Podcasts about Central office

Wyrd Mountain Gals And Then We Sang That One Episode Airs Friday, 6-6-25   9pm EST CatDog finally takes his place as the one whos's really running the show.  You'll know it when you hear it.  Something important happens in this episode that will have long-time listeners asking "did that just happen?"  This time you'll know it IF you hear it.  Also, this show has a slightly darker feel to it.  Maybe a little anxiety inducing..so fair warning! *Trigger Warning:  This episode has a little cussing & some slightly dark stuff in there too.     Lonely Water is a 1973 British public information film made for the Central Office of Information (COI)   #WyrdMountainGals #WyrdArmy #ByronBallard #DigitalWitchery #WNC #Asheville

In this episode of Manager Minute, host Carol Pankow sits down with Cora McNabb, Executive Director of Kentucky Combined, for an honest, in-depth conversation about how her agency is responding to the rising fiscal pressures in vocational rehabilitation. Facing skyrocketing service costs in the wake of the pandemic, McNabb shares how Kentucky made the tough but necessary decision to implement an Order of Selection. She walks through the agency's strategic approach, including cost containment measures like staffing freezes, policy changes, and clear, consistent communication. Listeners will gain valuable insights into: ·       Using data to drive timely and effective decisions ·       Building transparency and trust through fiscal openness ·       The power of collaborative leadership in times of change ·       Why engaging RSA early and assembling diverse internal teams makes a difference This episode offers practical advice and real-world examples for VR leaders and decision-makers working to maintain service delivery in a rapidly evolving landscape. Tune in and be inspired to lead with clarity, collaboration, and a commitment to sustainability. Listen Here   Full Transcript:   Cora: How quickly things can accelerate, because you can be okay one month and then a lot of case service costs hit in the next month. Oh, you're not looking so good.   Carol: Having that bigger group. Looking at the situation, I think more minds make for better observations about what's happening in perspective. You can't do this by yourself   Cora: moving forward, I think that we're going to have deeper dives into the programmatic and fiscal data at our meetings than what we were having.   {Music} Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Joining me in the studio today is Cora McNabb, director of Kentucky Combined. Cora, it's so great to see you. Thanks for being here.   Cora: Thanks for having me.   Carol: Well, so over the last five years, the fiscal landscape for the VR program has been shifting, and the pandemic had led to a slowdown in spending as customer demand decreased. But now things are ramping up again, including inflation. In March, I recorded a podcast featuring RSA in Indiana, combined director Theresa Kolezar on this very topic. CSAVR also highlighted it in a general session, and the VRTAC-QM released a tool to help state VR agencies navigate order of selection. Today, I want to have a real time discussion with Cora about how she and her team are navigating the order of selection process in Kentucky. As one of our more seasoned state directors, she's in the midst of working through these challenges, and I think it's important to hear firsthand what that looks like. So let's dig in. So, Cora, can you tell our listeners a bit about yourself and your journey into VR?   Cora: Sure. I started out in the early 90s in a nonprofit organization. I never finished college. And so about that time, my mom died and I decided to go back to college and finish. And I did a practicum in the nonprofit, and from there on, I was hooked. And it was actually a sheltered workshop at that time. And I started out in vocational evaluation. That was around the time, if you remember, supported employment started to grow. And so I had the privilege of starting that and taking over the oversight of the supported employment program. And I was there for about 14 years, and then we moved from Indiana to Kentucky. And I really didn't even want a job right away. But there was an opportunity to be an administrator for the blind agency. And I took that job. And so 20 years later, here I am and I've been the executive director. This is my sixth year.   Carol: Wow. You have a very similar background to me because I started out in that world too, of sheltered work, and then when supported employment came around, ended up leading actually in our state hospital, one of the programs to get our folks out into the community working in supported employment. It was so crazy. I look back at that and how far we've all come. That's pretty cool. So how big is the VR program in Kentucky? Like how many staff and customers do you serve and what's your budget look like to give people kind of a sense of scope?   Cora: Our budget is probably around 90 million. That includes everything. Last year we served about 40,000, and that would be also including pre-employment transition services in there. And so currently we have about 480 staff, of which around 140 of them are VR counseling staff.   Carol: Wow, you are not a small program. I didn't realize you were quite as big as you are. So how has the fiscal landscape changed for your agency over the last five years.   Cora: Our consumer services has really seen an unprecedented increase in cost after Covid 19. The pandemic and in the last several years since 2021, we have seen increases in all areas, applications, eligibilities, cases, employment outcomes as well as the numbers served. And obviously if you've got increases there, you've got increases in expenditures and you have to take into account how the cost of services have increased. Our applications from 2021 till 2024 increased 95%. Our eligibility is 102% and our expenditures increased 72%. Of course, that also meant our employment outcomes increased as well. So we've increased a lot.   Carol: Holy smokes I haven't heard numbers that big? That is huge. You know, I wonder too. Some people have been telling me that the customers that they're seeing now coming in the door are also different than kind of pre-pandemic that they said, folks that they're serving when they're looking at case characteristics are tending to be more complex. And so in addition to kind of everything going up, the individuals needing service need more things. And so the cost per case has also gone up. Has that been the case for you all?   Cora: Yes. The cost per case has also gone up.   Carol: Interesting. So, you know, during the times of plenty when the message was spend, spend, spend. What kind of strategies did you implement at that time? Because I remember you back then going like, oh my gosh, we gotta, we have to spend all this money.   Cora: Yes we did. We had a lot. We had like a full year of carryover. We increased tuition costs. You know what we paid for tuition. We suspended cost sharing or the financial needs testing. We suspended that we gave raises and we hired additional staff because the demand and, you know, we had long wait times in some of our more urban areas. And so we added additional staff to handle the caseloads.   Carol: Yeah. I remember you saying way back when, I think you had a region where you couldn't get counselors for quite some time. It was way over a year, and you were just dying to get those salary increases to see if you could get folks in. So are you now covered statewide with staff?   Cora: Yes. Since we have implemented the wages and then staff got additional wages as well, you know, annually through the state fiscal year, our turnover went from around 44% to about 2 to 3%. So we have a very stable workforce, which I think also contributed to how many people we were serving in cases that we were seeing.   Carol: So that's pretty amazing. So you can see all the, how the strategies are playing out. You know you are keeping your staff. That's been good. But then all the other pieces that you put into play, like suspending, cost sharing and all of that. What are you finding is happening today?   Cora: Well, we know that agencies rising costs against the estimated expenditures that we have in the available funding has what has pressed us to look at entering order of selection, because we know that at the end of the year, we will have spent more than what we have if we don't.   Carol: So what steps have you been taking to implement the order of selection?   Cora: A lot. We looked at both fiscal and programmatic. We did fiscal forecasting from 2021 through 2024. We looked at four years and we analyzed that data for all areas, referrals for applications. We looked at attrition costs. We looked at the applicants in each priority category by their status. We looked at our assessment cost for that time period. We looked at our attrition cost. We have consulted with our state rehab council. We've held public hearings. We're currently waiting for approval from RSA through the process for the state plan amendment. Through that process, RSA identified that we had duplicative language in our priority categories. For category one and two. We use the word most in both of those categories, but we defined it out by functional capacity. And they had not noticed that before. So they came back and told us we would have to either close one and two, or leave one and two open. And leaving two open is not an option for us. We have to close category two, so we are going to have to close all four categories while we work on addressing the issue with those priority definitions. So that's going to require obviously additional public hearings and a policy and regulatory change. So that has kind of complicated the process for us. But we need to correct that. And we started that process with our state rehab council. On Monday, we had a session where we're beginning to look at those priority categories. We also held training of staff. We've held one training and we have another one scheduled for next week. We've worked collaboratively with our cabinet leadership and the governor's office. They both have been very supportive, developed communication plan. So it's a lot. It's a long process really.   Carol: Well, it is a lot. I was thinking about that kind of the political piece of it because sometimes folks forget, you know, there's the mechanics of it. Do you have your policy in place, you know, and how's that all rolling in training of staff and doing your amendment. But politically, sometimes you will get pushback from the higher ups going, we don't want you to do this. We don't want you to go on an order, but you're not experiencing that. You are getting support.   Cora: No. And of course, we don't want to go into order selection either. So we're going to work as quickly as possible to get those definition changes done. And our policy changed, you know, the regs. But we want to make sure we do that in a quality manner because how you define those priority categories is important.   Carol: Yeah absolutely. So where are you at then in the process with getting your state plan amendment approved by RSA?   Cora: We're just waiting on it. We have sent it back and now we're waiting. We're hoping to implement by May 1st. So we're just waiting to get that back.   Carol: Yeah. So you're coming on kind of quick, too. There's, uh. Well, I shouldn't say quick. You've been working on this for a while. There's a number of states that are in the throes of various stages of working it through. One thing you said is this takes a lot of time. And I know people have called as of late, like, even in the last week or two, and they're like, we need to implement an order right away. Like, we need to go on by May 1st. And this is like an April 1st timeframe. And I'm like, that's not even possible.   Cora: No. And it is a cumbersome process. But when you think about how important the decisions are that you make, I guess it would be hard not to have a process that takes time and a lot of thought, and you need to look at everything thoroughly.   Carol: I know one of the big pieces that folks from the feds, you know, RSA will talk about is cost containment strategies, trying to look at any kind of cost containment strategies you can put in place first, or kind of alongside as you're looking at implementing an order to help, kind of rein in the expenditures. So what kind of cost containment strategies have you put into place, or are you guys looking at putting into place?   Cora: Yeah, back in I guess probably September in the fall was a telling month. We looked at that and went, whoa, our costs were way up. And of course we knew there was tuition in there. But even in spite of that, they were way up. And we saw that trend beginning to be there. And so we started to look at more data. And so in January, we stopped all out of state travel. That was, you know, funded through the VR grant. All personnel actions were put on hold. We are now in the process of looking at our contractual agreements and reducing them where we can. We also, here in Central Office, are going to consolidate some of our space, give up some of the vacant cubes that we have. And another thing that we've been looking at off and on for the last several months, our hearing aid costs, and we did release some temporary staff and some initial probation staff, which was very hard.   Carol: That is hard. None of these things are easy to do for sure. It's very painful. I've been hearing from people all over where they're having to do very similar types of things, and you've had a little bit longer on ramp because you've been noticing this since last fall. It isn't like, hello, today you just got this notice, like, say from Jake going, Cora, you don't have any money, which is happening. Other people, they're not having access to any financial information about the program. And it's really super troublesome because you can't be in control of the allocation and expenditure of your funds as the VR director, when you don't even get a financial report.   Cora: Right. That would be very concerning.   Carol: And you've really had to navigate that because you've had many different structural changes in Kentucky with where that fiscal folks land. I mean, they used to be with you, and then now you've got them way at the cabinet level. So it's a whole different picture.   Cora: Yeah. Through looking at those, we get a weekly report, we get a lot of reports. And it was looking at that where we begin to see the percentage of differences start to change. And I think, you know, if you get regular reports controlling your administrative costs are not that difficult. It's those case services costs because plans are written and money is obligated. And once that starts, unless you're running that data and really looking at it ongoing, in which this is something that we've learned, we will be looking at more data and different data going forward as we maneuver through this. You know, how many plans are in place implemented. All of that is really important to look at ahead of time, because you can see what's coming, because once they're implemented and those services are on the plan, the trains on the track and it's going.   Carol: That's right. You're talking about this and looking at this, who's the we? So I know it's you and Susie, but who's the we that's looking at the data? Do you have an expanded team looking at it? Who do you include in that?   Cora: Our leadership team, my division directors. And then also the cabinet fiscal staff.   Carol: This is sage advice because I think some leaders have had a tendency to want to keep this close to the vest, like they know there's a problem, but they're not wanting to include a bigger group. And I just need to, like, make a pitch right here. Having that group involved, like your leadership team and the fiscal people in the cabinet and having that bigger group looking at the situation, I think more minds make for better, you know, observations about what's happening in perspective.   Cora: Right.   Carol: You know, you can't do this by yourself.   Cora: No you can't.   Carol: Yeah. I'm really glad that you're doing that. So what kind of advice would you have for your colleagues across the country who are wrestling with these similar issues? What are things that you found that have been helpful for you working through this?   Cora: Well, I think to know that you're not alone in it, and it is a very difficult decision. Once you make the decision, I think it's important to act quickly and be confident, because it's really easy to blame yourself that you know you didn't do a good job, or that you have let the disability community down in your state. The grants very complicated and all the processes surrounding it, I think are complicated and challenging. I think the more people that you surround yourself with and making all those decisions, the better. It's very important. It's kind of like we ran a data set today and sent it to Jake, and I didn't think about did it have pre edits in it? And Jake came back and said, does this have presets in it? Because the data can be deceiving in itself too. And then know that how quickly things can accelerate, because you can be okay one month and then a lot of case service costs hit in the next month. Oh you're not looking so good. And the fiscal forecasting group has been great to be a part of all of those groups. The new fiscal forecasting tool. There's all kinds of tools that are out there. And then I know I always say this for those states where they don't have those relationships somehow be working on them, because without them you're not going to be successful.   Carol: Yeah, that's all very good advice. I do want to dig in for a minute on the data, because I know folks like to look at different things. What have you found to be most helpful to you and the leadership team when you're talking about the data? What are the kinds of things you guys are looking at that have been really impactful? And is there any way that they're displayed or something that has been more helpful to you?   Cora: Well, I think the annual cost of services over time, looking at that historical data, how many referrals that you have, how many applications that are currently in the hopper, the attrition cost, looking at those help. Because if you know about 38% of your cost, that is going to you know, those authorizations are not going to go to payment. That helps just all kinds of data, really. And looking at it by priority category. And one of the things Susie and I have talked a lot about is, and RSA mentioned to us is, are we too top heavy in one priority category over another one? Because then that makes it difficult as you are looking at closing. And that's kind of what happened to us, by the way, that we define those functional limitations. Now we're kind of stuck until we get our definitions changed. We have to close both one and two, and that's not what we wanted to do. We wanted to leave one open and just close two.   Carol: How many categories do you have?   Cora: We have four.   Carol: Okay. Because I know I've seen people have even like 5 or 6. And I feel like the more you finely slice and dice those, they end up almost becoming irrelevant in a way, because you might have a half a percent of people in a category. So you go, you're closing this. And it's confusing to the counselors, like, how am I finally finding this? It makes it harder to implement and it's causing you more grief really.   Cora: Yes. I think that we're going to try to simplify ours as we move forward.   Carol: Yeah, that sounds really good. Have you had to do anything in particular to help people get comfortable, like in understanding and interpreting the data? Because I know sometimes folks, you know, everybody's minds just work differently. And so you could have a report. And for some people it's super obvious. Oh yeah. Like you can interpret that and it says x, y, z. Other folks are like it just looks like Greek on a page. Have you had to do anything to help kind of with like data literacy?   Cora: Well, it's interesting that you say that because informing the public and the public hearings, I think that was difficult for individuals because and part of that is probably they just don't simply want to see it because they don't want us to close the categories. You know, because it's not it's not a good thing to do. But I think once we presented the data and would show what large percentages of increase that we had, that people would go, oh yeah, and our state rehab council, they were very supportive and could see that. But I think just the general public, it's more difficult, probably because it's their child or their, you know, grandchild and it's just more difficult. So that has been difficult getting everyone to understand it. That's a good point, though. The data sometimes is difficult to accept.   Carol: Well, it definitely lends to that whole when you have a communication plan, you're really talking differently to different groups because you've got obviously kind of your higher ups in the politicals and you've got your own staff and the consumers and then the other stakeholders. So the messaging may look different just because you're trying to communicate in a way that people can understand what's going on. Right? Absolutely. Yeah. So what are you projecting for the future? Now we've gotten the, you know, continuing resolution came, the money came, which is good. What are you looking at when you look out a year or two? What are you thinking.   Cora: In my crystal ball? I don't know really what to expect. So hoping that our funding stays stable. The cola was great. That was a great surprise for all of us. And getting that and you know, moving forward, I think that we're going to have deeper dives into the programmatic and fiscal data at our meetings than what we were having, making sure that we're marrying those two together. Because if you just look at one and goodness, if you're not looking at it at all, then you really are having difficulty. I feel like we have some hope knowing that the rest of the award did come, and we need to build that carry forward money back up, not to the point where we had it, but we have to have that.   Carol: Yeah, I know RSA said recently about, you know, building that money up, but they were like, you really should in this time of continuing resolutions, their rule of thumb is you should have at least two months of kind of cash available so that you're not scrambling when we're waiting to see what's happening with the CR or whatever. And I know some of the agencies have been closer to the vest, like they're kind of right on the penny with every dollar that's come in is getting spent. So it is good to have a little bit of a reserve.   Cora: I think this is the first time in six years that we've gotten to the, you know, and I imagine there are other states that have really expended almost all their money because we were, what, six months in?   Carol: Yeah.   Cora: Yeah.   Carol: People cried. People cried. When the new GAN came out. I talked to over a dozen directors. People were yelling and had tears of joy. People were just overwhelmed because it has been so stressful. And folks, not sleeping at night. You know, it's it's been tough, very tough. So I definitely think you have great advice for folks. So if you're not looking at your data, you need to. And if you're only looking at it one way, and I know a couple folks were caught off guard that way, they really weren't kind of marrying up what was happening programmatically with the fiscal data. They weren't looking at both sides of the picture. And like you said, you had that just Ginormous increase of applications and eligibilities and all these folks coming in the door and the people have changed. If you aren't looking at all of that through that lens and then looking at what's happening over here financially, you're kind of missing a really critical piece. And it does bring your fiscal side of the house together with the program people, which is so important.   Cora: Right.   Carol: Yeah.   Cora: When you see those increases, then you should mentally note right away you're going to see expenditures increase.   Carol: Yeah. Well, and I like that you said to Jake was able you weren't sure on the one data. You know, did it include the Pre-ETS or not. And Jake, at the cabinet level, RSA knew enough because he's gotten so involved in the program, knows enough to call you and go, hey, Cora, does this data include the Pre-ETS? That's what we want across the country. We want fiscal staff to understand enough about the program that they can have that realization to ask a darn question like, what is this inclusive of? Above, right? Yeah, that is great.   Cora: And care.   Carol: And care. Absolutely. Like that leads to a lot. Oh my gosh. Well, Cora, I just I think the world of you, you've been one of our longer term standing directors, even at the amount of years you've had in now doing this. We've just had such a turnover, and I continue to see that, we had two more directors leaving last week. It just does not stop. So I think one great piece of advice from you, though, is including that leadership team. You can't just have one person in the agency that understands everything going on because that person walks out the door. It is tough to recover because everybody else left behind has no clue what's going on.   Cora: Right.   Carol: Well, thank you, Cora, I really appreciate you having this conversation. And for folks that are listening, definitely remember, you can always reach out to us at the QM. You can also reach out to your RSA state team. They are super helpful as you're facing these really tough decisions you're making. And if you're considering going on an order of selection, I say involve RSA early. Early in the process. Cora knows it's a long road to hoe. There's a lot of things that have to be covered, but it's important because you're making a very important decision, so you don't want to leave any stone unturned for sure.   Cora: No. They've been a great support for us. We have a great team at RSA that we work with.   Carol: I love that. Well, thanks, Cora, I hope you have a great day.   Cora: Appreciate it. Bye bye.   {Music} Outro Voice: Conversations powered by VR, one manager at a time, one minute at a time, brought to you by the VR TAC for Quality Management. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts or wherever you listen to podcasts. Thanks for listening!

We're celebrating a major milestone with the return of our very first guests: Kristen Mackey, Director of Arizona Combined, and Natasha Jerde, Director of Minnesota Blind. As Vocational Rehabilitation leaders navigate rising demands, shifting funding, and major structural change, Kristen and Natasha join us again to reflect on the post-pandemic landscape—and how it's testing directors like never before. From managing centralized services to sustaining staffing under fiscal strain, they share the real-world challenges that keep them up at night—and the strategies they're using to adapt. With transparency, persistence, and a mission-first mindset, these leaders dive into: ·       Navigating state and federal priorities ·       Responding to workforce volatility ·       Staying connected to data and purpose Their insights are a must-listen for anyone leading in today's VR environment. Tune in and be inspired to lead with clarity and resilience.   Listen Here   Full Transcript:   Natasha: Our program income is significantly dropping. The inflation, the cost of services. We've had four and a half and 5.5% salary increases with no additional state appropriations. So all of these things together keep me up every single night.   Kristen: We want job placements, we want employment, we want independence. If somebody's saying increase your job placements, fine, we can do that. It's how do we then take what they're giving us and make it not be a distraction, and we can mold to the thing that they want, but still do it at the base level.   {Music} Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Well, welcome to the manager minute. Joining me in the studio today is Kristen Mackey, director of Arizona Combined, and Natasha Jurdi, director of Minnesota Blinds. So how are things going in Minnesota, Natasha?   Natasha: I think the Minnesota word for today is going to be interesting. It's interesting. How about I leave it at that and I'll talk a little bit more as we dive into the questions.   Carol: Awesome. That is interesting. I want to know about that. How about you Kristen? How's it going in Arizona?   Kristen: You know what? I think I might steal Natasha's word. There's so much happening. We're trying to keep managing and keep abreast of all of the changes that come out on the news and everywhere, trying to keep centered and just keep doing what we do to get the work done. It's been a lot of fun.   Carol: Well, I couldn't think of two better people to bring on because this is super exciting. This is actually our 50th episode of The Manager Minute, and I couldn't think of a better way to celebrate the milestone than by bringing back my two incredible guests from episode number one in May four years ago. It's so crazy. And back then I just laughed. We were diving into the world of post-pandemic VR. What's it gonna look like? How are we going to navigate all these changes? You guys were working on things like electronic signatures and how you equipped your staff, you know, to work remotely and all of that. So a lot has changed since those early days, and I'm excited to catch up with you both to see how far that you've all come. So just reflecting back to my time as a director, I remember many a sleepless night and Natasha can attest to that. I remember coming to a meeting like, I don't sleep at night and I keep a pad of paper by my bed. And it was so funny. I heard a director tell me they did the same thing. This was a month or so ago. They were like, you know, I keep this pad of paper by my bed because, you know, we were worried about so many things. There was WIOA implementation back then, and we had a less than stellar monitoring report and a financial picture that was super tough and it just wasn't very pretty. And so I kept that notepad because in the middle of the night was always my best thinking I'd wake up, I'm like, oh, I gotta write this down. And so I can remember in the morning. So I know now, four years later, from talking to you all last on the podcast, the pendulum has certainly swung in a new direction, and I'm really eager to see how things have evolved for the both of you. You know, like what's changed, what's stayed the same, and what lessons have you learned? So let's dive in. So, Natasha, will you kick us off and just give our listeners a little snapshot about yourself and the agency that you lead?   Natasha: Sure. So I have worked at State services for the blind since I was a baby intern 2008. I have been a deaf blind counselor, a supervisor, the director of our policy and program administration, and I became the director in August 2019. Our agency, we have about 140 staff across the state. We have a Voc Rehab program, an older blind program, our Randolph-sheppard program. But we also have a communication center where we do braille audio transcription and have a radio reading service. So we have a little bit of everything at State Services for the blind. We've grown a bit since 2019. Yeah, there's a lot of fun.   Carol: It is a lot of fun. Blind agencies are always near and dear to my heart. And since I came from Minnesota blind, Natasha knows that I just love that whole variety and all of the work. It's so fun. Kristen, how about you give our listeners a little snapshot about yourself and the agency that you lead?   Kristen: Sure. Similar to Natasha, I started as a VR counselor in the field transition. That was my first job in first entrance into VR. I moved into policy manager policy and then became the director of the Arizona Combined Unit in 2016. Arizona is combined and we are also under a safety net agency. All of the VR, IL OIB, BEP is in a division. That division is in a department. So our DSA is really rather large and we are kind of shuffled 3 or 4 deep down. So we have enterprise services, shared services, which makes things a little bit more difficult to manage than it was when I started the job, when we didn't have some of those other items. So it's been a learning lesson and trying to figure out how do we get done what we need to get done with all these people involved now.   Carol: Yeah, your structure makes me nuts. I'm just saying, full disclosure, but having gone on site with you and your team several times, I'm like, what? You have to always explain. We had DIRs and we have this other thing and all these different levels. I'm like, oh my Lord, I just don't even know how you do it. So I know there's been a lot of big changes since we spoke last, so I'm going to kick it to you first. Natasha, what are some of the biggest changes you've seen in your program since we last spoke?   Natasha: I was actually talking to one of my outreach coordinators, Lisa Larges, and she's like, I think you brought some bad juju because the timing when I started and then everything that happened since I started has just been wild. So since we last met, I've experienced a global pandemic, a civil rights movement that essentially started literally down the street and around the corner from our headquarters. A roller coaster ride of funding at both the federal and state level. We went from having too much to now we don't have enough. We have a new federal administration with very different priorities than we have seen before. We have settled into this new hybrid work, which isn't new anymore. It's kind of our new normal. It's just been, I think you name it, it has changed or it's different or it feels different or it looks different. I think the biggest question right now that we're all faced with is, in light of all of these changes and challenges and opportunities, how do we maintain the integrity of the program, continue to provide high quality services that get people into competitive careers and retain the staff that we have worked so hard to get. While these past few years that's been a focus of a lot of our agencies is how do we recruit? And now with everything happening, is all of that recruitment efforts going to go to waste?   Carol: You know what's kind of funny when you talk about that? Because I look back to when I started at SSB, you know, and so in 2013 I become director. You go at the very end of the year, I was the interim and then made permanent in 14. And you just go, okay, I thought I brought bad juju with me to because WIOA went into play and then we had all this wacky stuff going on. We owed all this money for the case management system. So now, you know, just hearing you, it's like, well, maybe it's just the cycle of the program. Like there is no spot in time where everything is ever just copacetic and all smooth sailing. I think it just continues on.   Kristen: I think that I really feel like that's so good to remember because I think you can in this position, you can take a lot of things like, oh my gosh, am I not doing this right? What skills don't I have? How am I not doing this, that or the other. And it just is a constant. Like it just changes constant. And you have to constantly readjust your focus and your priorities and your strategy. And so it's helpful to remember that our environment is constantly changing at state and federal level. And we just have to be able to manage and navigate and not beat ourselves up over it.   Carol: Oh, that's a super good point. Natasha's going to laugh at this, but I'm actually going to hold up so our listeners won't see it. But I still have my Strengths Finder. So we used to always do strengths Finder at SSB. I still have my top five strengths. And staff used to ask me one of them is adaptability. So my fifth strength was adaptability because people would be like, how can you just roll with the flow? Like you need to just tell like Central Office, we're not going to do that thing that they want for the legislative session. And I'd be like, okay, we're going to pick our battles. That is not the battle we're going to pick right now. We're going to answer the question they need, because the sooner you do that, you get that off your back and then you get back to your business and do your things. And so for me, it's easier because in me is adaptability. I've always been able to kind of go with the flow, whether administration changes or, you know, any of that, where that is more difficult for other people when you want things to be very set and it's hard for you to pivot and make that move. So, Kristen, what are some of the biggest changes you've seen in your program in the last four years?   Kristen: Wow. Well, as I indicated, the state was kind of in that move and shift to centralized services, you know, some of those shared service models. So, you know, it started with our training department and, you know, but we got to keep our policy and we got to keep our contracts and procurement. And the next thing you know, like air moves out and then, oh, we're going to move out all of your facilities management. And so slowly, piece by piece, the staff that you had working with. You have been now pulled to a different reporting structure and a different requirements to do their job. And so when, you know, we used to have a staff of like 500 people that were fully dedicated on board, directly connected with me, I had direct relationships with them. I was able to really work with them. And over the last five years, I've seen that direct connection and relationship with people fade out because those folks are no longer in those positions. They've graduated or moved to other things. They didn't stay within the agency. So, you know, within our VR program, IOB program, BEP, those program staff super dedicated and want to really fulfill the mission of the work in serving individuals with disabilities. And then we have all of our shared service team dedicated to their job to don't necessarily have the same focus on the mission and the outcome of serving individuals with disabilities. It's been very difficult to try to figure out how to play nice with them, because they got to do stuff for you, right? I need you to manage my budgets. I need you to manage my contract. But I also, you know, don't quite like the way you're doing it or you're not doing it fast enough or you're not following my vision for how that would work. So it's just been a real challenge to see how to grow and manage the different structures that are in play now.   Carol: I think you hit the nail on the head on that with that centralization, because it's happening across the country. I mean, we see it everywhere. Every director like just struggling as your people move out from under you, whether it's the IT, the HR, the whoever you had. And now they're centralized, which Congress allows. It was written in the rehab Act, like you can structure that way. But they lose that connection to the mission and what you're trying to do. So when you're doing that work sort of in isolation of what's the end game and how you impact, you know, the staff person having their computer so they can do the work with the customer. You don't see that urgency in it. So it's like, yeah, so we get to you in two weeks, you know, really need your computer or whatever. It's just hard. It makes the job so much harder. So I know not only those changes have happened, the financial landscape is shifting drastically for the VR program. How has this impacted your ability to serve individuals? And Kristen, I'll send it your way first.   Kristen: We've been fortunate in that Arizona with the formula grant. You know, we still receive a little increases every year. So the not getting the cost of living this last year was not as impactful as it had been to some other agencies. So I do, you know, knock on wood for that a bit. Now if that continues we're going to have another, you know, constantly evolving story there. We have had to take a look at for our cases. How do we spend more money faster. And that's been again the challenge of working with shared service opportunities is, well, they don't have capacity to put these contracts in place that I need in order to be able to spend the money that we have, right? We have been successful in keeping it in the VR bucket, but now we need to spend it on our consumers and our clients. But I need a contract to do that and don't have the resources or the capacity from that team to be able to put that out the door. So it's super challenging to know that you're sitting on money that you could spend and do a lot of good things with, but there's then that external factor of not having the capacity to put all of that together to get that money spent.   Carol: So you're in actually a pretty lucky position. You know, other people listening to this podcast are going, What? Kristen Mackey, you've got all this, you've got all this money. Because almost all the calls I get on a daily basis with my list of people all going on the order of selection, I keep a little sticky note, you know, and everybody calling and just frantic. They are literally like tapped out. There is no money, but yet you're trying to spend your money and you don't have the resources to really help you get some of the plans in place.   Kristen: It is challenging, but I feel fortunate that I'm challenged on that end of the spectrum versus the end, where there's not enough money or capacity or staff resources. One of the other pieces, too, is, you know, in this current landscape, budget wise, can't bring on as many people as we would like to, you know. Can't do all of the support services that we or support staff that we would like to. So downsizing your footprint, right? All of that, those are our major expenditures. And we're asked to shrink that. It creates a really kind of a nightmare for projection and and budgets all of that.   Carol: Oh, 100%. How about you, Natasha? How's the finances looking at SSB?   Natasha: It's getting tight. It's getting tight. We were on the other side of that a few years ago. We had more money than we could spend, and we used that as an opportunity to do things that we've always wanted to do or needed to do, and we never had the funding to do it, but we always did things that we could course correct quickly on them or aren't forever. So we didn't make a lot of permanent decisions with that money because the writing was on the wall. We knew that once the pandemic shifted, we were going to see an influx in applications. Inflation was already on the wall that prices were increasing. So we made some, I think, pretty strategic and smart decisions with the money we had and how we spent it. However, it's still tight because we are getting an increase in applications. The cost of services is increasing. We ended our order of selection September 2021. I have no desire to go back there for me. I don't even want to speak it out loud. I know it's an option. I know I may need to use it one day. I can't say never, but I don't think that is the best direction for us because people need our services just as much as before, if not more. And for individuals who are blind or low vision or deaf blind, there really aren't any comparable options available, at least in Minnesota. And we're here for a very specific reason. And so I have always said it's my responsibility to ensure that we can continue doing what we are here for. That may mean that services are going to take a little bit longer to get started. We are increasing our supervisory oversight. We have a ton of financial reports, which I'll talk about in another question that have helped us get ahead of sudden spikes that we're seeing so we can do those course corrections. This also may mean that we're not backfilling or we're freezing some of those positions for a little bit that aren't essential. I'm using the term we're going to freeze, flick or fill, and every position that's our litmus test will freeze it, meaning we don't need it right now. It's not essential for service delivery. We'll revisit this. Flick means you know what? This position really isn't serving its purpose anymore. Let's figure out a different way of doing the work or fill. And we've prioritized counselors and VR techs and anyone doing direct service provision. But it's also all of this is going to force us and continues to force us to find new ways of doing things, which I don't think is a bad thing. One of the goals I've put in place this year is that all of the extra noise. You know, that can happen when you're working in a state government agency. Things that pretty much distract you from what you're supposed to be doing. My goal is we don't do those things if it doesn't stem back to our mission and actually help people get jobs or live independently, we're not going to do it. And I told that to the commissioner's office. You can ask me all day long to do all of this extra stuff, but it's not serving a purpose for us. I'm sorry. I'm not going to do it. And they've been okay with it so far.   Carol: That's awesome. Until you get a legislative request that they need you to answer in ten minutes and analyze.   Natasha: Yeah, I can't say no to those. Yeah, all these extra work groups and task forces and let's do this and that. We got other things we gotta do.   Carol: So what's the biggest thing, Natasha, that's keeping you up at night right now? Because I know there's always something, something is niggling somewhere. What would you say is the biggest thing keeping you up at night?   Natasha: Well, I have a few, but the biggest one is that. So we're not a combined agency. We have a separate general agency and that separate general agency is an incredibly tight budgetary situation. I would go so far as to say they're in a budgetary crisis, and because match maintenance of effort and carry forward determinations are at the state level, not agency, it is very possible that their constraints will impact our funding. And specifically I am very worried are Carryforward is in jeopardy. And we had a scare where we had a very high chance of losing all of our carryforward this last end of the federal fiscal year. Because of those budgetary constraints, the general agency is doing workforce reductions and doing layoffs, and they have the same type of staff classifications that we do. And we are a union state, which means bumping, which means my staff are in jeopardy. And so I'm up every night between 2 and 3 a.m. thinking of ways that we can help in any way possible. Our program income is significantly dropping. I think I've heard other states experience something similar. The inflation, the cost of services. We've had four and a half and 5.5% salary increases with no additional state appropriations. So all of these things together keep me up every single night trying to figure out how do we sustain.   Carol: Now they're going to keep me up at night, too, because of course, I worry about you all. And of course, I really worry about SSB. So I always hold that near and dear to my heart. But oh man, that is a lot. But I know you instituted some things, though, between you and the general agency, just to make sure you guys were communicating better about those financial reports and such, didn't you? Like, what did you do?   Natasha: We have an amazing relationship. We review our federal reports together. I sat closely with the VA's fiscal team, walking through what I know about the fiscal processes, the federal regulations. That's something that Carol taught me very well. I understand it quite well. So we worked hand in hand. We've been doing that since October.   Carol: That's good. Good stuff. How about you, Kristen? What's keeping you up at night?   Kristen: We had a recent monitoring that monitoring. We get through it, Right? And, you know, you haven't always have an inkling of things that need to be fixed and things that we should address, right? And sometimes those get shuffled because priority is whatever. So we had the monitoring very much highlighted certain areas that we need to address and take care of. And one of those was our fiscal management and continue as managed outside of my direct staff and even two and three layers above me. So it's one of those concerns of like, I wonder what's going to happen next. I never quite know what the fiscal situation is going to be. Emails flying around, you know, I'll get an email at the end of the day and it's I need more information. What is this about? How did you come to this conclusion? Who was involved in making this decision? It's kind of just a plethora of items that, you know, any given night, and mine is usually between 3 and 4. Like, oh, wake up and go like, oh, shoot, that sticky note fell off the roster somewhere. I need to go and send that email or this project. We started it, but now it's like kind of hanging, languishing. I need to poke somebody about getting that back on the roll again. I don't know that it's one specific thing, but it's just kind of just the size of the job is not a 40 hour a week job. It is a all encompassing. I dream about work. I it wakes me up at night, you know.   Carol: Well, my newest trick with not having my notepad beside my bed, but I actually been waking up more just because I've had so many more phone calls. Things have been really crazy lately with our fiscal team and people just reaching out. And so maybe end of the day or, you know, people's time change, you could get a call from Guam. You know, it's a way different time. So people are calling all the time. So now at night when I wake up, I text myself, you know, a note like, just so I remember, like remember to get back to so and so tomorrow. So now I just am picking up my phone. I don't have the pad there anymore, but I had two messages from last night for today that I didn't want to forget.   Kristen: I sent texts because I don't put my work phone by my side, but I have my personal. So my work cell phone is embedded in my personal and I just send text to myself.   Carol: Yeah, my work and my personal are all together, so it makes it a little challenging. So I know we're going through an administration change on the federal level right now. And a lot of state administration, you know, that changes every four years to with governors, sometimes you keep a governor twice in a row, but a lot of times not. And it will bring these shifts in priorities and just all of this change. How do you guys navigate and adapt to those changes, whether it's on the state level or federal level, when you're approaching your work? And I'm going to kick that to you, Natasha, first.   Natasha: I think the biggest thing, at least for us, has been a lot of communication and transparency, not only with our staff, but our customers, our community partners and stakeholders in the face of unknowns. People look to steadiness and information even if you don't have a lot to share. The absence of information often speaks very loudly, and people will fill in the blanks, sometimes not in a way you want them to. So we are communicating frequently, even if we don't have information. People look to me, am I panicked or am I calm? And know if I am panicked, it will not be good. People feed off of that and so I am always calm. I am always just. I can't guarantee or promise anything, but I can say we're in this together and I remind everyone why we're here. We have a mission. As Carol knows, the mission is on the wall. We look at it frequently and nothing has changed. No matter what happens federally or at the state level, that mission has not changed. We have proved that during a global pandemic. VR agencies are adaptable, creative for us in Minnesota, SSB was one of the first agencies, if not the first, allowed to go back into people's homes and provide services. That's because we know how to do things quickly and strategically to respond to whatever comes our way. We don't wait for people to tell us what to do or how to do it. We take charge and we lead the way. And I feel that is how VR is across the country. We tend to be leaders in faces of crisis and urgency. We tend to step up when others don't.   Carol: Yeah, good advice. That's all good advice. Kristen, how about you? Because you've had major shifts. I mean, you've already alluded to this, this whole like take away your people. And that's been all shifts in the structure within the state government and such. You know we've got the federal different priorities. So how do you navigate and adapt to those changes in your work and for yourself, even, like how are you taking care of yourself through all this.   Kristen: Being able to adapt the work that we do? Natasha says that we have a mission. We have a very clear outcome that we have whatever side, whoever's telling you what they want to do or how they want to do it. You need to be able to mold what that strategy looks like so you can speak to it. And I always talk about it. It's a spin. I don't like the terminology of spinning, you know, for the sake of trying to hoodwink anybody or not be transparent. But at the end of the day, we want job placements, we want employment, we want independence. So if somebody's saying increase your job placements, fine, that we can do that. It's how do we then take what they're giving us and make it not be a distraction and we can mold, you know, whatever we're measuring to the thing that they want, but still do what we are doing at the base level. And so I do feel like that's really part of our job as leaders is to and Natasha spoke to this earlier is take that noise and then see how we can like get it to stop with us and push it back in a way that still supports the work we're doing, whatever comes to us in terms of work group where you need to measure this, or we want some kind of change in X, Y, or Z. Okay. I can give you this back that will meet your needs. And it doesn't change or distract from what I'm doing in our department or in our programs. I think it's just being flexible in your thinking, being able to not have to have a certain way of approaching things, because you got to understand what that landscape is. You got to speak the words that they're speaking in order to get them to listen to you and kind of play with you so that we can all get to the same end goal.   Carol: One thing I've seen from you, Kristen, just working with you these past years in my TA capacity is I'm like, I love your persistence because you've had to navigate this really tough, internal, weird structure. It just is weird. And you are super persistent in messaging. Okay. Like you send a message to this person, oh, I'm not the person. Okay, then who is the person? Okay, I'm going to go to this person and you will not let it go till you find till the end the little trail of crumbs you get to and you're like, all right, I'm finally getting to the person because I have to get this thing answered. Some people just give up. They're like, oh, I don't know. And then staff ask and you're like, well, I don't know. We don't know who's doing what. Oh not you, you. You don't let that happen.   Kristen: That is one piece of advice I give to people when they come on. This is a state government, federal government, there are all sorts of red tape, barriers, hoops. Everything will get in your way if you let it. You're going to have to be persistent. Don't get jaded with it. Don't give up. Just know that you're going to have to be persistent with getting to the thing that you want to get done.   Carol: So switching a little bit. There's a lot of different structures in hiring VR agency leaders. I mean, you can be a political appointee. You can be more of a career professional where maybe you have some protections, maybe it's not a full blown union, but you got something. And we've had 14 new directors in the last less than ten months. Again, 14 new directors in VR. You know, people don't always realize like, how does that and each of you represents a different bucket here. How does that distinction, whether you're a political appointee or you have a little more protection influence your agency. Kind of how you approach the operations and your decision making. And I'll ask you first, Natasha.   Natasha: I am a career professional. I'm the highest level you can go before you start hitting the politically appointed positions. So that means I get the privilege of bringing some stability to the agency. Granted, that doesn't mean I can't get fired or laid off, but I am not politically appointed. So when the administration changes, I don't change with it. So that means staff can expect some consistency, and they don't have to wonder who's going to be coming in now to shake things up with their own ideas and views. They know what my priorities and goals are. They know how I work and they know what to expect. And so I have the luxury of time to create a culture that will sustain anything that comes our way. I have the time to develop that succession plan, offer professional development and mentorship opportunities. But when I was thinking of this, I can see the value of Having fresh new faces, coming in with different perspectives and experiences, and that they may have a better idea for how we do things. You know, we talk about people who have been in the position for 30, 40 years. Is there some value to having that new life coming into an agency? So I recognize that being a career professional could also be a limitation of mine, which means that I really need to surround myself with people who think differently from me, and I can't get stagnant.   Carol: Yeah, that's a really good point. Although there are very few 30 year or 40 year career leaders in the VR program anymore, I think we got Diane Delmas out in Vermont and Greg Trapp, those are the two I always think of. Otherwise, boy, people have been coming and going pretty fast, but that is good advice because you can get a little stuck. Now, Kristen, you're on the other end of the spectrum because you are a political appointee.   Kristen: I am not a political appointee, but I am an at will employee.   Carol: Oh, you're an at will though.   Kristen: Yeah,.   Carol: So it's very similar. So you're an at will person, does that impact you at all, like in decision making or as you go about doing your job?   Kristen: Well, certainly. You think, you know, is this decision going to make me the scapegoat for something that goes south, right? So, you know, it does impact my thinking. I don't let it impact whether it's right or wrong. To do that is just my base. You know, you just have to have that gut kind of commitment to. This is what I said. It's the truth. I don't have any qualms about how I do the work or the transparency that I have in the work that I do. So keeping it all above board, hope that that serves you in the end. Natasha, you had a very positive outlook on new people coming in. In my tenure, I've experienced a lot of changes in different people at different levels coming in and not having any idea about the rehabilitation programs that we run. And so it is a kind of a continuing education of individuals who are coming and going to have them see the value of the programs and the way that they need to operate.   Carol: Yeah, I appreciate that. So let's look a little bit at kind of leveraging both of you like this leveraging your data. And we're kind of skipping around a little bit here. But how do you guys like to leverage data to inform your financial and programmatic decisions? Now remember we've got a lot of new directors. We have listeners out there that are they don't know we I get this question all the time. You know, we talk about data informed decision making. People are like, yeah, we talk about it, but what does that mean? And how do you really do it in practicality? So Kristen, what would you say do you have like an example or how do you like to best leverage data when you're looking at making decisions, whether programmatically or financially?   Kristen: Just because I have a little bit more programmatic data that I have access to and ability to manipulate, we really look at that in terms of, you know, when we're setting our annual strategic goals, what is our five year goal? Take a look at what have the last three years look like. You know what the percentage of increase or decrease is? How are we adjusting those things? Use the data to understand where are the gaps, what's not working, and something we expected the needle to move and it didn't. What's not working in that process. And so you know, what lever do we pull to say this is going to be quote unquote a countermeasure for that thing, and then measure that data over the next three, six months. And if there's a change, then we can kind of understand then did that work or didn't it work? I think far too often in our workforce we say, well, this is a problem, but we don't really have any data around it. Should we gather a ton of data for the program to being able to use that data to help inform what decisions or what changes to processes should we be making and how should we make those. And then we can track it to see did it make a difference or what difference did it make? And is it something we should replicate? Is it something we should pull back. So I really like to use our data from our program, you know, participant program data to inform our strategy on what we're going to be doing in the next 1 to 5 years.   Carol: I know before you have presented at CSAVR and showed like you had some really cool ways you were able to look at data and you did a lot of it by your region so you could start narrowing in, because you can have this tendency to go, oh, you look at the data broadly and then you're like, oh, we must have this problem everywhere. Well, you realized you had regions, you know, in your state you're like, well, why am I like spanking everybody? What we write, we need to focus over here.   Kristen: Yeah, we have those metrics. And it's a metric per counselor, per rehab tech, per purchasing specialist. That unit of counselors rolls up to the supervisor. The supervisor rolls up to the program manager. So I can drill down from a state level perspective to a region perspective. Is it a supervisor office problem? Is it a person problem? And that has really helped us understand. Also, where do we need to direct the energies and efforts in terms of making changes.   Carol: Yeah, I really like that. That was really good stuff. How about you, Natasha? What are you doing with leveraging data? Because I know that's in your wheelhouse, too.   Natasha: We actually hired within, like, the last year or so, a data analyst who is skilled in data visualization and being able to take a bunch of raw numbers and tell a story. And we have been working with her to develop not only the programmatic data, which we now have a ton of that we can look at, but also our fiscal forecasting and what's happening on a budgetary level. It is because of those reports which I am getting weekly, monthly and quarterly reports, depending on the nature that we were able to suddenly see this huge, unexpected spike in case services authorizations. Within just a month of it happening, we were able to drill in. What exactly is going on? What are the bucket items that are the red flags we were able to look at by staff member by region, and we found that our interpreters have gone up over 300%, which then led us down to, okay, what's going on with that? What's the story behind the data? We also are every week meeting as a fiscal team. So the three fiscal staff that I have and myself, we meet every single week. I am intimately involved in our federal reporting. I look at every single report that they put together before we submit our 17. We walk through it. I know where we're at with match. I know where we're at with maintenance of effort. I know exactly where our 15% set aside is, and I can tell you that every single month how we're doing and what issues we're going to be facing. And that's because we have the data. If a director never looks at data and doesn't know what's happening in their programs, they're not going to be able to spot issues. You have to know whether you're doing good or you're not doing good. You need to be able to catch those things.   Carol: Yeah. And unfortunately, you have many colleagues across the country. And I will come in and they're being told by like the DSA fiscal staff, hey, don't worry about it. We got it. And so there have been directors of programs of 150 plus million dollars, have never seen a budget report. Zero idea. So literally anything they want to do. Hey, can we send a staff to training? They're asking this group of fiscal people sitting over here because they don't even know what's in the budget. It is the most insane thing I've ever seen. So you really hit the nail on the head. Like, you have to have access and it is required in the law, in the act, in setting up the agency org structure, you have the sole responsibility over the allocation and expenditure of your funds. And how can you have that sole responsibility and not have any data that goes with it? So I preach. Natasha: I will say, data is if you have a legislative ask and you are requesting more funding, the stories are important, but they also want to see the data behind it.   Carol: 100%. And it can't be data that's changing by the day. Oops, we forgot this because I've seen people get burned on that as well. And then the legislators are going, okay, well, this data now is suspect, and I think they need a legislative audit report and review because what are they doing over there?   Kristen: From a data reporting perspective, like having historical data to the same reports they pull, they cannot keep changing the reports that you're changing the methodology of that. That was a lesson learned for us is we had to understand what data we were pulling, how were we calculating the numbers we were calculating. And now we have data since 2018, and we can tell when we've made any changes. And so then we can see what are our trends. What does that look like. How can we use that to help us predict in the future. So that was a lesson learned for me. We came in and it wasn't much in terms of data. We built some reports and then it was like, oh, but now we need to kind of be able to track, oh, well, this thing happened. And that's why maybe that spiked or dipped or we did this thing and here's the change we saw. So we were able to speak to that year over year as well.   Carol: Well super cool. So what advice would you guys have for other leaders out there? All the lessons you all have learned. We can try to read the tea leaves, like where is VR heading in the next few years? But what do you all think? Like what do you think where's VR going? And what advice would you have for other leaders? And Kristen, I'll go to you.   Kristen: I just think remain committed to the mission and the purpose of the programs that we have. we're here to serve individuals with disabilities. We'd keep that at the forefront. And, you know, I heard Natasha say to you, the mission is on the wall, right? We all have our missions. We all have our visions. Just don't let that get buried in all of the craziness that is happening and continue to be persistent. Carol mentioned the persistence. I think that is key. You don't let it drag you down. Don't let it burn you out. Just be persistent and know that all of the work that you're doing is for a good reason, good outcomes.   Carol: Good stuff. Natasha, I'm going to give you the last word.   Natasha: Don't get comfortable with how things are going right now. Speaking to what Kristen said earlier? Things will change, and probably for reasons completely outside of your control. And also remember that easy decisions aren't always the best decisions, and the best decisions aren't always the popular ones.   Carol: Well said. Very true. Well, I appreciate you both. Oh my gosh, I'm so excited to see what you all have done. You're two of my favorite directors. Don't tell the, don't tell the other directors that are listening.   Natasha: Yeah, cut that out, Jeff. Don't have that in there.   Carol: Thanks for joining me today. Sure appreciate it.   Kristen: Thank you.   Natasha: Bye.   {Music} Outro Voice: Conversations powered by VR, one manager at a time, one minute at a time, brought to you by the VR TAC for Quality Management. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts or wherever you listen to podcasts. Thanks for listening!

This session shares the Franklin (MA) School Committee Policy Subcmte meeting held on Tuesday, April 8, 2025. All 3 members participated, Chair O'Sullivan, members Callaghan, McNeill. Supt Giguere, Ops Director Boisvert, and Dr Rogers representing the Central Office.Quick recap:Supt Giguere sets the stage with some background on how this topic has developed during the redistricting efforts first updated in Dec 2024, then in Jan 2025 to act on the notification to Police, Fire, and DESE on the temporary naming of the new schools operating in the buildings that remained operational in the DistrictSome members of the community have misunderstood the delay in allowing the new middle school community to work to develop their identity “as the Schools doing away with Horace” which was not or ever the case, howeverMercer - Horace Mann is a central source of civic pride and if you wrap the district around H Mann then the community will come alongJ Johnston with the story of H Keller and some of the not so good aspects of her background; Remington was president of Thompson Press and a 20 year SchCmte Member along with other committees in service of the community, definitely worthy of remembering. H Mann you know, he was all for total equality and public education, he wanted teachers trained for their position and not just someone who could do itProposal for the 'campus' i.e. all of the complex including the High school to be designated as such to get ahead of the other conversations so that the Town business doesn't get distracted by this naming convention iitemSubcmte discussion on approval for the Central Office to move forward with the Horace Mann campus and potentially a committee to foster the honoring as it goes forward. So moved, passes 3-0 via roll callTransportation conundrum - previously a bus/busses included a stop on their routes to drop kiddos off at the Y, with the redistricting such could not easily be done; would likely require adding back a bus on a different slot and results in a cost estimated as low as 45K and as high as $85K. Discussion around options but none prevailed and the “conundrum” remainedGiven the timing (needing to close this session to get to the full committee meeting), the topic on a letter to support the alternative funding being discussed within the Legislature was mentioned briefly, Callaghan to add some stats from the Franklin TV deck presented earlier to the draft in hand and review further in another sessionMotion to adjourn, passes 3-0 The recording runs about 54 minutes, so let's listen in.--------------The meeting agenda can be found -> https://ma-franklin.civicplus.com/AgendaCenter/ViewFile/Agenda/_04082025-1668 The Town Council memo as discussed -> https://drive.google.com/file/d/1CCDx8c4zn4ZVUr0EYQy1snpygRVLzxHO/view?usp=drive_link My full set of notes taken during the meeting can be found in one PDF ->https://drive.google.com/file/d/14gUGQ0N6s5bMiGwhbHegsRcxfkZUCirY/view?usp=drive_link -------------We are now producing this in collaboration with Franklin.TV and Franklin Public Radio (wfpr.fm) or 102.9 on the Franklin area radio dial. This podcast is my...

Dave H is our speaker today and his topic is The Gift of Being Single and Sober.  Here is a little about Dave in his own words:·       Sobriety date in Sexaholics Anonymous: August 1, 1985o   I came into program in Rochester, NY,  separated from my first wifeo   I moved to Detroit, MI in 1986 and started the first Sexaholics Anonymous meetings there in 1987o   I divorced in 1987 and moved to Nashville in 1988 where I got my first and only sponsor in 1989, we have been together for over 35 years nowo   I had my first date while sober in 1990 and married my second wife in 1996, 2 days after my 11th sobriety birthdayo   We have been married for over 28 years and have two sonso   I have served the fellowship in multiple capacities including Central Office and Finance chair, member of the team that moved Central Office to Nashville, and chair of International and local conferences.If you would like to contact Dave H, please email reco12pod@gmail.com and we will connect you with him.Reco12 is dedicated to exploring the common threads of addiction, sharing tools, and offering hope from those walking a similar path. We gather from diverse backgrounds, faiths, and locations to learn and support one another. Our speakers come from various fellowships and experiences, demonstrating the universal principles of recovery.Resources from this meeting:Out of the Shadows by Patrick CarnesSexaholics AnonymousTerry Gorski recordingsESSAY Article by Dave H - Progressing Through Relationship Stages in Sober DatingAl-AnonOutro music is “Standing Still” by Cory Ellsworth and Randy Kartchner, performed by Mike Eldred and Elizabeth Wolfe.  This song, and/or the entire soundtrack for the future Broadway musical, “Crosses:  A Musical of Hope”, can be purchased here:  https://amzn.to/3RIjKXs This song is used with the express permission of Cory Ellsworth.Information on Noodle It Out with Nikki M Big Book Roundtable Informational Seeking and educating on how to donate to Reco12.Support the showPrivate Facebook GroupInstagram PageBecome a Reco12 Spearhead (Monthly Supporter)PatreonPayPalVenmo: @Reco-TwelveYouTube ChannelReco12 WebsiteEmail: reco12pod@gmail.com to join WhatsApp GroupReco12 Shares PodcastReco12 Shares Record a Share LinkReco12 Noodle It Out with Nikki M PodcastReco12 Big Book Roundtable Podcast

THE AA GRAPEVINE EXPLAINED. The history and significance of the Grapevine, a publication associated with Alcoholics Anonymous, as discussed by the Montyman and Chris S. They delve into its origins, evolution, and the role it plays in the AA community, emphasizing its importance as a voice for alcoholics and a reflection of their experiences. In this conversation, Chris and Monty delve into the historical context of Alcoholics Anonymous, discussing the origins of the Big Book, the differing perspectives between the Akron and New York factions, and the evolution of communication within the organization through the central office and the Grapevine. They explore the significance of these elements in shaping the recovery community and the ongoing relevance of sponsorship practices today. #higherpower #aa #na #alcoholicsanonymous #recovery #recovered #alcoholic #twelvesteps #wedorecover #narcoticsanonymous #addiction #bigbook 

There's a world outside your window and it's a world of dread and fear. Joe and Craig delve into the archives of the Central Office of Information to unearth forgotten 20th Century media. Well, tonight thank God it's them instead of you. Mind How You Go (1973) 00:00 I Stopped, I Looked, and I Listened (1975) 09:53 Design - Waste of Materials (1979) 16:06 Rubbish Tips (1980) 27:49 Reaching the People (1981) 40:20 Double Take (1986) 51:43

CTL Script/ Top Stories of December 14th Publish Date: December 14th   PRE-ROLL: 01.20.25 ETOWAH MILL HOLIDAY SCREEN & RINK_FINAL From the Ingles Studio Welcome to the Award-Winning Cherokee Tribune Ledger Podcast  Today is Saturday, December 14th and Happy Birthday to Bill Buckner. ***12.14.24 - BIRTHDAY – BILL BUCKNER*** I’m Keith Ippolito and here are the stories Cherokee is talking about, presented by Credit Union of Georgia.  Cherokee County Approves Campground at Garland Mission Park Creekview Student Earns Second Place in Amicalola EMC Competition Canton Police Officers Host 'Shop with a Cop' We’ll have all this and more coming up on the Cherokee Tribune-Ledger Podcast, and if you’re looking for Community news, we encourage you to listen and subscribe!  Commercial: 06.26.24 CU OF GA FREE CHECKING_REV_FINAL STORY 1: Cherokee County Approves Campground at Garland Mission Park A new 443-acre park, Garland Mission Park, is nearing its opening near Waleska after the Cherokee County Board of Commissioners approved a special use permit for Canton First Baptist Church. The park will feature camping, hiking, mountain biking, and more. The approval included variances for buffer encroachment, street access, and eliminating a deceleration lane. Located on Garland Mountain Way, the park spans the Bartow-Cherokee County border, with Cherokee County handling the campground's 243 acres. The park will include eight campsites, a pavilion, and accessible facilities. Bartow County will oversee development on its side. The church has not provided a construction timeline. STORY 2: Creekview Student Earns Second Place in Amicalola EMC Competition Amicalola EMC hosted the Sub Area I EMC/FFA Electrification Contest on Nov. 21, where Creekview High School's Aaron Dickson placed second. Sponsored by Georgia's EMCs, the contest is part of the Agriculture Education program by the Georgia Department of Education. It allows students to showcase skills in electrical wiring, critical thinking, and communication, promoting education and safety in electricity. Participants included students from Adairsville, Creekview, Dawson, North Murray, Pickens, Sonoraville, and Southeast Whitfield high schools. Wyatt Richards from Pickens High School won first place, and Slate Jones from Dawson High School took third. STORY 3: Canton Police Officers Host 'Shop with a Cop' The Canton Police Department held its annual Shop with a Cop event on Dec. 10 at Walmart Riverstone Parkway, providing Christmas gifts and experiences to 21 local children. The event was funded by $8,900 in community donations from groups like the Lions Club and Laurel Canyon Optimist Club. Support also came from local organizations, including Cherokee 9-1-1 Dispatch and the Cherokee Sheriff’s Office. Walmart hosted the shopping event, offering snacks and drinks. Canton PD expressed gratitude to the community and schools for their support, with Chief Marty Ferrell highlighting the event's role in fostering community bonds. We have opportunities for sponsors to get great engagement on these shows. Call 770.874.3200 for more info.    Back in a moment  Break: Drake Realty (Cherokee County) STORY 4: CCSD Honors Support Staff Employees The Cherokee County School District celebrated its seventh annual Support Staff Employees of the Year Awards on Dec. 5, honoring staff from each school and division. Each honoree received a plaque and gifts, including a $200 Visa card. Three overall winners were announced: Kelly Miller from Avery Elementary, Stephanie Weier from Mill Creek Middle, and Patrick Walker from the Central Office. They received additional prizes, including gift cards and a facial treatment. The event highlighted the dedication of support staff, with excerpts from nomination forms shared to emphasize their contributions. Weekly features of winners will appear on CCSD's website and social media. STORY 5: Cherokee Youth Girls Flag Football Team Wins Championship At the 2024 Georgia Recreation and Parks Association State Championships, held Dec. 6-7, Cherokee Youth Girls Flag Football teams excelled, with the 14U Cyclones winning their division and the 12U Cyclones finishing as runners-up. The program, started in 2021 with support from the Atlanta Falcons and Arthur M. Blank Foundation, has positioned Cherokee County as a leader in girls' flag football. The 14U team achieved a historic victory, dominating their matches, while the 12U team also performed strongly. The event, showcasing talent from across Georgia, highlighted athleticism and sportsmanship in a non-contact sport environment. Commercial: 12.14.24 FALANY DEC_FINAL STORY 6: Cherokee County and City Leaders Speak to Local State Lawmakers Cherokee County leaders met with local legislators on Dec. 11 to discuss requests for the 2025 session. Key topics included school safety funding, with Superintendent Mary Elizabeth Davis seeking changes to the state's funding formula for permanent support. The county commissioners requested reconsideration of a Homestead Option Sales Tax (HOST) to reduce property taxes, projecting significant savings for homeowners. They also proposed increasing the hotel/motel tax to fund tourism and infrastructure projects. Additionally, $9.1 million in state funding was requested for the Technology Ridge Parkway project. District Attorney Susan Treadaway advocated for stricter bond restrictions for illegal immigrants and longer probation for sexual offenders. STORY 7: What's Next for the Old Tippens School Site in Canton? Canton leaders are considering renovations to the former Tippens Elementary School gymnasium, with plans to award an $18,850 contract to Keck and Wood for designing two site plans. The gym, built in the 1930s, remains after the main building's demolition. One plan focuses on parks and recreation, while the other includes affordable housing. The design phase will take 4-6 weeks, with concepts expected by February. Mayor Bill Grant supports incorporating housing to meet city needs. The site, valued at $850,000, was allocated funds for development, but a grant for transitional housing was declined by MUST Ministries due to insufficient funding.   We’ll have closing comments after this.    COMMERCIAL: Ingles Markets (Laura Lynn Products) 3   SIGN OFF –   Thanks again for hanging out with us on today’s Cherokee Tribune Ledger Podcast. If you enjoy these shows, we encourage you to check out our other offerings, like the Cherokee Tribune Ledger Podcast, the Marietta Daily Journal, or the Community Podcast for Rockdale Newton and Morgan Counties. Read more about all our stories and get other great content at www.tribuneledgernews.com Did you know over 50% of Americans listen to podcasts weekly? Giving you important news about our community and telling great stories are what we do. Make sure you join us for our next episode and be sure to share this podcast on social media with your friends and family. Add us to your Alexa Flash Briefing or your Google Home Briefing and be sure to like, follow, and subscribe wherever you get your podcasts. Produced by the BG Podcast Network Show Sponsors: www.ingles-markets.com www.drakerealty.com cuofga.org #NewsPodcast #CurrentEvents #TopHeadlines #BreakingNews #PodcastDiscussion #PodcastNews #InDepthAnalysis #NewsAnalysis #PodcastTrending #WorldNews #LocalNews #GlobalNews #PodcastInsights #NewsBrief #PodcastUpdate #NewsRoundup #WeeklyNews #DailyNews #PodcastInterviews #HotTopics #PodcastOpinions #InvestigativeJournalism #BehindTheHeadlines #PodcastMedia #NewsStories #PodcastReports #JournalismMatters #PodcastPerspectives #NewsCommentary #PodcastListeners #NewsPodcastCommunity #NewsSource #PodcastCuration #WorldAffairs #PodcastUpdates #AudioNews #PodcastJournalism #EmergingStories #NewsFlash #PodcastConversations  See omnystudio.com/listener for privacy information.

Stay updated with the top Nepali stories from the past week in this weekly Nepal update. - कीर्तिपुर-स्थित करिब १० रोपनी क्षेत्रफलमा रहेको जग्गामा एमालेले पार्टी कार्यालयको भवन निर्माण गर्न लागेको पार्टीका प्रवक्ता प्रदीप ज्ञवालीले जानकारी दिएका छन्। यो लगायत नेपालको साप्ताहिक अपडेट सुन्नुहोस्।

October 14, 2024 Rockingham County Board Of Education MeetingAGENDA1. Call to Order1.01 Roll Call2. Announcements2.01 A work session is scheduled for Monday, October 28, 2024, beginning at 12:00 noon. Pending Board approval tonight, the session will be held at the Central Office rather than at Rockingham County Middle School, as the 28th is a teacher workday.2.02 The next Board Meeting is scheduled for Wednesday, November 20, 2024. The meeting begins at 10:00 a.m. at Central Administrative Offices located at 511 Harrington Highway, Eden, NC.2.03 Access the latest agendas from the Rockingham County Board of Education by following these steps: Go to go.boarddocs.com/nc/rock/Board.nsf/Public Click on "Meetings." Select the date of the meeting you're interested in. Choose "View the Agenda."2.04 It is with deep sadness that we share the news of the passing of one of our students, Micah Styles, a student at McMichael High School, who passed away on October 4th. Our thoughts and heartfelt condolences go out to Micah's family, friends, and the entire school community during this difficult time. - Ms. Vicky Alston3. Moment of Prayer3.01 Pastor James Tharrington from Evangel Fellowship Reidsville Church of God in Christ, Reidsville, NC4. Pledge of Allegiance / Agenda Approval4.01 Pledge of Allegiance4.02 Approval of Agenda5. Public Comments / Board Comments5.01 Public Comments - At this time the board will hear public comments5.02 Board Comments6. Consent Agenda6.01 Consent Approval - Gifts, Grants and Donations - Ms. Annie Ellis6.02 Consent Approval - Head Start Program Monthly Budget Update - Ms. Annie Ellis6.03 Consent Approval - Board Policies for Approval - Dr. Cindy Corcoran6.04 Consent Approval - Revision #2 - RCS Board of Education 2024 Meeting Schedule - Dr. Stover6.05 Consent Approval - Allocation of $100,000 from Safety Grant for Portable Radios - Mr. Sean Gladieux6.06 Consent Approval - Meeting Minutes for Board Approval - Open Session Board Minutes from September 9, 2024, and the Open Session Work Session Minutes from September 23, 2024, as presented. Additionally, approval of the Board Retreat Day 1 Minutes from September 17, 2024, and Board Retreat Day 2 Minutes from September 18, 2024.7. Reports7.01 2024-2025 Annual Budget Resolution - Ms. Annie Ellis7.02 Emergency Response Plans and Initiatives - Mr. Sean Gladieux7.03 Superintendent's Report - Dr. John Stover8. Closed Session9. Open Session9.01 Personnel Report - Approval of Personnel Actions9.02 RCS Out of County Releases - Approval of Releases10. Adjournment10.01 Motion to adjourn###

The Camas School District faces a $7.2 million budget shortfall, leading to cuts in central office staff and restrictions on travel. Superintendent John Anzalone explains the district's plan to address these challenges while managing its financial stability. Learn more by reading the full story at https://www.clarkcountytoday.com/news/camas-sd-slashing-central-office-staff-restricting-travel-to-deal-with-budget-shortfall/ on www.ClarkCountyToday.com. #CamasSchoolDistrict #BudgetShortfall #SchoolDistrictCuts #JohnAnzalone #WashingtonState #ClarkCountyWa #localnews

Imagine how you would feel if you were a biracial child raised by your white mother and knew nothing about your Black father or his culture. People treated you differently from your white cousins and the white kids at school, but you didn't know why.  In this Everyday Conversation on Race  episode Desiree Chang, the Director of Education and Outreach for the Pennsylvania Human Relations Commission, joins me. Desiree shares her unique journey growing up in a mostly white community in Amish country, Pennsylvania, and later moving to a diverse high school in Delaware. She opens up about the challenges of finding her identity, feeling like an outlier in her family and community, and discovering her Black heritage in her mid-30s. Desiree talks about her career path, from working in probation and parole supervision, and drug and alcohol counseling, to her current role in civil rights advocacy. Hear her story. and why she believes it's essential to talk openly about race,  and how avoiding these conversations can hurt children and keep ignorance alive. She shares personal stories about the emotional toll of constantly switching between cultural norms, the trauma of navigating a white-dominated world, and the necessity of preparing Black children for the realities they may face. Desiree also offers practical advice for white listeners on how to educate themselves about race and support efforts toward equity and inclusion. Key themes in our conversation include the importance of cultural humility, the impact of microaggressions, the need for genuine allyship, and how education can foster understanding and change. Desiree's honest reflections encourage listeners to think about their own experiences and biases, making this episode meaningful for anyone interested in social justice and personal growth. Tune in to hear Desiree Chang's powerful story and gain a deeper understanding of the complexities of race, identity, and advocacy today. This episode will leave you reflecting on your role in creating a more inclusive and equitable world. Desireé Chang bio Desireé Chang serves as the Director of Education & Outreach for the Pennsylvania Human Relations Commission. Desireé has been with the PHRC for over four years. Prior to becoming the Director of Education & Outreach, she worked as a Civil Rights Mediator with the PHRC Mediation Division. During her tenure at the PHRC, Desireé has received the Director of Excellence Award (2020), PHRC Social Justice Team Award (2021) and the Employee of the Year, Central Office (2023). Most recently, she was recognized as one of the 2024 PA City & State Above & Beyond honorees. She is a graduate of the Martin Luther King, Jr. Leadership Institute (2021) and the Commonwealth Leadership Institute (2023). Desireé has been recognized for her participation on several committees and community social justice collaborative efforts.   Click here to DONATE and support our podcast Simma Lieberman The Inclusionist, helps leaders create inclusive cultures. She is a consultant, speaker, and facilitator. Simma is the creator and host of the podcast, “Everyday Conversations on Race for Everyday People.” Contact Simma@SimmaLieberman.com to get more information, book her as a speaker for your next event, help you become a more inclusive leader, or facilitate dialogues across differences. Go to www.simmalieberman.com and www.raceconvo.com for more information Simma is a member of and inspired by the global organization IAC (Inclusion Allies Coalition)    Connect with me: Instagram Facebook YouTube Twitter LinkedIn Tiktok Website    Previous Episodes Racial Disparities in Colorectal Cancer Diagnosis and Death Navigating the End of Racial Disparities in Healthcare Culture Connects Us Loved this episode?  Leave us a review and rating

George Couros introduces this solo podcast with a reflection on his time at the central office. Couros shares his insights and summarizes his years of learning into three main points. Check out this episode to learn just how this applies to all educators! Quotes: "If you are in a role that makes decisions for what the environment looks like in a classroom, you need to be present in those classrooms." - George Couros, What Makes a Great Principal Links: George Couros website - https://georgecouros.com/ Email Newsletter - https://us12.campaign-archive.com/?u=9381017234135a9c6d5f7419a&id=f410c00c91 What Makes a Great Principal (book on Amazon) - https://www.amazon.com/dp/1948334739?linkCode=ssc&tag=onamzgeorge0f-20&creativeASIN=1948334739&asc_item-id=amzn1.ideas.2SBTFVTBT0S6X&ref_=aip_sf_list_spv_ofs_mixed_d_asin __________________________________________ Please share your thoughts with us on Twitter or Instagram at #InnovatorsMindset. More at georgecouros.ca George Couros on Twitter: https://twitter.com/gcouros George Couros on Instagram: https://instagram.com/gcouros George Couros on Facebook: https://www.facebook.com/georgecourosauthor/ George Couros on LinkedIn: https://ca.linkedin.com/in/george-couros-a5146519 For the full audio podcast: https://linktr.ee/gcouros The Innovator's Mindset: https://www.amazon.com/dp/0986155497?ref=exp_gcouros_dp_vv_d What Makes a Great Principal - https://www.amazon.com/dp/1948334739?linkCode=ssc&tag=onamzgeorge0f-20&creativeASIN=1948334739&asc_item-id=amzn1.ideas.2SBTFVTBT0S6X&ref_=aip_sf_list_spv_ofs_mixed_d_asin Because of a Teacher - https://www.amazon.com/dp/194833433X?ref=exp_gcouros_dp_vv_d Because of a Teacher 2 - https://www.amazon.com/dp/194833450X?tag=onamzgeorge0f-20&linkCode=ssc&creativeASIN=194833450X&asc_item-id=amzn1.ideas.2SBTFVTBT0S6X Innovate Inside the Box: https://www.amazon.com/dp/1948334127?ref=exp_gcouros_dp_vv_d Music from Bensound - http://bensound.com/

When I began my career as an educator, I had the opportunity to work in a high-performing district. As a new educator, I assumed every District operated the same way. However, as I transitioned from the classroom to the Central Office, I began to see the connection between the organization's systems and our success.In this week's podcast, we'll explore seven key characteristics defining a National Model of Excellence and how they can inspire our educational community.#EducationalLeader,Kim “When students are led well, they learn well.”Website: http://www.kimdmoore.comLinkedIn: https://www.linkedin.com/in/kimdmooreYouTube: https://www.youtube.com/@EducationalLeaderThe views shared in the Educational Leadership Moment are solely mine and do not reflect the positions of my employer or any entity within the local, state, or federal government sectors.

At the beginning of December 2021, I was unexpectedly informed by the Central Office that I would be retiring on December 31st. However, I had already petitioned the Texas Retirement System for my retirement to begin on the following June … Read more

Minter Dialogue with Chris Daly In our latest podcast episode, we had the pleasure of speaking with Chris Daly, the CEO of the Chartered Institute of Marketing (CIM). Chris's journey from serving as a major in the British Army to leading one of the most respected marketing bodies in the world is nothing short of inspiring. His diverse experiences have shaped his unique perspective on marketing, leadership, and the ethical challenges that come with it. Chris begins by sharing his early career in the British Army, where he learned invaluable lessons about leadership, empathy, and the importance of a team ethos. These experiences were pivotal in shaping his approach to marketing and leadership. Transitioning from the military to the Central Office of Information, Chris gained insights into the world of diplomacy and the power of effective communication. He reflects on how these roles, though seemingly distant from the commercial world of marketing, provided a solid foundation for his current role. One of the key themes Chris discusses is the evolution of marketing. He emphasizes that marketing today is far more complex and multifaceted than it used to be. It's no longer just about selling products; it's about understanding the audience, communicating effectively, and delivering value. The role of marketing has expanded to include ethical considerations, data privacy, and the impact of AI. Chris passionately argues that marketing is not just the "coloring in department" but a crucial element that drives measurable outcomes and aligns with business goals. If you've got comments or questions you'd like to see answered, send your email or audio file to nminterdial@gmail.com; or you can find the show notes and comment on minterdial.com. If you liked the podcast, please take a moment to go over to Apple Podcasts or your favourite podcast channel, to rate/review the show. Otherwise, you can find me @mdial on Twitter.

Minter Dialogue with Chris Daly In our latest podcast episode, we had the pleasure of speaking with Chris Daly, the CEO of the Chartered Institute of Marketing (CIM). Chris's journey from serving as a major in the British Army to leading one of the most respected marketing bodies in the world is nothing short of inspiring. His diverse experiences have shaped his unique perspective on marketing, leadership, and the ethical challenges that come with it. Chris begins by sharing his early career in the British Army, where he learned invaluable lessons about leadership, empathy, and the importance of a team ethos. These experiences were pivotal in shaping his approach to marketing and leadership. Transitioning from the military to the Central Office of Information, Chris gained insights into the world of diplomacy and the power of effective communication. He reflects on how these roles, though seemingly distant from the commercial world of marketing, provided a solid foundation for his current role. One of the key themes Chris discusses is the evolution of marketing. He emphasizes that marketing today is far more complex and multifaceted than it used to be. It's no longer just about selling products; it's about understanding the audience, communicating effectively, and delivering value. The role of marketing has expanded to include ethical considerations, data privacy, and the impact of AI. Chris passionately argues that marketing is not just the "coloring in department" but a crucial element that drives measurable outcomes and aligns with business goals. If you've got comments or questions you'd like to see answered, send your email or audio file to nminterdial@gmail.com; or you can find the show notes and comment on minterdial.com. If you liked the podcast, please take a moment to go over to Apple Podcasts or your favourite podcast channel, to rate/review the show. Otherwise, you can find me @mdial on Twitter.

Welcome to the award-winning FCPA Compliance Report, the longest running podcast in compliance. In this special edition of the FCPA Compliance Report, we welcome back fan favorite Mary Inman, now at her new firm, Whistleblower Partners LLP, a firm dedicated to assisting whistleblowers navigate various reward programs. Mary joins Tom Fox to discuss what we know so far about the DOJ Whistleblower Incentive Initiative. Mary has a positive perspective on the Department of Justice's (DOJ) White Collar Whistleblower Program. She acknowledges the gaps in existing whistleblower reward programs across multiple agencies and sees the DOJ program as a crucial opportunity to fill these lacunae. Inman's expertise, particularly in the SEC program, allows her to identify specific gaps, such as the lack of financial protections for whistleblowers reporting Foreign Corrupt Practices Act violations involving companies not publicly listed on US exchanges. From her perspective, the DOJ program will address serious financial crimes, including domestic corruption. Inman also anticipates that the DOJ will establish its own office of the whistleblower, mirroring similar initiatives in other agencies, hence providing both confidential and anonymous reporting avenues. Topics Covered in This Episode: Specialized Law Firm for Whistleblower Reward Programs Financial Crime Reporting Enhancement Initiative Establishing a Central Office for Whistleblowers Championing Transparency: Grassley's Whistleblower Advocacy Wellness Fund Support for Whistleblowers Resources: Mary Inman on LinkedIn Whistleblower Partners LLP Tom Fox Instagram Facebook YouTube Twitter LinkedIn Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of the Digital Learning Today Podcast, Jeff welcomes Maria Walley and Shachi Narula from ProfJim onto the podcast to disucc the state of Artificial Intelligence in K12 technology applications and how it can be used to support student learning and achievement. If you are a new listener to TeacherCast, we would love to hear from you.  Please visit our Contact Page and let us know how we can help you today! In This Episode … What is the current State of Artificial intelligence in K12 education? How are educators asking for AI to do to help them in their classrooms? Do teachers need to worry about their jobs? What does AI professional development look like district wide? How do you as a support professional help move Central Office if they aren't sure how they feel about Artificial Intelligence? What is the most challenging thing about developing technology? What is the most fun thing about developing the technology? What are some of your learnings from developing the technology? Follow Our Podcast And Subscribe View All Episodes Apple Podcasts Google Podcasts Stitcher Radio Follow Our Host Jeff Bradbury | @JeffBradbury TeacherCast | @TeacherCast About Prof Jim Prof Jim equips organizations with AI-powered instructional tools. In the next few years, AI is set to revolutionize learning, as it boosts quality, increases personalization, and taps into easy translations – all while slashing costs. However, technical hurdles and the high cost of expertise prevent many organizations from accessing AI's benefits to stay competitive. Prof Jim partners with these organizations to create dynamic presentations, interactive videos, and assessments using patented AI. Research indicates that Prof Jim's AI increases content creation efficiency 3x-15x, improves learning outcomes by up to 15%, and elevates student engagement by 30%. Links of Interest Website: https://profjim.com/ Twitter: https://twitter.com/ProfJimAI LinkedIn: https://www.linkedin.com/company/profjim/ YouTube: https://www.youtube.com/@profjim Join Our PLN Are you enjoying the TeacherCast Network, please share your thoughts with the world by commenting on Apple Podcasts today? I enjoy reading and sharing your comments on the podcast each week. Let's Work Together Host: Jeff Bradbury @TeacherCast | @JeffBradbury Email: info@teachercast.net Voice Mail: http://www.TeacherCast.net/voicemail...

In today's enlightening and insightful episode of the "Insiders Guide to Energy," hosts Chris Sass and Jeff McAulay delve into the innovative world of solar thermal technology with special guest Christophe Williams, CEO of Naked Energy. Discover the transformative power of combining photovoltaic (PV) and thermal energy to meet the global heat demand, a critical yet often overlooked aspect of the energy transition. Christophe shares insights into how Naked Energy's groundbreaking technology, Virtu, is setting new benchmarks in efficiency and sustainability by capturing up to 800 Watts per square meter of solar energy. Christophe is the CEO and Co-Founder at Naked Energy, a British design and engineering business, leading the global innovation in solar thermal and solar PVT. Prior to that, Christophe has been connected to the renewable energy industry for generations. His first inspiration was his grandfather Peter Williams who worked with renowned engineer Stephen Salter in the 1970s to develop 'the oscillating duck', a form of oscillating wave technology generating clean electricity. Christophe previously worked as a senior creative executive in the advertising industry for over fifteen years, gaining many awards from prestigious organisations such as ‘Creative Circle' and ‘Clio'. He has worked with major blue-chip clients and global brands such as Microsoft, Barclays, BMW, Sony and also directly with a number of UK government bodies, including DEFRA and the Central Office of Information on high profile advertising campaigns on sustainability. In today's episode, we learn about the challenges and opportunities in decarbonizing heat, which accounts for over half of the world's energy consumption and is predominantly fueled by fossil fuels. Christophe highlights Naked Energy's role in pioneering commercial and industrial applications of solar thermal technology, from hotels and hospitals to manufacturing, and their contribution towards achieving net-zero emissions. Join us, as we explore the technical, financial, and environmental aspects of solar thermal energy, the significance of energy density, and the synergy between PV and thermal technologies. Christophe also shares fascinating insights into Naked Energy's journey, their impact across nine countries, and the future of solar thermal technology in driving the global energy transition.

Have you ever wondered what it takes to be a district superintendent? Well, you're in luck! Whether it's the juggling school bells, deciphering budget reports like a financial wizard, or appearing at PTA meetings and other school events – these district superheroes have a knack for making tough decisions while expertly dodging the spotlight of success. They ensure everyone gets credit for the fantastic things happening in school districts. Join me as I talk about what it takes to be a school superintendent.Hey friend. I'm Mel, a dedicated educator, ambitious entrepreneur, coffee, and Jesus Lover.  When it was time for me to explore new horizons beyond the classroom, I was completely certain that God was guiding me towards a greater and more fulfilling purpose,And now, my mission is to empower you to dig deep and know what options are available when you're ready to transition from the teacher to leader, you're ready to retire and pursue that second career,  or you're ready for the challenge of starting your own educational consultancy.  Imagine, working in a career that sets your soul and deepest passions on fire. If you're ready to make that change and pursue a different path in your educational career, then you're in the right place. Friend, let me show you how to make a change in your life and pursue your true passions with a position that you love while using your God-given gifts and talents to persevere toward your personal and professional goals.  Grab a Teacher to Leader emPOWERment Session with me by clicking the link.Website: www.empowereducator.com Join the Empowered Educator Facebook Group Become a Curriculum and Instructional Designer 3-Course Bundle 4-Course Bundle: Curriculum and Instructional Design, Customer Success, Training & Ed Consulting, Freelancing

We welcome back Jeremy Hurst, Game Management Section Head for the New York State Department of Environmental Conservation. Also joining us is Jim Farquhar, Chief of the Bureau of Wildlife in DEC's Central Office. Ray Graf hosts.

Diane Dalmasse, Director of HireAbility Vermont, is in the studio today. Diane is the longest-serving director nationally in the VR program and has a lot to say about culture in the workplace and the changes Vermont made to retain and attract employees from across the nation. Learn about how hiring an organizational consultant back in the 90s continues to prove its worth today.   Listen Here   Full Transcript:   {Music} Diane: I think that everyone should have their voices heard and have some ownership in how we move forward as an organization. I think it has enabled us to set a very high bar for staff. All in all, our career ladders, our leadership development are supporting professional growth and development in any way we can has really contributed to staff morale and staff retention. They are owning where we're going and actually driving how we get there.   Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Well welcome to the manager minute. Joining me in the studio today is Diane Dalmasse director of Higher Ability Vermont. Now Diane Vermont's been in the news this fall that crazy flooding you had and other things. How are things going for you?   Diane: Things are actually fine in most places in Vermont, the flooding was very localized to central Vermont, with Montpelier really suffering, as I'm sure everyone watched on the news. It was devastating and still is in Montpelier. They're really working hard to come back.   Carol: I remember seeing the images. It was so incredible. I was down on my treadmill right away. I emailed you guys. I'm like, are you all okay? Are your staff okay? And your customers? I was just, it looked insane, I couldn't even believe it.   Diane: Yeah. There was a lot of housing lost, particularly lower income housing in central Vermont, which really just has made an already crisis situation much worse.   Carol: Oh, I'm sorry to hear that. Well, I'm hoping with the winter coming and I saw you have awesome weather that'll be happening out on the coast, you know, that that isn't going to impact people so much, especially with this housing situation. Well, I'm excited about the discussion we're going to have about culture. I know in my TA work, I get asked all the time. And our listeners, you know, are those folks there going, hey, who's got a good culture? And, you know, that's a really tricky question. And a lot of agencies are struggling with this right now, really have been for some time. And on the side, one of my things I've been passionate about looking at is the turnover in directors, you know, nationwide. And I'm up to 134 changes in the last decade out of the 78 SVRAs. And you just go, holy smokes. And you can see this trajectory, you know, WIOA hit and the pandemic hit, and you just see the chart going up, up, up and the great resignation. And so I think people are feeling kind of tired and worn out. And we have a lot of new directors coming in who are coming in from outside of VR. And so people reach out and they go, hey, who's got something good going on? And the funny thing is, everybody and maybe not so funny, but everybody says, gosh, you got to talk to Diane in Vermont. And so I was super excited. I get to see your staff, James and Amanda at CSAVR. And I'm like, Amanda. She was sitting next to me. I said, I really want to talk about your culture. You have to talk to Diane. Like, Amanda was so excited. She goes, you absolutely have to talk to Diane. So I am super excited to unpack this today. I do like the Peter Drucker quote. He said, culture eats strategy for breakfast. And I know sometimes people like to say culture eats strategy for lunch, whichever meal it is. He really was on the pulse with something. So let's dig into this. So, I know Vermont is a smaller state. Can you give our listeners a little picture of your agency, like how many staff and customers do you have? And if you have any particular like geographical challenges?   Diane: We are a small but very mighty state, Carol, and we have applied for multiple federal grants over the years. And I think that reviewers or whoever views us as a laboratory for trying different strategies and different ways of working. And so, yes, we're small. We have a staff of about 150 employees, and we have a contractor, our CRP, our primary CRP that does most of our employment work. They are staff are co-located in our offices. So we have about 200 people that are working in our 12 offices spread across the state, and we serve around 6000 people a year. We are small, but I think we're on the cutting edge of many things.   Carol: I know I love that because, you know, you're on the East Coast, you're nestled in there, you're not a huge state, but there's always so many cool things coming out from your program. And I think your staff are just so smart, and they're always looking out and finding out what cool things are going on. And just they're such great thinkers. I think you all are. And not only just thinking it, you take it and apply it and make it your own and figure things out. And you really are on the cutting edge of doing things in a different way. And I really appreciate that about you. I'm sure our listeners are also interested, Diane, I always like to talk to people a little bit about like, how did you get into VR and how long have you been at the agency?   Diane: Well, I have been at the agency forever, essentially. I became director in 1991, so I've been here over 30 years and I have yet to be bored. Every day is a new challenge. We are not tired and worn out here in Vermont. We are excited about the work that we do every day and the impact it has. We make a difference in people's lives all the time, which is just amazing. I worked previous to my VR work in Human Services doing child welfare work and psychiatric social work. But I came to VR as a supervisor and never left and really felt that I'd found a home here. Work is absolutely transformational for people and I love my job well.   Carol: I think it's amazing. You are the longest standing director now in the country out of the 78 programs, I'm like, good for you and good on your agency. I think that that will be it's super helpful to you as we're going to have this culture talk. So I know when you walked into the situation that you did, you know, 32 years ago, you walked into some different challenges. And I appreciate we all have done that. I walked into challenges. I think any time you take over from somebody else, can you talk a little bit about those beginning years and kind of how you approached that, what you were facing and what you did?   Diane: Yes, I had been working in Central Office as a field operations director for 3 or 4 years, I think, before I was promoted to director. So I had an opportunity to see firsthand how things were being done and I wasn't happy. And my predecessor, really, he was not dedicated to the mission and goals of the agency, in my opinion. So when I came into the job, I really I pulled together critical people in the disability community and said to them, we are going to turn this agency around. We are going to take everything and try to determine what is value added for the customer and what we do for the convenience of the agency, or because we perceive that federal regulations require us to do those things. And we did. We changed many, many things and we innovated in many different ways. We had a Consumer Choice Grant for those that remember back to the mid 90s, which was a five year grant that provided us with many resources to focus on change. And we did just that.   Carol: Well, I think, you know, you were super smart about this with that Choice Grant, and you talked to me about this with hiring that organizational consultant. And I've been really thinking about that since you and I chatted the other day, which would have been amazing. I wish I would have thought of that. You know, coming into Minnesota, can you talk more about how that has helped you having that organizational consultant and kind of doing that all these years?   Diane: I certainly can. I think that is one of the major educational tools for me as a director. And lessons learned in terms of moving your agency forward is organizational development specialists. People who do this for a living can be invaluable in terms of helping you from an outside, more objective place. Look at your agency in terms of what's working well and what isn't organizationally. And so I used a big chunk of the resources from that initial consumer choice grant to hire organizational development people. Then we had a team that went into each of our 12 offices and looked at how we did business and what was working and what wasn't. And out of that came a strategic plan, and our kind of vision for the future, which really moved us along. And to this day, I have organizational development people on contract, because I have found that early intervention and getting that sort of outside specialist view can be the key to unblocking and moving forward in so many ways.   Carol: Yeah, I think that was really brilliant. How did you go about finding the people you found? You know, back in the day? I don't think there was Google. It's like, how can folks find them?   Diane: Well, we put out a request for proposals and I think early on it was we really believe in involving staff in almost everything we do. And so we had quite a large committee with staff present, and we interviewed oh, 5 or 6 different vendors who provide these services in order to make a selection of someone that we thought shared our values and our vision for the organization. And we stayed with that consultant and her team for years. Eventually we moved on. And as I said, we are always working with someone either on leadership development, professional coaching, conflict management, all those things that any agency runs into.   Carol: I love that you included all these different staff in that, and that is the one thing I hear about you with, you know, staff throughout the organization really feeling a part of things, you know, and that is a great tip for your colleagues across the country as well. So it isn't just you and Amanda and James deciding, here's the person we're picking.   Diane: Right, I have two strategic themes really values that I think drive how we do business. One is valuing and empowering employees. I think that when you value and empower employees, employees treat their customers to the degree they're treated. So if employees are treated really well, they're going to provide a high level of service to your customer. And the opposite is also true. And then I think that everyone should have their voices heard and have some ownership in how we move forward as an organization. And so I like to think that I set the direction. But then I say to the people who do the work on the front lines, how best can we move in that direction? How best can we attain that vision that I think we all share? And I think it has enabled us to set a very high bar for staff, because they are owning where we're going and actually driving how we get there.   Carol: That is really good. And I know it's simple advice, you know, but we don't always think to go, let's ask the people who are doing the work how we could do this better or more effectively or what do you see, you know, or sometimes we'll ask, but we don't do anything with it. You know, we don't act on what they're telling us. I love that that is great advice. Now, I know WIOA really threw a wrench into things for everyone. It threw a wrench for me. I was a really brand new director. I mean, I literally came in in 2013 and then July 22nd, 2014, this whole deal went down and everybody kept telling me, oh, don't worry about it. You'll have a couple of years. They'll write implementing regs. And, you know, the difference was they said the day that Barack Obama signed that it went into effect. And that was the difference. And so we're all running around trying to do something and we didn't know what we're doing. How did you approach that time? Because I know my staff just thought this was insane. And somehow I'd made all this up like this. All could not possibly be true. How'd you do it?   Diane: Well, I think that we were in disbelief as well and sort of ignored it or ran from it. I think particularly the Pre-ETS piece. We couldn't believe they really meant it. We like James, my deputy, and I was like, it's not going to happen. They're going to change their minds. They're going to undo this. Right? But we really came to our senses in a few months. I mean, it wasn't as if we said, oh, we won't do anything until they write the regs we like realized that this was statute. This was not something that was easily changed, that Congress had indicated this was how they wanted us to do business and they fund us. And so we decided that we needed to figure it out and move forward, and that waiting was not going to help us. And so with both Pre-ETS and then the other very significant change in WIOA that we looked at was the real change from our old federal standards and indicators, which were gone, replaced by the common performance measures. And we were number one in the nation for years in terms of per capita placements and rehabilitations and employment outcomes. And we knew how to do this. And when we looked at the common performance measures, they weren't about quantity. They weren't about how many people can we get a job for any job. They were about the quality of that employment. They were about retention, earnings, credential attainment, employer satisfaction, measurable skills gains. And so we said, whoa, this is like the biggest change in our service delivery that I've ever seen. And I've lived through a few reauthorizations. So in both cases, we look to staff in varying ways to help us figure this out. And with the shift from quantity to quality, early on we went on a two day management retreat and we said, let's do a SWOT analysis of this. Let's take a look at what are the opportunities here. What are the threats here, how do we want to proceed. And I think with Pre-ETS, we set sort of a values based approach in that what we felt Congress was telling us was serve those students earlier. Early intervention leads to better outcomes. And for our shift from quantity to quality, it was like, of course this is what we should be doing. You know, we don't want to help people get into five entry level jobs. We want to help that person obtain a credential, move into a meaningful job that they will stay in and grow in. And so I think by having a values based approach and both those major, major changes in how VR did business, we were able to. And gave staff and staff, owned it with us and shared our vision for the future.   Carol: That is super smart. I know I keep saying that, but the way you approached it, I think was super helpful. I know I took more of an approach like this. These are our compliance pieces. You know, we have to do this and probably missed the boat really. On how you engage folks early on. I was more like we needed to do it. And that didn't always go over as well and did talk a lot about having family, sustaining wages. That was always extremely important to me. I didn't want people to just get a job and food, filth and flowers. Not that that work isn't important. And if someone did want to do that, that's fine. And how can we find the best version of that job possible? But I didn't want that to be the fallback. I didn't want people to think that's the only thing they could do. And I wanted people to not be in poverty and all of that. But your approach has really served you well because you've been able to really recruit and retain your staff. And so I think kind of that having that even keel and leadership and people within your agency has been super helpful. I know you have done some things specifically to really help you with recruiting and retaining staff. What are some of those initiatives you've taken on for years to help really build your culture? And now one that we know you are in support of your staff all the time?   Diane: Yeah. I again fall back on valued and empowered employees. I think people want to come work for us because other people tell them what a great place to work we are and how supportive we are of employees. And so that word of mouth travels well and beyond Vermont in many ways. We've had people come from all over the country to work for us. Yes, I think post-pandemic, we had no idea how successful we could be in terms of remote work and in really serving clients in ways that they want to be served, rather than making them drive to the office, come into our offices and worry about gas money or child care or whatever other issues they have. And I think we have helped people have a much better work life balance with a hybrid environment, which we don't intend to end. We think that we attract top talent, and we keep people by offering them that hybrid environment and that work life balance. So I think that's been very important. We've also tried to have our compensation keep up. And so we've worked at getting people upgraded and increasing their pay. But I think the environment and the culture are as or more important than the compensation in many ways.   Carol: Yeah. The work life balance really came to light during the pandemic. And I know in some cases, states, the governors have gone back to some of our VR programs been impacted because the governor's gone. All right. We know you did remote work, but now we don't want you to do that anymore. You have to come back in 100%, and they're just losing staff in droves. It has been terrible, absolutely terrible. And so keeping that flexibility is super important to people more than money a lot of times. So that has been great. I know you've also been very supportive of your staff with just trying to promote that professional development within within your agency, what are the things you do to help support each of them professionally? You know, to grow?   Diane: We've done a number of things. We've built a career ladder for counselors, which we have had to do is when we cannot find a master's level candidate that is the best person for the job, we will hire someone with a bachelor's degree, with the understanding that they will obtain a master's at our expense within four years. And so we've broadened the recruitment pool, and then we have a rehab associate. We have a counselor one, a counselor two, a senior counselor one, a senior counselor two. We've really created a career ladder of sorts. And recently we created an associate senior counselor two and a senior counselor two. In our world, it's a first line supervisor. And so because of to the degree that we've experienced turnover, like every other agency across the country post pandemic, I think we've still been able to attract really quality people because of who we are. And we realized that we need to be even more focused on succession planning and leadership development. And so we created this associate senior counselor so that people who hadn't obtained that master's, people who weren't quite qualified to step into a full supervisory position, could get a vote of confidence and on a career track to make that move when they finish the master's degree and had the experiential requirement to make that leap. So I think all in all, our career ladders our leadership development are supporting professional growth and development in any way we can has really contributed to staff morale and staff retention.   Carol: That has been an issue for others. You know, people have been striving to try to do some sort of succession planning, but they've been just struggling to figure it out. And sometimes with the state, you know, the hiring systems and the requirements, you want to get that first supervisory job, but you're supposed to have some supervisory experience. And people are like, how do I get that? So that's a very cool approach that you've got. So people have kind of that entry level and can keep moving up, get exposure and experience. That is great. I think that is really, really smart. Now, I know you also have prided yourself on I saw it during your reviews, so when you had your last monitoring review and I was helping you prep and you really talked about kind of balancing between you wanted staff exposed, but you didn't want them to get into all that. Some of it gets to be a lot, and you didn't want them to feel kind of the pressure of all that negativity or whatever may go on. But it has been very important to you to have your employees involved in things and to get feedback from them. How do you go about doing that intentionally, like getting that feedback from everyone. And so people's voices are heard and all of that.   Diane: We have many ways. I have a pulse team that meets quarterly. It is a representative from each of the 12 offices who is not a supervisor or a manager. And we pose, oh, usually three questions ahead of time that we want to take the pulse of the organization about. It could be about our diversity, equity and inclusion work we've been doing. It could be how's the hybrid work environment going? It could be about professional growth and development. So we posed three questions. And they literally poll their offices on those three questions. And they get responses anonymous responses. And we come together and there's no it's myself and our quality assurance manager. And we have a half day of hearing from each of the offices about the questions we posed, and then really encourage them to bring anything they want us to know about, good, bad or indifferent. That has been, I think, maybe more valuable to me than them.  I'm not always sure, but I've heard things I would never otherwise hear and have been able to intervene and act on those things. So that's really been wonderful. We also have an implementation team, which is again a cross representative group of different staff categories and different offices, and we generally use that group as a sounding board so that if we're going to try something, you know, like we moved to paid work experiences where we compensate customers for work experiences at minimum wage. And so we lay that out to the I-Team and we said, tell us how you think that's going to go, what are going to be the challenges? What are the opportunities here, what should we watch out for or whatever? And that has been an amazing thing. And so we've gotten frontline input into things before we actually implement it and gotten thoughts and ideas from that group. So those are just two examples. But really it goes on all the time in different ways.   Carol: I'm taking notes. I love this. The pulse team. I wish I would have talked to you, Diane, like ten years ago, when I was at Minnesota Blind, you could have help me with a lot of things. I think these are great, great ideas. I know a lot of your colleagues are coming in from across the country. You know, I said we've had 134 changes in a decade. They're coming in from outside of VR. And so I know folks, for one, they're trying to learn this completely foreign language of VR with all our acronyms and our different things, and then trying to deal with political issues and the staffing issues and all of it. Do you have any advice for all these new folks coming in and how to start and how to be kind of get your same enthusiasm? I know you love this program so much. How can we help instill some of you across the country?   Diane: Oh, I don't know, Carol, I came from outside when I started as a supervisor in VR, and I went into a learning mode, and I think if I had come in from the outside as director, you want to just sort of soak it all up and learn it. And VR is not rocket science. It's really not. And being a leader is not rocket science either. But I think learning the system, listening to people, really figuring out who are your really go to leaders and staff and cultivating those people. Again, I think putting forth a values based approach to this work. Is what we need to be doing everywhere, that this is social justice work. This is about assisting people with disabilities move out of poverty. And we are transformational when we do this, right?   Carol: Oh, amen to that. Do you have some go tos, Like I know everybody has different books that they like, or authors you like to read, or things you like to look at or do to help you learn and grow yourself. Do you have any go tos that you could share?   Diane: Well, it's funny because I have a manager who loves this stuff, and so I have to say that I more depend upon him to come talk to me or talk to us about what he's been reading and what he's been learning. And he frequently will remind me about Covey's work. And being that most of us live in the whirlwind, that we could spend all our time in the whirlwind, putting out fires and dealing with the crisis of the moment, and that we cannot do that if we hope to move forward and improve and serve people more effectively, we have to look at our wigs, which are wildly important goals. And so we have to identify those wildly important goals, and we have to make time to focus on them. Because if we stay in the whirlwind, we'll always be in the whirlwind.   Carol: That is a great ending quote for sure, because VR has been a bit of a whirlwind and we have to move past staying in that. Diane, I sure appreciate you joining me today. I really love what you're doing in Vermont because I just think you guys are incredible. Thanks so much.   Diane: You're welcome.   {Music} Outro Voice: Conversations powered by VR, one manager at a time, one minute at a time, brought to you by the VR TAC for Quality Management. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts or wherever you listen to podcasts. Thanks for listening!

Last night was the last Boston School Committee meeting of 2023, and for the second consecutive week, the Superintendent's Report included a memo with information typically presented as a larger standalone report. This week's memo shared an annual update from the Office of Equity regarding increased incidents of student-on-student misconduct - a topic that has been highlighted in recent news coverage - and members asked that the Superintendent come back with more information in a fuller report at a future meeting. The Superintendent also revisited last week's memo about updates to the School Quality Framework, saying her team has received questions from members about the underlying data and will come back with a further analysis at the next meeting. The School Quality Framework is a key component to school choice, dictating which schools students can access based on the quality of schools in their neighborhoods. The updated scores released last week included troubling discrepancies between statewide accountability scores and BPS tier rankings, leading members to question the data's accuracy and intent, with several members noting that parents should not rely on these rankings to make school decisions (despite the fact that they are required to do so).  There were two reports last night, one on a new proposal to amend the exam school admissions policy, and the second a finance update. The finance update is a yearly presentation that precedes the annual budget process. While the key budgetary information will be presented in the coming months, this presentation did note that more than $125 million in school and Central Office positions is currently funded by federal relief money set to expire next year, and this will have consequences for school budgets. The second report was a proposal from Superintendent Skipper to amend the exam school admission policy. Superintendent Skipper announced that, after considering five potential alterations to the current policy, BPS is proposing adjusting the number of bonus points a student who attends a Title 1 school (40% or more low-income) receives based on the tier where they live. In the current policy, students who attend a Title 1 school in any tier school receive 10 bonus points, creating a scenario in which some students in higher tiers were mathematically excluded from getting into their first choice exam school. To address this issue, under this new proposal, students in Title 1 schools will receive a different number of bonus points based on their socioeconomic tier, with the point value calculated using the point differential between Title 1 and non-Title 1 schools in that tier the previous year. This means that, for next year, students in Title 1 schools in Tier 1 would receive 9 bonus points and those in Tier 2 would receive 11, while those students in Tiers 7 and 8 would receive 4 and 2 points, respectively. Member Brandon Cardet-Hernandez, who has been pushing the Committee to reopen this policy and advocating for the points to be allocated to individuals rather than whole schools, expressed his frustration with the lack of consideration of his suggestion. Members acknowledged that this is a step in the right direction and they are pleased to see the district's new willingness to address this current policy's flaws, and Chair Jeri Robinson noted that the underlying issue is the lack of strong schools across the district to prepare more Boston students for success in high school and beyond. Learn more about your ad choices. Visit podcastchoices.com/adchoices

This edWeb podcast is sponsored by Learning Without Tears.The edLeader Panel recording can be accessed here.In this edWeb podcast featuring the insights of education leaders from Los Angeles County Office of Education, you gain strategies to turn student data into swift action so plans for systematic academic growth adjust, not derail.There's no wrong time to start developing a plan of action for key insights and information about your school year. Teachers know their students and their families, and every stakeholder has assessment data. But only the smartest leaders know how to see the trends and make moves that improve literacy systemwide. From replicating the practices of highly effective teachers to pivoting professional development plans to meet the emerging needs, you leave this session knowing what to change, what to focus on, and what questions to keep asking in your quest for year-end success. You learn how to:Uncover the trends and misconceptions for ALL students to ensure equitable outcomesAlign goals, priorities, and actions that go beyond the current state and lead to sustainable successImplement strategies to build solid systemwide data discipline and data cultureThis edWeb podcast is of interest to K-5 school leaders, district leaders, and education technology leaders.Learning Without Tears Superior educational products, professional development, and materials for educators and familiesDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Learn more about viewing live edWeb presentations and on-demand recordings, earning CE certificates, and using accessibility features.

His work has been seen in Hot Rod magazine and Muscle Car Review as well as The Chicago-based Daily Herald. His career included the television show Motor Week before joining the Cars.com editorial team as a senior video producer.A 2020 recipient of SEMA's “35 Under 35” list recognizing rising young stars in the automotive industry and today he currently works for Mecum Auctions as the executive producer and host of the “On the Move” podcast. Connect with Matt here:www.themattavery.comFacebookTwitter: @theMattAveryMatt Avery (@themattavery) • Instagram photos and videos Find Matt's latest book here:Camaro Special EditionsLearn the inside story of Chevrolet's iconic pony car with high points from all six generations covered in this new and invaluable resource for any car enthusiast. ​ Camaro Special Editions book (themattavery.com)Find Matt's Best-Selling book here:COPOChevrolet's Central Office produced some of the most legendary muscle cars of the 1960s and this highly detailed book examines them all.COPO the book: The full story on Chevrolet's ultimate muscle cars! | Classic Recollections, LLC (square.site) Connect with JP Emerson:Website: www.jpemerson.com Twitter: @The_JPEmersonEmail: jp@jpemerson.com For more podcasts on cars checkout Ford Mustang The Early Years Podcast at www.TheMustangPodcast.com or atApple Podcasts or anywhere you get your podcastsFor more information aboutsponsorship or advertising on The JP Emerson Show or podcast launch servicescontact Doug Sandler at doug@turnkeypodcast.com or visit www.turnkeypodcast.com

On this week-in-review, Crystal is joined by Chair of Sierra Club Seattle, long time communications and political strategist, Robert Cruickshank! Robert fills Crystal in on dismaying news about Seattle Public Schools - how the district provoked parent fury by removing teachers and splitting classes after they screwed up enrollment projections, as well as their proposal for an austerity plan that includes school closures and anti-union financial policies. They then switch gears to discuss the conservative National Association of Realtors pouring money into the Seattle City Council races, Sara Nelson's penchant for campaign stunts rather than governing, and right-wingers using high gas prices to take aim at carbon pricing. As always, a full text transcript of the show is available below and at officialhacksandwonks.com. Find the host, Crystal Fincher, on Twitter at @finchfrii and find today's co-host, Robert Cruickshank, at @cruickshank.   Resources “ChrisTiana ObeySumner, Candidate for Seattle City Council District 5” from Hacks & Wonks   “Pete Hanning, Candidate for Seattle City Council District 6” from Hacks & Wonks   “A ‘routine' reconfiguration of Seattle schools brings tears, concerns” by Claire Bryan from The Seattle Times   “‘Please don't break our hearts,' Seattle parents, teachers protest widespread classroom shuffles” by Sami West from KUOW   “Seattle parents raise concerns over classroom size miscalculations by school district” by Denise Whitaker from KOMO   “‘The board needs to make this right'; Parents concerned over SPS restructuring” by Dave Detling from Fox 13   “Seattle Public Schools Unveil Plans for Sweeping Cuts and Lasting Austerity” by Robert Cruickshank from The Urbanist   “National realtors group drops $659k in Seattle, Spokane elections” by Josh Cohen from Crosscut   “Burien Mayor Sees No Issue With Distribution of Homeless People's Private Info, Council Member Blames Her Colleague for Fentanyl Deaths” from PubliCola   “Will high gas prices derail WA's climate policy?” by Conrad Swanson from The Seattle Times   “Don't let the oil industry gaslight us about high prices at the pump” by Leah Missik for The Seattle Times   Find stories that Crystal is reading here   Listen on your favorite podcast app to all our episodes here   Transcript [00:00:00] Crystal Fincher: Welcome to Hacks & Wonks. I'm Crystal Fincher, and I'm a political consultant and your host. On this show, we talk with policy wonks and political hacks to gather insight into local politics and policy in Washington State through the lens of those doing the work with behind-the-scenes perspectives on what's happening, why it's happening, and what you can do about it. Be sure to subscribe to the podcast to get the full versions of our Tuesday topical show and Friday week-in-review delivered to your podcast feed. If you like us, the most helpful thing you can do is leave a review wherever you listen to Hacks & Wonks. Full transcripts and resources referenced in the show are always available at officialhacksandwonks.com and in our episode notes. If you missed this week's topical shows, we continued our series of Seattle City Council candidate interviews. All 14 candidates for 7 positions were invited, and we had in-depth conversations with many of them. This week, we presented District 5 candidate, ChrisTiana ObeySumner, and District 6 candidate, Pete Hanning. We did not talk with their opponents - Cathy Moore in D5 cancelled and Dan Strauss in D6 declined. Have a listen and stay tuned over the coming weeks - we hope these interviews will help you better understand who these candidates are and inform their choices for the November 7th general election. Today, we're continuing our Friday week-in-review shows where we review the news of the week with a co-host. Welcome back to the program, friend of the show, and today's co-host: Chair of Sierra Club Seattle, longtime communications and political strategist, Robert Cruickshank. [00:01:46] Robert Cruickshank: Hey - thanks for having me back again, Crystal. [00:01:48] Crystal Fincher: Hey, absolutely - thanks for being back. Well, there's a lot of news this week - a lot about everything. We're going to start off by talking about Seattle Public Schools and them really provoking parent fury, once again, by removing teachers and splitting up classes after the district screwed up enrollment projections. What's going on here? [00:02:11] Robert Cruickshank: Yeah, there was a board meeting last night that was packed with parents from across Seattle, and huge media turnout - all four TV stations were there, The Seattle Times was there, KUOW was there - covering this. And what happened is - over the summer, the school district administrators told principals at schools different ratios and rules and projections for enrollments they had to use in determining how many teachers they would have and how many students they could have to a teacher. And there are rules coming from the state about needing to have small class sizes at elementary schools - it's a good thing, we want that. And so the principals went forth with what the district told them, made the assignments, school began in early September - everything's going great. Then all of a sudden, at the beginning of October, just a week ago, the district realized - oops, they screwed up the calculation. And that if they don't fix it, they could lose a $3.6 million grant from the state. Now the state Office of the Superintendent of Public Instruction has said that Seattle's actually fine - we don't see an issue yet - but the district claims that they needed to take proactive steps. And so the district did - rather than say, Okay, here's some money to bring on additional teachers so we don't have to remove teachers from schools, so we don't have to take kids away from their classroom a month into the year - the district instead said, No, we're not gonna spend any extra money, we're just gonna move everyone around at 40 different schools, remove some teachers from the classroom entirely, create a bunch of split classes where a bunch of third graders now are gonna go into a room with a bunch of second graders, for example. And parents are furious, and they should be. I can give you a personal story. I have a fourth grader at Adams Elementary in Ballard, and he was in kindergarten when the pandemic hit and schools closed. So he lost half of kindergarten, and then first grade was mostly online. By the time he and his classmates get to second grade, they had any number of problems in the classroom for the full year. Second grade was a disaster for my kid, who had a ton of behavioral issues, and a lot of other kids in the class. Get to third grade, and his teacher at Adams Elementary, Ms. Windus, is excellent and she puts in a ton of work with these kids to get them back on track - helping them get back not just academically, but socially, emotionally. Third grade was great - not just for my kid, but for all the others in the class. Fourth grade's been going great so far. Well, because of these district-mandated cuts, the school has to get rid of Ms. Windus who's like this excellent teacher. And last night at the board meeting, we heard similar stories from across the city, including some really gut-wrenching stories from Southeast Seattle - Orca K-8 and Dunlap Elementaries - teachers of color, parents of color coming up and saying, Look, for the first time in years, I feel like there are teachers who get my kid and you're gonna remove them? One teacher got up and said, Tell me which student I should kick out of my class - the one who is homeless, the one who doesn't get enough to eat, the one who has behavioral issues that I've been able to help correct, the one who didn't think they could learn how to read but now they can? People were furious and rightly so, because what is happening here is the district is trying to make kids pay the price for an adult screw-up, rather than the district figuring out how to make this right without disrupting classrooms in the middle of the year. They've just said - Eh, you all can deal with it, kids can suffer the consequences. And a lot of the kids are ones - like I said earlier, not just like mine - who suffered through the pandemic and all that disruption - but necessary disruption, to be honest - because of the public health needs. But now you wanna make sure that you've got stability for these kids, that once they're bonded to a teacher in a good classroom they stay there - that's the thing they need - is stability. And this district just doesn't care. There are deeper issues, which we should talk about in a moment, but what you saw last night was an outpouring of anger and frustration at a district administration that didn't care, and a school board that just kind of sat there and didn't really make any promises to fix it. [00:06:20] Crystal Fincher: Well, and this seems to be a continuing problem, particularly with that feedback of not feeling like the district is as invested in the success of kids as a primary objective, and not really being responsive to the feedback that parents have. Does this feel like this is a continuation of this issue? [00:06:41] Robert Cruickshank: It's exactly it. The district has made it very clear that they don't care about public feedback - they don't believe that they should be answerable to the public. They don't think that the needs of students is a priority - you see in the media coverage and in the superintendent's words last night - that financial responsibility is their top priority. Well, that sounds pretty neoliberal. This is - let's put money first ahead of the needs of kids. There were a number of teachers who were there last night - and parents said similar things - who were like, We're in the richest city in the richest country in the history of the world with some of the wealthiest billionaires here, some of the largest companies here. Surely we can figure out how to solve this by working with the Legislature to tax the rich rather than making kids pay the price. The point I made last night at the board meeting is - Even if we can't get legislative money right now because they're not in session, why don't we take money from something else, like Central Office? We should be taking money away from administrator salaries - and they can do with less - rather than decide the first way to take money is to take out of the classroom. [00:07:51] Crystal Fincher: Well, and I guess that's a question that I have, that I've heard asked - what are the actual remedies here? Is this a situation where there are no good options or are there, is there a way to move forward without creating this type of disruption? [00:08:05] Robert Cruickshank: So Seattle's kids are stuck between two bad actors. On the one hand, the school district, which is deeply mismanaged. And a number of candidates for the board, like Debbie Carlsen, and a number of parents last night have been calling for an independent forensic audit of the school - of the district - and its spending. I've heard similar things from legislators who say - Hey, we're giving the district money, we don't know where it goes. So an independent audit and management reforms are necessary. On the other hand, our kids are also being hurt by the State Legislature and a Democratic majority that has not made it a priority to fund our public schools. So what do you do in the meantime? Like I said, I think the answer has to be for the district to figure out - where can they pull money from right now? If you need to lay off administrators, highly-paid assistant superintendents or something in the middle of the year, do it. These folks make a fair amount of money - you save teachers here and there. Parents have also raised questions about the new calculations that are being used to determine which schools lose teachers. In fact, a number of schools - including the one my kid attends - have seen enrollment go up. So this isn't a case of declining enrollment causing problems. At some of these schools, they've been adding kids back, which is great - you want to see that - and now they're getting punished for it. So you've got to take a look at - do we need to make mid-year cuts in the Central Office to free up money? Do we need to have some independent auditors come in and figure out what's going wrong? District administrators and most board members don't seem to want to do any of that, even though kids are paying the price. [00:09:34] Crystal Fincher: And I guess that leads me into a question about the long-term finances and outlook of the district, which is troubling. They're looking at deficits, as are many districts in the state, and we've talked about that before. Seattle Public Schools is proposing an austerity plan. What does that mean, and what kind of impact will that have? [00:09:57] Robert Cruickshank: Yeah, so to be clear, districts across the state are facing financial problems because of the Legislature. In fact, there are at least three districts north of Everett that are under financial monitoring by the Office of the Superintendent of Public Instruction. So the question is - how do you respond to this? What Seattle Public Schools is proposing, and this came up last night after parents had vented their anger - the board went on to talk about a new financial policy that they're proposing, which is essentially permanent austerity. It would involve locking the district in at a budget level that is $200 million below where it was at last spring. They would have multi-year budget planning - an idea that was initially introduced to the State Legislature by Republicans - which would mean that you have a low baseline and you have very strict rules about how you can add money back. So if we succeed in getting the Legislature to pass a wealth tax, for example, and more money comes to the public schools, this financial policy would make it very hard for the district to go back and add because they could say - Oh, well, this isn't in our four-year fiscal plan, we don't know where we can put this money. There are also some interesting parts of the policy - and this came up for heated debate last night among board members - that are pretty obviously anti-union. I had an article at the Urbanist yesterday about this - and there are provisions that are clearly trying to undo the Seattle Education Association's gains in the contract last year during the strike. And in fact, one board member, Chandra Hampson - very neoliberal board member - openly said, Well, maybe we should look at reopening the collective bargaining agreement. - which a lot of people's eyes went wide, and jaws dropped, and made it clear we can't really do that. Teachers were there last night also to protest against this. There are other provisions in there which seem designed to hold down teacher salaries - it's all pretty neoliberal austerity-type stuff. And what's interesting to me is the contrast to what's going on at City Hall. I think a lot of our listeners probably saw an op-ed in The Seattle Times from about two weeks ago, by Rachel Smith of the Chamber of Commerce and Jon Scholes of the Downtown Seattle Association, saying that City Hall shouldn't raise taxes on corporations and the rich. Instead, you need to cut your spending and just focus on outcomes. And now you're seeing some of the conservative candidates, like Maritza Rivera and others, saying that same thing on the campaign trail now. Well, Seattle Public Schools is about to adopt that exact strategy - of slashing spending, saying - Oh, we're focusing on outcomes, even though the effects on kids are clearly devastating. What this is leading up to - and this is starting to get discussed among parents last night at the board meeting - the district has said for months now they want to close a bunch of schools in the district next year. And if you think moving a couple of kids around and teachers around in the middle of October is disruptive, wait until you close an entire school. The effect of school closures is devastating on kids. People may remember 10 years ago in Chicago when Rahm Emanuel closed 50 schools there - it was devastating for the community. Research made it extremely clear that kids whose schools were closed did more poorly academically than kids whose schools remained open. I mentioned that to the board and the superintendent last night - we'll see if they paid any attention to it. But it's clear that the school district is on a trajectory where they are embracing huge cuts - they want to spend less on our kids, regardless of the consequences. And it's gonna take parents rising up against that here in the district, and also us going to Olympia and making sure the Democratic majority there finally takes its paramount duty responsibility under the Constitution seriously and fully funds our schools. [00:13:38] Crystal Fincher: If the Legislature doesn't, is the district gonna have much of a choice but to close these schools? [00:13:45] Robert Cruickshank: They do. I think what is happening is the district initially said earlier this year that they needed to close schools to save money. But in articles that have come out since, district leaders have been saying - Well, actually, it's not really about money. There is a article in The Seattle Times in late August where they quoted the superintendent, Brent Jones, who said - We're not gonna see any savings from closing schools next year when there's a $100 million budget deficit, we might see savings two to five years out. The district closed schools in the late 2000s, only to learn a few years later that they had completely missed their enrollment projections - and by the early 2010s, they had to spend $50 to $60 million to reopen schools they had just closed a few years earlier. So it's not clear that closing schools is gonna help them. Finally, there's the issue of - if you've been moving kids around and making clear that their needs aren't as important as meeting a couple of financial projections in the middle of school year and then you close their schools, parents aren't gonna sit for that. A lot of them are just gonna walk away - they might move to a suburban district, they may put their kids in some private school. So closing schools sets in motion potentially a spiral of declining enrollment, which means less money coming to the school district. [00:15:05] Crystal Fincher: Now, it seems like that's a problem that they're destined to run into again, with as volatile as enrollment can be - but it does seem to be cyclical. There are lots of times - oh, enrollment is just down. Well, it doesn't ever seem to just stay down. It doesn't ever seem to just stay up. So it seems like the decision of opening and closing schools - and the tremendous expense that comes with opening and closing schools, in addition to the disruption that comes from it - is an extreme response to something that we know is likely to be, has always been a temporary condition. Has this been discussed at all from the board level? Have they responded to that? [00:15:50] Robert Cruickshank: Not really. And I think what you saw last night and with this current issue of the class sizes and allocations in the elementary schools, it's not clear that the district really has a handle on an ability to project enrollment at all. Ultimately, there's no need for the school district to do anything just yet. The legislative session begins in January. Typically, a school district does not approve its budget until late in the spring or even early in the summer. The Legislature was very close to passing a wealth tax last year - there were 43 out of 58 Democrats in the House who co-sponsored the wealth tax bill, certainly more would have voted for it. 20 of 29 state senators voted for the wealth tax. And significantly, there's been major change in the state Senate Democratic caucus - the previous chair of the Senate Ways and Means Committee, Christine Rolfes, a Democrat from Bainbridge Island, did not give the wealth tax a vote. She begrudgingly held a hearing on it in the 2023 session, but wouldn't bring it up for a vote - has blocked efforts to add more funding for our schools. Well, she left the Legislature over the summer to become a Kitsap County Commissioner. Her replacement as chair of the Ways and Means Committee, which handles all the budget bills for the Senate, is June Robinson from Everett - much more progressive. She was a leader in getting the capital gains tax done. The new vice-chair of the Senate Ways and Means Committee is Seattle's own Joe Nguyen from West Seattle, who is a champion of various wealth taxes - and has said he wants to fight to fund our schools. So I think there are real opportunities for our schools and for families in Olympia in January - we need to fight for those. We also need to make sure that the district doesn't prematurely embrace an austerity plan that will hurt our kids even further. [00:17:34] Crystal Fincher: Absolutely. We'll definitely keep an eye on this. And thank you for being so steadfast and following this - and advocating for not only your kid, but all of the kids in the district. I wanna talk about investment in Seattle City Council races - these campaigns are running hot and heavy right now, less than a month until Election Day, ballots are going to be mailed next week. So we have a lot that's happening and a lot of outside spending is beginning to show itself, including a very large investment from the National Association of Realtors. What are they doing? [00:18:13] Robert Cruickshank: So the National Association of Realtors has dumped about a quarter of a million dollars into campaigns to try to elect Tanya Woo in District 2, Joy Hollingsworth in District 3, Maritza Rivera in District 4, Bob Kettle in District 7. And there's been some good discussion online about this - well, why would the National Association of Realtors support candidates who are less friendly to building new housing in Seattle? And some speculation is that - oh, they wanna have less supply of housing so the price of housing stays high. That might be part of it. But if folks have been paying attention to either the National Association of Realtors or their Washington state arm, the nut of this is they're a right-wing conservative organization. They hate taxes. The fight for the capital gains tax in State Legislature involved strong, determined, long-term opposition from the realtors - they were some of the biggest opponents of a capital gains tax to fund our schools. The National Association of Realtors is in fact mired in scandal right now. Redfin, Seattle-based Redfin, recently left the National Association of Realtors because there are a series of sexual harassment allegations, antitrust lawsuits against the National Association of Realtors. Similar spending has come in in some of these races in Seattle City Council as well, for the same candidates, from the Master Builders. And so again, people wondering why - people like Ron Davis or Alex Hudson are really strong supporters of building more housing. So is Andrew Lewis. But again, this is just conservative politics - they don't want higher taxes. These people who run these organizations are Sara Nelson types - law and order, crackdown on crime, darn the consequences, and by the way, don't raise taxes. That's what this is really about. In fact, they're willing to undermine their stated goals of building more housing, selling more homes in order to achieve their real objective, which is right-wing ideologies. [00:20:18] Crystal Fincher: Yeah, this is a troubling trend, unfortunately. We have seen realtors engage in elections in Washington across the state in several previous cycles - and some very controversially. And to your point, usually they have been seen in these candidate races recently, engaging in ways that are very inflammatory, that are targeting candidates that are not conservative - usually running against conservatives - where issues such as taxes are on the ballot, but then being willing to use a number of social wedge issues to intervene here. So this is quite a significant investment in these races that they're making - not only Seattle City Council races, there is also a Spokane race - they have engaged in Spokane in this similar way before in prior cycles. In fact, I'm recalling one from 2021 right now - I think with Councilmember Zack Zappone out there. So it is not shocking to see them engage in this way, but once again, we're seeing the influence of big money in these elections. And this is something that Seattle has had a very negative reaction to before in these races. And so do you think this is gonna see the kind of reaction that we saw like in 2017 - when Amazon was so influential in spending money in those races? [00:21:44] Robert Cruickshank: I don't know. I would like to think so, but I'm not sure. Amazon is the colossus of big corporations, especially here in Seattle. And everyone knows throughout the 2010s that Amazon grew dramatically, the city filled up with people working at Amazon - most of them are good progressive people who don't share the company's politics. But there's a sense that Amazon was distorting the way Seattle was growing and that Amazon was a bad corporate actor - in fact, the Biden administration just sued them over antitrust allegations a few weeks back. So everyone knows Amazon. Everyone knows Amazon is a villain - at least the corporate leadership. The National Association of Realtors and Master Builders are not nearly as well-known. They are right-wing interests, but the narrative isn't the same. It's interesting to me that Amazon is not playing overtly and publicly in these elections - I think they learned their lesson from 2019 when it blew up in their face. They're probably happy to see that burden, especially the financial burden, taken up by the Realtors and the Master Builders. But I think ultimately people are gonna wonder why all this money is coming in. Seattle is a city that supports clean elections - it's a city that pioneered the Democracy Voucher. It's a city that if we could, if the US Supreme Court would allow it, we'd probably ban all of these super PACs and corporate contributions - we can't because of federal rulings at the Supreme Court level. So I think while the Realtors and the Builders have a lower profile than Amazon, I think there is a chance the public will see this massive spending and think - Eh, I don't know if I like that. Seattle voters, especially those in the middle - that 20% of the electorate in the middle that can swing back and forth between a more conservative and a more progressive candidate - they don't like powerful, wealthy, private and corporate business interests telling them how to vote. [00:23:40] Crystal Fincher: Yeah, it'll be interesting - in my opinion - to see how this shakes out because this is not a situation like Amazon or where the Chamber essentially overplayed their hand and saying, Well, we're just gonna buy these elections. And you're right - Seattle typically doesn't have a - doesn't respond well to that. So I think in this situation, to your point, it is different in that we don't see the concentration of that spending coming from one source, but I think we are seeing it kind of trickling in from these different sources. And it'll be interesting to see at the end of the day what that amount of spending winds up being and how influential that is. Money is influential in politics, unfortunately. And Seattle has taken steps to try and equalize the playing field, allow more access to people running to be credible candidates - especially with the Democracy Voucher program - but there still is not a cap on spending in any kind of way when it comes to independent expenditures. And these big corporate-focused organizations who are spending in these races - know and understand that and aren't afraid to use it. And are feeling the heat right now because they're seeing popular sentiment - we keep seeing these polls of people in Seattle that they keep trying to explain away, but this is where the people are at. So this is really their recourse and they're fighting against the majority of people being in support of things like a wealth tax, like a capital gains tax, like an income tax, really. And so they're freaking out behind the scenes, realistically, and this is the manifestation of that. This is how they feel they can fight back - in these independent expenditures from corporate entities in these elections. So it's a dynamic that they used to feel much more comfortable, I think, in knowing that - hey, especially citywide elections, these elections, we're gonna be able to get our person in. We know that we can spend enough to get them into the general and we can control the narrative. We know that a lot of times, the Times editorial board has a similar narrative to their interests - that that will carry the day. But between elections being districted now in Seattle, which that's a relatively recent development, and some more candidates having access to get on the ballot now, and that just the demographics and the impacts of income inequality and everything that we see flow from that being so present in our communities today - people are looking at that differently than they did, say, 10 years ago. So this is gonna be really interesting to see how this shakes out. [00:26:32] Robert Cruickshank: I think that's right. And I think that the big spending matters - it helps drive a narrative and a conversation, but it has to resonate with people. And as you're explaining this, my mind immediately went back to Green Jacket Lady. If you remember from a couple of weeks ago, Fox News came to Seattle and tried to show that - oh, people are really worried about public safety - and they got a totally different response, including a woman in a green jacket who said, What are you talking about? Like, I don't feel unsafe in the city at all. You saw somebody using drugs from the safety of your car and you're scared? And that's a real response from real Seattleite voters. All this fear-mongering that The Seattle Times, and these corporate interests, and Sara Nelson and her crew are trying to stoke doesn't resonate. And if you look at the election outcomes from the primary, a lot of those candidates who were trying to run on those fears - they were trailing their more progressive opponents. We'll see what happens - ballots are in the mail next week - I don't wanna take anything for granted. At the same time, there's a substantial number of voters in Seattle who do not buy that narrative at all. They want smart solutions - doesn't mean they are totally happy with open public drug use, they're not concerned about break-ins - they are. But they also want smart solutions to those and they're not gonna be fear-mongered into actually not doing anything - they're not gonna be fear-mongered into supporting right-wing candidates as a result. [00:28:02] Crystal Fincher: Yeah, and I think you're absolutely right about that. I think there's a misconception - it's just like, Well, some people just aren't concerned - but the majority of people are concerned. I think almost everybody is very concerned and unhappy with what they see out there - unhappy with what I see out there. Do I want people sleeping on the streets? Do I want people battling addiction and behavioral health issues that there's no one there to address? Absolutely not. But I think the misread is that - therefore we need to continue doing the same things that we've been talking about, for a decade really, and seeing things get worse while we do that. I think people have grown impatient with doing the same thing and getting the same failed result. And wanting meaningful investment in behavioral health treatment and addiction treatment, in housing, right - and really meaningfully solving these problems. And it seems like the issue here is that we have a number of candidates - candidates on one side - who seem like they want to continue largely with the status quo. And that status quo has been kind of a carceral focus - well, we can jail people, we can sweep them - but not doing the things that we know have been successful to really solve these problems in the longterm and not just move people from one area to another, have people go just in this revolving door in and out of jail - because jail can't address the problems that they're ultimately dealing with. I think people right now are saying - I'm fed up with this, but I actually want someone who will do something different that has a chance to fix this. [00:29:41] Robert Cruickshank: That's exactly right. Polls continue to show several things consistently - Yes, the public is concerned about homelessness. Yes, the public is concerned about public safety. That doesn't mean they're concerned about it in the ways the right-wingers are, as you just explained. Those polls also show the public wants an alternative to armed policing - that is extremely popular across polls since 2020 - and they also want to tax the rich to fund it. That is incredibly strong, and that shows up in all the polls as well. And so these candidates who oppose those things are trying to stoke the fears and concerns, and the progressive candidates have to be smart about this - you don't dismiss public concerns, you explain why your answer is better. And that does resonate - that is resonating across the campaign trail, you see it at town halls, you see it when candidates are at the doors - their message gets a good response. [00:30:32] Crystal Fincher: Absolutely, and this reminds me of an ad that I saw this morning that is really - for Seattle - a really inflammatory ad. And it was an ad from Bob Kettle, who is the candidate running against Andrew Lewis in Seattle's District 7, which covers the downtown area. And it's Bob Kettle and one of his big supporters, Sara Nelson - the most conservative member on the city council, I think most would say. And in this ad, Bob basically says - Hey, I'm running because of crime, and because this problem has gotten bad, and we need to crack down, basically. And Sara Nelson explicitly saying - Hey, Andrew Lewis didn't vote for my drug bill, and he is responsible for the deaths of people from fentanyl overdose, which is a wild accusation - for a couple of reasons. One, Andrew actually ultimately ended up voting for that bill. Two, just to say that not cracking down on a carceral solution is responsible for people's deaths - flies in the face of data, flies in the face of all available evidence that we know and that we have here, especially since incarceration has proven to be extremely ineffective. And risk after incarceration of overdose is the highest there - because people haven't been using for a while, their tolerance has gone down, but they're going back into the same environment they were with no additional tools of support - and are most likely to overdose in that situation. What do you think of an accusation like this? [00:32:12] Robert Cruickshank: I think it's absurd. And it shows the lengths to which - not just Bob Kettle, but Sara Nelson in particular, will go to try to defeat progressives. 'Cause that's what Sara Nelson's really about - you watch her on the council - she's not a data-driven elected official at all. Her positions are often inconsistent and certainly inconsistent with data. But what she really wants to do is defeat progressives - defeat progressive candidates and progressive ideas. And it's kind of shocking - you and I both worked in the McGinn administration 10 years ago, and Sara Nelson was a lead staffer for then-Council President Richard Conlin. And at the time, my interactions with Sara Nelson were great. She seemed - I don't know about progressive necessarily, but certainly left of center - really forward thinking, interested in sustainability, really smart, knowledgeable, thoughtful staffer. Somewhere in the 10 years since, she made a hard right turn. Now, a lot of people have done that, especially in the late 2010s in reaction to movements for Black lives and efforts to reform police. And as the city becomes more progressive, there's a certain type of Seattleite react really negatively to that. A small business owner like Sara Nelson, who owns Fremont Brewing, certainly seems to be one of those. And the City Councilmember Sara Nelson - a totally different animal from the Council staffer Sara Nelson we saw 10 years ago - is primarily driven by a desire to beat progressives. And here she sees an opportunity not to solve the problem of fentanyl addiction, not to solve a problem of public safety, but to beat an enemy. And in order to do that, she's willing to go to just absurd lengths. To accuse Andrew Lewis of being personally responsible for the death of drug addicts is a really awful thing to say about one of your own colleagues. But Sara Nelson thinks she can get away with it because again, she's clearly uninterested in having good relations with someone who's highly likely to get reelected. If Andrew Lewis wins, she's gonna have to work with him. She doesn't seem to care about any of that - she's not interested in building a strong relationship with a colleague. She's willing to just, you know, scorch the earth to try to get him defeated. Now there is a type of voter in Seattle who will respond to that, but it's not a majority of the electorate by any means - certainly in District 7, it's not the majority. [00:34:27] Crystal Fincher: Yeah, it definitely doesn't appear to be the majority there. And this is not the first time that we have seen this come from Sara Nelson, or candidates that Sara Nelson supports. We saw a media stunt earlier in the cycle - it was about a month ago - where she was with the District 2 candidate there and in a really cynical response and really tried to turn it into a photo-op, talking about crime or public safety, something like that, saying - Where is Tammy Morales? Well, Tammy Morales was literally doing her job that the taxpayers pay her for - she was at a meeting of the city council where they were discussing the Transportation Plan - a meeting that Sara Nelson wasn't at, that she used as a stunt to call out her colleague actually doing the work that they're paid to do, that Sara Nelson wasn't doing. So it's just like - it seems like Sara Nelson is uninterested in the governing part of the job, which is the job, but very interested in these stunts and this inflammatory rhetoric and running against councilmembers, really regardless of ideology, but that disagree with her, right? Because I don't think many people are - you know, would say Tammy Morales and Andrew Lewis are the same on every issue. I think it's fair to say most people consider Tammy Morales to be more progressive than Andrew Lewis, not that Andrew Lewis is not progressive. But it's - in that situation, it's just like - what are you even talking about? And are you working with these colleagues? Are you engaging with data? Are you working towards a solution? Are you just trying to inflame people with rhetoric, and these stunts, and going on conservative talk radio and doing this? And now we see this really inflammatory ad land. It just seems like Sara Nelson is really uninterested in governing. [00:36:17] Robert Cruickshank: That's exactly right. And, you know, again, I think of Green Jacket Lady and Fox News because those are stunts that the national Republicans are really good at. You see it in Congress, right - the fight over the speakership - it's all about stunts to win the news cycle and defeat their opponents. Sara Nelson is engaging in the exact same stuff. She doesn't govern, she's not interested in data, very lightly interested in policy - it's all about stunts. That's all she knows how to do, that's all she really cares about because that's how she thinks she wins her actual objective, which is to defeat anyone she thinks as being progressive. We'll see what happens - like I said, there is a group of voters in Seattle that responds well to that. I don't think it's a majority of voters, even in District 7, but a lot of this comes down to turnout. We have elections here in Seattle in odd years - a lot of cities across the country have been moving their local elections to even-numbered years to make sure that more voters are participating in the process of choosing who represents them in City Hall. Seattle hasn't gone down that path yet - I think we should. We all know that there is much higher turnout in even-year elections in Seattle than odd-year elections. So this is not going to be so much a question of - can Sara Nelson convince more progressive Seattleites to turn on Andrew Lewis, and are more progressive Seattleites gonna show up and vote? [00:37:38] Crystal Fincher: Yeah, and it's challenging. The one thing that the people who love stunts - traditionally conservatives, Republicans - have done well for years is really, for their audience, connecting every single policy to a politician, to an issue at the ballot box. And really over the year, over the years in between these elections, really saying - This is the fault of this person. It was Kshama Sawant for a while while she was on the council, now they're trying to find a new person that they can blame this on. But that seems to be the MO there - it's the fault of this person - and they're constantly hearing that in their media ecosystems. It's not the same on the left - we don't talk about issues to that degree. Now there's more facts involved in a lot of these discussions than those - kind of in those right echo chambers - but still the connection isn't constantly being made. So when it comes time for people to turn out in these elections, you have a group that - based on, again, a lot of data that does not turn out to be true - that is missing tons of context, but they're eager to get voting. Which is why we see kind of in - because we do voting by mail - we can see those really eager voters, those getting their ballots in immediately, skew more conservative - they're ready to vote. Where people on the more progressive side need more information to vote - the communication does make a difference, which is part of the reason why you see spending on communication and them throwing so much money in there because they know that is influential and impactful in today's political world. So the job is really for progressives to communicate about the stakes of this election, to communicate and share with your friends and family. There's a lot of people online - I am a chronically online person also - but it's like, I've seen people over the years kind of focus on advocacy online and skip their friends, their cousins, their family, all the people that they're surrounded with in their lives, people you talk to at work. Those are the people who most need to hear from you - Hey, you voting? You voting for this person? 'Cause like these policies that we've talked about, this issue that I know makes you upset, that I know you're frustrated about is really at stake in this election, especially in local elections that don't get the kind of national attention that our federal elections do. So I am just impressing upon everybody listening to make sure you talk about how important these local city council races are to people in your lives - and whether it's school board, city council - all of these positions are critically important. And it takes you getting engaged with people in your life to get the kind of turnout to win these elections. [00:40:34] Robert Cruickshank: That's exactly right. I remember in 2019 - during that city council election that Amazon was trying to buy - being on the bus going downtown from my home in Greenwood, and just getting my phone out and going through my list of contacts - in text, Facebook Messenger, whatever it was - whatever the last communication I had with them, I went to that medium and sent them a message saying, Hey, have you voted yet? You got your ballot in? Here's a deadline, here's the nearest dropbox. And I was actually surprised the number of people who hadn't yet voted and were thankful for the reminder - and these are often people who are politically aware and engaged. So it makes a huge difference to talk to your networks, your friends, your family, your neighbors. Those are some of the people you can be the most influential with, and it is worth taking the time to do that when ballots arrive next week. [00:41:25] Crystal Fincher: Absolutely. I wanna talk about something incredibly important that is happening right now that seems to consistently fly under the radar, but is tremendously impactful for all of our lives. And this situation taking shape - in that right-wingers really are trying to use gas prices to take aim at carbon pricing, especially here in our state. What's happening with this? [00:41:51] Robert Cruickshank: Yeah, so over the course of 2023, as gas prices rise - and they're rising across the country for many reasons, which we'll talk about in a moment - there's been a clear effort here in Washington State to blame that on the Climate Commitment Act, which the Legislature adopted in 2021, which creates a carbon pricing system. And has been raising more than a billion dollars a year to fund important projects to reduce carbon emissions. Their arguments are - and you see this in The Seattle Times all the time - that, Oh my gosh, gas prices in Washington are some of the nation's highest because we passed the Climate Commitment Act. This is not true. We all knew that going into this, passing the Climate Commitment Act could, as it did in California, add maybe five, seven cents a gallon to the price of gas - which would be dwarfed and has been by global trends. Gas prices are sky high right now in part because of demand for driving, in part because of oil company shenanigans with how they manage refineries to try to keep the price high. And in particular, the number one reason why gas prices are high is because of OPEC, geopolitics, and the Saudi government deliberately cutting production to try to squeeze Joe Biden to get what they want out of him or to help elect Trump. This has all been reported in the news, this is no secret. And yet these right-wingers - backed by the Western States Petroleum Association, the oil company lobbying arm - continue to try to put out a media narrative, and you saw it again in The Seattle Times over the weekend, trying to blame the Climate Commitment Act for high gas prices. This is not an idle threat. Tim Eyman has been defanged - he's gone bankrupt, he's pretty much out of the initiative business - but there are new people trying to take his place. Guy named Brian Heywood has raised a whole bunch of money to try and qualify six right-wing ballot initiatives for the state ballot in 2024 - one of which would repeal the capital gains tax, another which would repeal the Climate Commitment Act. And so that's what the backstory is here - there is a effort backed by the right-wing to try to go after Washington State's effort to tackle the climate crisis. I think voters understand if you explain to them that - No, this is not why our gas prices are high. We can get rid of the Climate Commitment Act tomorrow and you're still gonna pay $5.50 a gallon for gas. We need to do other things to address transportation costs, including spending billions of dollars a year to give people the opportunity to get around their community without having to burn fossil fuel - that's what people want - that's our goal as environmentalists is not to make people pay a lot of money. Our goal is to give people alternatives that are affordable - that's a story, a message we can win with, but we have to fight a lot of oil company money and The Seattle Times, which is not as interested in telling the story. I will say a colleague of mine at the Sierra Club, Leah Missik, who also works for Climate Solutions, had an excellent op-ed - I think we can link it in the show notes - in the Seattle Times of all places over the summer, really just debunking all these arguments against the Climate Commitment Act, pointing out that the real reasons why gas prices are high, and pointing out that the oil companies are behind all of this. [00:45:00] Crystal Fincher: Absolutely. And it's no secret - I have had my issues with the Climate Commitment Act, but one thing that is clear is that the revenue from the Climate Commitment Act is absolutely critical in addressing our infrastructure, and making the kinds of changes - and having the chance to make those changes in a just and equitable way - in order to make this transition to a clean energy future, to reduce fossil fuel emissions. And this is not an option that we have, right? We have to get this done. And the opportunity for progress, right, is here. And we're talking about the elimination of that opportunity for something that everyone but climate deniers understand is absolutely critical and necessary. And we're really seeing that element getting engaged here in this fight against the Climate Commitment Act - this is a chance for progress right here, and we need to move forward with this and several other things, right? But just blaming that for gas prices is completely disingenuous - it flies counter to facts. And it's always rich to me that people who are engaging in this conversation for gas prices, which absolutely do impact people's budgets and eat into their discretionary income if they have any, but that pales in comparison to the cost of housing, to the cost of childcare, to even the increasing cost of groceries, right? These things that we don't hear these conservative elements get engaged with in any kind of way, but something that they feel that they can use as a wedge issue here is one that we're seeing. So it's just very cynical - it is really unfortunate that they're not engaging in good faith with this. And I think we see most of the time voters reject these kinds of efforts, but it really is going to take a continued effort to explain that - No, this isn't the fault of gas prices and repealing the Climate Commitment Act isn't gonna do anything with gas prices, which by all accounts are going to get more volatile as we go on with time. So we need to stand up alternatives to just needing to purchase gas constantly all the time - whether it's through EVs, investing in transit, investing in safe, walkable, bikeable communities - we shouldn't force people to burn gas to earn a living and to build a life. [00:47:33] Robert Cruickshank: I was talking with my wife about this and remembering in the 1970s, late 1970s, when Carter was president and there was another energy crisis. And Carter was trying to invest in getting us off of oil. Reagan becomes president, says - No, no, no, no, no. We're just gonna double down on oil and fossil fuels. For the 40 years since, anytime we have an opportunity to try to get off of dependence on fossil fuels, this country finds a way to not do it. And the only outcome has been gas prices get more and more expensive and we have no alternative but to pay it. Those of us who live in Seattle have some option for not having to pay for gas to drive - you can walk, you can bike more easily, you can take transit, more and more people have electric cars but those are expensive. But if you live outside Seattle, you have virtually no ability to get around, to get to school, to get to work, to get to shopping without paying for gas. It shouldn't have to be that way, and there are groups, environmentalists, who have been trying to fix this for decades. And we keep running into the same problems - oil companies like to make money off of this, they don't care about the consequences as long as the money keeps rolling in. We finally got a Climate Commitment Act. And as you say, it's not perfect. In fact, Sierra Club was neutral on it because of concerns about where the money would go. But we also believe that that can be fixed in a legislative process and certainly wouldn't support a repeal. And so this is where we can move forward and make sure this is done correctly. Or we just quit again, as we have every time for the last 45 years, and then we'll be complaining the gas prices are at $7 a gallon, $8 a gallon. We know that that's coming if we don't act now to give people the option to stop having to buy gas, stop having to spend so much money, and keep more of that money in their pocket and get around the communities sustainably. [00:49:25] Crystal Fincher: Absolutely. And with that, we thank you for listening to Hacks & Wonks on this Friday, October 13th, 2023. The producer of Hacks & Wonks is Shannon Cheng. Our insightful co-host today was Chair of Sierra Club Seattle, longtime communications and political strategist, Robert Cruickshank. You can find Robert on Twitter @cruickshank. You can follow Hacks & Wonks on Twitter @HacksWonks. You can find me on Twitter and most other platforms - Robert also on other platforms - I'm @finchfrii with two I's at the end. You can catch Hacks & Wonks on Apple Podcasts, Spotify, wherever you get your podcasts - just type "Hacks and Wonks" into the search bar - I love using Overcast for mine. Be sure to subscribe to the podcast to get the full versions of our Friday week-in-review shows and our Tuesday topical shows delivered to your podcast feed. If you like us, leave a review wherever you listen. You can also get a full transcript of this episode and links to the resources referenced in the show at officialhacksandwonks.com and in the podcast episode notes. Thanks for tuning in - talk to you next time.

26th Sunday in Ordinary Time Last Advent we preached about the 4 Marks of a Disciple: Quick to Pray, Joyfully Sacramental, Intentional in Relationships, and Committed to Growth.  Since then, I hope that you're finding yourself on certain weeks striving to grow in one or another of those Marks as we have continued to bring them up in preaching.  This weekend we return to the first -- Quick to Pray -- and after some examples of how we as a staff here at our Central Office have been changing our habits and actions to grow in being Quick to Pray, I'd invite you to consider for yourself: How have you been more Quick to Pray in your daily life?  What are some ways you've thought of being more Quick to Pray but maybe just haven't acted on yet?  (That's likely the Holy Spirit inviting you to take the next step.)  The call in these days ahead: start challenging yourself, as we the staff are challenging ourselves, to grow in being more Quick to Pray!

Jessica Pierce, Assistant Director, Policy Staff Veterans Benefits Administration Central Office is a font of information on filing claims and also differentiating between temporary and permanent disabilities Our library of shows can be found at www.veteranscornerradio.comJoin us on Facebook at the page Veterans Corner RadioYou can contact our host William (Bill) Hodges at bill@billhodges.com

"Middle Ground with JLE L.L.C." "Where We Treat You Like Family" welcomes Central Office Administrator at Birmingham City Schools "The Principal Whisperer" Dr. Sherene Carpenter, PhD as she shares her journey to give back to her community and and reach her goal to become a Superintendent.

Yourself and Your House Wonderful by H A Guerber - Chapter 11, Your Central Office and its Stores ★ Support this podcast on Patreon ★

As a central office staff member, I have seen firsthand the challenges they face. These challenges can vary depending on the specific role and responsibilities of the staff member, but there are some common challenges and frustrations that many central office staff members face.  During this moment, we'll discuss the hidden struggles of school district Central Office Staff members as they work to provide quality education to students. #EducationalLeadershipGuide,Kim"Drop me a text now—I'd love to hear from you!" “When students are led well, they learn well.”Website: http://www.kimdmoore.comLinkedIn: https://www.linkedin.com/in/kimdmooreYouTube: https://www.youtube.com/@EducationalLeaderThe views shared in the Educational Leadership Moment are solely mine and do not reflect the positions of my employer or any entity within the local, state, or federal government sectors.

Juan Pedro Martinez was 10 years old when he hopped in the truck for a road trip with his parents. When the truck crashed, he was nowhere to be found. What happened to him? If you have information about the fate of Juan Pedro Martinez, reach out to the Central Office of Interpol Spain at 91 582 29 66 or 91 582 29 64, or contact them via email at ocninterpol@dgp.mir.es. Hunt A Killer Discount Codes! Go to huntakiller.com to place your order, and use these codes to save a little money: HUNTGA1010 - $10 off any item  HUNTGA10 - 10% off order HUNTGA20 -  20% off 6-month or 12-month subscription  There's bonus content, ad-free episodes, and other perks on our Patreon! https://www.patreon.com/witchesmagicmurdermystery   SPOTIFY USERS: Subscribe for ad-free episodes and monthly bonus episodes! https://anchor.fm/witchesmagicmurder/subscribe Podcast Store: https://witches-magic-murder-mystery-podcast-store.myshopify.com   Youtube Channel: https://www.youtube.com/c/WitchesMagicMurderMysteryPodcast   Support our sponsors!  Spotify for Podcasters: Thinking about starting your own podcast? Download the Spotify for Podcasters app or go to www.spotify.com/podcasters to find everything you need, for free, all in one place. Sources:   https://www.vizaca.com/missing-boy-of-somosierra-disappeared-kidnapped-or-killed/ https://lostnfoundblogs.com/f/acid-trips https://www.reddit.com/r/UnresolvedMysteries/comments/er6cti/the_disappearance_of_juan_pedro_martinez_a_ten/ https://www.tumblr.com/sp-truecrime/187735795714/missing-juan-pedro-mart%C3%ADnez https://prezi.com/mfeqagl3-yee/the-unsolved-disappearance-of-juan-pedro-martinez-gomez/ https://www.wattpad.com/644169028-missing-kids-juan-pedro-martinez-gomez https://coldcaseexplorations.com/international-cold-or-unsolved-cases/what-happened-to-juan-pedro-martinez/ All Witches, Magic, Murder, & Mystery episodes are a mix of Kara and Megan's personal thoughts and opinions in response to the information that is publicly available at the time of recording, as well as, in some cases, personal accounts provided by listeners. In regard to these self-reported personal accounts, there can be no assurance that the information provided is 100% accurate.  If you love the Trash Witch art (see our Patreon or the Podcast store), Tiffini Scherbing of Scherbing Arts created her. Like her Scherbing Arts page on Facebook, or follow her on instagram at @scherbingarts76! She can create anything you need.  TikTok: @wmmmpodcast Instagram: @witchesmagicmurdermystery Facebook Group: https://www.facebook.com/groups/465405701297488/ Email all your weird stories: witchesmagicmurdermystery@gmail.com Get to know us better:                  Kara: @many_adventures_of_kara on Instagram              Megan: @meganmakesjokes on TikTok, @megan_whitmer on Instagram  WMMM Podcast P.O. Box 910674 Lexington, KY 40591 Music credit: Chloe's Lullaby (podcast theme) by Robert Austin. Available on Spotify, Google Play, YouTube, Bandcamp, and Patreon! --- Send in a voice message: https://podcasters.spotify.com/pod/show/witchesmagicmurdermystery/message

Jack Arend joined the AWSP team in July 2019. He has served in education since 1989 as an elementary, middle and high school music teacher. He began his building leadership career in the fall of 2006 as the principal of Peter G. Schmidt Elementary in the Tumwater School District. After eleven years in the principalship, he served two years at the Central Office level overseeing multiple content areas and mentoring first year teachers. Jack and his wife are both graduates of Washington State University. Jack received his Masters Degree from Western Washington University and his Administrative credentials from Seattle Pacific University. Jack and his wife Brenda enjoy living in the Olympia area and love spending time with their three children, Amanda, Emily, and Thomas. The Move Up Workshop online version is now closed, but if you are interested, you can join the waitlist at my web site Move Up workshop Do you see your school vision in your classroom observations Professional Learning is self-care for the school leader. Self-care is how you get your power back. From aspiring to retiring School Leadership matters Are there systems set up that allow you to leave? Can you schedule an in-person event and not feel guilty. Distributive leadership Saddened when people can't go There's no “coverage for my building” so I can't go. Learning is a part of our job. Schools are big machines to keep running. It's no small job that schools run efficiently every day. Every moving part is not contingent on moving the wheel. It doesn't always have to be the school leader. I thought I was there to take things off their plates. Delegation Giving people opportunities for others enables me to do other things Trust can take so long to develop and take split second to break Trust is like walking on a glass tabletop. Start with honesty and clarity Not taking things off my plate that should be on my plate. Let it happen, and don't micromanage. “How'd it go?” Drafting a master schedule example What are their parameters, and what is out of bounds? Importance of understanding the task. People want to have a voice How to be a transformative principal? Get to know your people. It's 100% relational. Sponsors Transformative Principal Mastermind Lead a school everyone can be proud of. Being a principal is tough work. You're pulled in all kinds of directions. You never have the time to do the work that really matters. Join me as I help school leaders find the time to do the work they became principals to do. I help you stop putting out fires and start leading. Learn more at https://transformativeprincipal.com

The black market for stolen cultural goods is the third most profitable in the world, behind only drugs and arms trafficking – the UN's cultural agency UNESCO estimates it's worth some $9 billion each year. In France, around 1,000 thefts of cultural goods are reported annually. From counterfeit art to stolen artefacts, investigators from France's Central Office for the Fight against Trafficking in Cultural Goods handle complex cases of theft, concealment, looting and money laundering involving international criminal networks. FRANCE 24's Jade Lévin went to find out more about their work.

Afzal Habib is a co-founder of a social enterprise named kidogo with his wife serving quality childcare in East Africa. Being an undergraduate from York University, Schulich School of Business, Afzal started working as a consultant with the Boston Consulting Group for 3.5 years. He is currently serving as a Strategy & Operations Manager with the Central Office for Poverty Elimination (COPE). His career spans around an interesting journey from consultancy (BCG) to entrepreneurship (kidogo) to managing community focused poverty programmes.   Important links: Linkedin: https://www.linkedin.com/pulse/2020-year-i-left-kidogo-afzal-habib/ https://www.linkedin.com/pulse/taking-leap-3-conversations-led-leaving-six-figure-consulting-habib/  Kidogo website: www.kidogo.co  

On today's Local Matters...Bob Bell visits with Diana Wood and Chris Winningham from Putnam Co. Schools' Central Office. Together they go over what both their roles encompass working out of central office, what triggers the need for a tutor or a student to attend summer learning camp, and how parents can get involved and what is encouraged to prevent students from learning loss. Listen to the latest Local Matters Podcast… Presented by Office Mart. Visit them at 215 S Jefferson Ave in Cookeville to see what they can do for your office News Talk 94.1 · Presented By Office Mart

Last night's meeting began with a one-hour budget hearing, followed by a lengthy discussion of three main topics: budget, transportation, and school mergers. Superintendent Skipper began her report with an overview of a new organizational chart for BPS, increasing the number of department chiefs reporting to three deputy superintendents. School Committee members raised questions about the number of new positions created and how the Central Office will fill these on top of existing vacancies. The first of three three main reports last night was an updated budget for the next fiscal year. This updated budget comes after three budget hearings over the last month, and it included additional funding for collective bargaining agreements with several unions. Committee members expressed concerns about the looming fiscal cliff after federal ESSER relief money runs out, given the addition of a substantial number of new positions paired with a continued decline in enrollment. The Committee will bring this budget to a vote next week. The second report last night was on the district's new contract with its bus management company. The Superintendent's team presented its 5-year contract proposal with current vendor Transdev and explained the bidding process that resulted in only one bidder. As the district continues to face significant shortcomings with its transportation system, the Superintendent's team reiterated that the new contract is structured to incentivize key improvements. Each Committee member pressed the Superintendent on issues ranging from why only one bid was received, to the status of discussions with Lyft about providing alternative transportation, to how the district will address the underlying complexities of its transportation system. The third and final report of the night was a presentation on a statement of interest to the Massachusetts School Building Authority requesting funding for a new building to merge the Shaw and Taylor Schools. This comes as the district continues to audit school buildings as part of the “Green New Deal” planning process. BPS leaders noted that the current Shaw and Taylor facilities have not yet been audited, and there is not yet a plan in place for what to do with those facilities after completion of the new building. Members expressed concerns about moving forward with this request while the Horace Mann School for the Deaf and the Blackstone School communities currently lack adequate facilities, and members called into question the timing of this announcement while a master facilities plan is still under active development. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Eli takes Tim to school on making sense of how PPS has decided to tackle Xavier's departure.  Why does it take 2 people to do the job of 1 after all these years?

The mayor of Emerson and his wife were killed in a four-car crash Saturday in Cherokee County, the Cherokee Sheriff's Office reported, and a man has been arrested on charges related to the crash. According to the sheriff's office, deputies responded to a four-car crash at about 4 p.m. Saturday on Knox Bridge Highway, east of Fields Landing Drive near Canton. Preliminary indications are that a Chevrolet pickup truck traveling east on Knox Bridge Hwy. lost control and crossed the center line striking a Hyundai Santa Fe traveling westbound. That collision caused the Hyundai to lose control, overturn and travel into the eastbound lane where it was struck by a GMC Savana van traveling eastbound. The Chevrolet truck also struck a Mazda 3 traveling west. Emerson Mayor Albert Pallone who was driving the Hyundai, and his wife, Camilia Pallone died in the crash. The driver of the Mazda 3 and the driver of the GMC Savana were transported to Wellstar Kennestone Hospital with non-life threatening injuries. The driver of the Chevrolet pick up, William Bryan Abernathy of Calhoun, was arrested and charged with first degree vehicular homicide, and serious injury by vehicle, DUI and reckless driving. Abernathy was also injured and is receiving treatment at an undisclosed local hospital. The site of the crash is a little over a mile east from where a Cherokee County father and daughter died in a crash on Thanksgiving - Alivia Mynes, an 18-year-old former Creekview High School volleyball standout and college freshman, and her father, Chris Mynes, 52, was the human resources director at Fox Factory in Gainesville, according to their obituaries. A trial has been set for a Woodstock resident and her son facing felony charges related to the Jan. 6, 2021 attack on the United States Capitol. Lisa Marie Eisenhart, from Woodstock, and her son, Eric Munchel, who lives in Nashville, are charged with entering the Capitol with rioters and disrupting the proceedings there, according to their indictment. Munchel, who has been referred to as the “zip tie guy,” was photographed with zip ties in the Capitol Building, according to prosecutors. He is also accused of carrying a dangerous weapon, a Taser, on the grounds and in the Capitol Building, which is associated with additional charges in the indictment. Attorneys for Munchel and Eisenhart have said they did not bring the zip ties, but found them inside the Capitol. The trial is scheduled to start April 11 before Judge Royce C. Lamberth in the U.S. District Court for the District of Columbia. Eisenhart and Munchel have pleaded not guilty on all counts, court documents show.   A tradition to honor deceased veterans returns December17, when military families, veterans and volunteers will gather to place thousands of wreaths on the headstones at the Georgia National Cemetery in Canton. The cemetery advisory council is hosting Wreaths Across America, which will include a public ceremony honoring deceased military service members at 11 a.m. December 17 at the cemetery. At noon, members of the public are invited to join volunteers to place wreaths on headstones. No registration is required to volunteer. For more information, email Russ Seltenright at salty31@hotmail.com. The Georgia National Cemetery is located at 1080 Scott Hudgens Drive in Canton. The council is accepting donations year-round for Wreaths Across America. Donations can be given by check to GNC Advisory Council or online at ganationalcemetery.org.   Holly Springs could soon switch to a simple majority system for municipal elections, pending a vote by the city council later this month. The Holly Springs City Council is expected to make a decision at its Dec. 19 meeting. Holly Springs uses a plurality voting system, in which the candidate with the most votes is the winner regardless of percentage, and there are no runoffs. If Holly Springs switches to a simple majority system, like for state elections, 50% plus at least one vote will be required for a candidate to win. Under this system, in the event that no one receives 50% plus one vote in the race, there will be a runoff. Establishing a 50% plus one voting system in Holly Springs requires the city to go through the state legislature to change its charter. The city council's next meeting is at 7 p.m. December 19 at city hall.     River Ridge and West Forsyth went back and forth all night, but it was the Knights' big fourth quarter that put them over the top on Saturday's 56-47 win at the Cherokee/Forsyth Challenge. With the game tied 38-34 heading into the fourth quarter, the Knights went on an 8-0 run, with four quick points from Davis Hansraj, to take control of the scoreboard. They did not trail the rest of the way. Those three seniors were pivotal in the Knights' late push, and Hansraj tallied a team-high 17 points on Saturday. Head scored 11 points while controlling the paint on both ends, and McCord had six points. Bret Senay, a junior, finished with nine points. For West Forsyth, Sam Maynard carried the offense with 23 points, 11 of which came in the fourth quarter. Chase Damerell was second in the score column with 10 points, followed by Lachlan Povenz with seven points. After playing a tough intra-county game on Friday night, it was a quick turnaround for River Ridge. Darling noticed the fatigue setting in but credited his guys for returning to form when necessary. Saturday marked the Knights' second straight win since dropping three straight. Support staff at schools were celebrated Thursday at the Cherokee County School District's fifth annual Support Staff Employees of the Year Awards. The event honored one Support Staff Employee of the Year from each of CCSD's schools, centers and central office divisions. Each of the honorees was recognized by the superintendent and school board members, received a plaque and gifts of appreciation including a $200 Visa card and $50 Amazon gift card funded by sponsors. Sponsors include Presenting Sponsor Cherokee County Educational Foundation; Platinum Sponsors, Credit Union of Georgia, ProLogics and Roof Technology Partners; and Gold Sponsors, Cobb EMC and Nova Engineering. At the end of the evening, the district made surprise presentations to one overall CCSD winner each in three categories: Elementary School to Boston Elementary School kindergarten paraprofessional Debbie McMichen; Middle School/High School/Centers to CCSD Preschool Centers Head Start paraprofessional Julissa Izaguirre; and Central Office to CCSD Technology and Information Services technology specialist Jill Phillips. These overall winners were selected by a committee of retired educators and community leaders, according to CCSD. #CherokeeCounty #Georgia #LocalNews           -          -          -          -          -          -          The Cherokee Tribune Ledger Podcast is local news for Woodstock, Canton, and all of Cherokee County. Register Here for your essential digital news.             This podcast was produced and published for the Cherokee Tribune-Ledger and TribuneLedgerNews.com by BG Ad Group     For more information be sure to visit https://www.bgpodcastnetwork.com/    https://cuofga.org/   https://www.drakerealty.com/   https://www.esogrepair.com/   See omnystudio.com/listener for privacy information.

Today our guest is Patrice Davis. We talk to Patrice about the ASCA National Model and how school counselors are implementing it impact the students and families in our communities. She shares how the ASCA model helps give school counselors a framework to set up their programs and make sure that they are data driven. Patrice also talks about when the model is implemented well it's not about just showing what has been done, but the data helps show the difference that has been made in the lives of students. Patrice Davis is a native Mobilian, and she is a 1989 honors graduate of Baker High School. She attended the University of South Alabama, where she graduated in 1993 with a Bachelor of Science degree in Secondary Education with a concentration in Language Arts. She furthered her studies at the University of South Alabama where she graduated in 1995 with a Master of Education degree in Secondary Education with a concentration in Language Arts. In 1996, she received certification in school counseling from the University of South Alabama; and in 1999, she received certification in administration/supervision from Alabama State University. In 1998, she graduated from the University of South Alabama with her Educational Specialist degree as an Instructional Specialist in Secondary Language Arts. In addition to these educational achievements, Patrice is a 2005 graduate of the Principals' Academy, and she is also a 2007 graduate of the University of Alabama Superintendents' Academy. During her thirty-year career in the Baldwin County Public School System, Patrice has served as an English teacher at Fairhope High School; a counselor at Bay Minette Middle School; an assistant principal and principal at Bay Minette Middle School; and as the Intervention Supervisor in Central Office. She currently serves as the Prevention and Support Services Coordinator, whereby she supervises the school counselors, school social workers, the transition liaison coach, the general education homebound teachers, the Section 504 Resource Counselor, and the on campus suspension aides. In addition, she serves as the Section 504 Compliance Coordinator and the Homebound Services Coordinator for the district, as well as the administrator for the At-Risk Budget. Patrice lends her time to several civic and community organizations in Baldwin County. She is a member of the Board of Directors for Baldwin County's Child Advocacy Center, and she is a member of the Baldwin County Underage Drinking Task Force. She also serves on the Baldwin County Community Alliance, of which she is one of the charter members. She is a former Chairman of the Board of Directors for the United Way of Baldwin County, and she is also a past President for the Board of Directors for the Snook Youth Club of Foley. Patrice is currently the President-Elect for the Alabama School Counselor Association. In previous years, she has also served as the Counselor Supervisor Vice President for the Alabama School Counselor Association.

Maria S got sober in 2017, she is from Fresno California and is telling her story at an ice cream social fundraiser held for the local Central Office in August of 2022. Thanks to my friend Molly for sending this to me, if you have a favorite speak you would love to share visit our website and you can upload it. Email: sobercast@gmail.com Support Sober Cast: https://sobercast.com/donate If you have an AA roundup, retreat or convention coming up, we would be happy to give you a shout out and list the event on the Sober Cast website. Visit our Linktree, click "Submit An AA Event" and fill out the short form. Linktree: https://linktr.ee/sobercast Sober Cast has 2000+ episodes available, visit SoberCast.com to access all the episodes where you can easily find topics or specific speakers using tags or search. https://sobercast.com

Last night's meeting was Mary Skipper's first as BPS Superintendent. The School Committee welcomed Superintendent Skipper back to the district and also introduced and welcomed new student representative Diego Mehta. The meeting began with the Superintendent's Report, in which Superintendent Skipper discussed her vision for “getting back to basics” on transportation, attendance, school food, and student safety. She acknowledged the continued frustrations felt by families facing bus delays and uncovered routes – a topic raised multiple times during public comment – and committed to addressing these issues. The meeting continued with unanimous votes to approve a new contract with the Boston Teachers Union as well as an additional one-year appropriation from the City to cover the added costs of the new contract. Questions were raised by School Committee members both about the strategy driving this new contract and about how these costs will be covered in future years. The meeting concluded with an update on the Mission Hill School investigation, involving publication of the long-awaited third report into the failures of school leaders and Central Office staff to protect student safety. Learn more about your ad choices. Visit podcastchoices.com/adchoices

The Virginia Department of Health (VDH) is dedicated to protecting and promoting the health of Virginians.The VDH is made up of a statewide Central Office in Richmond and 35 local health districts. These entities work together to promote healthy lifestyle choices that can combat chronic disease, educate the public about emergency preparedness and threats to their health, and track disease outbreaks in Virginia.Today on this episode of We Are Living Healthy Jeff Stove Chief of Staff shares with us what Public Health does and encourages us to be part of this campaign. Also, Dr. Nancy Welch, MD Director of Chesapeake Health District talks about the importance of being a team on the Public Health system and working first hand with our communities.1.  What is behind Public Health?2.  What is the Public Health Campaign?3. What do our communities need?4. How can you be part of Public Health?5. How can I change someone's life?6. Can I have a career in Public Health?7. What is the success behind Public Health?For more information go to: www.vdh.virginia.govWatch the Interview on Facebook HereFor more great We Are Living Healthy content, don't forget to subscribe to the podcast on all major podcasting platforms. https://livinghealthy.buzzsprout.comAlready subscribed? Please take a moment to rate and review the podcast so that we can reach as many people that need the help as we can: https://3cstvshow.buzzsprout.com Follow us on Facebook: @WeAreLivingHealthyTVDISCLAIMER: THE CONSULTATIONS OR INTERACTIONS OFFERED ARE NOT MEANT TO REPLACE A CONSULTATION WITH YOUR PHYSICIAN. THE CONSULTATION IS FOR EDUCATIONAL PURPOSES ONLY AND NOT STRUCTURED IN A WAY TO PROVIDE HEALTH COUNSELING / DIAGNOSING OF ANY KIND. YOU UNDERSTAND THAT WE ARE LIVING HEALTHY IS NOT PROVIDING INFORMATION AS YOUR TREATING HEALTH COUNSELOR, PHYSICIAN, ATTORNEY, LEGAL COUNSEL, EMPLOYER, MEDICAL PROFESSIONAL. We offer no guarantees or promise of results from event nor assume liability for any information provided. 

Listen in as Titay Fromages's Product Tasting Technicians, Beverly and Fran, review a new cheese each week. This week they are joined by Marge Bel-fon-tayne, Supervisor of Maintenance Operations, Central Office. These reviews are meant to assist you on your cheese journey and offer you the enlightenment that only Titay Fromage and it's superior website can offer. You can find more information about Titay Fromage at https://www.wihhw.com/join. Special Guests: Lisa Marks from Designated Quizzers Podcast and Tabby Gray from Happy Hour Podcast Be one of the cool kids and email us at: whatihadheardwas@gmail.com Also, have you seen our Merch Store?! Our Website: WIHHW.com Twitter: @WhatIHadHeardW1 TikTok: @what.i.had.heard.was Instagram: @WhatIHadHeard Facebook: What I Had Heard Was

What happens at each Boston School Committee meeting has big implications for our students and our city. In “Last Night @ School Committee,” Jill Shah and Ross Wilson recap the highlights of each meeting, provide commentary and context, and shine a light on the decisions our leaders are making. Last night was a short meeting and the first featuring Acting Superintendent Drew Echelson. Chair Jeri Robinson began by noting that discussions are still underway regarding contracts for Dr. Echelson and new superintendent Mary Skipper, and that more information will be shared at a future meeting.  Dr. Echelson next shared his Acting Superintendent's Report, which included an update on how the district is preparing for the mandates laid out in its agreement with the State Department of Elementary and Secondary Education (DESE) in areas including transportation, special education, and more. He announced that he will be creating several new positions within the Central Office, including the promotion of the current Senior Executive Director of Data and Accountability to the newly-created position of Assistant Superintendent of Data, Strategy, and Implementation. The meeting continued with just eight public comments, followed by unanimous votes approving charter renewals for three Horace Mann Charter Schools and athletics association membership for eight Boston schools. The meeting concluded with a free-flowing discussion of School Committee processes and procedures – a discussion that did not reach a clear resolution on reforms or next steps. Learn more about your ad choices. Visit podcastchoices.com/adchoices

This week on That's SO EDVOLUTIONARY, we are joined by District Curriculum and Instruction specialist, Christina Jones who reached out to us a couple weeks ago to have a conversation about how we can work together to benefit kids. I gotta be honest.  When Annie and I first received the email we thought... oh gosh.  Someone from CENTRAL OFFICE.   Which... to be very explicit and honest often means in our minds: that person is disconnected from what is actually happening in schools, wants to make top-down decisions rather than act in partnership,  and won't say anything honest on mic because they need to be the face of the district. As usual, we were proven wrong.  And our conversation with Christina was fabulous, she is fabulous, and we can't wait to figure out more ways to work collaboratively with her.  And I think that is a really important lesson we got out of this episode.  Although our system is structured hierarchically, and there is often a lack of trust (and therefore lack of coalition) between the layers, there IS in fact an antidote that can get these various silos of people who all truly care about the success of kids working together toward a common goal.  You'll have to listen to the episode to hear our conclusions.  Thanks again, Christina! Sign up for a FREE T.E.A.C.H. Hub account where you can access all the resources we share each week! Follow us on Instagram Follow us on Tik Tok Visit our TPT Store Visit our website If you're enjoying the podcast, please rate and leave a review! It helps other people find us. :)

Phil Lanoue is an experienced leader with impressive and thoughtful insights into leadership. Dr. Lanoue is the 2015 American Association of School Administrators National Superintendent of the Year, and the co-author of three books: Developing the Organizational Culture of the Central Office, The Emerging Work of Today's Superintendent, and Navigating the Unknown in Education.

Episode #11: Jeff McCoy, Associate Superintendent, Greenville County Schools In today's episode, Todd sat down with Jeff McCoy, the Associate Superintendent for Academics of Greenville County Schools. Jeff McCoy started his career in Greenville County schools at Greer Middle School in 2000. He also served in the role of International Baccalaureate Coordinator at Greer Middle school until moving to the Central Office as an Instructional Technology Specialist. He has served various roles in the district including Distance Learning Coordinator, Director of Instructional Technology, and Director of Academic Innovation and Technology. He earned his Bachelor's Degree in Elementary Education and his Master's Degree in Education Technology with a focus on leadership. Learn more about Jeff McCoy on LinkedIn: https://www.linkedin.com/in/jmccoygcs/ Stay updated on Jeff's work via Twitter @jmccoygcs