framework. The StarChase deployment connects to ongoing discussions about police pursuit policies, traffic safety, and the balance between enforcement and community safety. The state grant funding mechanism reflects how federal and state policy priorities influence local police practices, creating implementation pressures that may not align with community preferences. Barnes' confirmation and his Seattle Centric Policing plan connect to multiple ongoing policy initiatives across city government. The emphasis on community partnerships aligns with the mayor's One Seattle framework and creates opportunities for enhanced coordination between police and other city departments. The plan's focus on data-driven decision making connects to broader city efforts to improve performance measurement and accountability across all departments. The youth engagement components of Barnes' plan intersect with ongoing discussions about school resource officers, juvenile justice reform, and summer employment programs. His support for restorative justice connects to broader criminal justice reform efforts while his emphasis on mentorship and apprenticeship programs aligns with workforce development initiatives. These connections suggest opportunities for integrated policy approaches that address public safety through multiple intervention points rather than relying solely on enforcement. The federal law enforcement coordination issues raised during the meeting connect to broader sanctuary city policies, immigrant protection measures, and constitutional rights protection. Barnes' commitment to challenging federal overreach aligns with Seattle's historical resistance to federal immigration enforcement while his military background provides credibility for these positions. These dynamics will likely become increasingly important as federal-local tensions continue to escalate.

The Emergency Medical Services levy's financial structure reveals sophisticated intergovernmental fiscal arrangements that maximize efficiency while maintaining democratic accountability. The 25 cents per $1,000 assessed value rate provides predictable revenue streams while allowing for adjustments based on property value fluctuations. The historical pattern of rates declining over time as property values increase demonstrates the levy's built-in responsiveness to economic conditions. The $64 million annual allocation to Seattle represents approximately 24% of the department's operations budget, highlighting the critical importance of this funding stream for maintaining service levels. The StarChase technology's cost structure presents interesting budget implications beyond the initial $250,000 grant funding. The ongoing annual cost of $37,500 represents a relatively modest general fund obligation compared to other police technologies, but the lack of identified funding sources for continuation creates potential budget pressures after the two-year grant period. The effectiveness data variations between national and regional statistics suggest that Seattle should develop its own performance metrics rather than relying on vendor-provided data, requiring additional analytical capacity within the department. Barnes' Seattle Centric Policing plan includes several implementation challenges that will require careful monitoring and resource allocation. The stratified policing model requires significant organizational restructuring and training investments that are not fully detailed in the current budget. The Community Concern Portal and expanded precinct meetings will require additional staffing and technology infrastructure that may strain existing resources. The emphasis on data-driven decision making will require enhanced analytical capabilities and potentially new software systems. The accountability framework that Barnes describes involves complex relationships between internal department processes and external oversight entities. The front-line investigation authority that he seeks to restore to supervisors will require careful coordination with the Office of Police Accountability to ensure that appropriate cases are handled internally while maintaining oversight of serious misconduct. The professional development and training investments that Barnes emphasizes will require significant budget allocations that may compete with other department priorities. The recruitment and retention challenges that Barnes acknowledges reflect broader labor market dynamics affecting police departments nationwide. The net gain of 40 officers represents progress but falls short of the department's authorized strength, creating ongoing operational pressures. The emphasis on recruiting "the right people" rather than simply filling positions suggests quality-focused hiring practices that may extend recruitment timelines but improve long-term retention and performance outcomes.