[0:03] For the August 25th, 2026 committee,

[0:09] thank you colleagues for joining us. On today's agenda, we'll have discussion, a possible action, an appointment to a landmarks commission.

[0:15] We will then have an initial briefing on the King County, 2026, 2029, equal employment opportunity, affirmative action plan.

[0:23] But we're going to defer action until a future meeting. I'll explain a little bit about why.

[0:27] And then finally, we'll have a briefing from staff from the Executives Office and from the

[0:32] King County Regional Homeless Authority on the KSRHA Contract Transition Plan and the

[0:37] corrective Action Plan and we'll consider taking action on a motion accepting the

[0:42] Executives Support.

[0:43] Without a introduction, Clerk, will you please call the roll.

[0:46] Thank you, Chair.

[0:47] Council member Balducci, Council member Dimbalski, Council member Dunne, Council member

[0:54] Faye, Council member Lewis, here.

[0:57] Council member Mosqueta.

[1:00] Council member Perry.

[1:02] Council member Van Rikebauer.

[1:04] Terrible.

[1:05] Here.

[1:06] And we do have a quorum with the committee.

[1:08] Thank you.

[1:10] Vice-chair.

[1:11] Well, Council Vice-chair Dunson's our vice-chair of the committee is not here.

[1:15] May I have a motion for approval of the minutes of the June 23rd, 2026 meeting.

[1:18] Move approval.

[1:19] Thank you, any questions?

[1:21] Concerns, comments regarding the minutes.

[1:23] All right.

[1:23] All those in favor of approving the minutes, please say aye.

[1:26] Aye.

[1:26] any opposed, say nay, the meeting minutes are approved.

[1:31] We will now turn to public comment if anyone has joined us on Zoom and would like to

[1:34] provide public comment, please use the raise hand function or press star 9 if you have

[1:38] joined by phone.

[1:39] I do believe we have some folks in public provide public comments, so I'll read the rules on

[1:44] that.

[1:46] Public comment must be related to items with today's meeting agenda and not be used for the

[1:49] purpose of assisting a campaign for election of any person to any office or for the

[1:54] opposition to a developed proposition. It must also not include obscene speech. If a speaker fails to abide by these restrictions, I will rule the speaker out of order and have the speaker removed from the meeting. You will have two minutes to speak and you will hear a timer go off. You can finish your thought, but please wrap up your comments. If you go much past two minutes, you may be muted. We will begin by calling on the people who have signed up to speak in person. If you're probably coming remotely, please listen to the meeting on the Zoom call until you hear your name called. Clerk, please call on those who are with us in person.

[2:23] Thank you, John. Yes. Kevin, are there any other please?

[2:29] Welcome.

[2:30] Chair, Kevin Altheimer.

[2:32] Here to speak on affirmative action, which is a very significant thing in our societies,

[2:37] especially in the communities of people of color.

[2:41] As you know, in your audit of last year, there was a real affirmative action issue.

[2:47] You had an auditor who went outside of the scope and you guys know better.

[2:51] And then you also had a situation where on April the 15th, Roddum Bowsky met with,

[3:00] what's the name, Lula Ramodon, Seattle Times.

[3:03] And she said, hey, Rodd, it looks like you're going to make he did have an approval

[3:11] and Thomas Burlington did not rule against her for ethics.

[3:16] So then what does he do? He sends her, following up emails and says,

[3:19] Look, I've been trying to get the Inspector General's office for since 2023, so I got

[3:26] his email.

[3:26] So I'm just fair phrasing.

[3:28] So this is how affirmative action works.

[3:30] So you have people like him who does what he does.

[3:32] Then you have people like Kelly Ryder, a woman who was kicked out of here because she said

[3:37] there was no money missing in DCHS.

[3:40] And she also said that the family did not commit any ethics violation.

[3:44] You know that ethics violation thing goes two ways.

[3:46] It says, the county has a responsibility, so on April 9th, when Jennifer Tanaka found out

[3:51] that actually in 2023 she found out that the family dynamic is rare, she checked with

[3:56] Thomas, probably she said there isn't. Then what happened? It went to Megan, you know,

[4:00] guys took it to the state order to state order to turn it away. Do you know last week, a judge

[4:06] ruled against King County in her unemployment case and said that King County shouldn't have never

[4:11] put her on paid leave or violated her rights by bringing in an un- solidified document and claiming

[4:18] that it was truth. So what we have in this audit at King County OversightfowlsSubstack.com,

[4:25] everybody's act. I don't bring opinions. I show you exactly what you did.

[4:30] Thanks. Thank you. Claire, should we have anybody else signed up in person?

[4:35] Not in person. All right. Let's go. On line.

[4:41] next week at Nicole Filma. Welcome.

[4:49] My name is Nicole Filma

[4:51] Masecia and I work for court and entry for KCRAJ. Members of the

[4:56] council, I'm speaking today on behalf of the representative work

[4:58] is it?

[5:01] We're appearing before he with a clear urgent message. The regional approach to ending homelessness in King County is worth saving, and the frontline workforce doing this daily work is fully committed to making it succeed.

[5:13] When regionalism was established, it was in response to the fundamental truth that our unhoused neighbors in service networks do not stop at municipal borders.

[5:22] Overcoming this crisis requires regional alignment driven by commitment and power by experience.

[5:27] While headline coverage focuses on political friction behind that noise, our small, dedicated

[5:33] staff continue to build a main team, the essential operational machinery of this response

[5:38] system.

[5:39] Our continuum of care team secures millions of federal funding by managing the complex

[5:44] annual no-flow competition and oversight of the CLC funding contracts.

[5:49] Our severe weather response coordination protects lives during extreme weather events.

[5:53] Our independent omelette's office ensures consumer dignity, accountability and grievous resolution.

[5:59] Our coordinated entry team manages the direct front door to the system ensuring equitable access across all jurisdictions.

[6:06] Our research and data team manages HMIS.

[6:09] Users regionally unified open data to produce real-time, by-name lists and provides critical data governance for the entire system.

[6:17] Our program's division provides data-day contract monitoring,

[6:22] partnering to ensure contract compliance and quality by providing technical assistance, support

[6:27] and training to contract providers. Our compliance contracts and finance teams manage millions

[6:32] and funding, develops and executes contracts, ensures that here's the funder guidelines,

[6:38] leaves comprehensive monitoring processes, and reviews, invoices, and due diligence,

[6:43] documentation. We live and breathe this work every single day. We're not political maneuvers,

[6:49] We are still the service.

[6:54] Thank you, Nicole.

[6:55] And we hold on that expression.

[6:57] Next, we have Haley Women's.

[7:00] Welcome.

[7:02] Good morning, Council members.

[7:03] My name is Haley Willis with the Seattle King County Coalition on Homelessness,

[7:07] commenting on the transition plan for locally funded Homelessness Contracts.

[7:12] On behalf of more than 50 member organizations,

[7:15] who housed shelter and care for people experiencing Homelessness all over King County,

[7:19] We appreciate the executives and the council's careful attention to maintaining the stability of our homelessness response system.

[7:26] It's incredibly important that nobody loses or experiences a gap in the housing, shelter, or essential services they rely on every day,

[7:35] especially in light of ongoing uncertainty with federal continuum of care funding.

[7:40] Our community has led the way in adopting evidence-based approaches that recognize that people need a safe place to live as a foundation to heal and thrive.

[7:51] Thanks to these evidence-based practices, our community successfully helps thousands of people get a stable home and leave homelessness every year.

[8:00] As King County and Seattle resume management of locally funded contracts, we urge you to continue to keep best practices and regional collaboration at the center of your efforts to bring more people home.

[8:13] Thank you.

[8:15] Thank you.

[8:16] Nice.

[8:16] Ryan.

[8:27] Welcome, Ryan.

[8:28] Good.

[8:30] Okay.

[8:31] Thank you.

[8:31] My name is Ryan Talon.

[8:32] I'm a registered nurse and I live in District 8.

[8:35] I do not work for KCRHA.

[8:37] I'm here as a taxpayer.

[8:37] The KCRHA CEO Kelli Kennis University, $300,000 in public funds, even though the agency has millions of dollars on accountent for it.

[8:46] To put that number of perspective, $300,000 in the cost of two to three nurses, I regularly discharge patients in a situation that they have no support.

[8:54] And the money that is meant to address that is going toward a salary of a CEO whose own governing board investigated her and found that she retaliated against her staff.

[9:02] a forensic audit found which an agency under her leadership cannot account for millions of dollars.

[9:08] As I have followed the story in the news, I've been wondering, when will someone be held accountable?

[9:13] The CEO retaliated against staff who reported physical concerns and based on her reports,

[9:17] she has also skipped council briefings about the audit.

[9:21] I want to ask, is this what my taxpayer dollars pay for?

[9:23] A CEO who appears unable to account for significant public funds and who remains in this position despite these concerns?

[9:30] King County ass voters through approval of these folks exactly this kind of work.

[9:34] I vote yes every time, but each story like this one gives the next voter a reason to say no.

[9:40] And the people who ultimately pay for that are my patients, not those in leadership.

[9:44] City and county leaders watching this may conclude that major failures will not carry real consequences.

[9:50] Staff may also learn to stay silent.

[9:52] When a workforce is top, not to speak up, the next $13 million could be omissing with no one left willing to raise the alarm.

[9:58] Councilman first sit on that journey.

[10:00] Board. There's no one else to wait for. I ask that you hold leadership accountable and remove her from the position.

[10:08] Thank you. Next, Ben Matsuthong.

[10:14] Hello. My name is Ben Matsuthong, and I am an analyst with KCRIJ. I'd like to build a moment.

[10:25] We lost Matthew.

[10:32] Maybe we could now go to the next speaker if there is another commenter, or if we can get Matthew back.

[10:39] The

[10:47] next person's right.

[10:50] Welcome.

[10:52] Hi.

[10:54] We have a bad echo.

[10:58] So if you could mute it that whatever other device you have.

[11:04] Now we've lost sorry also.

[11:10] All right, we have you back.

[11:13] Hi.

[11:13] My name is Sori Aguilat.

[11:15] I'm with the coordinated entry team here at KCRHA.

[11:19] And building on what my colleague Nicole said we know that public confidence in our agency

[11:26] has been severely tested by executive transitions, audit findings and budget deficits.

[11:33] Recently, critics inside and now have labeled us as a failed experiment, but as staff

[11:38] doing the daily work, we ask that you look closely at where the perception comes from.

[11:43] partner confidence and in our ability to deliver results is higher today than ever.

[11:49] When people read the headline, critiques about agency mismanagement, they don't see the staff

[11:54] who's daily during severe weather activation to ensure shelter that are open.

[11:59] Or the program managers who have fought through housing instability themselves to earn graduate

[12:04] degrees and return to serve their community. Turbulence at leadership level may conceal

[12:10] or just drive from our best accomplishments, but it cannot conceal the competence, integrity, and

[12:16] dedication of the people performing the work. As King County navigates of your budget constraints,

[12:22] we want the council and the public to understand that our workforce embodies steep reservoirs

[12:27] of institutional knowledge, a diverse collection of technical and professional skills,

[12:33] and an unwavering commitment to our unhoused neighbors. Completing top-level administrative

[12:39] of turbulence with frontline operational capability is a threat to the very expertise that

[12:45] our regional response infrastructure depends on.

[12:49] Cutting the frontline workers who manage system access, secure federal grants, and

[12:53] maintain data integrity will not solve our regional homelessness crisis.

[12:58] It would only destroy the institutional memory and the operational capacity that keeps our

[13:04] regional homelessness response afloat.

[13:07] Thank you.

[13:09] Thank you.

[13:10] Again, Ryan, Tom, please.

[13:14] Can you unmute yourself?

[13:18] I think we heard from Ryan.

[13:19] I think it was William that we skipped.

[13:22] Oh, sorry.

[13:23] What's up?

[13:25] Oh, Ben, sorry.

[13:26] Ben.

[13:29] Ben, can you unmute yourself, please?

[13:32] Yes.

[13:33] Yes, hello.

[13:33] Are you able to hear me?

[13:35] Yes, we can.

[13:35] Yes, Ben.

[13:36] We have a little bit of an echo,

[13:37] so if you have another device,

[13:38] make sure you turn that down.

[13:39] But go ahead.

[13:42] My name is Ben Matthewson.

[13:43] I work as an analyst at the KCRHA.

[13:46] Members of the Council, you hold a vital role in ensuring and shaping the future of regionalism

[13:51] in King County.

[13:52] As workforce adjustments and restructuring decisions occur, the central priority must be preserving

[13:56] institutional knowledge, lived experience, and operational capacity to keep this system running.

[14:02] Budget reductions are inevitable, but protecting frontline capabilities, including severe weather response

[14:07] coordination, data governance and management, federal grant administration, contract monitoring and compliance

[14:12] system navigation and on-butt's function is the only way to ensure our region maintains and continues to improve.

[14:18] It's homelessness response. A shrewd fiscal e-responsible approach to budget contractions is one that prioritizes direct operational value.

[14:25] Demonstrating to the public that King County values frontline competence over administrative overhead

[14:30] restores faith in our public institutions. Reform is never about blindly turning from the bottom up.

[14:36] It is about having the courage and the discipline to occasionally trim from the top down.

[14:40] Accountability from Leadership is essential in order to predict our experience to data-driven workforce

[14:44] and demonstrates to the public that King County values operational competence and fiscal efficiency

[14:50] over executive overhead. The workers at KCRHA remain fully committed to the vision of a unified,

[14:56] equitable and effective regional homelessness response, and we ask the committee-

[15:00] The whole to recognize the value of the people behind the products to protect the frontline infrastructure

[15:04] of regionalism. And to help us ensure that every public dollar continues to serve the members

[15:09] of our communities who rely on us. Thank you.

[15:14] Thank you.

[15:14] That's the last person I have. It has raised a hand.

[15:17] Thank you. I'll do one more check if you're trying to put up a comment and you have

[15:21] to have an opportunity to do so. Please use the raise hand function in Zoom.

[15:27] All right. We're

[15:27] not seeing any further requests for public comments. We will close public comment and start

[15:31] with our agenda.

[15:33] colleagues, we're going to start with the first item, which would confirm an appointment to the

[15:36] King County landmarks commission.

[15:39] King County established landmarks commission to ensure preservation of the region's historic

[15:42] places, material culture, and traditions for future generations.

[15:47] We will be briefed on the side and by Brandon Perrevel, who's half of Leah, who is not here

[15:52] today.

[15:53] Then I will ask for any input from Sarah Steen from the King County Historic Preservation Program,

[15:57] and then we will hear from our appointee.

[16:02] Good morning, Chair Baudone and Council members for the record.

[16:06] My name is Brandy Parabelo with Council's central staff.

[16:09] The staff report for this item begins on page 8 of your packets and materials for the

[16:15] appointee were sent out simultaneously with your packets on Friday.

[16:20] As brief background on this item, landmark commissioners are responsible for the designation

[16:25] and regulation of landmark properties.

[16:27] Representation of suburban cities with interlocal agreements with King County and advice to the executive and the council on King County landmarks issues.

[16:37] Funding for the landmark program is available from the cultural development fund.

[16:43] Membership consists of nine members and is comprised of volunteers with expertise in areas such as architecture, art, land use, historic preservation, archaeology, education and history.

[16:54] No more than four members may reside in any one municipal jurisdiction, and commissioners are appointed to three year terms.

[17:02] Collin Carter is our appointee today, and he's an associate planner for the City of Kirkland, who serves as the city's primary contact for historic preservation.

[17:11] He's also a member of the Kirkland Heritage Society.

[17:15] Staff have not identified any issues with the proposed appointment and it appears to be consistent with the requirements of King County Code.

[17:22] And that concludes my remarks.

[17:24] I'd be happy to try to answer any questions.

[17:26] Thank you.

[17:26] Thank you, Randy.

[17:27] Any questions for staff?

[17:29] All right.

[17:29] Seeing none, I'm going to call on Sarah Steen from our King County Historic Preservation

[17:33] Program.

[17:34] Sarah, anything like that.

[17:38] Hi.

[17:38] Thank you, Katsumabra.

[17:40] I just want to say that we're excited to have Colin on board.

[17:42] We've been working with him since he was actually at UW.

[17:45] He did the Barthouse nomination as a school project in Kirkland, which is a working class

[17:51] house. It's one of the few left in that neighborhood. I needed an excellent job with that.

[17:56] So we've been working with him really both before he was a planner and as a planner. And we're

[18:00] really excited to have him joining us on the commission. Thank you very much. Well now it's time to hear

[18:07] from the appointee. So I'm going to ask Mr. Carter to come join us at the table here for a quick yes.

[18:13] Thank you very much. Welcome and thank you for your interest in serving.

[18:19] We will be gentle here, so thank you, Mr. Carter.

[18:24] Appreciate your interest in serving and could you share a little bit with the committee about your interest in serving in this role?

[18:30] Yes, absolutely. Good morning, Chair and the remainder of the committee. It counts only yes.

[18:36] I'm honored to have this opportunity to serve on the Landmarks Commission.

[18:39] And now more than ever, it's important that we preserve not only the places but the stories

[18:45] that these places, structures and objects possess throughout King County as Sarah

[18:52] Steen had mentioned.

[18:53] I've had the opportunity to collaborate with King County staff to actually nominate and successfully

[19:02] designate the last structure within the city of Kirkland to designate its status, preserving

[19:09] not only the working-class history, associated agricultural railroad history,

[19:18] and so that's

[19:19] kind of a story of how I actually got into it. What started as a simple school project, like

[19:24] many others, and the historic preservation realm, you sort of just fall into it rather than

[19:30] dedicated track from childhood, I would say.

[19:33] But throughout the years of now serving

[19:36] as the city of Kirkland contact for homeowners,

[19:40] developers and others that are interested

[19:41] in the historic preservation programs, not only the city,

[19:44] but the county, I've seen the challenges

[19:49] that potential historic preservation poses the conversations,

[19:55] maybe on how it limits development and the demand

[19:59] for housing.

[20:01] And so, kind of taking all of that, I think I have a very pragmatic and I would say, well-rounded, understanding

[20:09] of historic preservation within the county. So there's just a long-winded answer, but I'm, you know, I can keep

[20:15] talking very excited about all the facets of it. Thank you very much, Mr. Karra. Appreciate it, colleagues.

[20:20] We have any questions for the pointy. See, none. I'm going to ask Council member of the Bowski as the Council member from

[20:27] issue 1 to put this item before us, it's proposed motion 2026-0185.

[20:33] Move adoption with the do pass recommendations.

[20:35] Thank you very much, that motion is before us, any final comments before we take a vote?

[20:39] Her shade you're willing us to serve.

[20:41] Thank you, and I will ask the clerk to please call the roll.

[20:45] Thank you, Chair.

[20:45] Councilmember Bellducci.

[20:48] Councilmember Jim Balske.

[20:50] Councilmember Dunn.

[20:53] Councilmember Fain.

[20:55] Councilmember Lewis.

[20:55] Council Member Mosqueta.

[20:59] Council Member Perry.

[21:01] Council Member Van Rijkbauer.

[21:03] Chair about him.

[21:04] Yes.

[21:05] Seven aye.

[21:05] Zero nose and no one else pardon me.

[21:07] Council members.

[21:08] Bell duty and pay.

[21:09] Thank you very much.

[21:11] By our vote, we have approved proposed motion 2026-0185.

[21:15] Unless there are any objections, we will send this motion with a

[21:19] do best recommendation for the consent agenda on the regular course.

[21:23] Thank you very much. Congratulations Collin. Again, thank you for your willingness to serve.

[21:27] This will be on the agenda for the full council, but you do not need to appear.

[21:30] Of course, you can always come if you want to, but no need for you to appear.

[21:33] Thank you again for your willingness to serve.

[21:36] Wonderful. Collin's will move to the next item, which is item 6.

[21:41] This would approve the 2026-2029 Equal Employment Opportunity Affirmative Action Plan, which is a four year plan.

[21:49] the county uses as an informational resource to provide an overview of the county's key efforts

[21:54] relating to equal employment opportunity. We will be briefed on the side and by Eric

[22:00] and Newman, and I will note that we're not going to take action on the side, because there's

[22:04] still some legal issues, but I thought it was important as a significant multi-year plan to have

[22:09] at least an initial touch on the side. So, Erica, we'll turn over to you.

[22:16] Thank you, Mr. Chair, Erica Newman, Council Central Staff, the items for proposed ordinance

[22:22] 2026-0147, begin on page 14 of your packet.

[22:27] The proposed ordinance would adopt the 2026-2029 Equal Employment Opportunity and Affirmative

[22:34] Action Plan.

[22:35] The plan is covers the executive departments, as well as Department of Assessments, Department

[22:41] of elections and the prosecuting attorney's office under code, the executive is to submit the

[22:48] new plan by June 1st of every fourth year, which began in 2018, and then the council

[22:57] has until or before January 1st should either approve modified or rejected via ordinance.

[23:04] The first plan was adopted by Council on 1995.

[23:11] The current plan was adopted in December 2022.

[23:17] And the, I'm sorry, in the EO, the plan outlines

[23:26] goals and objectives to attract and retain

[23:30] of our workforce that reflects the community, and so the proposed plan includes information

[23:39] related to county workforce statistics, implementation plans for departments, in a summary

[23:46] of the prior e-quompliment opportunity plan, but if you want to go into the parts where we

[23:56] can get into more detail, begin and on page 48 of your packet, it starts to talk about placement

[24:04] goals for the plan period for 2026, 2029, as well as the implementation plans.

[24:12] And the

[24:13] on page 48 it does state that

[24:19] the implementation plan including job categories for persons

[24:23] of color and women and the goals were based on King County workforce availability from the 2020 population.

[24:31] And there were underrepresentation found in the King County workforce.

[24:37] Department are planning to make good faith efforts to address these areas during the 2026-2029 plan.

[24:45] The implementation,

[24:50] the department's plan for implementing the plan is creating a new plan and analyzing results from a prior plan.

[25:00] And, beginning on page 38 of your pack of the plan, but page 60 of the packet, our goals, goals and highlights from the 2022-25 plan, it showed that 806% had a workforce that was consistent with the availability of people of color or women,

[25:28] with requisite jobs skills in King County, the remaining 14 percent, where the percentage

[25:37] of people of color and women were underrepresented when compared with those qualified

[25:42] and available in the workforce,

[25:46] moving on to a page 61 includes achievements, executive

[25:50] departments did acknowledge that they faced a variety of ongoing recruitment challenges

[25:54] during the prior plan period and placement goals were for the most part they were achieved

[26:01] across all departments.

[26:06] The highlights are those are the highlights and the executive

[26:10] remains that they are going to reiterate in advance the county's commitment to equal employment

[26:15] opportunity diversity equity inclusion and belonging. The proposed ordinance was transmitted

[26:22] on time there are no direct fiscal impacts on county expenditures or revenues and federal regulations

[26:28] related to this item have very recently changed and therefore legal analysis of those impacts are

[26:34] ongoing. We do have Gloria Ingasel, the King County workforce equity manager from Department

[26:41] of Human Resources available to answer any additional questions. Mr Chair, that concludes my remarks.

[26:48] Thank you very much.

[26:50] Colleagues and E questions on this item.

[26:54] Council Member Lewis.

[26:55] Thank you, Chair.

[26:57] Thank you, Erica, for that staff report.

[26:59] I have a couple of questions and they may be questions for executive staff.

[27:07] The first question is how are the EID managers, equity, inclusion and belonging managers,

[27:13] involved in the creation updating of this report, and the other question, I'll ask it now,

[27:22] maybe answered later, but as I read the report, there was a lot in the report about

[27:27] recruitment and retention, and I'm interested in where the report addresses advancement

[27:34] for people of color, women of people of color,

[27:39] and also how it addresses the recommendations

[27:43] of the Black women's experience study

[27:47] that the county invested quite a bit of resource

[27:49] in having that done.

[28:02] Good.

[28:03] This is Gloria.

[28:07] Can you hear me?

[28:08] We can not hear you very clearly.

[28:11] We can just barely hear you.

[28:14] Okay, I'm having some technical difficulty.

[28:18] No, no, we can hear you better.

[28:20] I think we up the volume here.

[28:21] Go ahead.

[28:25] Thank you.

[28:27] Thank you.

[28:28] Thank you, Chair.

[28:28] Thank you.

[28:29] Council members.

[28:32] The first question as it relates to engaging EID managers.

[28:39] We did not engage the EID managers,

[28:41] and since we started, if this is going to be important to me.

[28:45] As we started to plan, the EID classification is in the classification, in crafting the

[28:52] plant within that engagement EID manager, but in ongoing efforts to continue to diversify

[28:58] workforce through our advisory committee, the EEO advisory committee, there are ongoing

[29:07] conversations that includes conversations with the HM managers and EID managers in terms

[29:14] of implementation, and making sure that not only are we meeting our hiring retention goals,

[29:20] but we are also looking into data that is ongoing because we pull that data on in quarterly

[29:25] basis. And so advisory committee members, they do have those very different meetings to continue

[29:31] to make sure that department is being held accountable to the efforts that we put forth in this

[29:37] and that both HR manager are involved in the EAB managers are also informed in forming

[29:45] gross implementation efforts. I can say that moving forward as we continue to make

[29:51] improvement. We will definitely make sure that we are engaged in the EAB managers, although

[29:57] I would say that for the most part, really.

[30:06] Thank you very much for that. Would you mind identifying yourself for the record, because we're seeing.

[30:17] My name is Gloria, I was last name and I am the King County Workforce Agreement manager in the Department of Human Resources.

[30:27] Thank you very much.

[30:30] Colleagues, any additional questions?

[30:33] As I noted, we're not going to take action on the side.

[30:36] And the one thing that I did note from the report that I wanted to make sure that we recognize

[30:43] is that one of the areas that we have, I would say,

[30:47] backtracked as a county workforce in the past few years has been the issue of gender.

[30:51] And the percentage of our workforce who identifies women is going,

[30:57] I would say, in the wrong direction.

[31:01] So I think that's what the data shows.

[31:03] There's no kind of controversy about that,

[31:04] but I just wanted to highlight that.

[31:06] And I urge the executive branch and something

[31:08] that I think we want to monitor closely and perhaps

[31:10] when we take action, I would love to hear from our executive

[31:15] branch specifically on that issue and what steps we're

[31:18] taking to reverse that trend.

[31:22] There's some of that in the report,

[31:24] but I think it would be great to hear a little bit more on that.

[31:27] Next, next month, when we take action on the item,

[31:30] Councilor Roskell, I see your hand up as well.

[31:34] Thank you so much, Sergeant.

[31:35] It was a little bit choppy.

[31:36] Did you see that the equity inclusion of the law

[31:38] in being was not something?

[31:44] Not in the crafting of the plan,

[31:46] but in the ongoing implementation,

[31:47] And yes, we are consulting with them on a regular basis.

[31:52] Okay, and continue for Lewis.

[31:53] I said ask the question I was wondering about regarding the Blackwood and experience

[31:58] at King County.

[32:00] And colleagues, if you haven't seen that report recently or read it.

[32:04] I think it would be so that's all to see how this submission correlates with the report.

[32:10] Council member Lewis noted prior to considering this in the next meeting.

[32:16] I need to bring down copies of them today.

[32:21] Thank you, Councillor Mermoske.

[32:22] And again, this item will come back to us.

[32:25] So we have further opportunities to ask questions in the meantime before we sign off on it.

[32:31] I don't see, I think, Councillor Mermoske, that's your old hand.

[32:35] I believe, unless you have an additional question.

[32:38] Old hand.

[32:39] Old hand, all right.

[32:40] Thank you very much.

[32:42] Thank you, colleague.

[32:43] So as I mentioned, legal review of this item is still in process.

[32:46] So we're going to defer action until that meeting of the committee on September 22nd.

[32:51] With that, we will move on on our agenda.

[32:53] Thank you.

[32:54] Our next two items are related to the King County Regional Homeless Authority.

[32:58] First, we have a briefing from executive staff and then followed by briefing from the

[33:03] case you're a chase staff on the case you're a contract transition plan and then the overview

[33:09] of the corrective action plan.

[33:11] We're going to be hearing initially from Hayok Kim, Chief Operating Officer of the Executive

[33:17] Office, Jelani Jackson, who's the Acting Director of the Housing and Community Development

[33:20] Division at DCHS, and Aaron Rupert, the Chief Budget Officer from the Executive Office,

[33:26] and then I'll introduce our case here at Chase Staff, when we get to that panel.

[33:32] I do want to just remind us how what this briefing stems from this briefing is the result

[33:38] of motion 16, 9, 7, 0, which I sponsor a Council Member Spain and the Bowsky and which the

[33:44] Council adopted unanimously on May 5th.

[33:47] After forensic evaluation led by Clark Lubber and released in April, exposed series

[33:51] weaknesses in case here, it just is a financial management and internal controls.

[33:56] That motion has the executive to provide a report on the future of the authority and a

[34:00] steps being taken to address the findings of the forensic evaluation by August 1st.

[34:04] And I appreciate that the executive

[34:06] are complied with that request.

[34:08] In the months since they have been

[34:10] additional developments on July 1st,

[34:12] the executive on the mayor of Seattle

[34:13] announced a plan to stabilize

[34:14] right-size and reset case of your chain,

[34:17] including the transition of most locally

[34:18] funded contracts back to the city

[34:20] and the county respectively,

[34:21] and we'll hear more details on that in a second.

[34:25] As I noted, the executive delivered

[34:26] the report request that actually

[34:27] they had advanced on the 31st,

[34:29] July 31st, probably because it's on

[34:30] the first versus Saturday.

[34:32] Today gives us the chance to hear

[34:33] about the executors to recommend the steps regarding the authority, the status of the contract

[34:37] transition plan, and the status of the correct and corrective action plan, the case

[34:41] you're a chase implementing after hearing from the executors team, we will hear from case

[34:45] you're a chase leadership directly.

[34:48] Thank you, and I'm going to turn it over to see you again.

[34:53] Thank you so much for the record.

[34:55] My name is Hayo Kim.

[34:56] She's operating officer for Executive Zahalai.

[34:59] Cheer up.

[35:00] Aurel, members of the committee, thank you so much for having us here. As you mentioned, the executive delivered a report to you all, the report is fairly extensive. I think in the details.

[35:15] And so, Aaron Jelani and myself are here to provide an overview of what was contained in that report and to be able to answer any questions.

[35:25] As you, I think, Chair Barron, you kind of took my top line.

[35:33] In July, the executive and mayor announced next steps to stabilize right-size and reset

[35:40] our King County Regional Homelessness Authority.

[35:44] The joint plan focused on stabilizing right-sizing and resetting K-Cerry Chase future.

[35:49] So today, we will be speaking mostly about the stabilizing and right-sizing approach.

[35:54] The work to reset the future of case RHA is going to be ongoing for the next several months.

[36:02] And we are committed to working with this body as well as the legislative body over at the city,

[36:10] and the case RHA governing board in conjunction with CEO Kenison and her team to ensure an extensive stakeholder process,

[36:20] but that has not yet been launched quite yet.

[36:23] The county and the city remain committed to, sorry, just last night, she, she,

[36:31] a regional response to homelessness and to strengthening KCRIJ so that it can fulfill

[36:37] its responsibilities. Some of the guiding principles really defining and informing this

[36:43] work is that providing high quality shelter services and housing to our region's most

[36:49] vulnerable community members should not be disrupted.

[36:54] That creating clear pathways for individuals to exit from homelessness to shelter and services

[37:00] and to long-term housing is our North Star and should be our North Star and that understanding

[37:07] homelessness as a regional issue that requires coordination and collaboration with government

[37:13] partners across King County should be bedrock to how we think about the future of the work.

[37:19] And so, as you will hear from Johny and from Erin, some of the key considerations that both

[37:27] the executive and the mayor embarked upon in making the decision to transition the contracts,

[37:37] the county contracts, and the city contracts, some of the key considerations that they had

[37:41] were that protecting federal funding for this region was absolutely critical, as you all

[37:47] You know, this year we are looking at about $67 million in federal funds that funnel through

[37:55] our continuum of care to serve the most vulnerable residents in our community.

[38:03] That is $67 million that cannot be easily replaced by either the county or the city

[38:10] or state partners.

[38:13] Another key consideration for us was minimizing service disruption for clients and providers was

[38:20] absolutely critical. We know that this is not a transition that's going to be easy, but we really

[38:26] really wanted to ensure that we were taking pains to listen to our service providers to understand

[38:34] how to ensure a smooth transition. And you will hear Jalani speak to that a little bit. And then again,

[38:41] The regional reset conversations, although not quite yet launched, are going to be our approach

[38:50] to understanding and to hearing from a diverse set of stakeholders to so that we maintain

[38:57] a regional approach to homelessness. And I think that is critical that it is both the King County

[39:02] and the mayor who have expressed that commitment at their July press conference. That commitment

[39:10] has we have reiterated that commitment in the report.

[39:13] The written report that was handed to the council and we are here to, again, emphasize that

[39:21] the regional approach to homelessness is one that the executive and the mayor are committed

[39:25] to and that the regional reset conversations will help inform the recommendations that come

[39:32] from that.

[39:32] So with that, I'm going to turn it over to Erin.

[39:36] Thank you for the record Aaron Rubart, Chief Budget Officer in King County Executive Office.

[39:42] So I'm going to talk a little bit about Stabilizing KCRA, really with a focus on financial processes and the financial work that's going on.

[39:49] One of the key efforts to Stabilize KCRA is really embedding an external financial consultant.

[39:55] that's turning point, strategic plans, just strategic partners, they're under

[40:00] Contract until the end of the year. They're looking at a few specific things in their scope of work. So, an assessment of the K-C-R-H-A financial operations by being embedded, working closely with the organization, they're working through that issue right now. Financial stabilization and oversight and providing that. So, as additional financial transactions come in, starting to review those, kind of an over-the-shoulder look for K-C-R-H-A understanding of what the financial transactions are, making sure they're appropriate, appropriate, making sure

[40:29] of their following internal controls and procedures that have been documented.

[40:35] Accounting reconciliation and financial remediation, the Accounting reconciliation is complex.

[40:41] There are thousands of transactions that have happened over the last five years.

[40:44] There's multiple systems that have been involved.

[40:47] So they are going through that at a very detailed level and starting to figure out exactly

[40:51] what has happened in the past and will eventually be able to provide the county executive

[40:55] to the County Council and the K-C-R-H-A, an assessment of where the dollars have been spent,

[41:01] what is unreconsiled and what we need to do moving forward.

[41:06] So that is a complex and time-consuming effort, but they are doing that now and making

[41:12] good progress in my opinion.

[41:15] Contract administration support, so as new contracts come in, how do we administer them,

[41:20] how do we document our practices that are working through that as well.

[41:23] but also advising on stabilization moving forward.

[41:27] We've asked them as part of their scope of work

[41:29] to help develop proposals on the size

[41:32] of the organization moving forward

[41:34] and financial process and procedures

[41:36] that should be embedded moving forward.

[41:38] So turning point, strategic partners

[41:40] are working through all of that.

[41:42] We have weekly meetings with the finance teams.

[41:45] They also are reporting out to the finance committee

[41:47] periodically and to the executive sponsors group.

[41:51] So I am feeling pretty confident

[41:52] in where they are and where they're going, but there's still a lot more work to do with the

[41:58] strategic partners. They've been embedded since July. They're going to be there until the end

[42:02] of the year and we'll have to assess the next steps from there. I just want to say some of the

[42:08] things that I'm really looking for from them and want to be really clear is reconciliation of the

[42:13] accounts. We need to understand the details of those accounts. They're working towards that.

[42:18] We need to start seeing improvement in the negative cash balance at the investment pool.

[42:22] And we need to start seeing cycle times for this invoicing process to go down.

[42:27] That lag time is really driving some of our issues.

[42:30] So those are some of the things that I'm really looking for from turning point and from KCRHA.

[42:36] Thank you, Herr. And I apologize for not naming you in the beginning when we're calling people over.

[42:41] I apologize to Mr. Tudon. My notes. Thank you. Tell me.

[42:45] There's a lot of Jackson, an acting director of the Housing and Community Development Division in DCHS.

[42:52] Case RHA will retain its core regional responsibilities.

[42:56] These functions are the backbone of our region's homelessness service system.

[42:59] As contracts transition back to the city of Seattle on King County, KCRHA can focus its

[43:05] efforts on its key functions like the point in time count, our region severe weather response,

[43:10] coordinated entry, and most importantly being the lead agency for all continuum of care

[43:15] activities for King County.

[43:18] The Housing and Community Development Division of DCHS will be ready to administer up to 100 contracts

[43:23] starting in January, 2027.

[43:29] Extending existing contracts will provide consistency for providers through the transition

[43:34] in this way they can focus on delivering the services our region needs.

[43:38] HCD staff will anticipate that a small portion of contracts will likely stay with KCRHA.

[43:44] Work to determine the exact number of contracts and the corresponding cost is ongoing.

[43:48] From the contract transition timeline, you can see this is a month by month.

[43:55] So macro overview, that's a very high level overview of the work that DCHS and HSD.

[44:01] We'll conduct from now on to the end of the year.

[44:07] Our operations are underway to ensure DCHS is ready to take on this body of work.

[44:11] As noted in table two of the KCRHA contract transition plan,

[44:15] we are adding 10 career service FTE who will be tasked with monitoring contracts,

[44:20] fiscal or compliance related work.

[44:22] To ensure DCHS, we'll meet a tiring timeline, we onboarded one, temporary term-limited human

[44:28] resource and list in July.

[44:30] Through the end of the year, DCHS will be focused on hiring, training, and preparing

[44:34] our staff for the successful transfer of contracts starting in January.

[44:38] The City of Seattle's Human Services Department and DCHS have hosted two meetings with providers

[44:43] from across the county, are growing in-vit list, including more than 50 providers and represents

[44:48] the full spectrum of homelessness services. During these meetings, King County staff have shared

[44:54] timely updates with the community and answered questions. These joint meetings will continue

[44:59] through the end of the year.

[45:00] The county and the city are committed to ensuring there is no interruption to services or provider payments.

[45:06] Finally, work to reduce the burden on our contractors has begun. HSD and DCHS will continue to work through 2027.

[45:14] DCHS has decades of experience managing complex homelessness and housing investments, including many of the contracts that will transition from KCRIJ back to DCHS.

[45:24] Prior to the creation of KCRIJ, the Housing and Community Development Division of DCHS successfully administered many

[45:30] federal and locally funded contracts with providers throughout King County.

[45:36] Great, and so then that takes us to the future of KCRHA and as the executive and the

[45:44] mayor indicated their July press conference and that was as indicated in the written report

[45:52] that we provided, we do plan to embark on a series of extensive stakeholder conversations.

[46:01] the list of council, I'm sorry, the list of stakeholders and kind of interests are identified

[46:08] on this just for, I think, just to illustrate the breadth of stakeholders, but it's certainly

[46:14] not an exhaustive list. And really, we are looking at this, these regional reset conversations

[46:21] in sort of three phases. We are going to identify an initial group of pre and individual

[46:29] to have pre-engagement conversations with, and those pre-engagement conversations will help

[46:37] inform the engagements, the more extensive engagements that we plan to take.

[46:43] And the questions that we are really posing are really, I think, fundamental to what prompted

[46:49] KCRHA to begin with, what were some of the gaps in our regional services that KCRHA was

[46:57] to address and why, you know, were some of those promises or were some of those solutions

[47:05] ever, did they ever materialize, you know, why or why not? I think what we wanted to do

[47:13] was not get into the weeds of the tactical sort of what the structure, but really ask more fundamental

[47:19] strategic questions around how should a regional homelessness system and what does that regional

[47:27] coordination, what should it look like, and what's missing, even in its current state today.

[47:34] The synthesizing of information will then take place and finally, recommendations will

[47:39] be delivered.

[47:41] The all of this work is expected to be completed by the end of the first quarter of next year.

[47:48] And again, as I mentioned earlier, we plan to and have already spoken to some of the K-Sari

[47:54] governing board members, certainly CEO, Kinnison, and her team to ensure that these are

[48:00] conversations that we hold together with KCRHA. As the same time and extensive stakeholder

[48:07] work will include people who have been critics. We need to listen to what those critics have

[48:13] said. We need to understand what the gaps are and what the problems are in order to inform the

[48:19] the future of K-Sari J. So with that, we are happy to answer any questions that you may have.

[48:27] Thank you very much. I know you're going to have a lot of questions coming your way.

[48:30] Let me just start off with one because this is kind of one of the central things in the motion that we sent over to

[48:35] Executive and it is answering the report, but we didn't really tackle it verbally.

[48:41] And one of the questions that we asked was a recommendation from the Executive on whether to take action at this point to

[48:47] to solve case-ary-ch, could you elaborate a little bit on the recommendation that the executive

[48:55] sent over in the report?

[48:56] I do believe that in our cover note, the executive respectfully requested at this time that

[49:03] any motion to dissolve case-ary-ch be paused and held in a bias.

[49:08] Until we have the executive and the mayor have the time to go through these regional reset

[49:16] conversations. And I think, you know, fundamentally the executive's position is that before we have a clear answer for how we are going to answer the question of what's next, that we should not initiate dissolution efforts, because I think that is going to be fundamentally disruptive to the existing staff.

[49:40] I think the second mayor felt that fundamentally the transition of contracts were in and of themselves.

[49:48] The significant lift and they really wanted to focus on that as the in this stage.

[49:57] And I think the more

[50:00] Motion to dissolve or efforts to dissolve K-Sareche. Until we have a clear answer on what the next question

[50:08] is, could be also demoralizing to the existing staff that still will remain with K-Sareche,

[50:17] and that are fundamentally needed to continue to implement our continuum of care dollars,

[50:23] as well as some of the other regional services that will remain at K-Sareche.

[50:27] Thank you very much.

[50:30] Colleagues, questions, comments, and a reminder that we are going to have a follow-up

[50:36] presentation regarding the corrective action plan from Kissier and Che leadership.

[50:39] But I think a lot of enough questions, Council Member Dunn.

[50:43] Thanks.

[50:44] Thanks for being here.

[50:44] Appreciate your work on this.

[50:46] Obviously, an important issue.

[50:48] I personally believe that this issue of homelessness generally is the premier local issue of

[50:54] our generation.

[50:54] I think it's a really tough nut to crack.

[50:58] And a 600-word editorial in the Seattle Times

[51:00] doesn't really necessarily give it justice

[51:02] as I wrote the other day and then anyone who writes

[51:05] in that editorial knows that the Seattle Times

[51:07] continues to own the headline.

[51:09] They will write the headline however they want to write it, right?

[51:11] It's catchy.

[51:12] So they said we should something do the fact

[51:14] of turn our back on housing first.

[51:16] Now I would not have written that that way.

[51:18] I would have written it differently.

[51:21] And I want to talk about it for a second.

[51:23] But if we look at this issue, there's about half a dozen ways.

[51:29] We could responsibly structure our homelessness response in King County.

[51:34] One way is to put a regional organization together like we did at the Council, Rod and I

[51:39] were involved in some of that.

[51:41] Others, others, we can bring an in-house into the jurisdictions, we can do partnerships, we

[51:45] could do private sector work, there's a lot of different models across the country.

[51:48] And I think, and I've been a tough critic case here at IHA, but it is a result of action

[51:53] of this council, interestingly.

[51:55] So we found that there's some challenges there, and we're retooling it.

[51:58] I commend that.

[51:59] I think that's great.

[52:01] I think the executive shows leadership and coming in and in changing its focus a little.

[52:06] But that's, I think that's good.

[52:09] I still think, as they say, the system is perfectly designed right now to get the results

[52:15] it is currently achieving,

[52:19] and that'll be the same if we just move the deck chairs around.

[52:23] Without a substantial shift in the policy focus that underlies what we're trying to do

[52:29] to reduce homelessness. And so, you know, there's this crazy political dynamic out there. It's

[52:36] all housing first, or it's all, you know, mental health and behavioral health and substance

[52:41] is recovery. The truth, I think, and you guys have all two are playing a homeless

[52:46] camps that a lot of friends who've been homeless and no people and work with it.

[52:49] The truth is, their multiple pathways to get people off the streets, we need all those

[52:54] strategies and toolbox, right? I think we need all of them. I don't think we should get rid

[52:58] of housing first. Completely, I think what I think we should do is think about a bunch of

[53:02] levers, policy levers, right? Let's dial down some of the resources going to that traditional

[53:08] housing first model and reallocate that and drug and alcohol addiction, mental and

[53:14] health job training. I think that's where we should, we should be going. We got a brand new

[53:21] executive, right? Great executive is out in my district last night. We were speaking together

[53:25] having a good time. And one of the things he's going to be judged on for four years is what

[53:32] has happened with homeless with a trajectory of homelessness. It's a empirical data point.

[53:38] He's

[53:38] see minus whatever it is, I just don't see how you can get a different, achieve a different

[53:45] result simply by altering the management structure. It's got to address the underlying

[53:49] policies. And so that's my question to you. To what extent are you willing to think about

[53:55] changing the underlying policies we are using to attack homelessness moving forward?

[54:01] Is that a part of this conversation?

[54:05] I think certainly those conversations will be had during

[54:08] the regional reset conversations, I will also say,

[54:12] Council Member Dunn, the executive has three years.

[54:16] Doesn't have four years.

[54:17] And so the sense of urgency, his reelection is in three years

[54:21] not four, the sense of urgency that he has on this problem

[54:25] is absolutely matches your passion for this.

[54:29] I will say this, I think the executive has the kind of all,

[54:35] utilizing all the tools that you just mentioned,

[54:39] is an approach that he empirically has also embarked upon.

[54:44] He was the leader when the council passed,

[54:47] you're sort of unprecedented crisis care levy.

[54:51] That is a, you know, it's a new tool

[54:52] in the toolbox to address substance use disorder

[54:56] in so many communities.

[54:59] The fact that

[55:00] Among the first things that the executive prioritized when he came into office was 500 units in 500 days.

[55:08] Those units, we are looking at a full range of housing type and really emphasizing shelter.

[55:15] The executive has also launched his breaking the cycle work group that is asking the urgent question,

[55:22] Even though the population is not, you know, the, as expansive as our broader homelessness population, the breaking the cycle work group,

[55:31] is looking at the population of individuals that have, that show up in multiple systems.

[55:39] And for whom all of those systems have not addressed their needs, right?

[55:44] these are the criminal justice systems,

[55:46] this is the substance abuse,

[55:48] you know, dealing substance abuse disorders,

[55:50] individuals who are, you know,

[55:52] have been in and out of shelters.

[55:54] And right now, I think the executive

[55:55] by acknowledging that, you know,

[55:59] our systems are not working for everyone,

[56:01] the breaking the cycle work group, we are confident.

[56:04] We'll come up with some recommendations

[56:07] that really zero in on those strategic questions

[56:11] of why isn't the system that all of us have had a hand in designing, working for these individuals.

[56:19] So I think there's a multitude of strategies that the executive is looking at.

[56:25] And the future of KCRHA is just one of those.

[56:30] So I don't know that we would, like you said, agree with the headline, but certainly the executive

[56:38] is not taking a let's just do what we've always done approach. He is asking all of us to

[56:46] challenge our assumptions about what's worked before and to work with a great sense of urgency

[56:51] on the issue of homelessness. That's great. And that's a good place to start. I mean, I can't disagree

[56:55] at all with that. In fact, the fact we're having this conversation is a great place to start. He's

[56:59] looking at the structure, which is the first thing you got to do and then you got to get to the

[57:02] I know everybody at KCRHA and everybody in the housing industrial non-profit sector that we have working very hard are doing good work and they're trying very hard.

[57:17] I don't question their intentions. Everybody's trying.

[57:22] I just see the results of the number of unannounced on our streets getting worse and worse and worse.

[57:27] So, I think that it's not unreasonable to question not only the structure, but also the policies.

[57:35] And I really encourage, I know we all have that talking point in our head.

[57:39] Well, it's empirically proven that housing first reduces homelessness.

[57:42] Well, it's not out here, not at all.

[57:45] In fact, last year we were the worst in the country and the aggregate number of homelessness in the state,

[57:49] and the most of it's in King County.

[57:51] Can't argue with that.

[57:51] Worst, worst out of 50.

[57:54] And so some of these nonprofits and other groups

[57:57] might be disappointed that we change priorities

[58:00] over the next months and years

[58:03] to emphasize other areas.

[58:05] It doesn't mean they're not a profit won't be involved

[58:07] in the work that we'll be doing for that.

[58:09] I just want to be clear about that.

[58:11] I hope that you consider policies shifts.

[58:15] I think you will find if you do

[58:17] and you model them after best practices

[58:18] that are proven to work across the country, that we will start to have positive results.

[58:23] That's all, and I will support you in those efforts, if you choose to go there.

[58:29] Thank you, Councillor Mouradun.

[58:32] Councillor Mouradun, I just wanted to engage a little bit here along the lines of Councillor

[58:37] Member Duns statement and just put a little detail on it if I might.

[58:45] With respect to the results, I mean, this is from the most recent point in time.

[58:50] in account from KCRHA from 2022 to 2022 to 26 total homelessness

[58:55] in King County is up 37% from 13,300 folks to 18,300.

[59:01] Unsheltered homelessness is up from 2022 to 20,2654%

[59:07] from 7600 folks to 11,800 folks.

[59:12] OK?

[59:17] Our emergency shelter beds are down from 2025 to 20,26 by 689.

[59:23] And unsheltered family homelessness is up 78% from 1253 to 2200 families.

[59:32] So Council Member Duns Point about what we're doing isn't working is correct.

[59:37] He is suggested in his outfit and elsewhere that when things aren't working with our

[59:42] current policy, we might want to reflect on the policy and quit saying that it's evidence-based

[59:47] and that it's delivering the results because I agree with you, Reagan.

[59:51] it's not. So there's work to do there. This discussion is around how we do it.

[1:00:00] Let's remember, done has ideas. I've got ideas. Council member Fain has, I just every member on the

[1:00:04] dice and the executive has policy ideas, and that's what we were sent here to do. And the problem

[1:00:10] with the King County Regional Homeless Authority is, it takes seven policy makers on

[1:00:16] this dice out of the game. We send two over. And the executive, the city of Seattle sends two over

[1:00:23] and the mayor, and our suburban city partners sent some representatives.

[1:00:29] This government, following the work of Jim Ellis in the 50s and 60s, was built to be

[1:00:35] the regional government.

[1:00:37] As the region boomed, as it grew, he saw that there were going to be pressing regional

[1:00:42] problems that needed cooperation across municipal boundaries.

[1:00:46] to your point to come about a regional response to homelessness is correct. We've got to

[1:00:54] cooperate around the region. But I would say after trying this for seven years now, at

[1:00:59] the KCRHA, where the vision seems to be we're going to have one answer with maybe some

[1:01:04] subregional plans. That hasn't worked. What the South County leadership wants to do is

[1:01:10] different than what folks want to do in the city of Seattle.

[1:01:14] We cannot, I don't believe politically, have a one-size-size policy response to this challenge

[1:01:20] around the region.

[1:01:21] And if we allow some experimentation and different things, we might see what works.

[1:01:26] But the point I want to deliver here is we've got a structure that doesn't allow us to work

[1:01:34] on this effectively through the KCRHA.

[1:01:37] And I don't see, particularly after you bring the contracts back for direct service provision,

[1:01:43] what the value proposition is, what the business case is,

[1:01:48] to have an entirely separate standalone government with confederated leadership,

[1:01:55] to run just a little piece of this.

[1:01:57] The HMIS, the coordinated entry, the emergency response, and the continuum of care.

[1:02:02] Those are regional functions, and I don't understand why this regional government shouldn't be charged with carrying them out.

[1:02:13] We did much of them before.

[1:02:16] I don't know why we would pay executives, accountants, auditors, lawyers for a whole separate government to do that.

[1:02:26] Maybe in the course of these regional conversations, the value proposition will magically appear.

[1:02:32] But I don't see it, and I think we ought to send a clear signal that we can have the discussions there,

[1:02:39] but we don't need a separate government to do it.

[1:02:42] And I need to say there's some urgency to this.

[1:02:45] The audit that triggered this current conversation concluded with a review of a time period,

[1:02:49] I think, through last July, so more than a year ago.

[1:02:52] And we still, as we sit here today, don't have clarity and answers in August of 2026

[1:03:04] about the financial condition what the books are at the KCRAJ.

[1:03:09] Why does that matter to the county

[1:03:15] where they're banker?

[1:03:17] I chair the Executive Finance Committee.

[1:03:20] I am extremely nervous.

[1:03:24] We're like the run the checking account to put it in plain English, right?

[1:03:28] The last meeting we had a few weeks ago, just before,

[1:03:31] just linked a lot of, there were $65 million

[1:03:34] over drawn, $65 million.

[1:03:37] Our policy is allowed for an occasional inadvertent deficit,

[1:03:42] but this has gone on and on and on and on for years now.

[1:03:47] Part of it is, I think, some mismanagement.

[1:03:49] It's part of it's overspending, but part of it's also

[1:03:51] the structure.

[1:03:54] They never set up at the KACHA and operating

[1:03:57] capital system, for in other words, to have the float to address the difference between

[1:04:03] time money was received and time going out. So, we charge interest on that. That's had it some

[1:04:08] cost. Why we would continue that structure to send money up to a third party entity from a financial

[1:04:17] sense perspective, I don't know. But I will just say, the longer this goes on and I understand

[1:04:22] for Mr. Rupert. Maybe this is ticked down to 50 million or so now. But I'm going to send a letter

[1:04:28] as Chairman of the Executive Finance Committee to the case of RHA. We have a meeting,

[1:04:33] I think, Thursday, because I said, don't cancel it. We didn't update on this. Asking

[1:04:38] for what the status is of the accounts receivable and what the plan is to make this pool

[1:04:44] whole to get back to zero. I think we need to have answers in a couple of weeks. It's gone

[1:04:51] for too long and I don't believe that we can in good conscience allow it to go on for another year.

[1:05:00] Or another six months, while regional conversations occur. This is very, very, very serious. We're out of compliance with our audit standards, we're out of compliance with our policies.

[1:05:12] And I do not support loaning the KCRHA money because I'm not sure how they would pay it back.

[1:05:22] So I wanted to follow up on Council Member Duns.

[1:05:24] I think correct remarks about policy, but also how you make change in the policy is driven in large part by the ability to do it.

[1:05:32] This dias has the regional policy committee has elected representatives from all over the county.

[1:05:38] If they are PC, remember county members, city of Seattle members, suburban city members.

[1:05:43] We come together, we have structures here.

[1:05:45] This work can be done, and it is important work, but I've concluded, I don't think that

[1:05:51] the executive in his report, the stabilize is fine, I'd call it an accounting transition

[1:05:56] is what I replace right size with, and then terminate not reset.

[1:06:01] I think you got three wrong words, and with that, I do think the exact and the mayor have done a good job in making a big first step to bring in these contracts back, because that will help mitigate some of the ongoing problems, but final question.

[1:06:17] In the motion, or maybe it's the first question at the same time.

[1:06:21] We asked for an assessment of the risk to the county's investment pool and identification of completed or recommended actions to mitigate.

[1:06:28] This is on page 259 of the materials, a page 4 of your appendix.

[1:06:37] This is inadequate in terms of a response to this risk that we're looking at here.

[1:06:44] This says K-SireJ's negative cash balance presents several risks to the county investment

[1:06:48] pool, including negative findings by the auditor's office and repayment and certain

[1:06:51] tier.

[1:06:52] And the final sentence is something I don't understand, a recommended action to mitigate

[1:06:55] that's risks is analysis of the county's repayment obligations.

[1:07:03] I don't know what you're saying there.

[1:07:05] Maybe you can enlighten me a little bit, but this area of the report,

[1:07:09] and actually this body of work, needs attention.

[1:07:15] Thank you, Councillor Maybran Devazki.

[1:07:17] First of all, I would agree that the negative cash balance is a risk,

[1:07:21] something that I am also worried about.

[1:07:24] There's a risk to the investment pool.

[1:07:26] There is a risk to the county's general fund, and we have to mitigate that.

[1:07:29] So I would be definitely supportive of in our discussion on Thursday, going through and figuring out what exactly to request from KCRIJ.

[1:07:38] So the analysis that needs to happen, that is happening, is reviewing all of those unreconsiled receivables

[1:07:45] and figuring out where they came from and who ultimately should be paying for them.

[1:07:50] To the degree that we get to a point where there are receivables or there's cash that has been spent

[1:07:56] that we cannot recover, we will have to do some sort of repayment plan in conjunction with the city and the county to fill that gap.

[1:08:05] And that's the analysis that's referring to.

[1:08:07] We have to figure out what exactly the gap is and then work with the city to figure out when and how to pay that gap.

[1:08:14] So that is the next steps.

[1:08:16] Turing point has done a good job in starting to go deep into those accounting transactions

[1:08:22] and we need to see the results so that to really get there.

[1:08:25] So that is what that is referring to.

[1:08:27] Good.

[1:08:27] Thank you very much, Sharon.

[1:08:28] I agree.

[1:08:29] I think in plain English, once we figure out what the deficit is, in other words, we receive

[1:08:35] all the receivables that are to be received.

[1:08:38] Well, it's 65 million there, but maybe it's 50 million today.

[1:08:42] Yeah.

[1:08:42] First left, and it's going to be $8, 10, 12, 15 million dollars, who knows what it is.

[1:08:48] The city and the county are going to have to write a check.

[1:08:51] That's correct.

[1:08:51] I would just like to stop the bleeding.

[1:08:55] I would just like to stop bleeding.

[1:08:56] And the thrust of this report seems to indicate that there is a possibility that this

[1:09:02] entity would continue on.

[1:09:05] And I don't see the value proposition from a policy perspective or a financial perspective.

[1:09:11] I just don't, I don't, I don't, I don't see it because we're a thing.

[1:09:19] Thank you and thank you for all of your work on this, I know many of you worked.

[1:09:23] Present until recently, but you're diving in and I appreciate your thoughtfulness and your approach.

[1:09:32] I'd like to tag on to what my colleagues have said so far about the lack of

[1:09:40] a truly regional approach in allowing the entire county a voice and a say in how dollars

[1:09:48] are spent or contracts are selected.

[1:09:54] And so beyond whether or not KCRHA exists.

[1:10:00] Which it will largely need to do for COC funding and that he's I understand.

[1:10:06] But beyond that, the county is going to be taking on a hundred of these provider contracts in January.

[1:10:16] And so I understand that the county and the city are working towards no, in the later part of 2027.

[1:10:24] And so I have two questions,

[1:10:27] slash concerns relating to that.

[1:10:29] One is, will all of the contracts be part of the NOFA,

[1:10:36] meaning that the county in the city will align

[1:10:41] on funding and providers.

[1:10:48] The idea is really to address the previous structure,

[1:10:52] which was, everybody is contracting with different providers and nobody knew what anyone else

[1:10:58] is doing.

[1:10:58] So I understand the need to collaborate and understand that we shouldn't essentially have

[1:11:08] providers potentially receiving the same amount of funding to do the same work for the

[1:11:14] County and the city.

[1:11:15] Depping said, I worry if all of the contracts are going to be under the know-file we're

[1:11:19] to run into the same issue, which is that the entire county might not have a voice in how

[1:11:29] services are provided in different cities and different regions.

[1:11:33] So that's one around the Nova.

[1:11:36] And then the other question I have, and I'd like to hear a little bit more about, is how will

[1:11:45] Council be a part of oversight input into the contracts after January. Currently, there are

[1:11:56] two representatives on the KCRIJ that receive updates on the status of the contracts,

[1:12:03] the outcomes, and all of that. But once the 100 contracts were over to DCHS, we'll

[1:12:13] I mean, ideally, we would not just get an annual report that Council would be able to

[1:12:17] provide some input and some manner as suggested by my colleagues in how those dollars

[1:12:23] should be spent. So those are kind of the two areas I'd love to hear more about.

[1:12:31] Do you want me to start? Yeah, I can start. You're going to turn on your thing, Jilani.

[1:12:35] All right. It's done there. I can start with the first question and personal answer.

[1:12:39] So, look, every crisis offers plenty of opportunity to look at the way we do business and to strive for efficiencies into more importantly, do things better.

[1:12:50] So, the main effort here between the county and the city is to really look at the way we contract.

[1:12:55] Can we harmonize language? Can we synchronize on outcomes that we want to see?

[1:13:00] You know, settle on some boilerplate text for our contracts and just generally simplified the process.

[1:13:06] And the second part to that, too, is also look at who pays for what?

[1:13:10] So, you know, King County, C.A.L.S. and King County.

[1:13:13] This King County pay for a contract for services that are delivered in Seattle.

[1:13:16] Or to Seattle take that on, and in return, if there's going to be some fun swapping,

[1:13:20] how do we look at that as a region?

[1:13:22] And so, those are some of those efforts that we're trying to do to simplify the process,

[1:13:26] and also make things better.

[1:13:27] I would say also the, the, the, the, the, the whole point of a no-fa process is to ensure

[1:13:36] sort of competitive processes in contracting that has not, I believe that when K. Sarah Chase

[1:13:44] started, there was an intent to put both the city and county contracts out for reprecurment

[1:13:51] and that never happened, and so part of what we wanted to do was the initial step in rolling

[1:13:59] the contracts back, minimize disruption, but the conversations, I think, Council Member

[1:14:06] Fain, to your point, we do need to have a strategic conversation about how we are planning

[1:14:14] to repricure those contracts. Are these the right strategies? Do we have the right mix of

[1:14:20] strategies employed and how we are thinking about these funds.

[1:14:25] I think those are not questions that we have answers to today, but when the contracts come

[1:14:31] back, we will be working closely with our provider community and addressing some of the

[1:14:36] policy questions, quite frankly, that some of your colleagues raised.

[1:14:40] I think the other piece of this, the contracts, when they do come back to the county,

[1:14:45] They will be put forward through the county's budgeting process, so you will have a recommendation from the executive in his second omnibus for the amount of time.

[1:15:00] County contracts. Again, we are hoping that you don't do much to choose the, because we want to

[1:15:05] maintain continuity for this next year. But once the contracts come back, once the, you know,

[1:15:11] sort of the bucket of funds come back to the county, we will, as within every other budget,

[1:15:17] that goes through the budget process. The executive branch will be working and collaborating

[1:15:21] closely with the council on the right strategies. The right makes the right dosage for those

[1:15:28] funds.

[1:15:31] Thank you.

[1:15:32] Councilor Schillard, did you want to jump in now?

[1:15:36] Go ahead.

[1:15:38] Well, first I want to say thank you so much for, as the chair said, providing the report.

[1:15:45] We know that there's a lot of moving parts here, so thank you for sending this over and

[1:15:50] working in partnership with the council on the timeline that happens, who just said, obviously,

[1:15:55] there was a lot of work that went into this with the announcement made with the City of

[1:15:59] Seattle as well.

[1:16:00] So we appreciate you were both responding to the report request, acting in real time to figure out how to stabilize and trying to figure out both how to do that in a way that minimize impact on those experiencing homelessness are contracted providers and really making sure that we are sending a message to all in this region that here in King County, we can govern as opposed to what we see in the other Washington, we are going to offer stability to folks and I still think that that's an important message for us as a collective body to be sending in this moment with so much

[1:16:30] certainty, especially around some of the dollars that I've been talked about, that we will

[1:16:34] continue to strive for as much stability as certainty as we can, not only for the contracted

[1:16:39] providers, but by doing so, providing stability to those who are experiencing homelessness

[1:16:44] or the folks that will fall in the homelessness.

[1:16:46] So thank you for submitting this report.

[1:16:49] And that said, I know that there's a lot that is still in the works.

[1:16:52] I think there's some conversations in this, well, some language in this report that really is more

[1:17:00] but to be flushed out, right?

[1:17:03] And along the lines of what Council Member Fain noted,

[1:17:06] I do want to make sure that the council

[1:17:08] and not only the members who are sitting

[1:17:10] on the case area to abhorred,

[1:17:12] but the members of the council have an active role

[1:17:14] in figuring out what those next steps look like

[1:17:16] because this is an area that is clearly of interest

[1:17:20] to members of the media has been described,

[1:17:23] but most importantly to members

[1:17:24] who are providing direct services

[1:17:25] and wanting to see that certainty.

[1:17:28] I do have a question about how contracts are being moved over, and then I have some comments

[1:17:33] if you know my Mr. Chair.

[1:17:35] I know that DCHS is trying to ensure continuity of services with 100 plus contracts transferring

[1:17:42] over January 20, 27, and in order to do so, we need staff.

[1:17:47] And you've talked about that a little bit, but I just want to make sure that we're not biasing

[1:17:51] our hiring and recruitment of the staff that could potentially come in and be ready to ensure

[1:17:58] continuity and know best the relationships with the community organizations who are trying to

[1:18:05] provide care, not biasing those individual staff members because they worked at KZRHA.

[1:18:11] We've talked a lot about the concern the entity has, and we even heard concern today in public

[1:18:17] testimony about the executive director.

[1:18:20] I just want to make sure that the folks who are on the front line, many of whom we've heard

[1:18:24] from today in public comment and we've received a letter, are not being biased in some

[1:18:28] way if they are also applying for positions within DCHS.

[1:18:32] So can you confirm for us or a short press that that is not filtering in to the analysis

[1:18:37] of who gets a first round of interviews and for us to be sure that continuity is preserved?

[1:18:43] I think that's a really critical piece for the community to know that we are trying to maintain

[1:18:49] in that work even if it is not within the existing system.

[1:18:53] Okay.

[1:18:53] In the most simplest terms, yes, we are going to make sure that folks are not biased at all.

[1:19:00] We recognize that the staff at KCRHA do hard work every day.

[1:19:04] Many of them were colleagues of mine when I was a case manager in the field housing individuals

[1:19:08] in this county myself.

[1:19:09] We're going to, we're going to hold a competitive hiring process that's an alignment with our agreement with Protex 17.

[1:19:16] We also expect a current case here at Jane Place, we're interested in King County employment or frankly for employment at the city Seattle.

[1:19:23] To be very competitive because frankly they have experienced doing the very work that we're seeking to do.

[1:19:28] Okay, thank you.

[1:19:29] And then as we know as well, DCHS and case here at Jane both entities have been.

[1:19:36] found to have had slow execution of contracts or making payments, right? That's not unique

[1:19:41] to KSA-HA. It's an issue that I know this new executive is actively working on DCHS,

[1:19:47] but I'm concerned about additional capacity being taken on before those staff members are

[1:19:53] trained up. So can you remind us what is actively happening right now to remediate the

[1:20:00] Existing issues at DCHS in regards to payment of contracts on time, because we do get a lot of emails lately.

[1:20:09] I think coming from a place of wanting to make sure that every T.S. Cross, every I is dotted.

[1:20:16] But sometimes that triple checking, almost more than that, I heard one from one contractor last month that there was six different reports that they were asked to fulfill in one time, one month time frame.

[1:20:28] and all of that's leading to delayed payments for existing contractors.

[1:20:31] So can you talk about building capacity as you try to onboard additional people and take on additional work?

[1:20:37] Yeah, thank you, sir.

[1:20:39] Yes, part of our effort is to bring in this capacity early.

[1:20:43] I've noted earlier, we've hired a nature specialist who can just focus on hiring and bringing

[1:20:47] staff on board.

[1:20:49] This will provide critical time for folks to be trained properly, receive updated fraud prevention

[1:20:53] training to ensure the staff are ready to go, not in January or December, but much earlier

[1:20:59] than that.

[1:21:00] Second, the team at this work is going to is very experienced with this work.

[1:21:06] Many of them work for King County and work with these contractors, the contracts we're talking

[1:21:12] about, prior to the KCRJ's, you know, formation.

[1:21:17] So we're working hard to make sure that it's a smooth process as possible, we're starting

[1:21:21] this work early, we're engaging in a lot of conversations with the folks that we will

[1:21:25] ultimately have contracts with.

[1:21:28] I'm also happy to say that we've looked at every individual contract.

[1:21:31] It's really only about 10% of the contracts and totals about 10.

[1:21:35] We don't have in existing business relationship with.

[1:21:38] So we're in conducting some early outreach to make sure that those folks are ready to conduct

[1:21:41] business with the county.

[1:21:43] Thank you.

[1:21:44] And maybe just last comment if I may.

[1:21:46] And thank you.

[1:21:47] I was listening intently on the Zoom, as I was on the way here, but I wanted to just

[1:21:55] underscore for maybe members of the public that are listening.

[1:21:58] I think there's shared frustration between the executive branch and the legislative branch,

[1:22:02] shared frustration amongst colleagues here on the council with where we're at right now with

[1:22:07] KCRHA.

[1:22:08] But I do want to make sure that we're not conflating the agency, the King County Regional

[1:22:12] the Social Security specifically with the decades-long proven practices of housing first policies.

[1:22:19] Housing first is a national standard, and it is a proven evidence-based policy contrary

[1:22:25] to what the Federal Administration is trying to assume or impune through their continuum

[1:22:31] of care contracts and their no-for process and the language that they use.

[1:22:35] Housing first is an approach in our region that has been something a point of pride for a very

[1:22:40] time, and this is true even before the King County Regional Homelessness Authority was created.

[1:22:45] I gave you some examples of evidence of the housing first policies showing higher retention

[1:22:49] rates that he's cited by the National Alliance and Homelessness Show that over 80% of individuals

[1:22:54] with complex needs remained housed after a year. This is much higher than other intervention strategies.

[1:23:01] 88% of there was an 88% reduction in homelessness among individuals experiencing homelessness

[1:23:07] According to a comprehensive United States Department of Housing and Urban Development Analysis

[1:23:12] that reviewed 26 separate studies, and they found that utilizing housing first approach

[1:23:17] decreased overall time spent in homelessness by 80 percent, and increased general housing

[1:23:22] by 41 percent.

[1:23:23] That is unparalleled in other strategies.

[1:23:26] Stability foundation, they provide a stability for getting into homelessness, according to

[1:23:34] the national loan come housing coalition which confirmed that stable housing through housing

[1:23:39] first provides in necessary foundation for personal recovery and accessing health services.

[1:23:45] I think that there is a really important data point around veterans.

[1:23:49] We saw 55% drop in veteran homelessness between 2009 and 2022.

[1:23:56] The federal government paired housing first principles with the HUD's VASH voucher program

[1:24:01] resulting in a 55% reduction in veteran homelessness.

[1:24:04] The list goes on.

[1:24:06] I will spare you in the moment.

[1:24:08] Happy to provide this to members of the public and my colleagues

[1:24:11] and the executive branch as well.

[1:24:13] But I want to make sure that we don't

[1:24:15] in the analysis of how we transition away from KCRHA

[1:24:19] in its current form to bring more contracts

[1:24:23] into the King County family and shared responsibility

[1:24:26] with other city jurisdictions, not just Seattle,

[1:24:30] But with other city jurisdictions, I want to make sure that we're not conflating the rise and homelessness with the failure of a policy that has actually been proven.

[1:24:39] And housing first is absolutely an appropriate policy that has decades long data behind it.

[1:24:45] And our region needs to, I think, look at every evidence, a strategy, especially when there's compounding tragedies of the opioid crisis, rising costs for housing in our region.

[1:24:55] and the need for us to provide that stability compared to what we're seeing at the federal

[1:25:00] I thank you for hearing those statistics because I think that there's shared and understandable frustration

[1:25:07] with KCRA and as we seek to try to mitigate for the problems that we see at KCRA, we do need to remain focused on what has worked

[1:25:18] and for me and for the statistics that our team has looked at and for the nation, including in the previous administration

[1:25:27] through HUD, they point to housing first as a proven strategy to get folks out of homelessness.

[1:25:33] So much more to do in terms of investment in that area, but just want to make sure that's not being completed.

[1:25:40] Thank you, Councillor Moskita.

[1:25:43] Let me close out this section and before I call case here at J. Leadership, since we had questions about the financial situation,

[1:25:50] I want to give an opportunity to provide an update on the corrective action plan, but just as we close this section,

[1:25:55] First of all, I want to thank the executive for their work on the report.

[1:26:01] I understand that part of it is incomplete in the sense because I think some of the questions

[1:26:05] that we asked, I think your responses, we need more time and engagement to be able to tackle them

[1:26:10] and I appreciate that and I, I think ultimately I agree with that and I think one of the things

[1:26:14] that I would highlight is I saw pretty, you know, what I would consider deliberate, but

[1:26:20] a tight timeline through first quarter of 2027 to be able to make those decisions, so I don't

[1:26:26] see this as an indefinite, trying to balance the engagement that you want to have. I also think

[1:26:32] that we need to be very careful with the fact that we're in the middle of a federal application

[1:26:35] process with the continuum of care, and I think one of the, you know, one of the guiding principles

[1:26:41] I would describe it as a do-no harm, which means don't make the situation worse, and I think

[1:26:47] a loss of federal funding would be something that would certainly make the situation worse

[1:26:50] and so I think we need to be careful about taking actions that might undermine our ability

[1:26:54] to be able to be competitive for that federal funding.

[1:26:57] And I think the steps, you know, if our federal partners are listening, we are taking, you know,

[1:27:02] we're not taking status quo.

[1:27:04] We are taking steps to be able to address the issues that have been found, but we are continuing

[1:27:10] to have Kissier J, be the applicant for the cycle until we make decisions as to whether

[1:27:16] We, as a region, want to take a different approach,

[1:27:19] at least, at this moment.

[1:27:21] So I support that approach.

[1:27:25] And I think, I don't want to, like,

[1:27:28] I think there's going to be further conversations

[1:27:29] until the policy debate that we said here,

[1:27:32] but I just wanted to sort of state my own perspective

[1:27:33] on this.

[1:27:36] I think there's broad agreement here.

[1:27:39] I think from both the executive and legislative branches

[1:27:40] that the current status quo is not acceptable.

[1:27:43] All right, I think the numbers that comes from over the Basque highlighted are not good.

[1:27:49] I think we owe it to people who are in house in our region to work to identify the best

[1:27:55] structure and the best policy that we can, and we should be open to thinking about this

[1:28:00] and what's working.

[1:28:02] My own perspective, I agree with Council Member Mosque that I think housing first is a model

[1:28:06] that has been shown to be effective.

[1:28:08] The problem is that the model suggests the housing is the key part.

[1:28:12] And that's the part that we're missing in our community.

[1:28:16] And I think I appreciate, you know,

[1:28:18] customer done your perspective about potentially trying

[1:28:20] different approaches.

[1:28:21] I think the challenge we've been dealing this with the

[1:28:24] with the federal funding is that, you know,

[1:28:26] there are people who are housed with our current set of resources.

[1:28:29] And so if we shift resources as the threats are wanting to do

[1:28:33] in other areas without that creates a gap in housing.

[1:28:37] And so that's my concern about being, you know,

[1:28:40] sudden in terms of pulling resources away.

[1:28:41] If we had a whole additional set of resources, we could have the conversation to have as it gets

[1:28:45] allocated.

[1:28:46] We may need to have a conversation as to how the current set of resources needs to be allocated,

[1:28:49] but we just need to be very careful, because what I don't want to do is to lead a

[1:28:53] to a situation where those numbers actually skyrocket, because we're losing current services

[1:29:00] capacity locally.

[1:29:02] So I appreciate the work.

[1:29:04] I think I consider this to be a, you know, not an end of the conversation, but as they

[1:29:10] executive noted and engagement over the next few months to find a finalizer, at least

[1:29:16] from my perspective.

[1:29:16] I don't think I'm speaking for the whole council.

[1:29:18] I'm just saying, from my perspective, that's how I heard the report.

[1:29:22] I think there's clearly some questions.

[1:29:24] And so there was a motion that the executive sent over with this to accept the report.

[1:29:28] And I'm going to put that on hold unless I hear strong commitment to that just because I

[1:29:33] feel like there are some questions that people still have about the financial picture and some

[1:29:37] policy issues, so we're not going to take action on that item, but I do want to acknowledge

[1:29:42] the work that was done by the executive and completing that report.

[1:29:46] Colleagues, we have any questions for executive staff right now, but in the right case here,

[1:29:49] it's a leadership to provide an update on the corrective action plan, and I see some knots on

[1:29:54] that direction.

[1:29:55] So thank you very much to our executive team for a bit.

[1:30:00] We're on this, and I'm going to invite Dr. Kelly Kittison, who's the CEO of KCRHA, as well as willing to, who's the associate's deputy for strategy of KCRHA, and they're going to be providing an update on the corrective action plan, as well as any other updates that you'd like to provide. Thank you.

[1:30:21] I'd like to thank you chair Buron for inviting us to give this update.

[1:30:28] Thank you members of Council and the public who are listening.

[1:30:33] Just brief background.

[1:30:35] Folks know I arrived in August of 2024 to a greatly imperiled agency

[1:30:40] that had been without permanent leadership in many of our departments for a year or more.

[1:30:46] I've worked closely with the governing board and city and county partners to address many aspects

[1:30:51] of K-3HA operations and things to our very talented staff at K-3HA, we've made a number of improvements

[1:30:58] in the system. For example, you all saw in our 2026 pit count that we saw for the first

[1:31:04] time in many years, the rate of growth of homelessness began to slow, despite sort of unabated

[1:31:11] key drivers of homelessness in our region. However, it became very clear early in my tenure

[1:31:19] that deep expertise was needed to untangle what was going on in our finances after three to

[1:31:26] four years of operations, a series of operational missteps, and then need to address our

[1:31:33] underlying cost reimbursement financial model. I worked with the City and County to request

[1:31:38] a forensic evaluation to bring transparency to our financial situation and create a path forward

[1:31:44] for KCRHA and our regional homeless response system.

[1:31:49] Since receiving the forensic evaluation in April, KCRHA has worked with urgency to address

[1:31:55] issues surfaced by the evaluation as well as the longer term structural issues within

[1:32:01] the operations of KCRHA.

[1:32:03] We also recognize we did not have the capacity or capability in our finance department to

[1:32:09] do this work and requested embedded support for super grateful to our city and county

[1:32:14] partners for providing the support through turning points strategic advisors.

[1:32:19] I'm going to turn it over to William Tauy to provide you with an update on our 90-day corrective

[1:32:24] action plan and our work with turning points strategic advisors and be happy to answer any

[1:32:30] questions you have.

[1:32:35] Thank you, Dr. Kinnison.

[1:32:38] Chair, council members, good to be back with you.

[1:32:41] I'm grateful for the opportunity to be here and share what we're up to.

[1:32:46] I

[1:32:54] wanted to provide a brief update on where we are at with the 90-day point here in the

[1:33:01] case of H.A.'s corrective action plan, and particularly how that work is now transitioning

[1:33:06] into financial stabilization and implementation work being led by, when with turning points

[1:33:13] strategic partners. At a high level, the controls and processes that strengthen during the

[1:33:21] cap period, remain in operation, and a number of the original corrective action items have

[1:33:27] now moved from development into a recurring practice.

[1:33:32] The 90-day report largely completes the initial reporting cycle

[1:33:39] associated with the correct

[1:33:41] of action plan, but it does not represent the end of the work.

[1:33:45] Turning points has now completed its initial assessment and is embedded with our finance

[1:33:49] team working directly on reconciliation, monthly clothes, financially

[1:33:54] reporting, internal controls, and implementation.

[1:33:58] So increasingly, the work that began through the cap is moving into

[1:34:02] sustained implementation and independent validation through

[1:34:06] turning point.

[1:34:07] The important distinction is that while the formal 90-day cap reporting

[1:34:12] cycle is concluding, the underlying financial improvement work

[1:34:16] is continuing and is increasingly being incorporated into KCRHA's ongoing financial operations.

[1:34:34] One area where that work has already materially improved or understanding is the approximately

[1:34:39] eight million dollars in receivables identified in the forensic evaluation is not reconcilable

[1:34:45] from the records available at that time. Turning point has substantially advanced the

[1:34:51] Reconciliation and identified historical accounting entries and reporting differences that help explaining that balance the work is being valid

[1:35:00] I did it against funder records. It's the county and city records. So I don't want to characterize

[1:35:05] the original finding as completely resolved, but our understanding of that a million is considerably

[1:35:10] better today than it was when the forensic report was issued. And at the time of our last

[1:35:16] report to the committee of the whole. I also want to be careful not to over-read that result.

[1:35:23] The original eight million represented a particular population identified through the forensic

[1:35:28] review, resolving accounting issues with that population, does not by itself resolve the broader

[1:35:35] historical and receivables reconciliation.

[1:35:39] Turning point in case your HR continuing to reconcile receivables, invoices, advances

[1:35:44] and funder records.

[1:35:48] The broader work may also identify expenditures paid by KCRHA that were not fully reflected

[1:35:54] in historical buildings to the city or county.

[1:35:56] The broader reconciliation may identify adjustments in either direction, that is why we're continuing the transaction level work rather than drawing a conclusion from any single population of balance.

[1:36:10] The administrative overspend identified in the Fraxant-Francic evaluation is also still undervalidation.

[1:36:16] We are presenting a revised historical number today because the balance sheet and receivables work needs to be sufficiently complete before

[1:36:25] that exposure can be reliably stated.

[1:36:29] In parallel, turning point is developing a 2026 budget and cash

[1:36:34] requirements plan so that we're addressing both the historical

[1:36:38] reconciliation and the forward-looking management

[1:36:41] of administrative spending.

[1:36:44] So at this stage, we have a greater confidence in explaining

[1:36:47] the original eight million dollar finding, but we're not yet prepared

[1:36:50] to say to final net historical receivables or administrative

[1:36:53] over spend number until that broader reconciliation is complete.

[1:37:04] Really?

[1:37:05] Can I post you here, Councillor Mousquita,

[1:37:07] I had a question for you.

[1:37:08] All right, thank you on the last line, please.

[1:37:11] Yeah, let me go back.

[1:37:12] I'm on the first bullet regarding the eight million.

[1:37:15] I mean, I think that that was the biggest takeaway

[1:37:17] from your presentation the last time around.

[1:37:19] I'm ready to go.

[1:37:20] Quite a bit of media coverage.

[1:37:22] It definitely sparked a conversation here.

[1:37:24] So what exactly are you saying that you're not sure

[1:37:28] that it was eight million?

[1:37:29] Can you just clarify for me what the takeaway?

[1:37:32] Yeah, at the last time we were presenting, we

[1:37:35] Delved into the topic of the unreconciled

[1:37:38] Receiveables.

[1:37:39] The Clark Nubler, forensic evaluation, clearly identified

[1:37:42] an $8 million number in that regard.

[1:37:47] And as Aaron pointed out earlier today,

[1:37:51] and as I was sharing the last time I was here as well,

[1:37:54] We recognize that there may be unreconciled receivables that need to be clarified.

[1:38:01] And the process that we're close to concluding with turning point will give us final understanding

[1:38:08] of what those numbers are.

[1:38:10] So to be very direct to your question, the question is were there funds that KCRHA expanded

[1:38:18] to providers for services that we're not build back to the county or the city.

[1:38:25] And that's an example of what might be an unreconciled, receivable.

[1:38:29] In this particular case, the update today is that the work so far with turning point has

[1:38:34] gained deeper understanding of that particular $8 million population that they discovered,

[1:38:41] but there could be others in the different types.

[1:38:44] And until we get the final determination, we won't have the exact number in terms of what

[1:38:52] is or isn't unreconsiled.

[1:38:55] And what may or may not be do one direction or the other yet?

[1:39:00] So, it's still pending.

[1:39:01] Is it fair to say that you're flagging?

[1:39:03] It might be higher than $8 million, then?

[1:39:06] I wouldn't make an estimation at this point.

[1:39:12] Yeah.

[1:39:13] because we were together. This was an area of focus for a number of community members

[1:39:18] understandably. And I think when we had the presentation into live, I think the aim was

[1:39:24] to be able to figure that out by the 90-day review. So we're not quite there yet, but

[1:39:29] do you have an estimate of how much longer it might take for us to get a final answer on that?

[1:39:34] I do. In fact, the notes and comments from the next slide laid into that a little bit.

[1:39:40] But let me interrupt you then.

[1:39:41] Perhaps I'll proceed.

[1:39:42] Go ahead.

[1:39:44] Let me just do that.

[1:39:47] Because they tie together to the negative

[1:39:50] cash balance conversation, obviously.

[1:39:54] And so finally, I want to distinguish the negative balance

[1:39:58] in the King County investment pool.

[1:40:00] Well, from an established financial loss, it was not the same things at all. The negative KCIP balances

[1:40:07] significant, and as council member Dimbalsky noted with this, you know, a conversation on this

[1:40:14] around it being like a checking account or a credit account of some sort. It is at a

[1:40:21] most basic level, it means cash outflows of exceeded reimburse cash and advances over time. And

[1:40:28] And so we've expanded more funds than we've received back in.

[1:40:32] And the cash balance it by itself, though,

[1:40:34] does not tell us what portion represents an actual

[1:40:38] unrecoverable deficit, which is, as you noted,

[1:40:42] one of the key things were all eager to land on.

[1:40:47] The balance reflects several things operating together.

[1:40:50] KCRHA paying providers before reimbursement is received,

[1:40:53] outstanding and on build receivables, fund advances, reimbursement timing, historical

[1:41:00] invoicing, and reconciliation differences, accounting adjustments, and the reconciliation

[1:41:07] will ultimately determine whether any portion represents expenditures that are not recoverable.

[1:41:14] Now, turning point has substantially reconciled KSARAJ's cash position at this point.

[1:41:21] They have been doing amazing works since they've arrived,

[1:41:24] and it's just been really great to have them in.

[1:41:26] But they've been in less than a month with us.

[1:41:28] So things have been moving really quickly,

[1:41:30] but it's been a short window so far.

[1:41:33] The remaining work is necessary to distinguish,

[1:41:37] you know, the timing differences

[1:41:39] and recoverable receivables from any actual

[1:41:42] and resolved deficit.

[1:41:45] And so that's why at this point,

[1:41:47] it's, we don't have an accurate number

[1:41:49] to characterize today but we are very, very close on that and so I'll just move on then to the next phase which kind of ties this up.

[1:42:05] Turning point has substantially completed the reconciliation work using KCRHA's records and is now awaiting complete transaction level detail from the county in the city to validate that work against those records.

[1:42:21] Once those records are received from the county in the city, our understanding is that turning point expects to complete that validation and reconciliation quite quickly after that.

[1:42:31] Like a matter of weeks, building a few weeks to process that.

[1:42:35] And that's the asset test against what we've done internally for full reconciliation.

[1:42:41] We need to check that against y'all's records and make sure that we really understand it.

[1:42:46] But then at that point, we're going to have the answers to all of these core underlying questions

[1:42:50] because they're driven from the same underlying issue.

[1:42:55] So that work allows us to complete the validation of the historical administrative overspend,

[1:43:00] and more reliably distinguish outstanding receivables and timing differences from any actual

[1:43:06] unreceived financial deficit.

[1:43:09] So I would characterize the 90-day point as a transition, not an endpoint.

[1:43:14] And we know considerably more today than we did when the forensic evaluation was completed.

[1:43:19] Some of the original findings are being material, materially clarified while other questions

[1:43:25] remain under validation.

[1:43:27] Our focus now is completing the work and continuing to strengthen KCRHA's recurring reconciliation,

[1:43:33] monthly clothes, and financial reporting practices.

[1:43:38] Turning point will remain directly engaged through the next phase, including ongoing review

[1:43:43] validation of those processes, I think I'm happy to answer any questions.

[1:43:49] Thank you.

[1:43:51] William, let me ask you to comment and, or, or, you know, one of the questions I was

[1:43:55] raised in our earlier conversation is, I think, customer of the Veski said stem to bleeding.

[1:44:01] And I'm just trying to figure out, post-gen race, so the executive, of course, is planning

[1:44:07] to take over the most, I guess, I would say, of the locally funded contracts.

[1:44:17] But under that plan, Kissier-Chay will remain responsible for the COC money and for

[1:44:23] a state funded contracts, as well as potentially some locally funded contracts.

[1:44:31] My question is, is there anything that we can do to avoid the same problem that we've had

[1:44:38] in past years?

[1:44:40] Because I think those contracts are also kind of on this reimbursable situation, so you

[1:44:43] still be paying, as it fair to say, that you will still be praying providers in advance,

[1:44:49] not in advance of their work, but earlier than you get reimbursments.

[1:44:53] So what I'm trying to get at is, like, do we still have the concern that we will still be in a

[1:44:58] situation will be accruing, or case you're a chairwoman.

[1:45:00] We'll be agreeing, interest, because of that structural issue that we have been able to get around.

[1:45:07] I think that's a really important question, and the answer is no. Virtually 100% of the challenges

[1:45:15] and difficulties that we're untangling today are directly related to the local contracts with

[1:45:21] King County and City of Seattle. Our HUD portfolio and our Commerce portfolios entirely clean and straight.

[1:45:28] So we don't have, we don't have concerns about that problem recurring with the federal

[1:45:33] group.

[1:45:33] Now, the local contracts are complex and the never tried before effort to co-locate them

[1:45:42] from the originating agencies, the city and the county, to KCRHA, and have an entity

[1:45:49] take over to other entities, operations, including that didn't go very well.

[1:45:55] So, the return of the contracts back to their origins source, I think, is a prudent move, given the experience that has taken place over the past few years.

[1:46:07] Thank you.

[1:46:08] Colleagues, any questions for a case here, Chase, staff?

[1:46:12] I'll remember the most.

[1:46:13] Thanks very much, William.

[1:46:16] It's suddenly, we're going to have this reconciliation on the kind of the net deficit,

[1:46:22] in simple terms, soon, house soon.

[1:46:26] Turning point, or working really closely with us.

[1:46:30] And we're, again, I can't say enough about the gratitude

[1:46:33] we have for the decision to embed a resource with us.

[1:46:38] We simply did not have the capacity

[1:46:39] and capability internally to do this.

[1:46:41] They've been moving really quickly.

[1:46:43] They have completed the full reconciliation

[1:46:44] of all of our internal records.

[1:46:47] So we have a good sense of what's going on historically

[1:46:50] over the past.

[1:46:51] And it's really four years, 22, 23, 24, 25, and now at a 20, 26.

[1:46:57] Most of the issues are stemming in the sort of 23, 24 range.

[1:47:01] That's one thing went off track.

[1:47:05] And right now we just were hoping that we will get the records from the county and the city

[1:47:11] from their sides of those four years of transactions so that turning point can do the full reconciliation

[1:47:18] the foundation against the funder records. Otherwise, we would just be providing a self-referential

[1:47:23] understanding of our own records, which we are at, but we need that validated. We need

[1:47:29] to understand your understanding of what was paid and received and the cities understanding

[1:47:36] of what was paid and received in order to fully account and reconcile all of those transactions.

[1:47:44] Sorry, I heard all that, but my question was, how soon, what the impardon me, so that calls for a day turn in or weeks or now I understand thank you, yeah for highlighting my lack of response there.

[1:47:57] Trying to point our expecting to have this done with it, and I hate to put them on the spot, but like two or three weeks is what they're saying from today.

[1:48:03] Yeah, from when they get the materials.

[1:48:05] And is there any hold up at the county we've got the request?

[1:48:09] I don't think so, they feel like you have a number internally.

[1:48:12] you know, what do they proliferally determine?

[1:48:16] Oh, you don't.

[1:48:17] I thought they said that they'd based on the case here at J. Records.

[1:48:20] They'd determine a number of knowledge just going to check it against Seattle

[1:48:23] and the county's records.

[1:48:25] We have a...

[1:48:27] What I say it.

[1:48:30] We have confidence in our ability to determine the number once we get that information back

[1:48:36] from the county's records.

[1:48:37] So it's not constructable by your own records.

[1:48:39] Yeah.

[1:48:40] Exactly.

[1:48:41] We want to confirm that.

[1:48:42] I heard something.

[1:48:43] I'll just tell you entirely differently.

[1:48:44] I heard in your presentation your slides that the three points based on your

[1:48:49] own records and your presentation had developed a number and now you just wanted to validate

[1:48:54] it against the outside funders, the county in the city, but now I'm hearing that you can't

[1:48:59] do it based on your records.

[1:49:01] And if he's going to require the county in the city records to get to that net deficit to validate

[1:49:08] What we think we have internally is how I should have said that more accurately did determine or to validate to both I think

[1:49:17] I think it's fair to say that the degree of

[1:49:24] Work and the long history of this. This is this is a complex historical

[1:49:31] Undertaking all of that sir. Yeah, I'm just speaking as the budget chair of this

[1:49:37] government and with a serious concern about where we stand and now we've gotten here and now

[1:49:44] we're going to get out of it. Now we're not doing any further harm. And month after month after

[1:49:50] month is going by and I understand it's very complicated and you all are new to the scene relatively.

[1:49:58] But there's a lot of words on the screen.

[1:50:00] Lines, but no numbers, you know, no firm numbers. And so the time for kind of my dad told the story. He had an office with Mr.

[1:50:13] Harder in the 1950s. Mr. Harder son would go down to have lunch and he'd take a long lunch and someone would call for so best to the son and Mr. Harder's dad would say, I can almost see him coming now.

[1:50:27] I can almost see him coming now.

[1:50:30] This kind of feels like that.

[1:50:32] We've got to run this to ground, not almost, but not next month, not two months, but

[1:50:40] we've got to get this done, because it's very serious.

[1:50:45] Yeah, I appreciate that.

[1:50:47] And I can assure you we're equally eager to get to that number, but some of that validation

[1:50:53] And what the county say the records is going to have tremendous impact on what those numbers

[1:50:58] could be.

[1:50:59] So it's just too early to stay at this point.

[1:51:01] We're ready to go to work to solve it.

[1:51:03] I think we're prepared that there's going to be a check to be written.

[1:51:06] We'll figure it out with the city.

[1:51:07] That's all understood.

[1:51:09] And then we can get on to figuring out kind of what the future holds.

[1:51:13] But I'm interested in kind of stopping, stopping the bleeding, getting it squared away,

[1:51:19] and then putting this chapter of, I didn't even put them up here.

[1:51:27] Thousands of headlines of bad news, you know, behind us.

[1:51:32] Because it's, for example, people's lives.

[1:51:35] Hundreds of folks a year in this county are dying on the street.

[1:51:39] You know, I'm alive.

[1:51:40] And I've worked great with you.

[1:51:42] You ran folks and you're a tremendous leader.

[1:51:48] But we've set up a system here that isn't working and it's uncomfortable upon us to fix it and fix it as soon as we can.

[1:51:56] You know, I'm 100% aligned with you there, and I can assure you the bleeding has stopped.

[1:52:01] So, you know, I've not been there long, but we are a tight shift today.

[1:52:05] There's no deficit out of control organization at the moment.

[1:52:11] We are diligently pursuing reconciliation of these past issues, and we will get the mail down.

[1:52:19] Councillor Roscoe.

[1:52:21] I think it's your presentation and this may be more of a question for the actual agency

[1:52:25] to see you again.

[1:52:27] I'm worried about a bleeding of a different sort and worried about people leaving the agency

[1:52:32] given the uncertainty of what's going to happen to their position, and this is something

[1:52:37] that we have flagged for our partners as well,

[1:52:40] the concern that people will leave KCRAJ

[1:52:43] and not have the actual institution

[1:52:45] and the capacity to provide direct services.

[1:52:49] Can you speak to how many people have left KCRAJ,

[1:52:52] what the vacancy rate is, do you have statistics

[1:52:55] on turnover rates currently at KCRAJ,

[1:52:57] maybe today relative to a year ago or six months ago?

[1:53:09] Thanks for that question.

[1:53:10] And we've spent a lot of time as an executive team talking about the health and well-being

[1:53:17] of our staff and the ability to continue with our work in the mission of KCRHA, and I

[1:53:24] have to say the mayor's office and the executive's office in announcing the local contract

[1:53:29] transition surfaced early that this would be difficult for KCRHA staff, particularly those

[1:53:36] whose work is moving back to the City and County.

[1:53:40] And so we've been working with our labor partners

[1:53:43] to make sure there are clear principles for us to follow.

[1:53:49] K-SeriesJ is sharing every announcement

[1:53:52] from the City and County and providing support

[1:53:56] for our teams who may want to follow the work.

[1:54:01] We've had one resignation this year.

[1:54:04] I can happily share with the council, the statistics that you requested, council member,

[1:54:11] Ms. Gade, I don't have those at hand, but I think folks are waiting to see what happens,

[1:54:19] we're waiting to see what happens.

[1:54:22] My leadership in this moment is just to be as transparent as I can be with those staff,

[1:54:26] encourage them to do what's best for them, but obviously I'm not in a position to guarantee

[1:54:32] anyone a job and we are working hard to keep them informed, give them outlets to provide input

[1:54:43] ask questions. We have, you know, this is a business decision and as we've heard, it's

[1:54:50] a very dire and urgent and the only lever I control is really as payroll.

[1:54:58] Thank you.

[1:55:00] I don't see further questions about it just on that point. I do want to acknowledge, because we, you know, began meeting with some public comment from Councillor Chistaff. And I do want to acknowledge that and reiterate, I think, the point that you may Dr. Kinison about the fact that there are some changes that are going to impact people who have been providing services to the community. And we want to acknowledge that, I don't think we want to share a code to fact that like these changes are going to have a disruptive impact on people's lives, who are having providing services for our region.

[1:55:29] and we appreciate their work and, you know,

[1:55:33] sometimes in government, we have to make, you know,

[1:55:36] typical decisions and I think the agency is responding

[1:55:39] in some ways to some of the issues that were part

[1:55:41] of the first evaluation in terms of our administrative budget

[1:55:45] and making sure that we're compliant with that.

[1:55:47] And of course, the changeover of the contracts

[1:55:49] is going to have a disruptive,

[1:55:51] effective case of your staff.

[1:55:53] I agree with Councilor Mosque that I think we should try

[1:55:56] to figure out as a local region with the city

[1:55:58] the county to figure out if there are, you know, people who have skills who can come over to

[1:56:03] do the work locally. I think that would make sense and try to mitigate the impacts, but

[1:56:08] we also don't want to over-promise what's possible, given the limited resources that we have to

[1:56:14] do the work. So, thank you for that, and I appreciate all the folks from the case here at Chase

[1:56:19] staff who provided public comment today, and we'll continue to be engaged in that conversation.

[1:56:25] Colleagues, as I mentioned, I sense that we still had questions on this, so I'm not going

[1:56:29] to take, I'm not going to put the motion accepting the report on, for a vote today, but

[1:56:35] appreciated the work that everybody has done to get us better informed.

[1:56:39] I will second the Council member of the Bowsky's comment earlier about the need for kind

[1:56:43] of more clarity on the numbers, and I know you're all working hard, but I think that

[1:56:47] is going to be very important as we try to make decisions in the coming months and look

[1:56:53] to continue to engage in the stoppick as needed as anybody have any other final comments.

[1:57:00] Councillor Moura Lewis.

[1:57:02] Yes, thank you, Chair.

[1:57:04] Earlier in the meeting, I mentioned the Black Women's Experience study and I just want

[1:57:09] my colleagues to know that for those of you who would like to review it while you're in transit

[1:57:13] or otherwise being buried about we do have printed copies of those for you.

[1:57:20] Thank you very much, Councillor Lewis, for educating us.

[1:57:24] All right.

[1:57:26] Councillor Lewis, can I just want to thank Councillor

[1:57:28] Moore Lewis again for your comments during the earlier presentation.

[1:57:32] Councillor Lewis has also sent out an email to the whole floor with the

[1:57:36] hard copy.

[1:57:36] I would say that that report used to live online, and our team was having a hard

[1:57:40] time finding it online.

[1:57:41] So just to request to the King County family to try to get that report back

[1:57:46] up in the appropriate place, because it does appear that that link has been taken down.

[1:57:50] So thank you to Council member Lewis for, again, mentioning that sending the email around

[1:57:54] and for our team for printing that out and helping to make sure everybody had a copy in

[1:57:58] the end.

[1:58:00] Thank you very much, Councillor Rosquita.

[1:58:02] Clerk, did we have any council members to be said to Council member Wadu Chir, Council

[1:58:06] my prayer to miss votes?

[1:58:09] Other than Council member Beldu Chir, I'm hearing no.

[1:58:12] All right, thank you.

[1:58:15] Thank you, colleagues.

[1:58:16] We're going to end the meeting.

[1:58:18] If there's no further bins to come before the committee,

[1:58:20] we are adjourned.

Committee of the Whole

Agenda

Transcript