We are ready to start the meeting. I'd like to welcome everybody to the August 17th, 2020, special meeting of the government accountability and oversight committee.
Free appointment, confirmations and one briefing. Two of the appointments are to the library, King County Library System Board of Trustees and the third is to the Baseball Stadium Public Facilities District Board of Directors.
After the appointments will hear an update from the auditor on contract monitoring at the Department of Community and Human Services.
To begin with a clerk, please call the roll.
Thank you, Chair. Council member Bell duty.
Chair. Council member Dunn. Council member Fain.
Chair.
Very much. We have a quorum.
I'd like to ask the Vice Chair of the committee to approve the minutes from the June 9th and July 20th meetings.
So moved.
All those can favor significant.
Aye.
Opposed.
There are doctors.
Can we now turn to public comment? If there's any one participant in view of the Zoom, who would like to provide public comment?
Please use the rate.
Can motion or press nine.
Star nine.
I asked the clerk if there's anybody in the Southwest or the current conference room for a Zoom meeting.
Good morning, Chair. Yes, we have one person in southwest for public comment.
Okay.
Can that person stand up and proceed?
Person is Alex Zimmerman.
Thank you.
My name. It's a good thing.
You know my name.
One second.
It's a sign-up.
Yeah, I think.
Yeah, I listen to you here for two years.
Yeah.
My name Alex Zimmerman. I'm president of Stand Up America.
And I come here for two years here.
What is AC for three years?
From a auditor office or from council.
But in power, you know what it's been.
Something that is very strange.
I cannot understand why it's going on.
You know what it's been.
But experience for two years.
Almost in every meeting show of something.
But it's absolutely strange.
You mean it's not only look like a pure fascism.
To the sciences, my friend.
Here.
Yeah.
Sign here.
Yeah.
Because it's very strange.
Consularity and power is a auditor office for many years.
And I never see one government employee for three years.
You know what has been from thousands.
Yes.
In jail.
Or prosecute.
You prosecute me seven times.
Seven times, all cases dismissed.
But you never prosecute one government employee.
Yeah.
I would get the office.
Never put in jail.
What the government employee could steal money for example.
Nothing happened.
It's very interesting for me.
How is this possible?
One man like Alex and one can prosecute seven times.
Seven times.
There's a dismissed.
Why are doing this?
You know.
And that's a bastard.
Huh?
This very unique.
You bucket bow.
For six years.
Never have in person.
Why do you do this?
Who are you?
And that's it.
Yeah?
A criminal?
Yeah?
A fascist.
Who are you?
And how passable.
So we did the office.
Never prosecute.
One government employee for three years.
Yeah.
Thank you very much.
Tiva Trump.
We want you America's revolution.
Stand up.
Slave and happy cow.
Kids country.
Number one.
Fascist.
Thank you.
Zery, everybody else.
Yeah.
Southwest.
Comfort.
Who wants to speak.
Yes.
We have Kevin of Alzheimer's.
Yes, sir.
So electric, we need to hire yourself.
Thank you.
Yes.
Kevin all time.
Republican.
Team County oversight.
Fowls.
Substack.com.
Also community.
Watch dog advocate.
I'm here today to formally.
Opposed.
This Monday.
I've sent multiple emails.
in the blood, apparently, he described it.
Also, when it comes to Kimber Walshman speaking,
she should not be allowed to speak not at all,
and I'll tell you why.
On May 14th, 2025, she sends an email to the office office,
the executive office, as she says,
what have you guys are gonna pay for this investigation?
Now, she violates the Yellowwood Standard
to file the T.T. violates the gag of,
she also violating Washington's fake rules,
and you're both second of all, none of you gave her permission
to do what she did, and so guess what?
That makes you guys all there, which did,
because if you look at how she can basically do simultaneously,
several things, over 40, on the 14th,
she sends every last one of you guys to email,
saying, come on, drop the second provision
of the June of the Vertical.
That's why I came back with no findings, and then what I'm gonna do,
I'm gonna send a letter to the office office,
the executive office, and then she goes further,
she sends it to the Seattle Times, it says,
on the 14th of 2025, I send over to DCHS,
refer, to look into 16, what kind of organizations,
black organizations that were in, what best are for kids?
You didn't give her no rights to go in there and honor this fight,
he is bringing in forced strategies,
and create this whole mess, you guys are dearly,
I don't know how you thought you were gonna get away with this,
did you see, by article that came out Sunday,
I actually saturday, it has every aspect of every last one
of you who violated the law.
Is there anybody else in the room who wish to testify?
No, no, I'm not, I'm not at this room, thank you.
Is there anybody on the Zoom meeting that one is justified?
No, at this time we do not have any hands raised.
Thank you, public testimony is now closed.
Our first reaction items items five and six are both appointments
to the King County System Board of Trustees,
and likes to take them up at the same time,
the Board of Trustees governs our law library system,
which provides library access to nearly every resident of King County,
Jean Paul from our council staff was here to provide a short briefing,
and then we're here from the appointees.
Jean, please proceed.
Thank you, chair of on-right, Baron,
Good morning, council members, I'm Jean Paul from council staff.
The materials for these two appointments begin on page 11 of your packet,
the separate appointee materials were also sent by email last Wednesday afternoon.
Proposed motions, 2026, 0124 and 0125
would confirm the executives appointment of Reniel Harap
and Liz Callahan to the King County Library System Board of Trustees.
Mr. Harap term would expire on January 1, 2028
and Ms. Callahan would expire on January 1, 2031.
For a brief background, the King County Library System or KCLS
was established as a rural county library district in November 1942.
Over the years, cities and towns throughout the county
have voted to annex into KCLS.
Currently KCLS has 50 library branches and serves all of King County
except the arrowpoint and Hunts Point.
The city of Seattle has a separate library system,
but residents of Seattle are allowed to access KCLS collections
under agreement between the two systems.
KCLS is governed by the Board of Trustees in accordance with state law.
Trustees are appointed by the executive and confirmed by the council.
They serve more than two consecutive terms and members of the Board
must represent the geographic diversity of the library district.
Some of the responsibility of the Board include hiring an oversight
of the KCLS executive director, adoption of the annual budget
and adoption of long-term strategic plans.
The appointee information begins on page 12 of your packet.
Reniel Harap is the former chief revenue officer for shorelight education
and organization that connected international students,
universities and service providers to widen access to higher education
and support student enrollment and performance.
There's application materials, Mr. Harap expressed that he dedicated his life
education and help, serving as president of a global higher education institution,
vice president at the nation's largest nursing school,
and senior leadership roles at the largest medical school system,
as well as Harvard Medical School.
He's also served on numerous boards and committees, including the Rainier Club,
the Salem University Board of Trustees, and the steering committee for the
Washington State Opportunity Scholarship.
Mr. Harap's application materials expressed a commitment to equity and education,
and a desire to bring good insight, financial acumen, and community focus leadership
to the KCLS board.
Liz Callahan is the founder and principal of Liz Callahan Consulting,
according to application materials.
She's an educator, mentor, and business coach.
She expressed the belief that access to information is vital to developing
critical thinking skills and addressing inequities among communities.
Ms. Callahan has worked with page-to-head children's literacy group to improve access
to books for young readers,
mentor and business founders from non-traditional backgrounds,
and advocated for stronger communities.
She also has experienced inviting for both nonprofit and poor profit organizations,
let a capital campaign for a playground in a city park,
and worked on strategic financial plans.
She has served on several boarded committees, including the Renton Airport Advisory Committee,
and the UW Berks Center for Entrepreneurship Advisory Board.
Staff have identified any issues with the proposed appointments.
The appointees are with us today, as well as Heidi Daniel,
the KCLS Executive Director, and John Schaller,
the KCLS Government and Relations Manager.
That concludes my remarks.
Thank you, Jean.
You mentioned Jean in the process that only two communities are cities within King County
don't belong to the library system.
There's a city of Seattle, and the other 100 point, Jack Ray.
Chair, Mark Ray was a year-old point.
The Hunts Point, they're not part of the King County Library System.
The Seattle does have the separate system,
but because of an agreement, both residents of Seattle and the county
can go to any of those library branches,
because of those agreements.
Thank you very much for clarifying that. Thank you.
We'll start with Mr. Arath.
Thank you very much for your willingness to serve.
We're now, would you share a little bit about why you want to serve on the Board of Trustees?
Happy to do that, Chavan. Right now.
I wanted to serve, because I was really looking at a meaningful way
to contribute to the community that my wife and I call home.
We live in King County.
And really, when I consider the options, the King County Library Systems,
I believe it's one of our most important community institutions.
My belief is that libraries create access.
You know, not to just books and knowledge, but to learning certainly,
but also increasingly to technology, digital resources, workforce opportunities, literacy,
and also community connection.
So, as it was outlined, much of my career has mission in education,
often focused on expanding access and opportunity.
And then I was looking at, okay, I also bring some board and governance experience.
And I understand that the role of KCLS trustee is really to provide responsible governance
and fiduciary oversight, support the mission of the executive director,
and ensure that the system really continues to respond to the evolving needs of the community that it serves.
Now, I've had an opportunity to sit on two meetings,
and I've only been impressed and it has just strengthened my interest in serving
and I'd be honored to continue that service,
and I appreciate your consideration.
Thank you very much, your comments.
How is the Library of System where do you grew up?
How did that help form your own educational background?
Absolutely, so I grew up in a city called Candy and Sri Lanka.
We had my school, had its own robust library that is over 100 years old,
and then there were also an American center and British Council library in the city,
so I would go across these three libraries, which are actually walking distance.
So the British government had a library system and then the US government also had a library system
as well as my school system.
So certain materials were too expensive to purchase, growing up,
studying for your middle school and high school and university entrance exams.
So I relied on the libraries as a place for reading reference material,
as well as borrowing books that help me get through high school and prepare for university.
Interesting.
You mentioned earlier in your comments that you saw the library system as a community connector.
How would you enhance that?
How would you like to see the library become a stronger community connector?
Yes, I don't come into my board role with a preconceived idea of what it could be.
What I would do plan to do is really work with the executive director and the team,
as well as the rest of the trustees in the programs, understanding the programs that they have for the communities,
and really seeing how the library and the community could kind of create better connections.
So at this point it's somewhat philosophical,
but I need to learn in practice over the next few months how that can be.
And I believe over a matter of few months when I get to hear from the constituents,
the communities we serve as a last from our leadership team at KCLS,
I will probably learn more on what specifics that might be.
Thank you.
Any additional questions from my colleagues with this point T?
Any additional questions or comments?
Please feel free to go.
Councillor Valducci.
Thank you. I want to first of all thank you very much for your willingness to volunteer for this institution. It's one of the really wonderful institutions I think in our county. And one of the amazing unique things about libraries is the absolute universality of access that it is there for everybody for any purpose to learn to spend time. And the library system has been very dedicated to that dedicated to being an open, welcoming place.
For everyone, and a place of free exchange of knowledge and a time when there's really kind of assaults on the free exchange of information at times. Can you talk a little bit about your philosophy around that universal access and how you would feel about those those values as a board trustee member?
Absolutely. I believe access and access to knowledge equally and equitably.
Really is the great equaliser for bringing up our communities. And King County is pretty diverse. We have different communities with different needs and the needs and the impact are going to be different by each community. So it's not one side fits all even within the county.
And I believe that access that you speak of is going to be in different forms for different parts of the communities. And I believe the impact is what we should be looking at and trying to see what the evolving needs of the communities so that we cater to that. I hope I answered but happy to clarify further.
Thank you. I appreciate again. Thank you for your willingness to volunteer and for your response. Appreciate it.
Just a few questions of this candidate. I'd like to know to go to Miss Catalan hand. Thank you for being here today as well. Can you share a little bit about your background and why you also want to serve on this important board of trustees.
I have spent a long career in enabling people to be really productive in their work in across a variety of different industries.
And most recently I've been working specifically in the startup community with early stage companies who are really looking to find a new way to do things and a new, you know, create a new business categories.
So I spend a lot of my time in mentoring and coaching and in sharing the benefit of experiences that I've been exposed to throughout my career and resources that I've had access to.
And for me, I think that it informs this interest in the library system board because I really do believe in building literacy for the way that it unlocks education, it unlocks opportunity.
It enables aspiration among people. And I think TCLS in particular such a stellar organization.
And the investments that the library has made in makers faces and becoming a community anchor providing resources like charging stations and repair depots and 24-7 access for people.
Really speaks to where I want to invest my time and my talents in stewardship of a place that keeps finding new ways to open doors for people in our community.
So when you were growing up as I asked previous speaker what was the library system like and how did it affect your growth, both personally and professionally.
Yeah, I think my first my earliest library memory was as a young child walking to the library my my mother with three kids in tow and the rule was that you could check out as many books as you were willing to carry home.
And with my siblings, I think we are each trying to out through each other and there was much deliberation with my older sister about I'll get this when you get that one and then we'll switch.
And there was always just a focus on access to books, variety of books.
You know, my mother gently and educator I will say gently nudging. Well you know that's kind of a formula book, how many of those do you really need and let's try some other new things and so certainly sparking interest in different categories.
And so it it it just speaks to me in terms of how to bring in as many styles of readers as many ways to uptake content that's available through the library and for me that that.
You know, I was very fortunate to live within walking distance. I don't know how many times we would have gone to the library if it was for people on a bus every time, but I think being able to create access points digital.
Community-based events, cultural exchange, things that really, you know, build the library as a centerpiece and a show place of the community is super important to me.
Where about did you actually grow up?
I grew up in Baltimore City.
I was actually in Baltimore City. The library system I used ironically was the library system that director Daniels was last in charge of.
Interesting. Interesting.
But you both bring up at unique perspective. You're in where you both were raised and how much the library no matter where you were born and raised.
The library system was a critical part of stepping stone to your professional and personal growth.
Absolutely.
Additional questions from my colleagues. I don't know what Councilor Dunn has joined us.
Any questions from my colleagues before we bring these two candidates?
Yes. Councilor Balduchi.
Thank you. I just always like to ask the same question if that's okay. You spoke to this actually in your comments, but if you wanted to say anything more about your commitment to your vision of the universal, the universality of access that library is provided with just such unique and wonderful part of why we have libraries.
Absolutely. So I had the privilege to attend six of the board meetings. I contributed to the budget hearing last November.
And I feel like I've gotten great exposure to this breadth of programs that exist.
The focus on the collection and as more of the utilization of the collection is moving to digital materials.
Among the things I'm interested in.
To the extent that we trust these.
To contribute is understanding how to review alternate operating models with the digital publishing houses, for instance, how to think about getting existing libraries staff.
The same tools and training in AI resources and artificial intelligence resources that new library science graduates are coming into library systems with and being able to bring those groups up.
You know, I have a background in financial governance as was discussed earlier.
I think that the focus on prudent, levy review planning actions and ensuring that we are looking towards the future for the types of outreach and programs that helps sustain this vibrant library system are really critical areas I'd like to focus on.
Thank you both for your answer and for your willingness to vote your time and volunteerism in this way. We really appreciate you.
Thank you.
And just a few questions from my colleagues.
I'd like to ask you if Heidi would like to join in here for a second of the executive director.
How do you see some of the major issues that you and the members of the Board of Trustees are going to have to deal with in the next couple of years affecting our library system.
Oh, that's a great question. Thank you chair for asking. I am very excited for both Liz and Reel to come on. They've touched on some of the major issues that we are going to be looking at over the next several years.
The library has not been on the ballot for 17 years.
We have very judiciously looked each year at where we are, where our reserves are and when we'll need to go on the ballot. So I need board trustees who are also carefully considering that thinking about the future of the library.
We know that our 50 buildings we have a little of our $300 million worth of work from creating to our master asset plan and our reimagining spaces plan that we will need to do.
We want to double down on that community connector role. We certainly want to be very thoughtful of continuing our role as a trusted place of information.
For me, the public library exists as because people have a right to access information and so making sure that we're bringing trustees on who have that same belief in that right at this time is critical to us.
Also just thinking again as they've both referred to new ways to think about doing business. I don't think the future of the library has to look like the past of the library.
We're moving in new directions as communities and we want to be able to respond to that and find new ways to be both efficient and innovative for our communities.
So having a trustees that are focused on that future strategic thinking is critical as KCLS thinks about how we're going to reimagine ourselves for the next 20 to 30 years.
And certainly the digital collection is something that I said on some national boards were very tuned into how the library system here as well as nationally we'll be able to maintain our digital collections when we have very little
control over them and their cost modeling is one that isn't particularly sustainable. So we are always thinking about new ways to think about that.
So having new trustees that are engaged in that work is very important to KCLS.
So we thank you for your time and thoughtful nominees and yeah, that's those are the big areas we're looking at into the future.
What is the state of security or library system? It's very important to have this opportunity to visit it.
I also feel safe in that library system. Can you give us an update of how things are being dealt with with some of the challenges that today society brings?
Yeah, absolutely. So of course the public library is a place that is public. So it is open to all.
So we are always going to have some security challenges just as every public space does.
However, both are staff and the few places where we we have security and only a few of our buildings.
But our staff are continually trained in de-escalation practices.
We are constantly looking at new ways to improve the security of our buildings.
And right now, in fact, we're researching how we could have different types of positions that work on that de-escalation.
We don't see necessarily that we have violent crime occurring in the library, but we do see that we have because it is a public place.
Challenges around mental health and substance misuse disorder that occurs in and around our buildings.
So that is where a lot of our efforts and energy are focused on. We do have peers to help with resource guidance.
We do have, you know, cameras in the external of our branches. They are not flock cameras. They are not able. They're not licensed place readers.
They do not grab those, but we do use those to review incidents that occur to make sure that if individuals are not following the code of conduct that they are banned.
And in general, that is where we focus. It's just a lot of removing behavior that is not appropriate with the code of conduct.
We're still making sure people have, you know, second chances to come back if it is a correctable challenge behavior.
We are very keenly aware of the mental health and substance misuse issues in our community and we focus on de-escalation and resource connection.
And that is where we have been able to make our places more welcoming to all of our community members.
Ashland. Thank you.
Do trusty.
Call a hand or try to either do more having final comments before we have a vote.
I just want to say I'm very excited to serve and I look forward to being a part of this important board and resource.
Similar. Similar. Thank you. Thank you.
Well, I think you, you, too, it's unique that one comes from Baltimore, one comes from outside the country, but it's such a reflection of this region's needs just to have this perspective coming in.
You know, I grew up in rural Pierce County and a place called Lakewood, which is an unincorporated area and we valued so much our library out there and the suburban rural area of Lakewood.
And I think you both bring a unique and needed perspectives about the needs for the not just today but for the next 10, 20 years. So thank you both for your one is to serve at this time. I'd like to the bite your of the committee.
To move item number five, proposed motion 2026-0124.
To move.
Thank you, Councillor Muffin. Well, the clerk face call the roll.
Thank you, Chair. Councillor Muffin, do you see?
Aye. Councillor Muffin.
Aye. Councillor Muffin. Aye.
And Chair Von Wright bower. Aye.
And four as in zero notes. No, no, no.
By your vote, proposed motion 2026-0124.
We'll be recommended to the full council and we put on the consent agenda, unless there's an objection.
Thank you very much. Now we'll take item number six.
Councillor Muffin.
Move to confirm the executive's appointment of Liz Kellyanne.
Aye. We have for, for, proposed motion 2026-0125.
Well, the clerk face call the roll.
Thank you, Chair. Councillor Muffin.
Aye. Councillor Muffin. Aye. Councillor Muffin. Aye.
And Chair Von Wright bower. Aye.
That's four as in zero notes. No, no, no.
Aye. Aye. Aye. Aye. Aye. Aye. Aye.
Do we lose a voice here?
Sorry, Chair Von Wright, by the way, that was four as in no one in scheme.
Thank you very much for your action.
Proposed motion 2026-0125 is approved with the due pass recommendation.
This item will also be sent to the full council on the regular course.
And unless there's an objection, we'll be on the consent agenda, again, my colleagues
and I join you in congratulating you on your willingness to serve and you're approval
by this board.
How do you good like to you as well?
Thank you very much.
I did number seven is proposed motion 2026-0115 confirming Susan Lizmore to the Baseball Stadium
Public Facilities District Board of Directors.
Jane, can you speak to that?
Yes, thank you, Mr. Chair and what's given to the record on Jean Paul from Council
Staff and Materials for this appointment began on page 23 of your packet and the separate
appointing materials were included in the same email set last Wednesday afternoon.
Third motion 2026-0178 would confirm the executive appointment of Susan
Loosemore to the Major League Baseball Stadium Public Facilities District, but a remainder of the
term expiring on December 31, 2021-29.
The Washington State Major League Baseball Stadium Public Facilities District or PFD
is a municipal corporation established by both the state and county in 1995.
The PFD was responsible for deciding design and construction of T-Mobile Park.
As the owner of the ballpark, the PFD oversees operations and ensures that the interests of the
people of the state and county, the users of the ballpark, and the people who live and work in the
neighborhoods around the ballpark are met with balance and fairness.
The PFD is governed by a seven-member board, pursuant to state law and county code,
four members are appointed by the county executive and confirmed by the council,
and three members are appointed by the governor.
The appointing information begins on page 24 of your packet. Susan Loosemore is a former executive
vice president of financial planning and analysis and a strategic advisor at T-Mobile,
where she worked for over 17 years. According to her application materials,
she expressed the belief that as a certified public accountant and finance executive who
led enterprise-wise, enterprise-wide planning, large-scale integrations, and multi-billion dollar
transformation initiatives, she could bring the analytical depth, operational discipline,
and long-term strategic judgment required for the oversight of a complex public asset.
She's also served on several board and commissions, including the Seattle Chamber of Commerce,
the National fiduciary Trust Board, and the Seattle Humane Society Board.
She expressed the experience of serving on these boards as strength and her commitment
to fiduciary duty, transparency, and mission-driven governance.
Staff have not identified in the issues with the proposed appointment.
Your point is Susan Loosemore's with us today, as well as Joshua Curtis, the executive director of the
PFD. That concludes my remarks. Thank you, Jay. Susan, thank you again for being here today
and your willingness to serve. I'd like to hear some more about some of the boards you served on
in the past and your position. If you win my sharing that, leading up to why you want to serve on this
board, because you've not only served on boards, but you've taken a leadership role in many of the
boards that you've been involved with. Sure. Thank you, Chairman. You know, starting some my early days,
I served as a treasurer for multiple nonprofits, particularly ones that my kids were involved in.
And so it was just a great way to get to know these nonprofit local organizations. And over time,
I did start to lean more into larger nonprofits, particularly the Seattle Chamber of Commerce,
where I had the privilege of not only being, you know, the vice chair that ascended to the chair,
and then ultimately led the search committee as we were in a situation where we need to
define a new CEO. That was an amazing experience where, you know, one, I got to take all of my business
acumen and lean into this role. Second, I must see out a light. So to get to lean into an area and a
community where I grew up was just wonderful. And then as chair, you know, one thing that I was really
proud of, we had a theme of regionalism. We were really trying to lean and how do we bring our regions
together, particularly when we think about Seattle and Bellevue. And yes, it's, it's, you know, separated by a
lake, but there's nothing about that lake that should be separating us. So I did take it upon myself to do
something that never been done before. I brought this Seattle Chamber of Commerce and the Bellevue
Chamber of Commerce together for the very first time for a joint meeting over at team level, how fitting.
And it was wonderful. John Stanton actually agreed to come and be a keynote there and tell
Constantine showed up our CEO of a team-oval showed up. And then the two chairs of both Seattle and Bellevue
showed up together in an integrated fashion just to kind of really show up again as a region,
not to separate, you know, communities. And I was quite proud of that. And I think that kind of speaks to
one of the reasons I want to serve in this capacity, one, you know, I love this area. And you know,
having an opportunity to serve in this is a wonderful opportunity. And as said, I'm no longer with
team-oval. I'm kind of onto my next chapter. So this is all about giving back.
But you've got my friends who have worked at team-oval, say you have a remarkable career
at team-oval. Kish, you're beginning in the whole process of your own development,
there are team-oval. It actually is a really good indicator of who you are and team-oval's role in our society.
And the opportunities for a young person to come in and then succeed as you did.
Yeah. And if you don't mind, I might skip a little further back beyond team-oval just because I think it
helps with the context of the story. So I went to school at University of Portland and I went there
to play soccer. And I think that's really important. And another reason why I think this role
serving at the PFT is so important. Sports are so important and so many manners, whether you're a fan,
or whether you're a player. There's so many great attributes. Anyway, that's what got me to college.
I was the first year, excuse me, the first generation for my family, for someone to go to school.
And that's what got me there. I came out of there with the degree in Accounting and started with
Macau Communications early on, actually in the Paging Division. If everyone remembers Pagers.
Anyway, through that career, which lasted 12 years and the only reason that it only lasted 12 years,
because we were purchased by another wireless carrier called Singular, that was really kind of the end of
my career there. I did have an opportunity to go to Atlanta, but Seattle is my home. I wanted to stay here.
So I found myself at Northstrom for a couple years leading financial planning there,
which was a wonderful experience. But I tell you, my heart was still with wireless. I loved the
culture. I love the pace. I love what we were doing. And it was just a challenge every day. So that's how
I found myself back at Team Mobile. Now I will say, I took a little bit of a step back in my level
where I was, because by this time I had had two children. So I came in as a director.
And I started supporting our IT department, and it was just an absolute pleasure involved to be there,
because I learned so much about IT, but yeah, I could take all my wireless experience, all my financial
background by now. I'm a CPA, I had gone back to school at night, got my MBA, and I was able to kind of
really leverage that. But that only lasted about 18 months, and I had someone knocking on my door to say, hey,
I think there's a higher calling here. We want you to actually come start to play a role in the
advice president of financial planning, which essentially that role is to work with leadership,
to really understand what is the strategy of the company. Do we like that strategy financially? Let's
test it. And then that's what establishes our ultimate goals. And whatever we objectives we set for
whether it's our board or Wall Street, anyone external. And those are usually multi-year goals. And so then
it was my job to ensure that we met those goals. And as time went on, I will also mention,
team level went through a rocky time, and I think this is where you're looting to it's an interesting
place. We were at the time owned by Deutsche Tellecom, because John Stanton sold to Deutsche Tellecom in the
early 2000s. And we were basically a subsidiary of Deutsche Tellecom. We were not performing well.
We were losing subscribers. That is not what you want to be doing in a wireless company.
And we, one point, we're going to get sold to AT&T, but the government stepped in and said,
that's too monopolistic. That's not going to happen. So we were in a tough place. And we were actually
listed as one of the companies that were potentially not going to be around the next year. But lo and
behold, we had some very major leaders that came in and actually decided, let's take this company
public. We merged with another regional company out of Texas called Metro. We went public.
We created our own independent board. And we had a very, very strategic new leader that was all
about growth growth and investment. And I think that's really key. We need to do invest in the business
for the future. And that meant a couple years of maybe not performing financially as some people would
have liked. It really took that investment to turn it around. And at that point time, I was promoted
to the senior vice president of the organization. And I got to work with leadership on figuring out
what is that best way to invest so that we can grow? And that growth just started in 2013. And we have
been on a growth trajectory for over the last decade. And then probably the highlight was when we merged
with Sprint, which was the number four carrier in the country. We were deemed the number three carrier.
When we brought those two companies together, I was able to become the executive vice president
over planning where Mike Sever, our CEO, had me sitting in his table to really help integrate the
companies. And make sure we had the right conversations at the right times that we were meeting all
the objectives that we had promised to walk with that merger. And it was an absolute blast and it was
an honor to be there. So I hope that's helpful with the journey.
It is. It helps explain, you know, the energy you bring to this new position and your background. I think
it would be helpful. You know, the council member about duty and pain and done have heard me say a
thousand times. You know, sports brings people together. And I really look upon our region as
very challenged right now, very, very, there are a lot of wedges within the communities of large.
And within our general population, and sports is one of those things that brings people together. And I
think your energy, your incredible skills that you bring from the private sector, and I quite frankly,
your commitment is something that would really be helpful to your position on the facility's district. So thank
you again for doing this. I'm going to ask my colleagues. If they have some questions or comments,
please raise your hand. I apologize if I can't see everybody at one time.
That's well. Did you? I don't remember, but I'll do she. Thank you.
Just a quick comment more than anything. And that is that Susan has been a very visible and active
presence in district six and in much larger geography. Obviously, but she's a claim her from district six.
And we're very, very lucky. And fortunate to have her willing to take on this volunteer role
and a very important facility and planning role that, you know, for such a major asset of the
county, and I wanted to thank her very much for doing it. Thank you. Thank you. And just a
questions or comments. I also want to ask Joshua, if you're here. Thank you, Joshua.
Josh, our things at the facility's district. And what are some of the major problems we're
concerned, or challenges you have going forward? First off, good morning. And thank you,
council members, three, or support of the PFD. In terms of things that we're working on. So top
priority for us is always to ensure that the ballpark is protected and maintained and enhanced as a
first class facility. You know, we always support the work that the Mariners do. We are a public board.
And so we make sure that we are always keeping a clear eye on the ballpark itself and ensuring that
they're doing what they need to. Happy to report they are. There are other things that we're working on,
you know, in past years, we have realized that the fans experience doesn't start when they walk into the
ballpark. But instead, starts when they get out of their car or when they step off light rail. As such,
the state and district itself has been a high priority for us. We are currently working on a
project. We're finalizing a design to improve the pedestrian experience between the state and district
light rail station in the ballpark. So think signage, lighting, public art, really excited about that.
We'll also be releasing an RFI in the fall.
We're going to be looking for a provider that can help us to evaluate the feasibility of tapping into the
alienator sector, which is the main sewage trunk line to see if we can capture heat for the
ballpark. And even possibly for this surrounding neighborhood. So there are other things we're working on.
Those are kind of our two big ones right now. Happen to answer any question about those, but we are really
excited that Susan is going to be joining in the board. You've heard all about her.
Very impressive backwards. I don't need to say much more than that, but I want to thank you
while for your support. Us being able to maintain a public-minded and effective board is
really crucial. So for both her nomination today, but then also recently for Juan
I'm looking forward to hearing about your plans about the process because you really
get a note when you say the process doesn't begin when you walk into this game is when you get out
your car. And the horrific problem that occurred during the Seattle Center three weeks ago
reminds us all how something quickly happened without any notice and how important it is to
create an environment where everybody feels comfortable, safe, and protected.
You're more about what you're planning to do with this moving from light rail to the stadium or
other ideas because we want to cooperate whenever possible and we want to work with our colleagues across the
street on their debut at the city to make sure because the stadiums are not a city.
If they're a regional asset and all benefit from them, we all have responsibility to make sure
that all the public are safe and when they get all that door.
Yeah, completely agree. I'd be more than happy to come and share the design when they're ready.
They're pretty close to probably next month or two. I'd be more than happy to share those.
And maybe some of our other plans in the district completely agree.
It's having a safe district is of kind of that.
That would be great.
At this time, I'd like to ask my Vice Chair of the Committee, Councillor Fain.
Everybody else have any questions. I want to make sure to keep Councillor Donner
Fainter chance. So Councillor Fainter wants to make a motion on 226-0115 confirming.
Susan to the Baseball Stadium Public Facilities District Board Directors.
Move to confirm the executive's appointment. It's Susan this far.
Thank you very much. Well, the clerk, please call the roll.
Thank you, Chair. Councillor Member Bauducci.
Aye.
Council Member Dunn. Aye. Council Member Fainter.
Excuse me. Chair Bon Wright-Bauer. Aye.
Until you have four aye. Zero knows and no one was.
By your vote, proposed motion.
226-0178 is approved with a duty pass recommendation.
Because directors appointed to this board cannot exercise their duties until confirmed by the council.
This item will be expedited to the August 25th full council meeting.
And unless there's any objection, be placed on the consent agenda.
So move. Thank you. Thank you all. Thank you, Susan.
Thank you.
Our next is a briefing.
2026-0096 auditors update on DCHS contract monitoring.
I'll begin with Kimber.
She's here to begin the process and I thank you.
Kimber.
Thank you, Chair Bon Wright-Bauer.
Kimber Waltonson. King County Auditor.
As we published our audit of DCHS last August, you asked us to oversee a full review of locally funded DCHS grants.
And so this status report is the first of four that we will deliver to you on that oversight.
Right. So next slide.
Taking a look back to the beginning of the year. You amended the work program in January.
In April, we started meeting with DCHS to define their project framework in May.
DCHS onboarded consultants from Robert Haft to review grants.
And Megan on our team collaborated with DCHS to develop drafts of all the tools that Robert Haft would use.
In June and July, Robert Haft began their reviews and we started doing quality assurance on their work.
Our status report is now live on our website.
It is a very short document.
It summarizes what Megan and I will talk about today.
There are three things to take away from this presentation.
First, there are about 2,000 grants eligible for review.
Second, processes are in place to enable consistent transparent grant reviews.
And finally, the process is on track to complete all 2000 grants by December 2027.
Megan is going to share more detail about these three elements.
And then I will come back and talk briefly about how our office will plug into the direct reviewing of grants.
Megan.
Thank you, Kimber for the record, Megan Co. King County Auditors office.
Before I talk about which grants we are reviewing and how I want to talk briefly about the three teams that are reviewing grants.
DCHS compliance staff will be conducting their routine fiscal monitoring work.
Robert Haft, as Kimber mentioned, will be working on contractor views specifically related to the DCHS oversight work in our work program.
And our office will begin conducting reviews as part of grant testing in September.
As Kimber mentioned, we identified nearly 2,000 grants for these three teams to review.
And those grants are those that are managed by DCHS entirely locally funded, meaning these grants have no state or federal dollars.
And that they are grants that have invoices or payments in our after 2025.
So this helps ensure that this is a timely review.
It also excludes grants that we tested in our 2025 audit of DCHS fiscal stewardship to avoid any duplication of effort in that area.
To ensure reviews are transparent.
We are communicating regularly with DCHS together.
We developed consistent protocols, including tools to track the status of each review.
Our office has direct access to review documentation and is conducting quality checks of the work.
Using a form created by DCHS, we can also quickly scan the results for any grants that have been flagged for additional review.
So reviewers escalate any concerns that they may have to DCHS.
And this is things like indications of questionable payments such as potentially unallowable expenses based on contract or a lack of adherence to the agreed upon budget.
We expect DCHS will evaluate any escalated issues and share with us how they decided to resolve them.
That is currently on track for completion by the end of 2027 based on the following progress to date and the three teams I discussed earlier the capacity from all those teams.
So DCHS hired five people to conduct reviews from Robert half and that is the main body of work with the only body of work that they have.
On the bottom left at the end of the first reporting period Robert half completed 68 reviews and made progress on 48 more that was a total of 116 reviews in progress or complete.
And just to be clear that was after less than one month of reviews and that's because of the time we spent getting this project framework established is creating tools DCHS hiring and onboarding staff etc.
So of the 68 completed reviews Robert half escalated five to DCHS.
I also want to point out at the bottom right of this slide that DCHS in Robert half identified about 100 grants that would need to be excluded because they fell outside of the scope of our review.
Based on that same criteria I mentioned earlier such as having state or federal funds.
I'm now going to hand it back to Kimber to talk a little bit more about the upcoming reviews by our office.
All right, thanks Megan. So looking forward.
My team will be taking two samples from the 2000 grants to review the first is a statistical sample.
That means that we will take a random sample and that will allow us to draw conclusions about the entire set of grants.
And second we will be doing a risk based sample.
That means that we will look at 100% of what we think are the riskiest grants based on the knowledge that we gained doing the audit.
So ultimately all 2000 grants will be reviewed at a consistent standard.
You can see on this slide how the grant reviews will be split up between the reviewers starting at the top in orange is the DCHS compliance team doing a portion of the work as part of their routine planned reviews.
Moving to the blue section on the right Robert half will conduct about three quarters of the testing and in green my team will do the remainder.
You can see in the shaded section between my team and Robert half that there's a small overlap that's a result of the random sampling process that we're doing and this in addition to this is also in addition to the quality assurance work that Megan will do.
On this next slide you can see what to expect over the rest of the by any on the left is the report that you're receiving right now and then you can expect to hear from us again in February and August of next year and we will issue a concluding report in February of 2028.
So to summarize reviews are going forward from a great foundation and we are on track the report is now on our website DCHS also provided their own status letter you can find that on our website and council members I will email that to you after this meeting and we are available for any questions that you might have.
Thank you.
My colleagues anybody have a question at this time council member boundary chief.
Thank you chair and thank you to the other and team for very thoughtful measured process that it looks like it's going to.
Bring results so what we have here is like a process update.
Who's doing what how many reviews sort of what the boundaries are and what the forms and and the process that's been developed.
A couple quick questions and then a bigger question quick question number one.
Just nitpicking a little bit on that last slide you had today August is review one next August is review three one is review two.
It is in February.
Okay.
Sorry about six months.
Yes.
Okay.
And so I'm hoping at review two will hear not just process but also some of the substance of what's being found what sorts of so if there are things that were escalated what sorts of issues caused escalation and what were the what were the results of escalation.
If we're seeing a whole bunch of contracts fall out because they've got.
Funding really the issue was federal funding honestly because federal funding comes with all of these strings so when I introduced this amendment and talked to DCHS about it.
They were concerned that they not have to do two separate and different kinds of oversight for contracts that had federal oversight.
The way we wrote it of course said locally funded so now of course the you know sort of the gotcha is oh yeah, but now state money excludes things as well that's news and you know not great.
But because they don't know that the state does the same level of we'll oversight that the feds do.
And if we start seeing lots of contracts fall out because of small amounts of state money I would want to know about that.
I would want to know that that is happening so that we are never the less we're getting lots of contracts falling within this oversight and frankly that is exactly.
I think what the council wants it and passing this amendment was hey we had a sample that was the original audit that had massive problems in a very small number of contracts does that translate does that mean that.
There's massive problems in large number of contracts or is it limited.
More or less to this area or somewhere in between and so I think we'll get a sense of that from what you're doing.
And then so so question number two is.
I'm a little confused about Robert half's work I heard both that he's an independent contractor and that he's contracted to DCHS which is it and how does it work.
Please.
So can also remember on the first question you asked you'll absolutely see results from us in February.
We'll keep track of the state funding and identify if that is a significant issue we're also collaborating or communicating regularly with the state auditor's office and we can share those concerns with them as well.
So next I just want to note that director McLaughlin is here on the call today.
Just to be clear Robert half is a consulting firm and there are several staff from that firm who are doing the work and she can respond to exactly how that is structured.
Go ahead.
Good morning for the record Susan McLaughlin the director of the Department of Community and Human Services.
Thank you for your question. Councilmember Balducci, yes. Robert half is an organization that provides staffing and DCHS has a contract directly with them to provide temporary staff to conduct these reviews. That's the five staff that were mentioned by the auditor's office.
So just to make sure I understand that firm, so it's not a person named Robert half, it's a firm, maybe the last name Robert, last name half.
And DCHS is contracting directly with and the contractors are the ones who are deciding what to escalate.
And so then the escalation happens and what is, how, how is this all overseen them by the auditor or by, like how, how does this alternate to a report and what can we expect?
Will be that it would just want objective and independent information and this feels like it might be captive, not objective.
I can respond councilmember to how the auditor is ensuring that that work is done in a quality way.
Megan right now is conducting quality reviews on the, the reviews that have been conducted by the Robert half staff and communicating back to them any gaps that she is seeing in the work so that there can be further discussion and skill improvement.
We also have as Megan mentioned insight into all of the documentation that has been created by Robert half.
So we can periodically take a look at that and make sure that you can rely on the results that are coming from that group.
Okay. Well, thank you. I know it is a is a large body of work. I appreciate it and the fact that it's on track to be completed in the time frame is very good indeed. So thank you all for the effort.
Look forward to the future reports.
Thank you. Councilor Fein.
Thank you chair.
And thank you to councilmember Belducci for clarifying that locally funded language because I had a I went back and looked at that and was trying to figure out the context because like you I wouldn't want to exclude a large number of grants simply because they include some.
So I think I heard some agreement from the auditor and correct if I'm wrong that in the next report you'll provide a little bit more context.
So just for clarity I'd love to see.
But the total universe of DC to grants are and then how many are excluded because they include state and federal funding.
And then how many are being excluded from your review because they've essentially timed out or they don't receive current payments, which is what I understand to be the other kind of exclusion factor in this scope.
So would love to see that break down in the next report that you provide for us.
Thank you for doing this sort of supplemental report even though it's only been of that a month.
So I have a couple questions chair if you don't mind and this can be something that you share with us later.
If you don't know it now one is this current pace that you're projecting that you'll finish in this two year target all the 2000 grants.
But at the current pace of what 68 in one month that is somewhat projected to be like two and a half years is that just because we're getting you were getting up and running that it was a little bit.
They were able to get through as many.
There there are several different factors called to number so.
It's definitely slower in the beginning as you're learning to do the process and speeds up as you get some more experience under your belt.
My team is starting their work next month and that is going to add a big boost and the compliance team at DCHS work is also ongoing and will continue.
So at the current pace we believe that it will.
That we will be able to complete as a whole.
The contracts by the end of the by anium if that seems to not be the case.
We would reassess and see you know is it a hundred contracts that are remaining or is it a thousand contracts remaining and the action we take would differ depending on what that looked like so.
I imagine that next August will be able to really be very clear about whether we're on track for completion by the end of by anium.
Thank you and then just one last question it just popped up because.
You showed that pie chart of review.
And I saw the overlap in the kind of quality assurance of the Robert half audits that are going on but I didn't see that same.
That's the key way work on DCHS and the work that they're doing and I know that you've been working closely with them and there's a lot of training and they're doing good work but I'm just curious is to why.
That you aren't doing any that QA work at least in the beginning on the DCHS side.
I want to remember the compliance team DCHS is a very highly skilled group and they're doing a very small slice of the work that is just the nature of their work that they would be doing anyway so.
Contracts that they were reviewing have been excluded from the sample or from the 2000 and so that's why there is no overlap and the reason that there is some overlap is the nature of.
Creating a statistical sample we want to have every single contrast contract have an equal chance of being selected by our office for review and because Robert half has already done.
Some reviews the entirety of the 2000 are.
Have the potential to be selected so it is possible that we will select one that they have already done and that's just the nature of the overlap but does the compliance team the lack of overlap with the compliance team makes sense.
Sure I fully understand but I'm happy to take that offline if that.
I'm happy to do that thank you.
Councillor Dunn.
Thank you Mr. Chair and I want to thank Kimber and your team as well as DCHS for.
Taking a laboring all around continuing this audit process that started.
While back now and it's obviously an important part of how we heal and improve county government and the trust of the public.
I'm not sure I heard the number and maybe you said it and I missed it but the number of.
We're going to be audited roughly through this next sounds like three rounds or so what is the total aggregate number there.
Megan do you have that number at hand.
I don't have that number because we're going by grant and so any given provider can have multiple grants is easy to to pull that but I don't actually have that at the moment I want to say maybe.
It's 700 is what I recall pulling this last but happy to get that to you and.
I did to the me.
Yeah.
For 700 is ball or figure you think that's for grants to be answered number of alerts.
The providers so we know the number of.
Of contracts or grants but it's sort of we haven't.
Because we're reviewing them on the grant basis as opposed to the provider basis I don't have the number for the provider front and center the moment.
You get back to me on that number that be helpful but it sounds like it's a substantial chunk there and we'll give us a much better feel for.
I don't know if it's a specific challenge is that we face as a county in terms of our way of taxpayer dollars okay great well I just want to say thanks and I appreciate the work you're all doing and we'll watch all of these.
With great interest moving forward as policy makers.
Thank you.
Anything else.
Can you hear me all right.
Yeah I don't have anything else thanks.
Thank you.
Great.
Kimberly Daniel.
Do you want to share.
No thank you Mr. Chair we'd be happy to receive any questions outside of this meeting if council members have them and we'll report back on the questions that you had.
That we didn't have answers for right away.
Thank you.
Okay.
If there's no other business before the body this committee is now adjourned.
Thank you.