Speaker 0: Thank you very much. I look forward to working with you. Thank you. Congratulations. Okay. We'll turn now to item 12, which is the second appointment on today's agenda with respect to department directors. And that is the appointment of John Taylor as the first ever director of the Department of Local Services. And we're joined by Aaron Osnes from our central staff to give a brief overview of this new department and position and by the nominee to face a similar grilling. Thanks for being here, John.
Speaker 1: Good morning. Aaron Osnos, council staff. The staff report for this item begins on page 127 of your packet. John Taylor's appointment to the Department of Vocal Services is the subject of this proposed motion. As the Chair mentioned, the Department Local Services will be a brand new department starting January 1st, 2019. It will be comprised of the former Department of Permitting and Environmental Review as the Permitting Division as well as the Roads Division and the Community Service Area Program. Mr. Taylor's resume and the questionnaire is in the packet, and that's all I'm going to say.
Speaker 0: All right. Terrific. Thank you very much, Aaron. John, would you like to say a few opening words?
Speaker 4: Yeah, but first I should turn that on. First off, I just like to thank the council and the executive for the opportunity to be here to be considered. I'd really like to just take a minute to acknowledge the work of Fred Jarrett, Deputy County executive Fred Jarrett and Harold Taniguchi, who did an enormous amount of work over a year to sort of frame out what this department would look like. I think they deserve an enormous amount of credit for getting us to this point. I'm very excited to take over. And then as a final point of privilege, I would just like to say it's kind of difficult to follow the floor.
Speaker 0: Yes. All right. Thank you very much, John. Let's turn to members questions and comments and start with one of our key leaders on this issue, Councilmember Lambert.
Speaker 1: Mr. Chair, well, this is a day that I am very excited about that we were at a point person and department for the local services of this county. And I know our executive has worked really hard the last couple of years to make our regional government follow in the line of his theme, the best run regional government . And we've won awards nationally and now we have the opportunity to be launching the second half of our responsibilities to be also the best run local government. And the executive. And I have spoken about the idea that the same theme is one he wants here, and that is that to be the best friend, local government. And as Mr. Taylor just said, this is not an easy thing to have come. We've been talking about it for a decade and a half. And so I appreciate the work that Fred Jarrett did in laying out what are the services that we provide to the local government and how are they delivered and work quality? And we will continue to do that work. And then once Fred was finished with that work, although as you said earlier, Fred will be retiring, but hopefully not to too far away because of the expertize that he can help us with from his buying and lean experience. And also Harold Taniguchi, who has done an amazing job getting us through and doing some transitioning from the Department of Transportation, which will be one of the main components of this new unit. And Harold did a wonderful job, and I thank him very much for that work and our dinners where we discussed many, many, many topics. And then now we have done and I am very excited, John, I think with his background and his experience will be perfect for this job is known to the community. He has done good work and a lot. Part of what goes on in the anti-corporate area does deal with some of the work that he has done in the past. So he's already developed relationships. And, you know, it's no surprise that the local people are not very trusting of the government and they've already developed a relationship. So when we talked about the fact that it could be John early on, they were very excited because they knew him and they have developed trust. And yesterday there was a meeting talking about what are the goals of this unit and developing trust from our citizens and building the relationship is really important and I think John has a great running start with that is very thorough. When he says he's going to get something done, he gets it done and you can rely upon that is great teamwork. Did a great job last week on a radio show we did together. So he's out in the community, being out in the community and I think knows what it is because he has developed these relationships, what is lacking and what can we do better as a government? And his goals for helping to lead us into being the best run local government, I think are actually going to get us there. And he is wonderful and working with his team and motivating them. And there was a meeting yesterday and one of the things that I noted was everybody had a smile during the meeting. They were excited about what they were doing and participating and having excited employees to serve our people is really important. So I am overjoyed that we are here today, that this will launch January one and that I think he's ready with knees in the breeze to jump off into making this happen. And I'm very thankful to all the support from the executive branch and making this come together. And I think we've got the right person for the job.
Speaker 0: Thank you. Councilmember Lambert, co-sponsor of the motion and Councilmember Dutton.
Speaker 3: Thanks, Mr. Chair. Appreciate you bringing this forward. John, thanks for your willingness to serve. Appreciate it very much. I spent much of yesterday out in the field, out in my district. And as you know, I've got about 70,000 residents who live in unincorporated King County. And so they don't have a city council or mayor to represent them. They've got me and they've got the executive in terms of the legislative and executive functions. So it really does require an awful lot of work from the county to make sure that their services and there are two are properly attended to. I just wanted to say a couple words. First, to thank the executive for initiating this department. When I first ran back in the day for this office, I talked about a Department of Unincorporated Area Affairs is what I called it at the time, and I'm really glad to see it come to fruition. It was something that, you know, was based on the premise that, you know, we could be a more efficient the better would be better customer service if we were to unify a variety of functions. And I'm really glad to see that it got done. And so I want to thank Fred Jarrett for his involvement in this and moving it forward and then Harold taking that on and shepherding it over the last year. And it hasn't it hasn't been easy as he thought about how to bring all these functions, some of them unrelated together into one agency. And I guess that's the challenge, right? I mean, you know, when I was I worked in the legislative executive judicial branches of government and local, state and federal governments and various levels. And you always have this challenge of sort of I like to call it bureaucratic pushback. And that is, you know, sort of getting the agency more or less in line with the priorities of the civilian government, that is, the elected officials. And while, you know, clearly these all of these organizations that are within your department, you know, have statutory roles to play and have to follow, for example, the county code and in some cases enforce it. It's easy to forget. When you're in those departments that this government is paid for by the taxpayers and it is here to assist the taxpayers. And so the basic idea that all of us, when we go out to represent folks and help them, we are a customer service agency first, not a dictatorial group . And and I think one of the challenges, you know, you're going to have is just to continue to remind folks that that is what our role and responsibilities are. That's what the public expects. That's what the elected leadership expect. And so I'm really glad that you're doing this job, and I'm really eager to support you. I love your your combination of both private sector and public sector experience, because I think that it's really important to see that. And it brings a different approach that not not all folks bring who have who are serving government roles. So just remember that even a strong supporter of the creation of this department, I'm cautiously optimistic in terms of whether it's going to work well and really, I think will come down to personalities and your ability to sort of manage the bureaucracy and relate and remember that, you know, there's a whole bunch of different government functions out there working to try and accomplish the same goal and that we're not communicating very well. And there's need to just hyper communicate. All the things that are going on are important too. So but I'm committed to helping you succeed in helping your department succeed. So whatever you can do to call on myself or my office, please let us know. Hey, John. Feel free to respond if you want. Or you can just take the vote and your call.
Speaker 4: You got the.
Speaker 0: Vote. You don't need to speak.
Speaker 4: If I. If I might, I wouldn't mind responding to that for 1/2. I think you put your finger on probably the biggest challenge of standing up this department, of getting this department to be up and running and be meaningful. And and it needs to be meaningful going both ways. It needs to be meaningful to the people who are partnering with us from within King County's government. As a director, I will have direct line control if I'm confirmed over the Road Services Division and the Department of Planning Environmental Review, which will become the permitting division. We will have what are called service partnership agreements with a bunch of other parts of the county that will draft with them for have been developed and will be finalized probably within the next week or two. And then we'll move forward with many, many more with many, many other parts of the county. The conversation I've been having with the folks who are within the Dallas director's office is there needs to be a value proposition for those departments to enter into these agreements and remain in these agreements over the long haul. What's in it for them? I think there's a lot of it in it for them. If we do a good job of engaging with the community and helping them navigate the community because the community isn't monolithic, just like government isn't monolithic, the community isn't monolithic. Fall city is very different from White Center is very different from Skyway is very different from his federal way. And each of those different communities have different needs and we can be a conduit to help departments understand what those different needs are. If we structure ourselves properly, if we craft the right agreements. I was remiss in my interview introductory remarks not to introduce my new deputy who started yesterday. Her name is Danielle de Klerk. She's right there. And Danielle comes to this position with an enormous amount of private sector experience working on lean and metrics and performance management, and is also just a wonderful person who will be really, I believe, adept at working with departments to craft agreements that help them do a better job and are measuring the right things in terms of performance. Because that's a lot of what this department is about is measuring performance and how we're serving the community. Not only so it's transparent to the community, but I think if you look at my questionnaire, the other big challenge we face as a department and as a unit of government in unincorporated King County is there is a structural financial problem that exists out there that we need to develop data to solve. We need to be able to make a case to decision makers that there is a structural inequity that needs to be addressed over the long haul, or else we will not be able to maintain our road system in seven years. So I'm I'm acutely aware of it and I really, really appreciate the offer of assistance. Councilmember.
Speaker 3: Thanks for that. And by the way, welcome. Look forward to working with you. I'm sure officers will interface all at the future. Yeah, I mean, on that point, thanks for your response. I totally agree. Like, for example, the unincorporated Area Roads Fund, right. We have through Annexations reduced the overall population of unincorporated King County, the group that pays into that unincorporated roads levy and only the group. And we've also matched the maximized our statutory ability under state law so that now with annexations and incorporations that far just goes down. And unless the state gives us additional tools to fix the problem, the roads are going to become. Further in disrepair over time. And this is one of the great challenges. I think I put it on the top five lifts along with the structural budget gap that faces county government. We will have to really, I think.
Speaker 4: Engage.
Speaker 3: In partnership with your office in some legislative acrobatics, so to speak, to get to a place where the legislature will give us the tools we need locally to try and solve that problem. And I will tell you, my friend, if you can help us solve that problem, you will put a monument on a park somewhere. John Taylor, look good. Look really good. But year.
Speaker 4: I took this.
Speaker 3: Job here, and that's it. But that's that's a huge one. And that is a huge one. And let's, let's, let's work on that together. And hopefully with the work of my colleagues, find some solutions to that problem because it isn't a Republican or Democrat issue, it's a mobility issue, an economy issue, jobs issue, family, family welfare issue . So let's let's work for it. I'm excited for you, John. I look forward to working with you.
Speaker 4: I'm excited as well. But I would say that Leo's metaphor of jumping out of a plane spoke to me as I waited. My turn up here.
Speaker 3: Was a jump out of.
Speaker 1: Oh. Okay. Thank you, Mr. Chair. Sorry, I'm struggling with the microphone this morning. Yeah. I want to echo a few things first and say thank you to the executive and to Deputy County executive Jared and to Harold, who was also retiring at the end of an era here at King County, because this was a pretty bold vision . I mean, this is a there's no guarantees here that this approach would be a success and it's going to set up expectations in the community, but it's the right thing to do. I really appreciated the deliberate approach of building out the plan, doing a lot of detailed inquiry and research before making a proposal, and then but yet sticking with the commitment to deliver this department by the beginning of 2019, which is exactly what we're doing. So congratulations and thank you to the executive branch for that's a promise made, a promise kept. So that's I'm really pleased with that. You know, your challenge, you've outlined it. It's you know, I come I look at what you're doing from the eyes of somebody who's been a city elected official. So we provide all the basic services in the city. We respond to constituents needs and requests. We have got all four prongs of the funding structure in place, you know, with multiple tax sources and fee sources and utility taxes and many of the things that you won't have. And it's still a pretty compact thing, although there are distinct neighborhoods and distinct needs and has tends to have some geographical, you know, coherence to it . And so yeah, following up on the airborne metaphor may be hard to go after. Leo, but you're the profile and courage sitting right there because you're starting with something completely new that's never been done before. And with this incredibly diverse set of constituent constituent interests that you have to model and the, you know, sort of routine tension in government between being a service provider first and foremost, but also a regulatory body. And that's that's a line that has to be walked as well. So I want to give you a little bit more of an opportunity to talk about as you enter into this, what are the sort of like leadership principles that you bring that you are going to try to view your agency with to try to meet these very significant challenges, but but also make the best of the opportunity to maybe do something really special here.
Speaker 4: Thanks for that and thanks for the opportunity. I mean, I think the your metaphor is the metaphor I've been using a lot. When I go out and talk about this, what we really want to do is create a city government for the 250,000 people who live in unincorporated King County. That is not what they have right now. And in fact, in many cases, I was at a meeting last night talking about an issue and it engaged King County and engaged Washington State Department of Fish and Wildlife and engage the sheriff's office and engaged one other federal agency. And it engaged Water and Lands Resources Division. So it we have a diffuse set of services that we're delivering out there and that we somehow need to knit into a whole that's coherent for the people who live out there. Because just as I said before, the community isn't monolithic to the public, to the community, government is monolithic. The people who live in the unincorporated, during my experience, don't make distinctions between those units of government. So I think that one of the things we're trying to build is a really robust coordination shop within the director's office that is going to be flexible, is going to be listening to the community, but is also going to be talking to all of these different government agencies. And the way that we're talking to the people within the King County Executive Branch and some of the separately elected who will have to enter into service partnership agreements with is trying to approach that in a really thoughtful and open way. As I said, the Service Partnership Agreements won't work if there isn't a value proposition for the people who are entering. And if they just view them as something that is an annoyance and that we're gathering data that we then go out to the community with and sort of use to make them feel uncomfortable and that they're not serving the community well. That isn't going to work very well. So there needs to be a value proposition for the people who are entering into those agreements, and we need to be communicating with them in a really clear and coherent way and be viewed as a partner. That's kind of why I took this job. That's what I want to bring to it, sort of just generally, I take a moment to talk about my approach to leadership leading an organization that's a large organization, not by by no means the largest organization within this county, no by no means the largest department. But about 485 people. All told, the first thing I would just like to say is I'm really lucky. I'm taking over two great departments and we have amazing employees and I've been lucky to have worked in the private sector quite a bit, and I've worked in government at a number of different levels of government from state government down to cities. And I would say that. King. The county has some of the best employees I have ever worked with. That was true in water and lands. That's true for the road services division. If really dedicated employees, there were people out last night in the middle of the night putting down salt on highways and roads in this county because we had fog and really cold temperatures. So you've got a 24 seven roads division that is out there working for people all the time. No one ever even sees them because most of the time they're working in the middle of the night. So people don't get into accidents. They just say, you know, one of the biggest assets we have is our employees and we have great employees and King County, in terms of how I approach running this department. There's sort of three things you need to create a vision. You need to give people the tools to do the work. And then you need to hold people accountable and you hold people accountable through metrics in terms of the vision. We're right now building, I think, a really strong vision for what we want to do. Councilmember Lambert sat in on a meeting yesterday with communication staff from across the county, some government relations and community relations staff. Some of your staff were there. We invited all of the staff from all of the unincorporated area council offices because we want to partner with you as we move forward on this and are trying to lay out a really ambitious vision for what this department means. And I think we're we're we're being successful in doing that. We'll be rolling it out after the first of the year. In terms of the resources, I want to thank the council because you funded pretty much everything that was in the executive's proposed budget to stand up this department. And if you hadn't done that, it would have made this much more challenging. And so I just want to I want to thank you and I want to thank the executive for being very thoughtful about and and Fred and Harold and how they framed out the budget and in terms of holding people accountable. That's why Danielle is here. Danielle is going to be the person who builds the metric systems that we're going to be using for the service partnership agreements and for the two departments, the two divisions that are part of this department. And we'll be coming back to you and will be reporting out on how we're making progress on the targets that we've set for delivering services in the unincorporated area and how we're doing in teasing apart some of those big regional services where it's not clear what's in the unincorporated area and what's in the rest of the county
Speaker 1: . Thank you. And just a closing comment I was noting on the website the other day, the District three, Councilmember Lambert's district and District nine Councilmember Megan Dunn's district take up two pages on the website to look at a map of the entire district. And so I don't want to compare in any way, but in my district, I've got two precincts that are unincorporated King County. They happen to both be on the floor of the sammamish agricultural valley population in the low three digits, if that. But those people deserve a local government as well and deserve to have access to all the services that anybody who lives inside the city, which is the rest of my constituents do. So I'm really supportive of your of your mission. And I want to add my voice to my colleagues that we're going to work to be supportive of making this a success as well. Thank you.
Speaker 0: Thank you. Councilman Belushi, over Councilmember Gossett, Councilmember Coles and Councilor McDermott.
Speaker 2: Thank you, Mr. Chair. When you mentioned that there are 250,000 people in unincorporated King County, were you including those that live and how they urbanize areas like Skyway and White Center?
Speaker 4: Yes. Yeah, absolutely.
Speaker 2: Okay. The there's well, I've been told that there is a historic challenge between serving those who live in urban King County versus a rural, unincorporated King County, urban, unincorporated or unincorporated. And I think for 15 or 20 years, I've been telling you and I'm the sole member to represent Skyway now. I said, Well, our policy is that there is no way that King County could possibly, given our resource base, provide all the urban services that you all in this highly urbanized community need fire, police, roads, economic development. So we encourage you to vote to either an accent to Seattle, Renton or somewhere else. So I kind of see a disconnect and telling all the people in unincorporated area that you deserve a high level of services and we're going to provide it because we're not able to provide it. My question to you is, do you see that dichotomy or have you thought about it? Or do you think we as the new director of a department that we have in our city now today are just with those who live in unincorporated King County, said we review our attitude and perspective and policy relates to the urban unincorporated folks. What are your thoughts?
Speaker 4: I think that we do a an equally not great job of serving everyone who's in unincorporated King County. I think that we serve people, but we serve them in a very diffuse and not well coordinated way. And I think the goal of this is to serve everybody, both urban and rural, in a more coordinated way. Just generally to your question, there absolutely is a dichotomy between the rural area and the urban unincorporated area, and the needs are very, very different. And I think that your point is a good one, which is it would be disingenuous if we go out to the community and say that the creation of the Department of Local Services is going to solve all of your problems, and suddenly there's going to be sheriff's deputies and all kinds of services for people in the urban, unincorporated area. And I think that's the intent. But the intent is to do a much better job of identifying the needs and trying to match whatever resources we have with the needs in the community. A big part of the conversation yesterday and your staff participated in that meeting was to talk about how we conduct outreach to the urban unincorporated area. Because being candid, I don't think we have done a very good job through the community service area program of really reaching the larger community. We get very comfortable talking to a couple of groups and that's who we talk to. And I think we need to broaden that net and we need to be listening to a lot more of the community and identifying needs in a much more thoughtful way. The Department of Local Services isn't really a service provider. We don't have sheriffs, we don't have firetrucks, we don't have EMS. We're really a conduit for information to people who do have those things. And my hope is that if we do a really good job of acting as that conduit, we can help the sheriff's office or other separately elected to think about how they serve that community and hopefully bring more resources to the table. The other thing that I would point out to your council councilmember is you funded an economic development position in this budget, and that economic development position is going to be focused really on the urban unincorporated areas, which are primarily Skyway and West Hill, I mean, Skyway and Wade Center, but also falsity, because we can really change the fortunes of those areas if we have a cohesive plan for how we're going to approach them. So if you marry the sub area planners that you authorized in this budget and we develop community plans that reflect what the community wants and we. Bringing economic development resources to bear. In a thoughtful way, we can change what those communities look like and we can increase the tax base. And those won't deliver services in and of themselves. But economic development changes how communities feel and they make them better for the people that live there. Absolutely. I've seen that play out in the number of different positions I've held in my career.
Speaker 2: And finally, Mr. Chair, I have one other question that kind of related to economic development. When you were introduced earlier, it said that Mr. Taylor also has private sector policy experience. And I want to do you to articulate what that experience is or half bad. And then you, during the course of your presentation, introduce to us Danielle, your deputy. And you said that she has a lot of private sector experience. So I'm trying to figure out what it's going to be, their relationship. And you just mentioned economic development. What is the relationship between the private sector and what you're going to be trying to do and the Department of Local Services? What's the intersectionality between those two?
Speaker 4: Let me just start answering that question by making a quick observation, which is, I don't think that private sector experience in government gives you magical powers or is somehow, you know, a panacea for all problems. The private sector is the private sector. Government is government. There are very different entities. There are skill sets that you pick up when you work in the private sector that are transferable to government and can actually improve service. But it isn't you know, they have very different missions. I mean, businesses exist to make profit. Government exists to provide services to people. So very, very different missions. But there are skill sets that people bring over that can actually help us do a better job of delivering services to residents. So my private sector background is I spent about four years working for a start up solid waste company called Clean Scapes. It's kind of a unique animal in the solid waste industry. It was started by a guy named Chris Martin who had a little graffiti removal operation in Pioneer Square, and he did not like how Pioneer Square looked. So he championed something called dumpster free alleys, where he would pick up all the garbage in plastic bags and aggregate them in a dumpster. And in doing that, he got a little bit of solid waste experience. And the city of Seattle was unhappy with their solid waste collection contractor for half of the city, and they put the entire city out for bid. And Chris assembled a team of people, of which I was one of them. And I was at that time a consultant, a public affairs consultant, and did a lot of work with the Seattle City Council and the city government while we were working on that bid to figure out what kind of services the city wanted to see. And Clean Ships was successful in winning the solid waste contract for half of the city of Seattle, which is a fairly huge accomplishment when you're considering it. Before that, they had zero solid waste experience anyway. Also worked for Thanks Councilmember just also worked for as a private consultant and finally I had was my own consultant hung out a shingle for a little while and did an economic development strategy on Internet startups for the city of Seattle. Danielle's background I don't know it verbatim. She worked with me clean skates. She also worked for Boston Consulting, which is one of the premier sort of business efficiency consulting enterprises in the world. And and I think the skill sets we both bring are sort of very rigorous thought around metrics and how you measure performance.
Speaker 2: Thank you. Thank you, Mr. Taylor. Thank you, Mr. Chair.
Speaker 0: Thank you. Councilmember Coles. And then Councilmember Lambert to wrap up.
Speaker 1: Thank you, Mr. Chair. First of all, congratulations, John, on your appointment. Although I do not have any unincorporated land in my district, I do recognize the compelling need for establishing this new department and think it very likely could be very helpful to our residents across the county who are living in unincorporated areas. And I also in listening to your testimony today, I am very impressed with you and also with your background. You bring to this new position. And I'm very eager to go home and tell my husband about you. I'm sure he will think you are extraordinary as he also was a graduate of Hobart College.
Speaker 4: And give him my number.
Speaker 0: All right. Councilmember Lambert, to conclude.
Speaker 1: Thank you, Mr. Chair. So a couple of comments I want to make. First of all, this is a bold vision, but it's the right vision. And in your comments, you said that it would be like sitting at the city hall. Imagine any of your cities and your citizens not having a city hall where they know they can go to get help. Government's big and it's hard to navigate. And if you didn't have a city hall, you wouldn't really know how to make the services happen for you. And so it's really important. And I think I think it's vital to keeping this county unified and people feeling like they are treated fairly like everybody else. The Service Partnership Agreements are going to be really important that in each of the CSA zones there's seven, right? And in each of the zones across the county, that's a very large county, people have different needs. And being able to say to the people, what are your needs? And then trying to tailor the services that we offer. It's sort of like going in to a group and saying, okay, you're all going to get a new outfit and it's all going to be size 16. Well, for some people, that'll be great. For other people, that won't be great. So looking to see, you know, what is the size of the services and what is the different services that people need in each area is going to be very important. And then for the providers in our different agencies to know that they really are making what people want. And you know, the intent is for the basic services to be covered. And currently the CSA is meet only once a year. So. The rural areas have some unique problems in that. Some are urban and some are below the urban areas. We have tried to annex now for more than a decade, actually probably closer to 20 years. The ones that remain are ones that the cities either don't want or that there are aspects about those areas that aren't in good enough condition for the cities to take on because there are costs. And so we need to know what those are so we can prepare the 5% of the unincorporated area that could be annexed so that the cities will take them. There is about 6% of the land in King County that can never by law be annexed. There will always be our local government and I think they like everybody else. But 5 to 6%. And right now, the county unincorporated area, both urban and rural, is 11.25% of this county. So when over one in ten people, one in 11 people in this county have no city hall, and yet they, like everybody else, have to navigate government. And for those that will always be part of us, we need to make sure that the 3% of the revenue that is generated in the unincorporated area is not enough. So the challenge before us is, as Councilmember Dunn said earlier and Dwight Daley said two weeks ago, in year seven, there will be $0 for road capital budget. That cannot happen. No city can function with $0 in any category that is important, like road capital construction. So looking at what are we going to do? And we don't have a whole lot of time anymore because we know the cliff is coming in seven years. So we have to figure out how are we going to be sustainable. And that is why the economic development person is going to be so important. And then we as accounts are going to have to make really hard decisions and how we're going to deal with that. And so I'm really excited that we're going to have a team of experts who are going to help us with that. And I'm very excited that we were we are launching the new government unit. Thank you, Mr. Chair.
Speaker 0: Thank you. Councilmember Lambert is the prime sponsor. Would you like to put the motion before us?
Speaker 1: I would love to do that. Thank you, Mr. Chair. I like to move proposed ordinance and some of the papers in front of me. What is the ordinance? Number six?
Speaker 0: It's a motion, and it's.
Speaker 1: Right here at the bottom. I'd like to be a proponent of the ordinance number. No, no, I don't have anything to be sorry. Yes, it is preferment. I'm sorry. Proposed motion 2018 0558 with a do pass recommendation.
Speaker 0: All right, call the roll.
Speaker 1: Thank you, Mr. Chair. Councilmember Bell, Dutchie. Councilmember Dunn, Councilmember Gossett. Hi. Councilmember Colwell. Hi. Councilmember Lambert. Councilmember McDermott. Councilmember of the Grove. Councilmember one right there. Mr. Chair. Right, Mr. Chair, the vote is eight A's, no no's.
Speaker 0: All right. We've given you the items to pass. Recommendation will expedite that, put it on consent. Congratulations, John. Thank you for your willingness to serve. Looking forward to working with you and Harold. You know, boy, thank you for being here. And we'll look forward to celebrating your long service with King County. And I know you've got a party coming up. What's the date of that Thursday and what time? 430. So if you're able to join Harold at his party at 430. So we appreciate your your service and thanks for your. Our last item on the agenda today is our legislative agenda for the 2019 state legislature. We're joined by Mac Nicholson to give us an overview. April Putney is also here, our partner on these issues.
A MOTION confirming the executive's appointment of John Taylor as the director of the department of local services.