Shifting the Paradigm: A Conversation with Seattle CARE Chief Amy Barden

Chief Amy Barden of Seattle’s Community Assisted Response and Engagement (CARE) department recently joined host Omari Salisbury on a recent episode of “The Big O Show.” As the city grapples with complex issues surrounding public safety, mental health, and community well-being, the CARE department represents a pivotal shift in how Seattle responds to crises. Chief Barden shared insights into the department's origins, its mission, and the deep structural challenges they face in trying to fix a fractured system.

The Origins of CARE and A Fresh Perspective

The CARE department emerged from the tumultuous events of 2020, a time when Seattle, like many other cities, was reevaluating the role of law enforcement. In 2021, the City Council took legislative action to separate certain functions from the police department, most notably the 911 call center. Alongside this, funding was allocated to develop an alternative response model, aiming to reduce the reliance on police for non-criminal calls.

Chief Barden, recruited by Mayor Bruce Harrell, brought a fresh perspective to this initiative. With a background in child welfare and juvenile justice rather than traditional first response, she approached the challenge with "fresh eyes." Her initial analysis of 911 data revealed a startling reality: the vast majority of calls—upwards of 80-90%—did not require a badge and a gun. This data-driven realization laid the foundation for a response model that matches the right professional to the right crisis.

What Does CARE Do?

The core of CARE's mission is the dual dispatch pilot, now expanding citywide. This model sends mental health professionals and behavioral health specialists to specific 911 calls, often welfare checks or "person down" reports. These are situations where someone is in distress but does not pose an immediate public safety threat.

Initially launched with a small team downtown, CARE responders have now handled thousands of calls with remarkable success. In the first 1,000 calls, police backup was requested only once, underscoring the effectiveness of their approach. The team is set to double in size and operate 24/7 by the end of next year, signaling a major commitment to this new form of public safety.

The Significance of the Human Element

One of the most compelling aspects of the interview was the emphasis on the human element. Chief Barden described her team not just as responders, but as skilled professionals trained in de-escalation, cultural intelligence, and "motivational interviewing." Their goal is to meet people where they are without judgment, and offer genuine support.

Salisbury highlighted the power of simply acknowledging someone's humanity. He shared anecdotal evidence from the streets, noting how a simple greeting or a gesture of kindness—asking "What's up, brother?"—can de-escalate a situation and make someone feel seen. Chief Barden echoed this, stating, "I assume everyone I'm interacting with is suffering in some way."

The Challenge of a Broken System

Despite the success of the responders themselves, Chief Barden was candid about the massive hurdles remaining. The primary frustration is not the response, but the lack of resources to connect people to afterward. "We can send the best first responders out," she said. "But we're all referring…to a system."

She highlighted the heartbreak of the "churn;”where individuals are stabilized by a CARE team but have nowhere to go because there are no mental health beds, housing options, or long-term support services available. Barden also pointed out systemic failures like jails releasing people at 11 p.m. without resources, setting them up for immediate failure and recidivism. The CARE department is actively working on agreements to stop these late-night releases, but Barden stressed that without fixing the backend of the system, notably housing and healthcare, the front-end response can only do so much.

The Visibility Gap: "No One Knows You're Here"

Salisbury raised a critical point: the gap between the public's demands and their awareness of the solution. He pointed out that while the CARE department is the direct result of the 2020 protests when the community demanded services be moved out of SPD, many residents simply don't know it exists.

"You guys gotta work harder to let people know what you're doing," he said, noting that in a city often divided by political rhetoric, this department is a tangible delivery on a promise made to the community five years ago. However, without better communication and community buy-in, the department risks being misunderstood or underutilized. Chief Barden acknowledged this, agreeing that the city needs to move past "hand-wringing" and focus on visible, tangible results that the community can see and trust.

The interview painted a picture of a city in transition, trying to find a better way to care for its most vulnerable residents. The CARE department is a move away from a "one-size-fits-all" policing model toward a more nuanced, compassionate, and effective system.

"Human suffering can't be a body of work issue.” We need to be able to grow the right teams that we need,” Barden said.

For the community, the message is clear: there is a new resource available, one that prioritizes health and well-being. But for it to succeed, the city must address the broken systems it relies on, and the public needs to know that help is finally here.

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