Behind BSK's Equity Rhetoric: A Reality of Financial Neglect
An comprehensive report into King County's Best Starts for Kids program revealing patterns of financial mismanagement and lack of oversight in the distribution of taxpayer funds.
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Introduction
King County's Best Starts for Kids (BSK) is truly a holistic initiative aimed at promoting the health and well-being of children and families in the King County area. It distributes substantial public funding to various CBOs to provide services and support. Given the significant financial investment and the vulnerability of the populations served, rigorous oversight and accountability are paramount.
However, this report reveals a disturbing pattern of financial mismanagement within the BSK program, specifically concerning its current leadership team's lack of oversight. This systemic lack of oversight has become evident, particularly in the handling of funds allocated to organizations such as Trafton International Consulting Group, JSOL Studios, LLC, and STEMTAC Foundation. The evidence in this report clearly shows that BSK's leadership has used the guise of equity to obscure grantee financial mismanagement, potentially avoiding community outcry regarding these illegal activities. While equity is undoubtedly a core value that should guide the allocation of resources, it cannot be used to shield CBOs from legitimate scrutiny or excuse the misuse of public funds. Such a process does not build a community-driven movement; it disrupts it, hence abandoning our children and families in the very area we proudly call Martin Luther King Jr. County.
The consequences of this mismanagement are far-reaching. Not only are taxpayer dollars being misused, but the very communities that the BSK program is intended to serve are being deprived of essential resources. Furthermore, the program's credibility is undermined, eroding public trust in the county's ability to effectively manage public funds and ensure the well-being of children and families.
The findings presented in this report are based on a thorough review of financial documents, email communications, and other relevant records. They reveal a pattern of serious financial irregularities, a failure by King County leadership to take appropriate action, and a disregard for the principles of transparency and accountability.
A government agency that scales efficiently builds systems that grow with demand, not excuses. It is imperative that King County take immediate and decisive action to address the problems identified in this report. This includes conducting a comprehensive audit of the BSK program, recovering any misspent funds, strengthening oversight mechanisms, and holding those responsible for the mismanagement accountable. Only through such measures can the BSK program be restored to its intended purpose: to serve as a responsible steward of public funds and a reliable partner to the community in authentically promoting the well-being of children and families.
Trafton International Consulting Group: Detailed Findings
Initial Discovery
Significant financial discrepancies identified in Trafton's records
Continued Issues
Persistent financial mismanagement despite support efforts
Expenditure Analysis
66% of payments received were unsubstantiated
Detailed Financial Review
A Financial Analysis revealed serious concerns
Communications
Multiple warnings ignored by DCHS leadership
Initial Discovery of Financial Discrepancies
Discovery of Non-Allowable Expenses
In 2023, a review of Trafton International Consulting Group's financial records by King County's Best Starts for Kids program revealed significant discrepancies. Specifically, the review identified $98,445 in non-allowable expenses within Trafton's general ledger.
True-Up Process
To address these discrepancies, a "true-up" process was initiated, allowing Trafton to correct the inaccuracies. BSK's Program Manager also offered capacity-building support to Trafton to ensure proper financial management moving forward so that internal controls was efficient.
Oversight Concerns
The initial discovery of significant financial discrepancies in Trafton International Consulting Group's records marked the beginning of a troubling pattern that would persist and escalate over time. The DCHS Finance Office decided to keep funding the CBO despite proof from Bulle Consulting's CPA.
The $98,445 in non-allowable expenses represents a significant deviation from the terms of the grant agreement and a potential misuse of taxpayer funds. These expenses, which should not have been charged to the BSK program, indicate either a lack of understanding of the program's financial guidelines or, more concerning, a deliberate attempt to misappropriate funds. The "true-up" process, while intended to rectify the immediate problem, also reveals a systemic weakness in the BSK program's financial controls. Rather than immediately demanding accountability and potentially terminating the contract, King County opted for a corrective action plan, allowing Trafton to rectify its own errors. This approach may have been perceived as lenient, potentially emboldening Trafton to continue its questionable financial practices.
Furthermore, the offer of capacity-building support, while well-intentioned, does not address the underlying issues of accountability and compliance. While it is important to ensure that CBOs have the knowledge and skills to manage funds appropriately, it is equally important to enforce the terms of the grant agreement and hold them accountable for any misuse of funds. The initial findings suggest that King County was willing to prioritize support and correction over strict enforcement and accountability. This approach, while perhaps intended to foster a collaborative relationship with grantee organizations, may have inadvertently created an environment where financial mismanagement could occur with relative impunity.
Continued Financial Issues and Lack of Cooperation
Despite initial efforts to rectify the issues and provide support, Trafton International Consulting Group continued to demonstrate financial mismanagement. Trafton failed to fully utilize the capacity-building support offered by King County, and on one occasion, submitted a general ledger with all zeroes, indicating a lack of understanding of proper documentation.
In February 2024, further concerns were raised by Bulle Consulting. An email from Bulle Consulting's CPA, Abdiwali Mohamed, to King County (see Appendix A) highlighted a "misuse of funds" by Trafton, with Trafton failing to provide necessary documentation for transactions. For instance, Trafton could not provide details for a $2,000 transaction.
Bulle Consulting's CPA recommended that King County terminate Trafton's contract due to a clear breach regarding the misuse of taxpayer funds. Despite this explicit warning and recommendation, King County's Best Starts for Kids leadership decided to continue funding Trafton International Consulting Group.
The continued financial issues and lack of cooperation on the part of Trafton International Consulting Group demonstrate a clear disregard for the terms of the grant agreement and a lack of commitment to financial accountability.
Despite the initial discovery of significant discrepancies and the offer of capacity-building support, Trafton persisted in its problematic financial practices. The failure to fully utilize the capacity-building support provided by King County is a telling indication of its unwillingness to address the underlying issues. The submission of a general ledger with all zeroes is particularly egregious, suggesting a complete lack of understanding or a deliberate attempt to obfuscate the true state of its finances.
The email from Bulle Consulting's CPA, Abdiwali Mohamed, represents a turning point in this matter. As a financial professional, Mr. Mohamed recognized the seriousness of the situation and explicitly recommended that King County terminate the contract with Trafton. His assessment of a "clear breach of contract regarding the misuse of taxpayer funds" should have served as a wake-up call for King County leadership.
However, King County's decision to continue funding Trafton, despite this explicit warning, is a clear indication of a systemic failure of oversight and a prioritization of other considerations over fiscal responsibility. The reasons behind this decision remain unclear, but it is possible that factors such as a desire to maintain relationships with CBOs or a reluctance to disrupt program services played a role.
Regardless of the reasons, the decision to continue funding Trafton in the face of such clear evidence of financial mismanagement was a serious error in judgment. It sent a message that financial accountability was not a top priority for the BSK program and may have emboldened other organizations to engage in similar practices.
The continued funding of Trafton also raises questions about the adequacy of King County's contract monitoring and enforcement mechanisms. If a grantee organization can repeatedly violate the terms of its agreement without facing significant consequences, then the entire system of financial oversight is called into question.
Analysis of Expenditures
A subsequent analysis of Trafton's expenditures from January 2023 to May 2024 revealed significant discrepancies.
The analysis found that Trafton's total expenditures during this period were $110,485.63, while the county made payments of $26,675 per month from January 2023 to March 2024, and $22,035.07 per month for April and May 2024.
As of the date of the report, the county confirmed that Trafton received $325,907.57 but could only substantiate $110,485.63, leaving 66% of the funds unaccounted for.
The analysis also highlighted concerns regarding personnel costs, with discrepancies between budgeted salaries and invoiced amounts. For instance, Sol's invoiced amount was 39% higher than his annual salary, and Rosa's invoiced amount was 99% higher than her salary.
Travel expenditures, particularly international travel to Ghana, were also flagged as concerning, with a total cost of $4,404.55.
The analysis of Trafton's expenditures from January 2023 to May 2024 paints a disturbing picture of financial mismanagement and a lack of accountability. The significant discrepancies between the funds disbursed by King County and the amount of expenditures that Trafton could substantiate raise serious concerns about the potential misuse of public funds.
The fact that 66% of the payments received by Trafton were unsubstantiated is a clear indication of a major breakdown in financial controls. This means that a substantial portion of the funds provided to Trafton cannot be accounted for, raising the possibility that these funds were used for unauthorized or inappropriate purposes.
The discrepancies in personnel costs are also deeply troubling. The fact that Sol's invoiced amount was 39% higher than his annual salary, and Rosa's invoiced amount was 99% higher, suggests a deliberate attempt to inflate expenses and potentially divert funds. These discrepancies raise questions about the validity of Trafton's financial reporting and the extent to which King County was monitoring personnel costs.
The travel expenditures, particularly international travel to Ghana, are also concerning. While travel expenses can be legitimate, the high cost of this particular trip, coupled with a lack of clear justification, raises red flags. It is essential that all travel expenses be directly related to the goals of the program and be supported by proper documentation.
The findings from this expenditure analysis further reinforce the conclusion that Trafton International Consulting Group was engaged in a pattern of serious financial mismanagement. The inability to substantiate a large portion of the funds received, coupled with discrepancies in personnel and travel costs, suggests a systemic problem that requires immediate attention and corrective action.
These findings also raise further questions about King County's oversight of the BSK program. How could such significant discrepancies in expenditures go undetected for so long? What steps did King County take to verify the accuracy of Trafton's financial reports? And why was Trafton allowed to continue receiving funds despite these clear indications of financial mismanagement?
Detailed Findings from the Liberated Village Financial Analysis
Unspecified Costs
A sum of $33,450 for Sol and $34,000 for Rosa was marked as "unspecified," raising questions about financial transparency and accountability in personnel cost allocation and expense management.
Personnel Cost Discrepancy
Significant discrepancies existed between total and annual salaries, especially regarding Sol and Rosa. The necessity of the additional funds beyond the annual salaries was not transparent.
Inconsistent Amounts
Monthly payments lacked clear justification, raising concerns about the equitable and judicious distribution and utilization of funds.
High-Value Personal International Travel
The expenditure on international travel to Ghana, totaling $4,404.55, was deemed conspicuously high. Such high-value international travel demands a detailed breakdown and justification of expenses to ascertain their alignment with project goals.
The Liberated Village Financial Analysis further emphasized the serious nature of these financial issues, stating:
"Fiscal responsibility stands as a cornerstone in the successful implementation of any project... Upon assessing the financial disbursement and management by Trafton, several red flags and areas of concern regarding financial management have surfaced, warranting meticulous scrutiny and immediate attention."
The analysis called for a "meticulous audit" and the establishment of a "stringent accountability mechanism" to address the financial mismanagement.
The Liberated Village Financial Analysis provides a more granular and detailed examination of Trafton's financial practices, further substantiating the claims of serious mismanagement. This analysis, which appears to have been conducted specifically for the Liberated Village project, highlights several key areas of concern that warrant further investigation.
The presence of "unspecified costs" amounting to $33,450 for Sol and $34,000 for Rosa is a major red flag. These unspecified amounts represent a significant lack of transparency and accountability in how personnel costs were allocated and managed. It is unclear why such large sums of money were not properly categorized and documented, raising concerns about potential misuse or misallocation of funds.
The discrepancies between total and annual salaries, particularly for Sol and Rosa, are also a cause for alarm. The fact that Sol's invoiced amount was significantly higher than his annual salary, and Rosa's invoiced amount was almost double her salary, suggests that these individuals were being compensated at rates far exceeding their agreed-upon salaries. The lack of transparency surrounding the necessity of these additional funds raises serious ethical and financial questions.
The inconsistent monthly payments to Trafton are another area of concern. Without clear justification for the varying amounts, it is difficult to determine whether funds were being disbursed in an equitable and judicious manner. This inconsistency could indicate a lack of proper budgeting and financial planning, or even a more deliberate attempt to manipulate the flow of funds.
The high-value international travel to Ghana, costing $4,404.55, is also flagged as a potentially inappropriate use of funds. While international travel may be necessary in some cases, the significant cost of this trip, coupled with a lack of detailed justification, raises concerns about whether these expenses were truly aligned with the goals of the Liberated Village project.
The Liberated Village Financial Analysis underscores the serious nature of these financial irregularities. The language used in the analysis, such as "red flags," "areas of concern," and "meticulous scrutiny," conveys a sense of urgency and alarm. The analysis clearly calls for a "meticulous audit" and the establishment of a "stringent accountability mechanism" to address the financial mismanagement.
Communications and Actions
October 2023
Concerns regarding Trafton's financial report led to a meeting and a follow-up email detailing $98,445.01 in non-approved expenses (see Appendix C). A "true-up" strategy was implemented.
January 2024
Despite the "true-up" process, Trafton continued to struggle with providing accurate financial documentation.
February 2024
Bulle Consulting's CPA recommended contract termination due to a clear breach of contract (see Appendix A).
June 2024
Further analysis by Bulle Consulting highlighted the extent of unsubstantiated costs (66% of payments) and discrepancies in personnel and travel expenditures (see Appendix D).
August 2024
King County leadership acknowledged the analysis but did not take immediate action to terminate the contract, instead opting for further meetings (see Appendix E).
The timeline of communications and actions related to Trafton International Consulting Group reveals a pattern of escalating concerns and a lack of decisive action on the part of King County leadership. Despite repeated warnings and clear evidence of financial mismanagement, the county continued to engage with Trafton, allowing the situation to deteriorate further.
The initial discovery of $98,445.01 in non-approved expenses in October 2023 should have served as a major red flag. The fact that King County opted for a "true-up" strategy, rather than taking immediate action to hold Trafton accountable, suggests a reluctance to confront the issue directly.
The fact that Trafton continued to struggle with providing accurate financial documentation in January 2024, despite the "true-up" process, indicates that this initial corrective action was ineffective. It also suggests a lack of commitment on Trafton's part to rectifying the situation.
The February 2024 recommendation from Bulle Consulting's CPA to terminate the contract represents a critical turning point. As a financial professional, the CPA recognized the severity of the situation and explicitly advised King County to take decisive action. However, this recommendation was ignored.
The June 2024 analysis by Bulle Consulting, which highlighted the extent of unsubstantiated costs (66% of payments) and discrepancies in personnel and travel expenditures, further confirmed the seriousness of the financial mismanagement. By this point, the evidence was overwhelming that Trafton was in clear violation of its contractual obligations and was potentially misusing public funds.
Despite this mounting evidence, King County leadership's response in August 2024 was to acknowledge the analysis but to opt for further meetings, rather than taking immediate action to terminate the contract. This inaction is difficult to justify, given the clear and repeated warnings from Bulle Consulting and the compelling evidence of financial wrongdoing.
The communications and actions surrounding the Trafton case demonstrate a troubling pattern of delay, indecision, and a failure to prioritize fiscal responsibility. King County's reluctance to take decisive action, even in the face of clear evidence of financial mismanagement, raises serious questions about its oversight of the BSK program and its commitment to protecting public funds.
STEMTAC: Detailed Findings
Entity Relationships
Financial transactions involving STEMTAC Foundation have raised serious concerns, particularly regarding payments made to closely associated entities and subcontracting arrangements led by the owner, Al Herron.
Report Submission
The Liberated Village Program Manager shared a report with Best Starts for Kids leadership detailing these concerns, demonstrating due diligence in addressing the financial irregularities.
Delayed Response
Despite this, Best Starts for Kids leadership resorted to a lengthy approach before reaching a conclusion, even though there was clarity and it needed to eliminate the contract.
No Repayment Required
Furthermore, the organization wasn't required to pay back the taxpayer funds it misappropriated.
A review of STEMTAC Foundation's financial activities from Q3 2022 to Q3 2023 revealed that Al Herron utilized entities with which he has close ties as subcontractors. Significant payments were made to these entities, including:
  • Impact Variant Consulting Group, LLC: $133,665.00
  • Engageable Designs: $32,526.48
These transactions raise significant concerns about transparency and ethical practices, given Herron's close association with the subcontracted entities. The report highlights that these entities are intricately linked to Al Herron, indicating a potential for misappropriation of funds.
The report emphasizes the issue of payments made to closely associated entities, especially when controlled by the individual making the payments. Such practices can be perceived as misappropriation, as they involve the diversion of funds from their intended purpose. The report draws a parallel to embezzlement, noting the lack of transparency in these transactions and the potential for concealed or manipulated financial arrangements.
These practices not only raise ethical concerns but also have legal implications, especially when taxpayer money is involved. The report states, "The misuse of taxpayer funds to benefit closely associated entities is a serious violation of community trust." It further notes that such actions create a profound conflict of interest and can lead to decisions that favor personal interests over community needs.
The findings from the STEMTAC review, like those from the Trafton Group review, point to a serious breach of financial trust and raise concerns about King County's oversight of funds.
A more detailed examination of the financial transactions involving STEMTAC Foundation reveals a complex web of financial relationships that raise serious concerns about the use of public funds.
Subcontracting to Related Entities
Related Entity Transactions
STEMTAC Foundation, under the leadership of Al Herron, engaged in subcontracting arrangements with entities closely associated with Herron. This practice raises immediate red flags due to the potential for conflicts of interest and the risk of funds being used for personal gain rather than program objectives.
Questionable Financial Practices
The report detailing these concerns highlights that these entities are intricately linked to Al Herron, raising the possibility of misappropriation of funds. The owner of STEMTAC Foundation, Al Herron, has been involved in questionable financial transactions, such as payments to multiple LLC entities that he owns personally.
Breach of Trust
These transactions, which involve directing funds to entities with close ties to the individual making the payments, can be perceived as misappropriation. This is because it often involves the diversion of funds from their intended purpose, potentially misappropriating resources meant for organizations or initiatives, thus undermining trust.
The lack of transparency in these transactions, resembling attempts to conceal or manipulate financial arrangements, further erodes trust and can be reminiscent of embezzlement's secretive nature. Ultimately, misappropriation breaches the fundamental trust stakeholders place in those responsible for managing funds, leading to legal consequences and severe damage to reputations, highlighting the paramount importance of maintaining financial integrity and transparency to preserve trust.
Significant Payments
$133,665
Impact Variant Consulting
Total payments to entity closely tied to Al Herron
$32,526
Engageable Designs
Additional payments to another related entity
$166,191
Total Related Payments
Combined funds directed to entities with close ties to Herron
Substantial payments were made to these related entities. For example, Impact Variant Consulting Group, LLC, received $133,665.00, and Engageable Designs was paid $32,526.48. These figures represent a significant portion of the funds disbursed to STEMTAC Foundation, raising concerns about the appropriateness and justification of these expenditures.
A review of STEMTAC Foundation's financial activities from Q3 2022 to Q3 2023 revealed that Al Herron utilized entities with which he has close ties as subcontractors. Significant payments were made to these entities, including Impact Variant Consulting Group, LLC, and Engageable Designs. The reported general ledger figures show these substantial payments, with Impact Consulting receiving a cumulative amount of $133,665.00, and Engageable Designs being paid $32,526.48.
These transactions raise questions about the transparency and ethical practices of the financial activities, considering Herron's close association with the entities he subcontracted. The discrepancies in "Director Fees" and payments to various entities necessitate a thorough examination to ensure compliance with relevant regulations and guidelines.
Lack of Transparency
Obscured Transactions
The transactions lack transparency, making it difficult to determine the true nature of the services provided
Questionable Value
Unclear whether the payments were commensurate with the value received
Environment for Misuse
This lack of transparency creates an environment where misuse of funds can occur
Need for Investigation
Thorough examination required to ensure compliance with regulations
STEMTAC Foundation's owner, Al Herron, produced financial transactions that have raised questions regarding payments made to various entities, including Impact Variant Consulting Group, LLC. Additionally, Herron has engaged in subcontracting arrangements involving some of his own entities. These financial activities warrant a closer examination to ensure transparency, ethical practices, and compliance with relevant regulations and guidelines. It is essential to thoroughly investigate these transactions, helping BSK maintain the integrity of financial operations and to address any potential concerns that may arise from these arrangements.
Potential for Misappropriation

Position of Authority
Al Herron's leadership role at STEMTAC
Control of Related Entities
Ownership of subcontracted companies
Direction of Funds
Payments flowing between controlled entities
Risk of Personal Gain
Prioritizing financial benefit over program goals
The close relationship between STEMTAC Foundation and the subcontracted entities raises a significant risk of misappropriation. When an individual in a position of authority, such as Al Herron, directs funds to entities they control, there is a strong incentive to prioritize personal financial gain over the responsible use of public funds.
When it comes to practices where payments are made to closely associated entities, especially when controlled by the individual making the payments, it can be perceived as misappropriation. This is because it often involves the diversion of funds from their intended purpose, potentially misappropriating resources meant for organizations or initiatives, thus undermining trust. The lack of transparency in these transactions, resembling attempts to conceal or manipulate financial arrangements, further erodes trust and can be reminiscent of embezzlement's secretive nature. Ultimately, misappropriation breaches the fundamental trust stakeholders place in those responsible for managing funds, leading to legal consequences and severe damage to reputations, highlighting the paramount importance of maintaining financial integrity and transparency to preserve trust.
Comparison to Embezzlement
Similarities to Embezzlement
The report draws a parallel between these practices and embezzlement, highlighting the lack of transparency and the potential for concealed or manipulated financial arrangements. This comparison underscores the seriousness of the concerns and the potential for illegal activity.
The report emphasizes the issue of payments made to closely associated entities, especially when controlled by the individual making the payments. Such practices can be perceived as misappropriation, as they involve the diversion of funds from their intended purpose. The report draws a parallel to embezzlement, noting the lack of transparency in these transactions and the potential for concealed or manipulated financial arrangements.
  • Lack of transparency in financial transactions
  • Concealment of the true nature of expenditures
  • Manipulation of financial arrangements
  • Diversion of funds from intended purposes
  • Potential for personal financial gain
  • Breach of fiduciary responsibility
  • Violation of public trust
Breach of Community Trust
Violation of Public Trust
The report emphasizes that the misuse of taxpayer funds to benefit closely associated entities represents a serious violation of community trust. Such actions not only undermine the integrity of the BSK program but also erode public confidence in the county's ability to manage public funds responsibly.
Legal and Ethical Implications
These practices not only raise ethical concerns but also have legal implications, especially when taxpayer money is involved. The misuse of taxpayer funds to benefit closely associated entities is a serious violation of community trust. When an individual in a position of authority uses their influence to direct taxpayer money to entities they are closely associated with, it creates a profound conflict of interest and a misappropriation of taxpayer funds.
Conflict of Interest
Position of Authority
Al Herron's role as owner of STEMTAC Foundation
Related Entities
Close ties to subcontracted companies
Financial Interest
Personal financial gain from directing funds
Competing Priorities
Personal interests vs. community needs
The situation described represents a profound conflict of interest. Al Herron's position as the owner of STEMTAC Foundation and his close ties to the subcontracted entities create a situation where his personal financial interests may directly conflict with his responsibility to use public funds for the benefit of the community.
It further notes that such actions create a profound conflict of interest and can lead to decisions that favor personal interests over community needs. The repercussions of such actions can be farreaching.
In conclusion, the financial transactions involving STEMTAC Foundation, particularly the payments to entities closely associated with Al Herron, raise significant concerns about financial mismanagement, lack of transparency, and potential misuse of funds. These findings, similar to those regarding Trafton International Consulting Group, point to a serious breach of financial trust and a need for systemic reform in King County's oversight of funds.
JSOL Studios, LLC: Detailed Findings
1
Non-Compliance Identified
Demonstrated a pattern of non-compliance and questionable practices, raising concerns about contractual obligations.
2
Corrective Action Implemented
Program managers attempted to address issues through formal corrective action plans and support.
3
Continued Problems Documented
Despite interventions, issues persisted with program delivery and financial management.
4
Systemic Issues Revealed
Findings indicate broader concerns about oversight and accountability within the BSK program.
Inequitable Compensation and Contractual Non-Compliance
JSOL Studios, LLC, has been cited for not equitably compensating parents involved in the recruitment of parents and scholars. This issue, along with a general failure to meet most of its deliverables, is detailed in a corrective action plan issued by LHSR Program Manager, Yolanda McGhee, to JSOL Studios, LLC's Executive Director, Dr. Sabine Thomas.
The corrective action plan from Yolanda McGhee to JSOL Studios, LLC's Executive Director, Dr. Sabine Thomas, highlights JSOL Studios, LLC's failure to meet its contractual obligations. The program manager, Yolanda McGhee, held JSOL Studios, LLC, accountable on multiple levels, demonstrating a proactive approach to addressing the CBO's non-compliance.
Bulle Consulting also followed up with JSOL Studio, LLC regarding an Individual Organizational Meeting on January 24th, where issues with JSOL's struggle to enroll scholars and parents in their program, and their difficulties with implementing the scope of work outlined in their contract were discussed.
Parent Complaints of Underpayment
Evidence of Underpayment

The fact that Bulle Consulting received complaints from a parent, Ms. Imani, about underpayment by JSOL Studios, LLC, for recruitment work, indicates a serious issue with the organization's compensation practices. Ms. Imani's concerns, which were communicated through audio recordings and text messages with JSOL Studios, LLC's director, provide direct evidence of this inequitable treatment.
Implications of Inequitable Compensation

This situation not only points to a potential breach of contract but also raises ethical questions about JSOL Studios, LLC's treatment of community members involved in its programs.
Additional Corrective Action and Fiscal Site Visit Findings
Multiple Program Non-Compliance
In addition to the corrective action related to the Liberated Village program, JSOL Studios, LLC, was also found to be non-compliant under another BSK initiative.
Fiscal Site Visit Findings
A Monitoring Report for the 2023 BSK Fiscal Site Visit, which reviewed JSOL Studios, LLC's Child Care Health Consultation Service Delivery program and Community-Based Parenting Supports, Parent Caregiver Information and Supports program, also identified areas where improvement was needed.
Financial Management Issues
The BSK Fiscal Site Visit Result Letter detailed findings from a site visit conducted on October 18, 2023, which revealed that JSOL Studios, LLC, had General Financial Management and Control Environment issues.
Disallowed Expenses
An expense of $180.00 was found to be not relevant to the BSK program activities. This expense was disallowed and had to be removed from the Agency's program general ledger.
These issues included a lack of written contracts or agreements with vendors/sub-contractors, and the agency did not check for suspension & debarment before procuring services from any of its sub-contractors. Additionally, an expense of $180.00 was found to be not relevant to the BSK program activities. This expense was disallowed and had to be removed from the Agency's program general ledger.
These findings indicate that JSOL Studios, LLC, struggled with basic financial management and internal controls, raising further concerns about their handling of public funds.
Initial Funding and Accountability Efforts
JSOL Studios, LLC, received an initial award of approximately $330,000.00, with $171,396.00 paid out by January 16, 2024. Despite this substantial funding, LHSR's Program Manager, Yolanda McGhee, had to take steps to ensure that JSOL Studios, LLC, was held accountable for meeting its deliverables.
Bulle Consulting's role was not that of a capacity builder, but rather to ensure that JSOL Studios, LLC, understood its deliverables and to offer assistance and clarification regarding equitable practices.
JSOL Studios, LLC, received a significant initial award of approximately $330,000.00, with $171,396.00 disbursed by January 16, 2024. Despite this substantial financial support, JSOL Studios, LLC, struggled to meet its contractual obligations, necessitating active intervention from LHSR's Program Manager, Yolanda McGhee.
Yolanda McGhee took on the responsibility of ensuring JSOL Studios, LLC, was held accountable and met its promised deliverables. Bulle Consulting's role was not to provide capacity building but to ensure the organization understood its deliverables and offer help in terms of authentic equity.
In conclusion, JSOL Studios, LLC, demonstrated a pattern of failing to meet contractual obligations, inequitable compensation practices, and non-compliance with BSK program requirements. These issues raise concerns about the organization's ability to effectively manage public funds and deliver promised services.
Recommendations and Next Steps
Comprehensive Audit
A comprehensive and independent audit must be conducted, not only of Trafton International Consulting Group, STEMTAC, and JSOL Studios, LLC, but also of the Best Starts for Kids program's processes for carrying out financial corrective actions. This audit should also include an assessment of the total amount of taxpayer funds mismanaged under the Best Starts for Kids initiative.
Recovery of Funds
King County should take all necessary steps to recover any funds that were improperly disbursed or cannot be substantiated.
Contract Review and Termination
The contracts with Trafton International Consulting Group, STEMTAC, and JSOL Studios, LLC, should be thoroughly reviewed, and termination should be considered, given the clear breach of contract and misuse of funds.
Strengthened Oversight
King County must implement stronger oversight mechanisms for all organizations receiving public funds. This includes more rigorous review processes, regular audits, and clear accountability measures.
Accountability for Leadership
An internal review should be conducted to determine why King County leadership failed to take decisive action in response to the warnings and the evidence of financial mismanagement. Appropriate disciplinary action should be taken if necessary.
Referral to Legal Entities
The State of Washington Attorney General's Office and the United States Department of Justice should be informed of these findings to determine if further investigation or legal action is warranted.
Conclusion
This detailed account demonstrates a serious breach of financial trust, the failure of King County leadership to act decisively despite clear warnings, and highlights the urgent need for systemic reform within King County's oversight of funds.
The financial analysis of Trafton International Consulting Group and STEMTAC indicates a clear pattern of financial mismanagement, lack of transparency, and potential misuse of funds. The findings regarding JSOL Studios, LLC, further highlight a systemic issue within the King County Best Starts for Kids program.
Throughout this investigation, we have uncovered multiple instances where organizations receiving BSK funding have failed to meet their contractual obligations, mismanaged funds, or potentially diverted resources for inappropriate purposes. More concerning is the pattern of inaction or delayed response from King County leadership, even when presented with clear evidence of financial impropriety.
The use of equity as a shield to avoid proper financial scrutiny has undermined the very communities the BSK program was designed to serve. True equity requires not only fair distribution of resources but also responsible stewardship of those resources to ensure they reach their intended beneficiaries.
King County must take immediate and decisive action to address these issues, recover misappropriated funds, and implement stronger oversight mechanisms. Only through such measures can public trust be restored and the BSK program fulfill its mission of supporting children and families in King County.
Appendices
  • Appendix A: Email from Bulle Consulting's CPA to King County Regarding Trafton Group
  • Appendix B: Email from Yolanda McGhee to Dr. Sol Regarding Non-Approved Expenses
  • Appendix C: Draft Analysis of Bank Statements and Expenditures by Bulle Consulting
  • Appendix D: Email from County's Jessica Cafferty to BSK Leadership and Program Manager
  • Appendix E: Key Concerns from the STEMTAC Report Summary
  • Appendix F: Conclusion from the STEMTAC Report Summary
  • Appendix G: JSOL Studios, LLC. Corrective Action Plan from Yolanda McGhee to Dr. Sabine Thomas
  • Appendix H: BSK Fiscal Site Visit Result Letter for JSOL Studios, LLC
  • Appendix I: JSOL Studios, LLC. Compliance Summary
  • Appendix J: Bulle Consulting Mail - Follow Up: JSOL Studio Individual Organizational Meeting