Podcasts about washington state department

Seasonal staff are dispersing to set traps or the Washington State Department of Agriculture Pest Program's annual search for invasive species, and global demand for crop protection products will continue growing as farmers work to protect yields and meet rising food demand.

Jeff and Zack have the opportunity to sit down and chat with Washington State Department of Fish and Wildlife Ungulate Section Manager Kyle Garrison and Ungulate Specialist William Moore to get a debrief on all things Washington Ungulates, herd numbers, and chat about the OTC vs Draw Only system changes that could be proposed in the next few years. We are very thankful to them for stepping out on a branch to do this podcast and hope it is just the first of many to come so we can begin to have more transparency between the department and the hunting public of this state.  LINKS: KUIU GEAR - https://kuiu.sjv.io/GK1o7m EXO MOUNTAIN GEAR - https://exomtngear.com?ref=4 VORTEX OPTICS - https://alnk.to/cSJYlok MARSUPIAL GEAR - https://alnk.to/5FcU7YA ZOLEO - https://tinyurl.com/428ydbua PNWILD - https://www.pnwild.com/store-snytH DEVOS OUTDOOR LIGHTING - https://rstr.co/devosoutdoor/15643 COUPON CODES: OLLIN DIGISCOPE - PNWILD CANYON COOLERS - PNWILD10 VORTEX CLOTHING - PNW20 ZOLEO SATELLITE - PNWILD (Free Activation) VELOTRIC E-BIKES - PNWildN2X01 PNWILD - YOUTUBE If you want to learn more about PNWild visit https://pnwild.com/ INSTAGRAM: @pnwild_ https://www.instagram.com/pnwild_/?hl=en FACEBOOK: / pnwild TIKTOK: @pnwild_ / pnwild_ Got questions? Send us an email! Email: contact@pnwild.com Find all PNWild Partners and Codes here: https://www.pnwild.com/partners

Are you ever overwhelmed with politics and trying to figure out how and where to channel your resources to make a difference? Or, worse, have you thrown up your hands in disgust and opted for the couch? Join an empowering conversation on "How to be a strategic political donor," where you will learn that you have agency and can make a difference in determining the future of our Democracy. Based on her decades-long journey in this arena, U.S. Ambassador (ret) Suzi LeVine will paint the landscape of the political ecosystem and decode their acronyms; provide a roadmap with key elections and milestones between now and 2032; and share specific ideas on how to build your political investment portfolio so you can maximize your precious 4Ts – your Treasure, Time, Talent, and Team. She wants participants to go from being tactical, opportunistic, and worried to being strategic, effective, and determined (from worried to warrior). For example, you will learn how to process the flood of texts and emails coming from well-meaning politicians and organizations asking for your support and sharing how they're the most important entity in which to invest. Her goal is for you to leave feeling empowered, engaged, and equipped to jump in and to get others you know off the couch and onto the field. Link to Slide Presentation HERE Ambassador Suzi LeVine, a professor of practice at both the University of Washington and Brown University on The Power of the States, has over 30 years of experience leading global organizations across government, corporate and non-profit sectors. She serves on for-profit and not-for-profit boards primarily focused on workforce development and patriotism. Civically, she volunteers to help people channel their resources to restore Democracy. She was President Obama's US Ambassador to Switzerland and Liechtenstein, Governor Inslee's Commissioner for the Employment Security Department, and President Biden's Acting Assistant Secretary for the Department of Labor's Employment and Training Administration. These followed her private sector career as a Director at Microsoft and a Vice President at Expedia with highlights like the Windows 95 launch and Expedia's IPO. Joe Nguyễn is the Seattle Metro Chamber President and CEO. He joined the Chamber after serving as Director of the Washington State Department of Commerce, where he oversaw statewide efforts to support employers, strengthen key industries, expand workforce capacity, and improve Washington's competitiveness. He previously served in the Washington State Senate representing Seattle's 34th Legislative District and has held private-sector leadership roles at Microsoft and Expedia. Nguyễn is a lifelong Washington resident and graduate of Seattle University, where he earned degrees in finance and humanities. His career spans technology, economic policy, and organizational leadership, giving him a deep understanding of the intersection between business growth and public decision-making.

Thursday, May 21 on Urban Forum Northwest:*Earl Key, Senior Director of Transportation Equity, Washington State Department of Transportation (WSDOT) talks about WSDOT's new Small Business Program that complies with the new anti DEI initiatives and still afford possibilities for minority and women owned businesses seeking to do business with WSDOT.*Hayward Evans is the newly elected president of the Seattle King County NAACP. He shares his organizational strategy which is already being implemented to insure that the NAACP will have a representative in every region of Martin Luther King Jr. County.*Bob Armstead, president, Washington State Chapter-National Association of Minority Contractors (NAMC) comments on the role that Wendell Stemley, president, National NAMC played in saving the Disadvantage Business Enterprise (DBE). The lawsuit, Mid-America Milling Co. vs DOT was originally filed by groups seeking to eliminate race and gender conscious elements of the DBE Program.*Dennis Williams, Jr.,Vice President, Wealth Advisor, Farther Finance invites you to New Beginnings Christian Fellowship (NBCF) to hear information regarding Investment Strategies;Retirement Readiness;Long Term Care;College Savings;Budget and Savings. The workshop will be held on Saturday, May 23 11:00 am-12:30 pm at NBCF.Urban Forum Northwest streams live at www.1150kknw.com. Like us at www.urbanforumnw.com for archived programs and relevant information. Like us on facebookSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Thursday, May 21 on Urban Forum Northwest: *Earl Key, Senior Director of Transportation Equity, Washington State Department of Transportation (WSDOT) talks about WSDOT's new Small Business Program that complies with the new anti DEI initiatives and still afford possibilities for minority and women owned businesses seeking to do business with WSDOT. *Hayward Evans is the newly elected president of the Seattle King County NAACP. He shares his organizational strategy which is already being implemented to insure that the NAACP will have a representative in every region of Martin Luther King Jr. County. *Bob Armstead, president, Washington State Chapter-National Association of Minority Contractors (NAMC) comments on the role that Wendell Stemley, president, National NAMC played in saving the Disadvantage Business Enterprise (DBE). The lawsuit, Mid-America Milling Co. vs DOT was originally filed by groups seeking to eliminate race and gender conscious elements of the DBE Program. *Dennis Williams, Jr.,Vice President, Wealth Advisor, Farther Finance invites you to New Beginnings Christian Fellowship (NBCF) to hear information regarding Investment Strategies;Retirement Readiness;Long Term Care;College Savings;Budget and Savings. The workshop will be held on Saturday, May 23 11:00 am-12:30 pm at NBCF. Urban Forum Northwest streams live at www.1150kknw.com. Like us at www.urbanforumnw.com for archived programs and relevant information. Like us on facebook

The Washington State Department of Health has reportedly given nearly a half million dollars from Climate Commitment Act funds to a farming activist group that used it for spreading anti-farming information.

In this episode of The SHEA Podcast, host Dr. Dan Morgan sits down with Dr. Jessica Zering and Dr. Robin Patel to discuss how clinicians and labs can work together, especially beyond the traditional hospital with a lab on site. Dr. Zering, an antimicrobial stewardship pharmacist working for the Washington State Department of Health, and Dr. Robin Patel, the Director of the Mayo Clinic's Infectious Diseases Research Laboratory, reflect on the ways in which the relationship between clinicians and labs can move the needle in diagnostic stewardship.

In just its second year, the Washington State Department of Agriculture's Washington Bee Atlas collected and identified records of nearly 30 new or rare bee species in the state, and John Deere announced it has reached a settlement in its “right to repair” lawsuit, bringing the case to a close.

The FY27 federal budget proposal is officially out, and while it's just the opening move, there's already a lot to unpack. In this episode, ASTHO's Senior Director for Government Affairs, Jeffrey Ekoma, breaks down what's in the proposal, what's changed from last year, and what it all signals for public health and federal agencies.  He'll dig into key highlights, including the proposed creation of the Administration for Healthy America (AHA), new structural changes within HHS, and fresh initiatives at the CDC and FDA, from data reporting requirements to food safety oversight. Jeffrey also explains how this year's proposal compares to previous budgets, where cuts and consolidations stand, and why states may be asked to take on more responsibility.President Trump Releases FY27 Budget Proposal: April 2026 | ASTHOSubscribe | ASTHORSV is still spreading, prompting states to extend the immunization period | CNNRSV immunizations for infants available an additional month this year | Washington State Department of Health

In the latest episode of Manager Minute, host Carol Pankow sits down with Michael Mackillop, Executive Director of the Washington State Department of Services for the Blind, to explore how one agency is rethinking how VR services are delivered—and the powerful results that follow. From dramatically shortening the time to services to introducing milestone planning that keeps customers moving forward, Washington DSB is demonstrating what can happen when agencies streamline processes and keep the focus on people. The conversation highlights real outcomes, including customers achieving meaningful careers with wages averaging over $39 per hour, and the cultural and programmatic shifts helping individuals rediscover confidence, expand their goals, and pursue careers they once thought were out of reach. This episode offers an honest, practical, and inspiring look at how VR leaders can rethink processes, strengthen partnerships, and build systems that help people move toward what's possible. Listen Here Full Transcript: {Music} Michael: A lot of customers. The feedback is it's great and a lot of counselors. The feedback is it's great. Carol: It makes brilliant sense because I think people spend so much time. You're letting perfect get in the way of the good. Michael: Learning as an adult is not easy. Learning to do new things, and the frustrations and the anger that can come from having to adapt to the environment that doesn't adapt to you. I think that now is the time, if any time is to show the power and the impact of vocational rehabilitation for the economy and for our communities. Intro voice: Manager minute, brought to you by the Vocational Rehabilitation Technical Assistance Center. 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 Michael Mackillop, Washington Blind Executive Director. So how are things in Washington, Michael? Michael: Things are doing good. There's a little bit of Seattle Seahawks fever. Carol: Uh, yes, Seattle, Wahoo, Go Seahawks! Michael: And there's probably some growing excitement for hosting matches of the World Cup. So there's that whole sports thing. And today we're back to rain, which makes us feel it's just this nice gentle drip. It's not an atmospheric river where it's monsoon rain and all the snow from the mountains. It's just a nice, gentle rain. So things are decently good here in Seattle. Carol: Oh, good for you. Well, I have an affinity for the whole Seattle area. I have two brothers out there and lots of nieces and nephews and yeah, all the people I love to come. And I remember, gosh, Michael, I remember meeting you. I feel like it was like 13 years ago or something. Michael: At least, yeah. Carol: At least! (Michael laughs) Carol: You were friends with Jon Benson, my deputy, when I was at SSB. And so we got hooked together. And then I remember I would always tell Jon I'd be like, Call Michael, what are they doing at Washington Blind? Because, you know, you want to see what's going on? And in fact, I remember you guys calling us because we went on an Order of Selection, which is not common for a blind agency. And I remember when Lou Olma was still there, she had called. She's like, oh, you know, asking some questions about that. So I felt like we had some shared experiences together. Michael: Yeah. And we connected, I think, through CSAVR and NCSAB conferences and I mean plug out to them. It's just such an incredible place to really meet people from around the country and become long term supports. Carol: Right. It takes a village to do this job. So the more people you can meet, good shout out for like connecting with other people and just trying to build those relationships, because then you have them way over a decade later, you know, going on two decades later. Michael: And you don't have to go it alone. Right? I mean, to try to go through something like Order of selection, say, alone that... Carol: Yeah. Michael: But when you know, you got people or community of practices that are helping you through it. So it's  my plug to be connected to the national scene because you can't do it alone. Carol: 100%. I'm putting an exclamation point behind that one. Well, I happen to be perusing because I had my knee replaced last month. So as I'm laying and putting my leg up and icing and all the things, I was reading lots of the social media because I kind of was behind a little bit. So I'm in LinkedIn and, you know, accepting requests and connecting with other people. And I read, you're awesome, Michaels posting on LinkedIn, and you posted something and I just went, oh my gosh, it made me then go into your website. And then I'm like, all over your website and I'm watching your YouTube videos. It was super fun. So for our listeners, what caught me was Michael was reporting on this annual report they had done, and he was talking about the North Region team supporting 51 customers to attain their career goals, three of whom were able to retain their established small businesses. And then all the cool kinds of work people were in with STEM careers and education and finance and administrative and human services. And then it really hooked me with the average wage of 39.30 per hour. And then he does this nice Congratulations out to his folks. I'm like, what is happening there? Because that's what we want in VR. You want those family sustaining wages and all the good stuff. So long story short, listeners, I had to get Michael on and go, what is the secret sauce happening in Washington? What are they doing there? Because I thought this was super cool. So, Michael, before we launch into kind of what you're doing, I just want to get a little caught up on how did you start in VR? How'd you get there and how did you come into a blindness agency. Michael: Sometimes accidentally? Uh, perhaps a little bit reluctantly. I've been with this agency for 25 years, and I started as an AT specialist. I had experience in adult education in computers. And then I got a job, actually, at the lighthouse for the blind, Seattle Lighthouse for the Blind as an instructor. Where the supervisor, because I had studied American Sign Language, is a long story about why I did that and got connected in with Seattle's deaf community in the 90s and the Deaf Blind community as well. We have a very robust and vibrant deaf blind community in the Puget Sound area, and there were a number of individuals who were Deaf, Blind that were working at the Seattle Lighthouse that really needed computer skills. And so I didn't know anything about adaptive technologies, but I knew about Sign Language, I knew about computers, and I knew about adult education. And so that supervisor gave me six months. And to figure out the screen readers and screen magnifiers and braille displays and to start training. And so it was lovely to be able to, you know, directly communicate with students that, you know, hadn't touched a computer in their lives. That got me, you know, into the Blindness and Vocational Rehabilitation is a big part of, you know, people at the Lighthouse wanting to promote or work elsewhere. Uh, work out into the integrated community. And so there was experience with DSB. I was reluctant to be a state employee. I promise you that once I gave that up and got hired on a DSB, just the passion for the customer, the mission, the initiative, it kind of dispelled my notions of what a state agency is and who works at a state agency. So obviously I've loved it so much. I've been there for 25 years plus, so. Carol: That is crazy. I had no idea. You're I think you're my first guest, that's come on. That's come from this AT background. Good for you. Very cool. I love it because it's always fun to see people's paths in. We all take a different way, but you come in, and then you stick with it because you love it. Like you just love it. Michael: Exactly. Carol: Well, in your December's report. Oh my gosh, what really stood out I was I love the customer voices. You know, you had somebody on there, I think. I don't know if it's Francis working into her 70s, people that were earning promotions and discovering entirely new career paths. And when you look at all those stories, I just wonder from your perspective, what does success actually mean to you as a VR director? Michael: Yeah, I mean, I really love that the breadth and the depth of those career choices that people find through our services, their personal journey of discovery, finding the strengths that didn't know they had and that that's what excites me. And that's what I hear again and again and again. People not believing in themselves until they get some of those adaptive skills. It's so often the key to expanding their own self-assessment, their self-expectations. Losing your vision is traumatic, there's no question. And acquiring a disability as an adult. And that can really impact your belief in yourself and what you believe you can do. And for me, all those career achievements, they represent that journey of that person who I've heard the story so many times that they sat on a sofa thinking there is no future for them. There is no way to get into work. Their self-value had diminished so much because of the change in vision, and then something sparking that bravery of calling the agency. Whether they hear about the agency the first time or they've heard about it, and they get that courage up to call us, and it's a lot. I mean, to honor that connection, to say, I need to change. I need to get off the sofa. I need to do the work to be who I want to be. It takes a lot. And so honoring that those successes that we hear about the just a ray of education or healthcare or last year we had two physicians. We had two people that were physicians. And there's no career that's not possible for that individual, whatever that individual's aptitude and abilities are. It just takes the adaptations and the adaptive technologies and those the belief in themselves to do it. It's a lot of hard work. I mean, once people make the brave call and get into the work, it's hard. And so keeping people motivated through all the challenges and learning as an adult is not easy. Learning to do new things, and the frustrations and the anger that can come from having to adapt to the environment that doesn't adapt to you and those daily frustrations. Hopefully the agency is helping that individual through and to keep and progress. So those stories all just tell me about the work that that individual has done to get where they're at and knowing what a lot of challenge and determination and grit it took to get there. Carol: 100%! Preach Michael! That was good. That was really good. I know I always have that, I just have that place in my heart from my time at SSB, because I felt like the work we did was so profoundly, not that all the work isn't, but it was so profoundly life changing for these folks because so many of them, you know, came to us later in life. They were losing vision, either something medically was wrong, whatever was going on. But, you know, they had these careers and then they go from this place of utter devastation to absolute, like, you have completely changed someone's life. You just man, you could feel it in you like it was such an incredible deal living through that with our folks and what an impact that VR had. Otherwise they would still be sitting on that sofa, you know. Michael: Yeah. And then the work that they did, they were they're changing their lives and they're taking that direction and they're keeping up with it. We're supporting that... Carol: Yeah. Michael: But they're moving forward. Carol: It's on them. Michael: Yeah. Carol:  But we give them that glimmer like we're able to help point them in the right way. Like, here's some stuff and we can help you do the thing. Well, I know these outcomes your folks are having didn't happen by accident. And of course, people had come from different backgrounds and different careers. Or maybe they were in a business and didn't think they were going to get to keep it, but I feel like there's something going on in your agency as well. Knowing you guys and knowing you at the helm, what do you think are some things maybe you are doing differently, whether it's culturally or programmatically, that are really contributing to this level of your customer success? Michael: Yeah, there's been a lot of restructuring and change in our agency, and I would say that we are looking at that customer experience more closely and trying to really support the customer experience and not necessarily have the system support how we manage the work, but how the customer is making success. There's been a lot of discussion in the national VR community around time to services and the timelines that the federal regulations allow. When you look at that, when you look, when you think about it in your own life, would I be willing to wait 60 days before I know if I'm eligible, would I be willing to wait 90 days after that to start services? I mean, those timelines don't meet our modern needs, and maybe in the past it made sense to go slow. It doesn't. These days, people are brave enough to make that call after three years on the sofa. We need to get them into services so they start believing in themselves and are working. Excited about that path and just don't get frustrated by the process. So really our first thing is time to services. We created internal systems where we've got intake specialists, centralized intake specialists that are really shrinking the time to determine eligibility and to gather the information to convey to our counselors, our local counselors. So there's preparation there. And that's really shrunk the time. I think it was like 28 days on average and now it's 14 days. We'd like it to be a little bit shorter. Uh, even still, we know that observation for 85% of our counselor observation, we can determine that there's a disabling condition and then through that counseling conversation, can understand what those functional limitations are and what services might be useful in determining that eligibility. So our timeline lag used to be waiting for eye reports from eye doctors who it was never a priority when we knew that there was a visual disability. Carol: You can see they clearly don't have eye sockets or something is like clearly, clearly gone, we don't need an eye doctor report to tell you that. Michael: But letting counselors know and the intake specialists know that observation is valued, take it, justify it, document it, but let's move people through. Let's not keep people waiting for no reason. We've also restructured the way that we do our planning and the assessments towards the planning. We created something called Milestone Planning and that is really shrinking down the goals we're working on towards that long term goal of career path that we've got and we keep that in our heads. But what are the things that the customer is able to commit to doing now in the next three months, four months, up to six months? Let's focus on those. Let's shrink that down and let's have our assessment focus on, you know, be included folded into that and our services folded into that. It used to be our old system was we would do all these complete comprehensive assessments, and it would take months to get people in the eight specialists, and they'd write six page reports of all the things that would be useful. And the O&M specialists and rehab specialists would, you know, do the home assessments. And that's months of assessment. And people are like, what am I doing? This doesn't make sense. They're not getting the services. We're creating this five year plan with very detailed services for the entire time of the plan. And then the customer gets one service, they learn to do something and their whole universe expands suddenly. I thought it could only be a customer service, but oh my gosh, I can do this. Let's rethink it. We were doing a lot of work upfront for something that changes almost, almost instantly once we get people services. Well, let's get people services now. Let's have them experience, you know, learning how to use a computer, learning that they can manage their home or learning that focus small. And then the conversations about that long term goal can change. And when we created that really formal long term plan and did all the work, our customers were nervous about saying that they wanted to change. And so they either got stuck and continued that or they just disappeared. The other piece that customers have told us is they didn't know where they were going. They didn't have clarity on what they were doing, what, you know, it's just too vague, that five year plan. So getting more frequent and meaningful engagement between the counselor and the customer has been a goal of ours, and that has required us to shift some of the work and shift some of the administrative work. We took a lot of that upfront work and provided that to the intake specialists. So there's more time for the counselor. And then also talking about how we shrink what we've known as counseling and guidance, where we don't have to schedule an hour, hour and a half for these long term counseling and guidance sessions. But let's understand what our goal is, what we're trying to achieve, and check in at least once a month is our goal now. And to do counseling and guidance. And it may be a ten minute conversation about, you know, what are the obstacles, what's challenging you? What are your frustrations? What supports can we get? How's it going? That's all counseling and guidance that keeps people moving forward. And people often fell out because they didn't know to ask for support. Counselor contact once every 90 days. I mean, there's no relationship built there. Carol: No. They forget who you are. Like they, you know, they totally forget. Like, who are you again? And what are you with? Oh, yeah. That. Michael: And then the, the check in is how are things going? And the person says good, I guess. And the counselor writes, oh everything's great, but is it, right? So getting that more frequent and meaningful connection and conversation, knowing what the next steps are, keeping those goals small so we achieve them within three months from there and we build another goal from there has really been successful for I mean, it's new, mind you, it's new. A lot of customers. The feedback is it's great and a lot of counselors. The feedback is it's great, but it's really hard to change that mindset of the old way of doing everything all at once. Carol: I loved, I was so intrigued because when I, you know, of course, I went down the rabbit hole of your website. So I come in through the link you had on LinkedIn. I'm looking at the report and then I see, oh, what are these Milestone Plans, you know, and then I'm like, what is this? And then I watched the YouTube video and then I'm like, oh, well, this is going really well. It makes brilliant sense because I think people spend so much time, you're letting perfect get in the way of the good, because you're gonna have this beautiful plan and we're going to have it for five years and all these things. And then, quite frankly, I think you get probably a little annoyed because customers go along the way and then they're like, well, I don't really want to do that anymore. I want to pivot. I need to do this because as they're getting their skills of blindness, the world opens up and often they're like, yeah, I don't want to be the customer service person. I want to move now. Well, now you're annoyed. Oh, we're gonna amend the plan, you know, so when you make that kind of the process, things irritating to you that you're going to have to amend and do the things it'll make you crabby instead of just baking this in that we're not going to get so hung up. And we are creating the plan. We've got a goal, but we know these goals change and we're going to do an amendment and the persons involved and they're super engaged. Like it just seems so much more interactive. I'm like, Holy cow, that was you know, how many years has this taken for somebody to think of this, Michael? Michael: Goal and change is slow. But with this change, we are not leaving this. We're not just saying this is the change and then we're on to the next one. Carol: Yeah. Michael:  We are really sitting with this and you said bake it in. That is our mantra for this year is we're baking it in. We've made these changes last year. Now we've got to be sure that we're actually doing them. In the essence, it's not in name only. You know your Milestone Plan, you've got five years worth of services. Let's look at that and let's make sure that it's working. I had a really good conversation with a counselor yesterday who is super excited. And certainly what's helpful is, is getting some examples of how to shrink this down, how to shrink the thinking and how to shrink the, you know, down to something that's manageable and doable for that customer. So they know where they're going, they know what they're doing, and they know what the next step is after that. So yeah. Carol: It kind of leads me to my next thinking, because, you know, again, going back to your report and reading it, and I was so intrigued by people that also came in with kind of one goal. But as they get, you know, you get your skills of blindness, your world opens up and they left with something so much bigger. A big promotion, a new career or something that they had been dreaming about actually happened. How do you guys go about, because I know you're talking about, like, active engagement. You're doing this regularly, you're keeping in touch, but how do you really also create that space for them? So it isn't oh, we did our plan and here's your goal. And we're sticking to that like so that they can pursue the path that's right for them. Even though you might have set out on one way rather than that whole predefined outcome, that it's okay to pivot you're okay. Michael: Yeah. I mean, that is the key that people try things out and then it can change. And that's a value. It's not a negative that when someone tried this and then it they're like oh that's not for me. Well that's exactly what we want. We want that exploration. We want it in short bursts, so we're not investing in something and you realize five years later, oh, it's not for me. We want to know now. Let's figure that out now and let's find out if that's not it. What are some other things? We've had a lot of turnover. I think VR agencies have had a lot of turnover. And you know, since the pandemic, a lot of retirements, huge wave of retirements. And so the past year we've been stable in terms of not adding a whole lot of new people. And our focus is really building those skills and building that awareness and building those high expectations of our customers and not letting our own biases kind of drive where we want to guide the customer, but to be open to that customer and help instill the belief that self-belief for the customer and believe for the customer, because sometimes they come in and they do not believe in themselves. We've got to hold that, right? Carol: Right. Michael: We've got to hold that and then bring that customer up to it. And that's been a lot of our discussion and training for new staff. We also have real strong connections with our consumer organizations that help with that as well, and bring that connection to the blindness community. Even if our, you know, staff are not from that community, to make sure that we're understanding the community and expectations and what's happening. Being connected to the community we serve is critical. And through that, even if people have come from the general agency or come from outside blindness, really building that belief that Blind people can do whatever they're capable of. Right. Whatever that person can do, they can do it. Carol: I love it, I love it. Well, it kind of leads to my whole thoughts about you with collaboration because your report also highlighted, you guys talked about your partnerships, whether it's with employers or the tribal VR WorkSource and others. How do those relationships that you all have been cultivating translate into real opportunities for your customers? And how are you sustaining that, like really nurturing those relationships? Michael: You bet. It takes work and past history. I've been 25 years with a blind agency. We used to keep our heads low, keep under the radar, do everything in isolation. We had this weird notion that we could do it all. We're the only ones who know about blindness and rehab, and we'll do it all, whatever. And that's not true, because reality is. Blindness intersects all communities, and we need to find the ways to support people in where they're at, in their cultural expectations. And individualized services also means that any industry is a goal, is a potential career goal, and we need to keep ourselves on the cutting edge and understanding how to support people in any type of industry, understanding what opportunities exist so we can't do it all by ourselves. And there's the other notion that budgets are really tight. And even though other outside resources are shrinking, we need to do more to get our customers into those generalized programs that are out there for everyone and benefit everyone, and to have other parts of the workforce system be footing the bill, basically, so we can keep our dollars for the things that are unique to us, right? And tribal partners. You know, we've got an amazing relationship in Washington state region. We have ten tribal VR, AIvRS, American Indian Vocational Rehabilitation agencies here and then 29 recognized federal tribes. And we do have government to government relations and train our staff who interact with the tribal VR about government to government expectations and cultural expectations, but also understanding and helping our staff understand the value and the services that tribal VR can provide our customers with tribal affiliation that we're not able to. Those cultural healing practices are so critical for individuals. Tribal affiliations may also be pathways to careers that are on tribal lands or tribal businesses that we would not have access to if we didn't actively partner with our tribal VR partners. There's also, tribal VR does not get a whole lot of money. And so understanding too, that we're here to support tribal VR in all those visual disability sorts of things. We've got the expertise we can partner and provide those needs. So it's maximizing each of our budgets for that customer to have the maximum success. I think as well, the WorkSource, the American Job Center, the WIOA partners, I mean, all that as a blindness agency. We were left out of that for so long. And 2016, where we're part of that through the Workforce Innovation Opportunity Act. I for three, four years and still even today, I'm like, I'm from GSB, a title four WIOA partner with rehabilitation. Every time I introduce myself, I had to do that because they're like, who are you? What do you do? Why are you. Why are you. Carol: Why are you here? Yeah. Michael: So we have, particularly through our business relations team, and we just expanded that in the past two years, really have created some strong connections with our Workforce partners and with the American Job Centers and those opportunities that exist we don't have to pay for, there's a six week job readiness workshop that is put on. And the challenge has always been for our customers going to the WorkSource centers and the American Job Centers, we call them WorkSource here in Washington state. And just having no access, having no accommodations that people are clueless about, people with visual disabilities and how to make that accessible. So we've done a lot of work. Our business relations staff did a lot of work with this particular workshop and made it fully accessible, totally integrated. It's not just blind, only, it's all individuals that are eligible for those services. Our customers have been so thrilled with that experience, and even to the point where in front of the consumer organization conventions, they're taking the mic and just crowing about the experience in these job readiness workshops to the Workforce. So we're expanding that. But there are also other opportunities. There are pre-apprenticeship and apprenticeship opportunities, work experience, work based experience opportunities through the American Job Centers that we just never had access to, that we're starting to have access to. And it's getting our customers closer to their career goal through the partnership. Carol: I love it because you're really living into WIOA. You know, it's taken a long time across the country. It gets passed in 2014, but you're like, okay, what does that mean? And how is this really going to work and how are we really going to partner together? It's taken a long time for everybody across the country, but you start to see these pearls that are coming out of it, like you're talking about with the WorkSource and that training class, and now it's fully integrated like that is amazing because we still have places where it isn't happening. You know, people will tell you if a person who's blind or visually impaired shows up for a class, they're like, no, you got to go to Blind services. They do stuff over there. They can't come here. But the whole intent of Congress was to leverage all the partners together, because we each have our buckets of money, but we're better together if we can leverage those funds. Michael: Agreed. Carol:  100%. And you are living right into all of that. You need to do a presentation, my friend, at CSAVR or NCSAB, with all the cool stuff you guys are doing, I just think it's really awesome. Michael: It's taken a long time and it's been a lot of work. It's been a lot of effort, but I'm feeling like we're making progress now. Carol: That is so good to hear. So if you could offer a lesson, maybe a lesson you learned or something to other VR agencies, especially people that may be feeling overwhelmed or stuck. And I'll tell you, you have a lot of colleagues out there right now. Stuff's been tough. Based on the experiences you have, what would you want them to take away or what's something you'd just like to share? Michael: The easy one, a lot of things are coming to mind, but an easy one is to be brave. Examine. Really step back. Examine what is and isn't working. Don't. Don't hold on to how we've always been done it. And don't accept that or really shift your mindset to identify what you're really saying internally, as we've always done it that way it doesn't have to be. And so really understand what are your processes are working really well and let's find ways to expand those. But let's also look at the customer experience. And let's be honest about where our processes don't meet that customer need and meeting them where they're at. That's one of our values empathy, meeting people where they're at. Are we doing that? And let's be honest and let's be brave and make the changes. Sometimes you have to fight them. I mean, the whole counselor observation, RSA had some initial concerns, even though it's written into the law, had some initial concerns about what that means for determining eligibility, but it's written into the law, and counselors document that observation. And but sometimes you have to fight a little bit, push back a little bit where it makes sense. Change also is not easy. I mean, there's just been so much change externally, internally, and it's exhausting. But you also need to determine where you want to go and take the time to really mature that and facilitate that change. And we're talking about baking it in. Don't just be kind of shoop shoop, shoop shoop. Figure out what is the big change, what is the change you want to make. And it's going to involve lots of little changes. And people are going to feel like it's still this massive, you know, change after change after change as you tweak things. But let's really focus on that, get it through and then see it through. Do a pilot, get data, get input, analyze it, revise it, implement it more broadly, get data, analyze it, revise it, tweak it, get input from customers, get input from, you know, people. And then as a director, you've got to champion the change and you've got to talk about it. And Carol, I don't know about you or I hate repeating myself. It is a personal thing. I hate repeating myself. But that is the job, right? That is the job to say things and say them again and say them again and find different ways to say them. I mean, you caught some of my videos and that was my goal last year, was my emails that are very detailed and very interesting to me, are not super interesting for all my staff, but they really connect to video sometimes, or they connect to, you know, audios, or they connect to the in person fireside chats where they can come with any question. And we, you know, the executive leadership will discuss what's on their minds. There are different forms and formats for getting our story out and communicating, and we need to really do all those. And it doesn't have to be, I mean, you saw some of my videos in the newsletters and the reports. They're pretty amateur right there. Carol: It was all good. I liked it, though. I liked it because it was authentic. Michael: Yeah. You know, it's taking that TikTok mentality where it doesn't have to be, it's here and it's gone. But it gets the message out and it's supporting the change that you want to make. And it's not me as director talking it, but it's finding other people that are experiencing it and their experience and people connect in different ways. So that whole communication part of telling the story, I'm no social influencer. You found my story on social media, and I know it's important, and I'm doing the work now because it is critically important. we're also, those reports, those monthly reports, were highlighting different programs, and we're sending them out to stakeholders. We're sending out to the congressional representation representatives and their staffers, and we're getting notes back saying thank you for that. And I'm like, it felt very amateur, but I'm glad you appreciated the story and information. Carol: Well, I learned in communications class long ago, seven times seven ways, like for communications, because people all learn differently. Like you said, audio, video, you know, doing more like almost like the TikTok reel. We've got to get way better, snappier, shorter. I mean, we can thank Jeff Bezos for that with Amazon. Like people don't want to read a long thing. They want it quick. We want to get stuff. Now give me the little snapshot about this thing. And really our social media leads to all of that. Because look at you drew me in. I've known you, but you drew me in with your little short clip on LinkedIn. You had the really catchy part. I'm like reading that and I see $39.30 an hour people are making on average. I'm like, I gotta go see what's going on in this report. And I click your link and next thing you know, I'm in your website, I'm looking at your stuff, I'm in your videos and doing all the things. That's how people like think, now they got to get drawn in. What's your quick soundbite, your little piece that gets you hooked in. And we all have to get way better at explaining what is happening in the VR program because we just, I don't think have been very good about telling our message and our story. Michael: Agreed. And I think that now is the time, if any time is to show the power and the impact of Vocational rehabilitation for the economy and for our communities. So, yeah. Carol: Oh thank you, fine, sir. Well, I love talking with you today. I wish you every success in your agency, and I look forward to hearing more fun things and reading more things on LinkedIn. So thanks for joining me. Michael: I enjoyed it. Thanks so much, Carol. Take care.   {Music} Outro Voice: Conversations powered by VR, one manager at a time. One minute at a time. Brought to you by the VRTAC. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts, or wherever you listen to podcasts. Thanks for listening.

Long COVID didn't end with the pandemic and in some ways, the challenges are just beginning. In this episode, Heather Drummond, Deputy Director of the Center for Access to Whole Person Care for the Washington State Department of Health joins us to discuss the myths, realities, and urgent gaps surrounding Long COVID today.  With an estimated 6.2% of Washington adults affected and over $1.5 billion in associated medical costs, Long COVID remains a complex and often misunderstood condition. Drummond explains why it's so difficult to diagnose, how symptoms can vary widely across individuals, and why stigma and low awareness continue to prevent patients from getting the care they need.  We also explore Washington State's innovative response, from building a multi-source surveillance system to expanding provider training, launching public awareness campaigns, and developing clinical decision tools in partnership with the University of Washington.Living With Long COVID: Stories, Science, and Public HealthPast, Present, and Future: Reflections from a Radiation Readiness ProfessionalNow, Next, and Beyond: Understanding the Rural Health Transformation Program | EY - US

The Washington State Department of Agriculture's Washington Bee Atlas has collected and identified records of nearly 30 new or rare bee species in the state, and American Farm Bureau President Zippy Duvall offered Senate Ag Committee a variety of solutions for increasing demand for U.S.-grown agricultural goods.

(NOTE: Booker sprinkled in the worlds greatest Dad joke) The Washington State Department of Licensing used A.I. to handle its automated service over the phone. But its "Spanish" option was just English . . . with a heavy Spanish accent

This episode explores the complex issues within the Washington State Department of Corrections, focusing on inmate safety, systemic failures, and the challenges of housing transgender inmates. Through compelling stories of inmates like Shane Goldsby, Amber Kim, Christopher Williams, and Sincera Norton, we examine how policies impact human lives and what reforms are needed.

 In 2014, a massive landslide struck Oso, Washington. This disaster killed 43 people and erasing an entire community along the Stillaguamish River Valley. This is a true account of an ancient risk that stopped waiting — and broke loose and in 60 seconds, took a town with it.The Oso landslide was not a mystery... and not an accident in the usual sense. It unfolded over decades, shaped by geology, rainfall, and how humans understand risk over time.This episode of An Ounce examines what happened, why it happened, and what this disaster reveals about the space between knowing danger exists and recognizing it as real within time.If you value thoughtful, grounded disaster storytelling without sensationalism, consider subscribing.

Our region is facing tremendous setbacks for salmon populations and Northwest tribal treaty rights. Fish runs continue to fall short while Indigenous communities bear the brunt of climate change, political polarization, and existential threats to their way of life. Tribes can't overcome these issues alone, but it's not just a matter of finding allies — it's how to get them in the game. The Billy Frank Jr. Salmon Coalition, formed by Salmon Defense, has taken an innovative approach to protect salmon, restore ecosystems, and build climate resilience by uniting unexpected allies, who have often been at odds in the past. ​This diverse coalition includes tribal leaders, scientists, state and local officials, fishers, attorneys, conservation groups, and local industries. Join us on Indigenous Peoples' Day, for a conversation offering a timely reminder that Indigenous knowledge systems are not only vital to climate resiliency but must also be centered in policy-driven solutions. See how cross-cultural dialogue can help foster creativity and how lasting alliances are strengthened by collaboration amongst groups with different viewpoints. Peggen Frank (SeiiNiiSeii) is a leader in salmon conservation, tribal advocacy, and treaty rights protection. Since joining Salmon Defense in 2011, she has helped grow the nonprofit into a powerful conservation organization focused on education, advocacy, and litigation. Her key projects include the Billy Frank Jr. curriculum, a sčədadxʷ (salmon) education video, and the Salmon Warriors campaign. Peggen is an enrolled member of the Northern Arapaho Tribe, born and raised on the Wind River Indian Reservation, and now lives in the homelands of the Nisqually Indian people. As Executive Director of Salmon Defense, Peggen manages the likeness and legacy of Billy Frank Jr., ensuring his influence inspires future generations. Kadi Bizyayeva is the Stillaguamish Tribe of Indians vice-chairwoman, fisheries director, and Northwest Indian Fisheries commissioner. She was also appointed to the Washington Salmon Recovery Funding Board by Gov. Jay Inslee. Kadi is passionate about her role protecting and conserving tribal treaty rights and believes in honest co-management and finding common ground. Her experience includes assisting with project oversight and policy guidance, as well as accounting and administration in several roles within the Northwest Indian Fisheries Commission and the Stillaguamish Tribes' Natural Resources Department, where she has worked since 2013. Along with her professional roles and achievements, Kadi is also a wife, mother, and a tribal fisher and hunter. Ron Garner is president of the Puget Sound Anglers State Board, a member of the Billy Frank Jr. Salmon Coalition and a key member of the Western Washington sportfishing community. In 2018, he had the rare honor for a nontribal member – let alone a sportfisherman – of attending a Northwest Indian Fisheries Commission meeting. Ron is passionate about advocating for habitat restoration and reconnection in the Stillaguamish River watershed to promote healthy salmon populations, particularly endangered Chinook. His experience also includes serving on several Washington State Department of Fish and Wildlife advisory committees and task forces related to marine wildlife. Along with his sportfishing community leadership experience and advocacy, Ron is a self-employed commercial construction business owner. William Frank III served on the Nisqually Tribal Council for many years in several roles, including chairman, and currently serves as chairman of the Wa He Lut Indian School and the Salmon Defense board. He also runs Medicine Creek Tribal Strategies, an independent consulting firm. William is the son of the late Billy Frank Jr., a nationally recognized leader and activist for tribal rights and protecting salmon. His father helped tribes win the landmark 1975 court case that recognized treaty rights and made tribes co-managers of the salmon resource. This court decision completely changed the landscape in Washington after the Fish Wars or 'fish-ins' of the 1960s and 1970s, a series of civil disobedience protests where tribal fishers were arrested, beaten, and jailed for fishing off reservation in their 'usual and accustomed fishing grounds' – as granted by the treaties negotiated in the mid-1800s. As a leader, fisher, and member of the Billy Frank Jr. Salmon Coalition, he carries on his father's legacy of bringing together diverse groups of experts to advocate for salmon and the environment. Cecilia Gobin (dzahdzah'lahk) is a member of the Tulalip Tribes, based in Tulalip, Washington. She is an experienced Policy Analyst, currently working with the Northwest Indian Fisheries Commission (NWIFC) where she focuses on the protection and advancement of tribal treaty rights and resources, including habitat protection and salmon recovery. Prior to NWIFC, Cecilia worked in cultural resources for the Tulalip Tribes, and also for the U.S. House of Representatives' House Natural Resources Committee's Office of Indian Affairs, working with policy and legislation related to natural resources and the effects for tribes in Indian Country. She is also a lifetime commercial fisher and remains deeply connected to her community and traditional lifeways. Lisa Wilson has extensive experience in fisheries policy and treaty rights protection. She earned a bachelor's degree in Native Environmental Science from Northwest Indian College, where she produced the documentary Time Immemorial: A Fishing History of the Lummi People as her capstone project. Lisa primarily serves as an elected member of the Lummi Indian Business Council and as vice chair of the Northwest Indian Fisheries Commission. She is also on the Salmon Defense board, co-chairs the Natural Resources Committee for the Affiliated Tribes of Northwest Indians and the Lands and Natural Resources Committee for the National Congress of American Indians and is the former Endangered Species Act manager for Lummi Natural Resources. Presented by Town Hall Seattle and the Billy Frank Jr. Salmon Coalition.

If you’ve noticed more traffic in and around Seattle over the past couple of weeks, that’s not an accident. The Washington State Department of Transportation wants to “Revive I-5,” and that means two full years of lane closures and extra congestion around the city. We’ll hear more from UW Traffic Engineering Professor Yinhai Wang. We can only make Seattle Now because listeners support us. Tap here to make a gift and keep Seattle Now in your feed. Got questions about local news or story ideas to share? We want to hear from you! Email us at seattlenow@kuow.org, leave us a voicemail at (206) 616-6746 or leave us feedback online.See omnystudio.com/listener for privacy information.

KGMI's Jason Upton talks with Washington State Department of Ecology's Adjudication Manager Robin McPherson about where we're at in the Nooksack adjudication process in Whatcom County and what water users need to know, before clearing up some potential areas of confusion surrounding the complex, years-long process.

Host Austin Jenkins sits down with Dennis Worsham, Washington State Department of Health Secretary.

The Washington State Department of Commerce has appointed Truclusion as the consulting firm to lead the state's inaugural reparations study for descendants of enslaved Africans. This decision has prompted scrutiny from community leaders regarding the firm's credentials, its connection to Washington's Black community, and the transparency of the state's procurement process. Former State Representative Jesse Wineberry, a key advocate for the reparations legislation, is addresses these concerns on the Seattle Medium's Rhythm & News Podcast. Interview by Chris B. Bennett.

On today's Best Of PHRME episode, Maria Courogen, executive director for the Center for Access to Whole Person Care at the Washington State Department of Health, explains how her state worked to enable the continued support of community health workers (CHWs) by developing a sustainable funding model; Dr. Heather Krasna, associate dean of career and professional development at Columbia University's Mailman School of Public Health.https://www.astho.org/4a9148/globalassets/pdf/bios/vermont-sho.pdf

Feliks Banel's guest on this BONUS EPISODE of CASCADE OF HISTORY is Eleanor Boba, a public historian based in Seattle who recently discovered that the large bronze commemorative plaque for the Interstate 90 Homer Hadley Bridge across Lake Washington is missing. Homer Hadley is the Seattle-based engineer credited with the idea for a concrete floating bridge, and for the design of the original 1940 Lacey V. Murrow Lake Washington Floating Bridge (which sank on November 25, 1990 while undergoing renovation). The bridge named for Hadley was opened to vehicle traffic circa 1990, though it was not officially dedicated to him until July 17, 1993. We've shared photos of the plaque - which the Washington State Department of Transportation tells CASCADE OF HISTORY they are not able to locate - and the now empty plinth to which it was attached for many years, at the CASCADE OF HISTORY Facebook page. https://www.facebook.com/groups/cascadeofhistory For more information, please see Eleanor Boba's Blog Post: https://remnantsofourpast.blogspot.com/2025/11/on-beaten-path-tracing-i-90-trail-in.html CASCADE OF HISTORY has reached out to Homer Hadley's descendants to gather their reaction to news of the missing plaque, but as of Monday, November 24, 2025, we have not yet heard back. CASCADE OF HISTORY is broadcast LIVE most Sunday nights at 8pm Pacific Time via SPACE 101.1 FM in Seattle and gallantly streams everywhere via www.space101fm.org. The radio station broadcasts from studios at historic Magnuson Park – located in the former Master-at-Arms' quarters in the old Sand Point Naval Air Station - on the shores of Lake Washington in Seattle. Subscribe to the CASCADE OF HISTORY podcast via most podcast platforms and never miss regular weekly episodes of Sunday night broadcasts as well as frequent bonus episodes.

The Kent Black Action Commission (KBAC) is spearheading a petition to rename nearly 10 miles of Benson Highway through Renton, Kent, and parts of unincorporated King County with honorary signage bearing Dr. King's name. With support from State Representative Mia Gregerson and coordination from the Washington State Department of Transportation, this effort aims to extend Martin Luther King Jr. Way from Seattle deeper into South King County—without impacting existing addresses or road names. The initiative invites community involvement through petition signing and engagement with local representatives, underscoring the importance of honoring Dr. King's legacy in the region. Executive Director Gwen Allen-Carsten joins us to share more about this movement, its significance, and how the community can get involved. Interview by Chris B. Bennett.

Overview: In this episode, Dr Gina Brown and Dr Sahar Khalili draw on their expertise in HIV prevention to provide an overview of the current PrEP landscape in the United States. They highlight advancements in HIV prevention and emphasize the importance of targeted programs to address disparities in access and uptake across population groups and geographic regions. The views expressed are those of the panelist(s) and not necessarily Gilead Sciences, Inc. The information provided in this podcast is not intended to be and should not be understood to provide medical advice. Listeners should note that our discussions in this episode are relevant to the USA only and may not be appropriate for other regions. This episode was recorded in August 2025 and the content reflects the information available at that time. Guest: Gina Brown, MD; Sahar Khalili, PharmD   For more information, please visit: https://www.pri-med.com/clinical-resources/curriculum/hiv-in-focus  References ACOG. Preexposure prophylaxis for the prevention of human immunodeficiency virus. 2024. Available from: https://www.acog.org/clinical/clinical-guidance/practice-advisory/articles/2022/06/preexposure-prophylaxis-for-the-prevention-of-human-immunodeficiency-virus (Accessed June 25, 2025). ADAP Directory. About. 2024. Available from: https://adap.directory/about (Accessed June 25, 2025). Aidsmap. Condoms. 2023. Available from: https://www.aidsmap.com/about-hiv/condoms#toc-how-effective-are-condoms (Accessed June 25, 2025). AIDSVu. AIDSVu releases new PrEP data and launches PrEPVu.org, a new PrEP equity platform. 2024. Available from: https://aidsvu.org/news-updates/aidsvu-releases-new-prep-data-and-launches-prepvu-org-a-new-prep-equity-platform/ (Accessed June 25, 2025). AIDSVu.org was developed by the Rollins School of Public Health at Emory University in partnership with Gilead Sciences, Inc. AIDSVu. AIDSVu releases 2024 PrEP use data showing growing use across the U.S. 2025. Available from: https://aidsvu.org/news-updates/aidsvu-releases-2024-prep-use-data-showing-growing-use-across-the-u-s/ (Accessed July 18, 2025). AIDSVu.org was developed by the Rollins School of Public Health at Emory University in partnership with Gilead Sciences, Inc. AIDSVu. Location profiles: South. 2025. Available from: https://map.aidsvu.org/profiles/region/south/prevention-and-testing#1-2-PnR (Accessed July 31, 2025). AIDSVu.org was developed by the Rollins School of Public Health at Emory University in partnership with Gilead Sciences, Inc. AIDSVu. PrEP use significantly associated with decreasing new HIV diagnoses across U.S. states. 2025. Available from: https://aidsvu.org/news-updates/prep-use-significantly-associated-with-decreasing-new-hiv-diagnoses-across-u-s-states/ (Accessed June 25, 2025). AIDSVu.org was developed by the Rollins School of Public Health at Emory University in partnership with Gilead Sciences, Inc. Baeten J et al. Curr HIV/AIDS Rep 2013;10:142–51. Bekker LG et al. N Engl J Med 2024;391:1179–92. CDC. About ending the HIV epidemic in the US. 2024. Available from: https://www.cdc.gov/ehe/php/about/index.html (Accessed June 2, 2025). CDC. Clinical Guidance for PrEP. 2025. Available from: https://www.cdc.gov/hivnexus/hcp/prep/index.html (Accessed June 25, 2025). CDC. Preexposure prophylaxis for the prevention of HIV infection in the United States - 2021 update. 2021. Available from: https://stacks.cdc.gov/view/cdc/112360 (Accessed June 25, 2025). Coates TJ et al. Lancet 2008;372:669–84. DHHS. Pre-exposure (PrEP) to prevent HIV during periconception, antepartum, ad postpartum. 2024. Available from: https://clinicalinfo.hiv.gov/sites/default/files/guidelines/documents/perinatal-hiv/pre-exposure-prophylaxis-prep-prevent-hiv-perinatal.pdf (Accessed June 25, 2025). Gandhi RT et al. JAMA 2023;329:63–84. HIV.gov. HIV treatment as prevention. 2023. Available from: https://www.hiv.gov/tasp (Accessed June 25, 2025). HIV.gov. Key EHE strategies. 2024. Available from: https://www.hiv.gov/federal-response/ending-the-hiv-epidemic/key-strategies (Accessed June 2, 2025). HIV.gov. Pre-exposure prophylaxis. 2025. Available from: https://www.hiv.gov/hiv-basics/hiv-prevention/using-hiv-medication-to-reduce-risk/pre-exposure-prophylaxis (Accessed June 25, 2025). Kelley CF et al. N Engl J Med 2025;392:1261–76. Kourtis AP et al. Ann Epidemiol 2025:106:48-54. Landers S et al. Am J Public Health 2017;107:1534–35. Landovitz RJ et al. N Engl J Med 2021;385:595–608. NIH. HIV and sexually transmitted infections (STIs). 2021. Available from: https://hivinfo.nih.gov/understanding-hiv/fact-sheets/hiv-and-sexually-transmitted-diseases-stds (Accessed June 25, 2025). NIH. HIV medicines during pregnancy and childbirth. 2025. Available from: https://hivinfo.nih.gov/understanding-hiv/fact-sheets/hiv-medicines-during-pregnancy-and-childbirth (Accessed July 31, 2025) NIH. Post-exposure prophylaxis (PEP). 2025. Available from: https://hivinfo.nih.gov/understanding-hiv/fact-sheets/post-exposure-prophylaxis-pep (Accessed June 25, 2025). NIH. PrEP to prevent HIV and promote sexual health. 2022. Available from: https://www.ncbi.nlm.nih.gov/books/NBK556471/ (Accessed June 25 2025). Siegler AJ et al. Ann Epidemiol 2020;45:24–31.e37 Sullivan PS et al. J Int AIDS Soc 2025;28:e26459. Townes A et al. Obstet Gynecol 2023;143:294–301. Underhill K et al. PLoS Med 2007;4:e275. United States Census Bureau. National population by characteristics: 2020–2024. 2024. Available from: https://www.census.gov/data/tables/time-series/demo/popest/2020s-national-detail.html (Accessed June 25, 2025). Owens DK et al. JAMA 2019;321:2326–36. Vermund SH et al. J Acquir Immune Defic Syndr 2013;63:S12–25. Washington State Department of Health. Pre-exposure prophylaxis drug assistance program (PrEP DAP). 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Feliks Banel's guest on this BONUS EPISODE of CASCADE OF HISTORY is Courtney Cooper Neese, owner with her husband of the historic Roslyn Theatre in Roslyn, Washington. Courtney Cooper Neese joined CASCADE OF HISTORY and told the story of purchasing the Roslyn Theatre just four years ago, and how she's focused on being a "guardian of the culture" - and history - of a beloved community resource, from limiting changes to the look and feel of the interior, to learning how to make "gravy style" popcorn. Courtney Cooper Neese also broke some exciting news about the old Vogue Theatre in nearby Cle Elum, Washington. The Roslyn Theatre has participated in the State of Washington's Historic Theatre Grant Program, and Courtney Cooper Neese explains how grants have helped restore, improve and preserve the structure and ensure its continued viability. The next Historic Theatre Grant Program application deadline is coming up on Sunday, December 21, 2025. Historic Theatre grants are a program of the Washington State Department of Archaeology and Historic Preservation (DAHP) and are administered by the Washington Trust for Historic Preservation. For more information about eligibility and how to apply to the Historic Theatre Grant Program: https://preservewa.org/programs/grants/historic-theater-grant-program/ For more information about The Roslyn Theatre: https://roslyntheatre.com/ CASCADE OF HISTORY is broadcast LIVE most Sunday nights at 8pm Pacific Time via SPACE 101.1 FM in Seattle and gallantly streams everywhere via www.space101fm.org. The radio station broadcasts from studios at historic Magnuson Park – located in the former Master-at-Arms' quarters in the old Sand Point Naval Air Station - on the shores of Lake Washington in Seattle. Subscribe to the CASCADE OF HISTORY podcast via most podcast platforms and never miss regular weekly episodes of Sunday night broadcasts as well as frequent bonus episodes.

Feliks Banel's guest on this BONUS EPISODE of CASCADE OF HISTORY is Charlie Robin, CEO of The Capitol Theatre Committee, non-profit operator of the historic Capitol Theatre in Yakima, Washington. Charlie Robin joined CASCADE OF HISTORY to share the history of the 1920 Capitol Theatre, and to explain how the State of Washington's Historic Theatre Grant Program has helped support preservation of a facility and institution which is clearly treasured by the Yakima community. The next Historic Theatre Grant Program application deadline is coming up on Sunday, December 21, 2025. Historic Theatre grants are a program of the Washington State Department of Archaeology and Historic Preservation (DAHP) and are administered by the Washington Trust for Historic Preservation. For more information about eligibility and how to apply to the Historic Theatre Grant Program: https://preservewa.org/programs/grants/historic-theater-grant-program/ For more information about The Capitol Theatre in Yakima: https://capitoltheatre.org/ CASCADE OF HISTORY is broadcast LIVE most Sunday nights at 8pm Pacific Time via SPACE 101.1 FM in Seattle and gallantly streams everywhere via www.space101fm.org. The radio station broadcasts from studios at historic Magnuson Park – located in the former Master-at-Arms' quarters in the old Sand Point Naval Air Station - on the shores of Lake Washington in Seattle. Subscribe to the CASCADE OF HISTORY podcast via most podcast platforms and never miss regular weekly episodes of Sunday night broadcasts as well as frequent bonus episodes.

Washington State highways and bridges are in need of a serious refresh. That’s according to a WSDOT official who told the Washington State Transportation Commission this month: “We are in the early stages of critical failure due to lack of funding.” - Troy Suing, Director, Capital Program Development and Management, Washington State Department of Transportation “Preservation” generally refers to the long-term work needed to sustain already existing infrastructure. WSDOT says it’ll need an additional $8 billion dollars over the next decade to do that work. Jerry Cornfield at the Washington State Standard reported that while the Legislature did approve a 15.5 BILLION dollar budget for the next two years…. less than a billion dollars was earmarked for preservation over that time. That’s well short of the $1.6 Billion needed to keep pace with the wear and tear put on our state’s infrastructure. GUEST: Senator Marko Liias - Chair of the WA State Senate Transportation Committee LINKS: ‘Early stages of critical failure’: Funding outlook is grim for WA road upkeep - WA State Standard Meeting Agenda – October 14-15, 2025 – Washington State Transportation Commission Washington State Transportation Commission - Meeting Video Move Ahead Washington Legislature approves bipartisan plan to fund Washington state transportation future Thank you to the supporters of KUOW, you help make this show possible! If you want to help out, go to kuow.org/donate/soundsidenotes Soundside is a production of KUOW in Seattle, a proud member of the NPR Network.See omnystudio.com/listener for privacy information.

Feliks Banel's guest on this BONUS EPISODE of CASCADE OF HISTORY is Wes Walker with the City of Walla Walla, WA's Parks and Recreation Department. The City of Walla Walla manages historic Mountain View Cemetery - parts of which date to the 1850s - and has received multiple grants from the State of Washington's Historic Cemetery Preservation Capital Grant Program. Wes Walker joined CASCADE OF HISTORY to share some of Mountain View Cemetery's history, and to explain how the grant program has helped support Walla Walla's efforts to restore and preserve the cemetery's World War I veterans' section. The grant application deadline is coming up on December 21, 2025. Cemetery Preservation grants are a program of the Washington State Department of Archaeology and Historic Preservation (DAHP) and are administered by the Washington Trust for Historic Preservation. For more information about eligibility and how to apply and about upcoming workshops: https://dahp.wa.gov/archaeology/cemeteriesburial-sites/historic-cemetery-grant-program CASCADE OF HISTORY is broadcast LIVE most Sunday nights at 8pm Pacific Time via SPACE 101.1 FM in Seattle and gallantly streams everywhere via www.space101fm.org. The radio station broadcasts from studios at historic Magnuson Park – located in the former Master-at-Arms' quarters in the old Sand Point Naval Air Station - on the shores of Lake Washington in Seattle. Subscribe to the CASCADE OF HISTORY podcast via most podcast platforms and never miss regular weekly episodes of Sunday night broadcasts as well as frequent bonus episodes.

In today's installment of the PHIG Impact Report, Amy Ferris, Chief Financial Officer at the Washington State Department of Health, shares how her department is using the Public Health Infrastructure Grant to centralize its grant management system. PHIG Partners Web Page PHIG Newsletter  

The Washington State Department of Transportation is gearing up for winter. Crews are inspecting snowplows, stocking salt, and reminding drivers to plan ahead for snow and ice season. Learn about traction tire laws, pass closures, and how to stay safe during severe weather. https://www.clarkcountytoday.com/news/wsdot-ramps-up-winter-snow-and-ice-preparations/ #WSDOT #WinterDriving #SnowAndIce #Transportation #WashingtonState #PublicSafety #RoadConditions #TravelAlerts #MountainPasses #WeatherPreparedness

The Washington State Department of Transportation warns it needs $8 billion over the next decade to keep roads and bridges safe. Officials say maintenance and preservation have lagged for years as new construction took priority, leaving highways and bridge systems aging and underfunded. Report by TJ Martinell, The Center Square Washington. https://www.clarkcountytoday.com/news/wsdot-says-it-needs-8-billion-over-next-decade-to-keep-infrastructure-maintained/ #WSDOT #Transportation #Infrastructure #WashingtonState #Roads #Bridges #PublicSafety #Funding #InfrastructureCrisis #TheCenterSquare

Dr. Edward Simmer, Interim Director of the South Carolina Department of Public Health, celebrates the department's one-year anniversary with a recap of their achievements, including the highest health ranking in the state's history; Dr. Bryant Thomas Karras, the Washington State Department of Health's Chief Medical Informatics Officer, discusses the Fast Healthcare Interoperable Resource (FHIR) pilot program that his department participated in; on Thursday, October 9th, ASTHO will host the final session of the Ignite, Accelerate, and Activate workshop on applying emotional intelligence strategies to enhance leadership; and subscribe to the newscast to make sure you never miss the opportunities, initiatives, and insights from public health leaders across the country.  South Carolina Dept of Public Health: South Carolina Health Compass Dashboards ASTHO Report: Accelerating Data Exchange in Public Health: Insights from Public Health FHIR Pilots ASTHO Webinar: Ignite, Accelerate, and Activate: Series 3, Session 3: Applying Emotional Intelligence Strategies ASTHO Newscast: Public Health Review Morning Edition  

Maria Courogen, Executive Director for the Center for Access to Whole Person Care at the Washington State Department of Health, explains how her state worked to enable the continued support of Community Health Workers (CHWs) by developing a sustainable funding model; Dr. Heather Krasna, Associate Dean of Career and Professional Development at Columbia University's Mailman School of Public Health, breaks down the nuances of applying to governmental public health roles and discusses ASTHO's checklist resource, which walks applicants through the process; today is the third session of ASTHO's Public Health Nursing Workforce Learning Lab series focused on public health nursing residency programs and leadership pathways; and ASTHO President-Elect Manisha Juthani, Commissioner of the Connecticut Department of Public Health, and ASTHO alum Dr. Umair Shah, will participate on a panel at Health Systems Implementing Climate Action, a Climate Week NYC 2025 event.  ASTHO Web Page: Community Health Workers ASTHO Resource: Your Guide to Navigating the Governmental Public Health Job Search Process ASTHO Webinar: Public Health Nursing Workforce Learning Lab - A Series Climate Week NYC 2025: Health Systems Implementing Climate Action  

The estate of Jeffrey Epstein released materials today to the House Oversight Committee, including the "birthday book" that Donald Trump disputed (and continues to dispute) includes a crude drawing and note he submitted with his signature. Rachel Maddow looks at this and other new revelations and how much energy Trump is putting into denying what seems plain about Trump's role in a disgusting scandal of historic scale. Donald Trump's poor choice of Robert F. Kennedy Jr. as his HHS secretary has cost him a leadership role in public health as Kennedy dismantles key departments and agencies, cuts funding and fires experts, leaving state leaders to take charge of vaccine availability and other health issues. Dr. Tao Sheng Kwan-Gett, chief science officer for the Washington State Department of Health, joins Rachel Maddow to discuss.

Today, Thursday, September 4 on Urban Forum Northwest:*Seattle Mayor Bruce Harrell comments on the possibility of federal agents/troops on the streets of Seattle and how he is coordinating a response with Attorney General Nick Brown and Governor Bob Ferguson. He also talks about his priorities on transportation and how it's key to affordable housing.*Ed Prince, Renton City Councilman and Executive Director, Washington State Commission on African American Affairs pays tribute to Commissioner Sheila Stanton of Kirkland WA who was killed Sunday when a driver crashed into a Grocery Outlet store in Kirkland. He explains how the Washington State Department of Commerce will be the lead state agency on the Reparations Study.*Juan Peralez, president, UNIDOS of Snohomish County comments on the civil rights work and the efforts his organization is undertaken to get police accountability legislation passed by the state legislature. His organization recently hosted a community meeting that featured a former FBI agent who infiltrated hate groups and shared his experience with a panel that included State Senators John Lovick and Manka Dhingra.*Randy Cross, Executive Secretary, Royal Esquire Club provides the details of activities for the month of September. First Friday will kick off the events for the month followed by a Saturday afternoon Birthday Party for Toni Forward Bailey that will be catered by Keith Floyd's SOULFUSION.Urban Forum Northwest streams live at www.1150kknw.com. Like us at www.urbanforumnw.com for archived programs and relevant information. We are on Facebook. X@Eddie_Rye.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Feliks Banel's guest on this BONUS “HERITAGE BARN” EPISODE of CASCADE OF HISTORY is Kristin Darrow, who shares the exciting story of how she recently restored a heritage barn near the Walla Walla County community of Waitsburg, Washington. Washington's Heritage Barn Grant program application deadline is coming up on October 19, 2025, and hundreds of heritage barns in the Evergreen State are eligible for matching grants up to $75,000. Heritage Barn Grants are a program of the Washington State Department of Archaeology and Historic Preservation (DAHP) and are administered by the Washington Trust for Historic Preservation. For more information about eligibility and how to apply: https://dahp.wa.gov/historic-registers/heritage-barn-register/heritage-barn-grants CASCADE OF HISTORY is broadcast LIVE most Sunday nights at 8pm Pacific Time via SPACE 101.1 FM in Seattle and gallantly streams everywhere via www.space101fm.org. The radio station broadcasts from studios at historic Magnuson Park – located in the former Master-at-Arms' quarters in the old Sand Point Naval Air Station - on the shores of Lake Washington in Seattle. Subscribe to the CASCADE OF HISTORY podcast via most podcast platforms and never miss regular weekly episodes of Sunday night broadcasts as well as frequent bonus episodes.

In this episode of The Evergreen Thumb, guest Karen Wright from the Washington State Department of Agriculture tells us all about the Washington Bee Atlas and the importance of native bees. Karen explains the difference between honey bees and native bees. She talks about how Washington state has around 600 known native bee species, with many more still undescribed, and goes over how native bees are vital for pollinating about 80% of flowering plants, which is crucial for our ecosystems and agriculture. She explains what the Washington Bee Atlas is and how to get involved with their project of documenting native bee diversity, tracking their distribution, and promoting bee conservation efforts. Listeners will learn how the Washington Bee Atlas leverages collaboration among researchers, volunteers, and the public to gather data on native bee populations.

Dr. Susan Kansagra, Chief Medical Officer for ASTHO, discusses the recent Make America Healthy Again report, and the work done by state and territorial health departments that intersects with the report's themes; Ryan Daly, Deputy Director of Finance and Operations for the Nebraska Department of Health and Human Services Division of Public Health, explains how the department's new standardized process for subrecipient monitoring has helped improve operations; ASTHO's framework for addressing ethical considerations in public health wastewater surveillance was recently published in the Journal of Public Health Management and Practice Direct; a new ASTHO blog article describes the public health insights that can come from interjurisdictional immunization information systems; and ASTHO welcomes new member Dennis Worsham, Secretary of Health for the Washington State Department of Health.  ASTHO Blog: Levers for Preventing Chronic Disease That Intersect with Key MAHA Report Themes ASTHO Blog: Nebraska Paves the Way for Improved Grant Subrecipient Monitoring JPHMP Direct: Demystifying Applied Public Health Ethics: New Framework Highlights Ethical Considerations in Wastewater Surveillance and Tools for Deliberating Them ASTHO Blog: Immunization Information Systems: One Foundational Data Source, Endless Health Insights Dennis Worsham Bio  

Finance doesn't have to be scary. In this episode of VRTAC-QM's Manager Minute, Kat Martin, Finance Director at the Oregon Commission for the Blind, joins Carol Pankow to break down the complexities of government finance in vocational rehabilitation. Kat shares her journey from the private sector into VR, the lessons she's learned managing federal and state dollars, and the difference between budget authority and actual revenue (spoiler: it's not as simple as it sounds). From making reports accessible for blind colleagues to explaining why finance people should bepartners—not compliance enforcers—Kat offers practical advice, thoughtful insights, and a healthy dose of humor. Whether you're new to VR, leading a program, or just finance-curious, this episode delivers the wisdom you didn't know you needed—plus a little reality check on what it takes to manage complex funding with heart and clarity.   Listen Here   Full Transcript:   {Music}   Kat: It took me a bit to wrap my head around was the difference between budget and revenue. I like the way my executive director describes it to other directors. You have to be paying attention to what's going on with your budget, not because that's the amount of money you have to spend, particularly with federal funding. That is what you have authority to spend. That doesn't mean you have that revenue to spend. If somebody has helped you out, pay it forward, help the next new person out that got their eyes crossed and looking overwhelmed when they're trying to figure out what in the world is re allotment, let alone carryover and maintenance of effort.   Carol: Oh my gosh.   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 Kat Martin, finance director at the Oregon Commission for the Blind. So, Kat, how are things going in Oregon?   Kat: They're going well. We're getting started on a lovely summer and a new biennium and trying to close out the old ones. So, you know, busy is always in the finance department.   Carol: Yeah, all the things. Nothing like getting the finance director like turnover of a state year and all that. I know you got a lot of things going on. So as the QM grant is winding down, I thought it would be great to hear from a respected VR finance director, someone who's walk the walk. Kat has been a standout voice in her fiscal management community of practice, sharing advice that's grounded, real, and incredibly helpful. So, Kat, let's dig in. So, Kat, can you tell our listeners a bit about your career journey and how did you land in your current role?   Kat: Sure. Thanks, Carol. I worked in the private sector for the first decade or so of my life and realized after about a decade of that that I really needed work that spoke to my heart. And coming from a family of educators, I was a little too late to go back to school and get my teaching credentials at that point in time. But I decided to pursue mission focused organizations that were helping others. So I worked for about six years for a law firm that represented the disabled and injured individuals before the Social Security Administration and the Washington State Department of Labor and Industries. And then I went into public education for about 15 years. About five years ago, I left public education and came to work for the Oregon Commission for the blind. And it was my first role in the world of vocational rehabilitation. So it was a new experience for me. I love a good challenge and it's been that for five years.   Carol: That sounds amazing. I always love to hear how people kind of make their long and winding road into VR, because none of us ever usually get here very directly. So I know when you and I chatted before, you have just some great perspective on any role you take. How do you go about building that solid foundation when you start a new role?   Kat:, You know, I came up through the accounting departments, specifically accounts receivable. So I was working with invoicing and collecting bills, and I experienced a lot of success in those jobs, so much so that I was moved into first supervisory and then management positions and eventually the C-suite role. And when I moved into my first CFO position, I worked with an amazing campus president who talked with me about the fact that my focus up to that point in time as the director of accounting for the organization and my prior professional experience, had been very much compliance focused. And that as her new director of finance, she needed me to be more of a fiscal partner to not only herself, but my peers on the leadership team. So, you know, that took me a little bit to figure out, because when you've been doing it for decades, it's easy to be a compliance goon. It's a little more difficult to figure out what being a finance partner looks like. I recognized that particularly when I was starting a new role like the one I did in VR five years ago. It was really important for me to understand who I needed to form relationships with, what the systems were that I was going to be utilizing to complete my work and to manage those that were completing the day in and day out of the accounting work that we were doing. And then also what were the policies, procedures and standards? So when I start a new job, I like lay out my first 100 days and I create myself a little Venn diagram that is all about those three things where at the intersection of that right in the middle, that's the work that I'm going to be doing for the organization planning, organizing, directing and monitoring their finances and the fiscal health of the organization.   Carol: I love that you have that people, systems and processes. I mean, I think that sweet spot in the middle where all of that intersects is really wonderful. You've talked to me before about this whole compliance goon fiscal partner, and I do like that approach. Can you talk a little more about what that really means to you and kind of how that's played out?   Kat: Yeah, it's really about people and about relationships in a vocational rehabilitation agency. We are helper humans and even fiscal employees, accountants, your travel coordinator, your payroll specialist. They need to be helper humans as well, because it's easy to get all wrapped up in the way we have to transact these certain things or the deadlines that the state lays down. If it's an enterprise wide system that you're using and sometimes lose sight of the fact that the people we are serving are actually the employees who are providing the direct service to the blind Oregonians that we serve at the Oregon Commission for the blind. So I have worked very hard to develop that in myself. And the way I've accomplished that is beginning first with the people I'm going to be serving and whether that's my boss, my peers, my employees, that to report directly to me, my employees that report indirectly to me or those other individuals in the larger organization, like the state's chief financial officer and the state's legislative fiscal office, and maybe the procurement office and the Payroll Services Office to make sure that I know what our place is, but also how we can provide the best possible services within that matrix that we operate in to those eventual end users that we're there to serve so that they don't ever have to worry about, am I going to get paid on time? Is my computer going to be working? Those kind of things I tell my staff when we're doing our jobs exceptionally well, nobody knows what we're doing. And then that allows them to focus on the work that they're doing with our clients.   Carol: How long do you think it takes, really, to get settled, especially coming into VR for a finance person? How long do you feel like you know what, I got this, I feel proficient what I'm doing because I think people have this idea that can come in. I was an accountant here or a CPA, or I've done something else. But you come into this program. How long do you feel it takes you to really get a handle on what's going on.   Kat: A full fiscal cycle in the state of Oregon, we operate on a biennium, so that's a full 24 months. I had been with the agency for two years before. I really felt like, oh, now I'm repeating things and there's a lot of repetition in a finance role, regardless of what role it is, there's a lot of repetition. But what makes it complicated in the VR world, in my state, for instance, is we have state fiscal years that end on June 30th, and then you have your federal fiscal year that ends on September 30th. So right there, those two things are out of sync. And then the VR awards in particular, are the most complicated revenue stream I've ever worked with. Braid those in with the general fund that you have to be on top of, which is truly available to you, and you can sometimes lobby for more. But there's a lot of politics and personalities that you have to deal with when you're trying to obtain more general fund for your agency, and then the limited amount of other funding. So I have been working as a finance director since 2009, and I would have to say that these last five years, it has been the most complicated fiscal management for an organization that I've ever touched upon in my career up to this point in time, because of those complexities between the state and the feds in fiscal years that don't align. And we're on a biennium where, you know, the federal awards are one year, and maybe you can get carryover if you do all the things you got to do to meet the requirements around March to get there.   Carol: And you're confirming what the feds say, because David Steele, who's the unit chief for the fiscal unit at RSA, he often says this is the most federally complex grant. And I remember hearing him a long time ago thinking, is it really? But yeah, it really it really is. Proof is in the pudding when you're actually doing that work. So given all of that complexity, how do you implement like strategies or things that you do to help your leadership, like literally be able to interpret and understand because it is like talking to different languages. And how do you get your whole executive team kind of on board with what's happening because you have these realizations and insights. But that isn't always apparent in the VR world, because a lot of people are not they're not math people. They're people people. They're social services people. They don't know about reading a spreadsheet. You just show them these numbers, and their eyes kind of glaze over and they hear you talking, but they don't know what you're saying.   Kat: Yeah. I think the first thing I try to do is keep it short and simple. And that's not to say that these individuals are not intelligent. They are highly intelligent, and they have skills and expertise that I'm incredibly impressed by. But I have different skills and expertise. And if I'm going to provide the information to them that allows them to make informed decisions about not only what we're doing in the present, but for the duration of whatever the fiscal period is that we're in and for the long term. Then I need to present the information in such a way that it's digestible. Now I work for a blind agency, so that means it needs to be accessible. I see a lot of spreadsheets that folks like myself love to create. You know, it's fun to get in there and do the color coding and the formatting and have multiple tabs that support your summary. Conclusions and charts are then the next best thing in the world, right? You can spend a lot of time on that. And yet my director of rehabilitation services can't see any of it, can't read any of it. So what I need to create for her and for the other 20% of the employees at my agency that is usable and digestible is very straightforward spreadsheets that are readable by the assistive technology they use in order to do their jobs. The other thing that I do to try and help the leadership team, and my executive director in particular is I insist upon regular report outs. It's really easy to be just like, yeah, yeah, Kats got it. Budget to actuals are going to be fine. She knows we don't want to leave any general fund on the table at the end of the biennium. She'll let us know how we're doing with match, but she'll take care of all of it. And what I let them know is I report on the money, but I don't decide how it's spent. I know what's in the purse, but the executive director is holding the purse strings and you all are influencing that spend. So by insisting upon regular report outs, I review budget to actual data summary grant reporting, cash reporting on at least a weekly basis. Right now I'm reviewing that more like 2 to 3 times a week, because it's the end of the biennium and startup of a new one, but the management team gets finalized reporting once a month that is based on the accounting close. And not only do we distribute that to them with the highlights, we want to pinpoint in written format, but then I also present on that every month at the leadership team meeting, when we're reviewing other results for the month and other measures that matter to us.   Carol: I think that's really super good advice for our listeners. I've seen it all across the country. I mean, I've seen where sometimes fiscal people, they are calling all the shots. They aren't that partner. They're like, hey, I'm the one that knows you all can't do math. I'm deciding. I'm doing. People are signing for the director. You know, they're sending stuff in. Directors get it? Zero clue. And while that can be a way to operate. Boy, highly not advisable. Because at the end of the day, the director is the one holding the bag. You know, the buck stops with them. If something goes wrong, something happened. They're the one. And those are the ones that end up getting fired or whatever it may be. So I'm always on the new director end of things. Encouraging people to learn as much as they can. And it's just like learning anything. You take one step at a time, one item at a time, one cell on the spreadsheet to gain understanding. You're not going to be instantly an accountant, but you can get to a level understanding where you hear what's happening. So I appreciate that you've had that experience, because I think you always bring so much to any conversation. Having worked in a blind agency, when you're thinking about how am I going to convey information in a way people can read it for one with assistive technology, not make it so fancy that you kind of lose sight really, of what is trying to be conveyed. So I think you really have great advice there and that you're the partner. I mean, you're advising and then the director's deciding. I think that's a really lovely partnership. What have been your biggest surprises and lessons learned in this role?   Kat: Well, first and foremost, it is more complicated than budgets, significantly larger than what I'm dealing with now because of the interplay of federal and state. Some of the surprises that came to me early on were around the timelines and how important it is to create a calendar of key events that not only takes everything going on with your state into consideration, but all those federal timelines, particularly the federal reporting timelines. We now, after five years, talk about the months between October 1st and the end of January as federal reporting season, because between the support we provide to program with some of their program reports that have fiscal elements in them, and then all of the federal financial reports that have to be submitted during that period of time. There's 18 different reports that my grant accountant and I prepare, review, discuss, and then, of course, go over with the program directors before they are ever submitted to our federal funding partners.   Carol: I'm a huge fan of the calendar. I just have to say, I literally we get calls. I had one of the finance directors from one state. He will remain unnamed, but he calls me on April 30th and he's like, please don't tell me a report is due today, and I'm like, uh, yeah, this is gonna be a really bad day. He said, I gotta go, and he, like, hangs up the phone. I'm like, calendar this stuff. You need the calendar. Oh my gosh. Drives me crazy.   Kat: It's important. And I mean, one of the surprises that came to me is I started with the commission in August of 2020, and a couple of days after I arrived, my senior accountant and we have a small shop. At that time I only had one accountant and two accounting technicians. My senior accountant went out on a family leave of absence about two weeks early. So here I was, no VR experience trying to figure out what the heck I'm doing. I don't even have access to most of the systems. And as it turns out, as the agency security officer, I give everybody else access. But nobody knew how to give me access. So that was an interesting start. And when she came back from her leave, she said to me, so how did that SF 425 report submission going? I'm like, what? SF 425 report submission. So I missed I started my career with the Commission for the blind by missing a federal Financial Report submission.   Carol: Oh my gosh.   Kat: I'm still here. So I guess it wasn't the end of the world that we were late with one report.   Carol: How do you find it so different between like government accounting compared to the other accounting work you've done? I always hear from people that go, government accounting is like nothing else I've ever been exposed to.   Kat: Yeah, it is very different in that having worked in the private sector and the for profit sector for a number of decades, obviously you're looking for efficiencies and effective ways of doing business that drive your bottom line. The profit imperative is just that don't be fooled by what the for profit organizations say they're really about. Making money is what it's all about in the end. But in the public sector and definitely for the government, one of the things that it took me a bit to wrap my head around was the difference between budget and revenue, and I like the way my executive director describes it to other directors that you have to be paying attention to what's going on with your budget, not because that means that's the amount of money you have to spend is because, particularly with federal funding, that is what you have authority to spend. That doesn't mean you have that revenue to spend. So figuring out how to keep track of where am I at, actually, with my approved budget and my limitations on the federal fund and other fund that I operate with? And where am I actually at with cash available to me through my federal grants, was something else that was very new to me, because every place I'd been before budget was budget. You had that to spend, even in higher education, in the public sector. It was like I had that budget to work with for the entire fiscal cycle. Not true here. So you really have to be paying attention to that difference between budget and revenue. I started to say my executive director describes this to other directors. She tries to put it as think about budget as being the line of credit. If you had a credit card in your wallet. Think about it as the line of credit that you could spend up to, but your revenue is actually how much money you actually get paid. So if you have a $50,000 line of credit, but your income for the year is only going to be $25,000, you're going to have a problem when you spend up to that line of credit.   Carol: That is such an awesome point. We have seen lately. There's been some really interesting things with the budget Authority, and this has to do with kind of the reverse, where for whatever reason, you have a federal grant say you get $100 million. But the legislature has said we are only going to give you $90 million of budget authority. And that's cropped up more and more. And so people forget because you've got program income coming in and you've got other kind of sources of these revenues. And the legislature has set this limit. And so you're bumping on it, but your eye is over here. You're looking at well, yeah, but I've got I can match and I can draw these funds. But for whatever reason the legislature hasn't given you enough authority to actually maximize and utilize everything available to you. That is super concerning for folks. And the thing they weren't watching. Really?   Kat: Yeah. And we all know of a state recently that got into difficulties with that. The thing to keep in mind with that too. And we were in a spot where we had to go back to the legislature and ask for an increase in our spending authority, which is even more complicated than going to just the legislative body, because we have a governing board of commissioners. So first we have to go to the commissioners and get approval to take this before the legislature. And there is a lot of months of lead time in order to accomplish those things in the correct order. We needed to do it because we were fortunate enough to receive an additional sum in the Re allotment process last summer, so we were going to be okay with the amount of revenue we were expecting with the existing authority we had to spend. My concern, of course, was we don't got enough money to get through the end of the state fiscal year, let alone the federal fiscal year. So we went after re allotment. Then I didn't have enough authority on the federal side, so we had to get permission from our board of commissioners. Then of course, go through the legislative process to increase our federal fund limitation.   Carol: Well, and that's a whole other probably lesson learned is the whole legislative process and those cycles for the legislature and all of that. That is no small feat to understand. I'm sure your calendaring all of those dates as well.   Kat: I am. Our agency is small enough that not only am I the finance director, I'm also the budget coordinator, so it's helpful to me at the same time. My office is situated a couple hours away from the state capitol where the legislature meets. So for a hearing before Joint Ways and Means, for instance, that maybe is going to last five minutes. It's a four hour round trip, but I go down there for those meetings and I'm ready to answer any questions should they come.   Carol: That's excellent. That's excellent. Now, I know you have been, are particularly like vocal finance director and participate in things. You've done a great job with networking, and I understand you have a bit of a fan club at CSAVR. So what happened there? What's going on with that?   Kat: You know, one of our asks of all of our staff is that they be on camera when we're in virtual meetings, and it's in part because as a blind agency, we are trying to help our clients be prepared for virtual meeting environments as we're helping them launch into the working world. So we need to model those behaviors, right? So I just developed the habit of whenever I'm speaking, even in large group meetings, like the community of practice that you and your team run is that I'll not only come off of mute, but I'll come off of having my camera shuttered so that people can see me talking. I don't know why, but it's become muscle memory, right? Well, as a result of that, because I have a lot to share at times and I want to help others the way I was helped when I first started by fiscal directors with more experience that had been, you know, around the block a couple of times. I like to try and offer up my contact information as well, so people can feel free to reach out and get in touch with me. So when we were at CSAVR the last session, kind of surprisingly, my director and I were walking around and there was a couple of folks that, as we passed, were like, your Kat, right? Your Kat from Oregon blind. And I'm like, I am. And they said, you know how helpful it was. Some of the things that I had berbled out in one of the community of practice meetings and that it had really helped them wrap their head around the topic or the concept or whatever it may be, and also then have conversations with their leadership team and their executive directors, which I was kind of blushing, but I appreciated hearing that what I had done was helpful to others.   Carol: Oh, 100%. We hear it all the time. Whenever you come on and you give some advice and people be like, that really helped me. You know, we've had folks come back the next month and they're like, that really helped me. I was able to talk to our finance people and whatever, you know, any of the things. They were so excited. You've been an immense help. So let me spin that a little different way. Maybe you can help some of our directors. So fiscal folks are coming and going just as quickly as directors and executive leadership. What suggestions would you have for those VR leaders that are hiring fiscal staff? Because sometimes people think they're bringing in somebody and it's going to be the best thing since sliced bread. And then they're like, this didn't work out at all.   Kat: Yeah.   Carol: So I think folks, especially when you're talking to non-math people and such, they don't tend to know. What should they ask?   Kat: Yeah that's a tough one because on paper it is really hard to assess somebody's education and their stated experience in the positions that they've had before. If you're not a finance person and even understanding the difference between accounting and finance, I have to explain to people again that are really intelligent individuals. I mean, they have their master's degree in counseling and rehabilitation. And yet explaining the difference between accounting and finance is something that I do pretty regularly. My first suggestion to directors would be, if you are at all uncomfortable with accessing the written materials that you're receiving in terms of resumes and a well-written cover letter, find somebody in your state that knows a little bit about fiscal and accounting, or rely upon a recruiter. If you're using the state's chief human resource office to help you assess not only the minimum qualifications that you should be asking for when you're going to turn over millions of dollars to an individual who is going to be responsible for planning, organizing, directing, monitoring and reporting on that money, but also in your preferred qualifications. Look for things like foundational knowledge of appropriations and grants. I don't put that as a minimum qualification because I didn't come in with foundational knowledge around appropriations and grants, but I'm eminently teachable. So that's another thing to look for, is, is this somebody that's a lifelong learner? Do they like a good challenge? Are they good with change and do they know how to lead change? I've experienced this quite a bit in the state of Oregon. We have, since I've arrived, adopted two different enterprise wide solutions for payroll and time tracking, contract management and procurement that we didn't really have a choice to adopt these, but the implementations were intended for very large agencies, and we're an agency of 67 employees. So figuring out how to do these things that you're required to use by the larger organization, that you are a part of being the state at your agency to complete the work that you're going to do is somebody that really needs to be a quick learner that's adaptable, and that can lead change because technology is influencing all of our lives and with what's coming with AI, it's going to continue. And these are good things, but it can be tiring if you think you're going to get in the door as a finance director, and it's all going to be business as usual after you've completed that first fiscal cycle. The other things executive directors could look for are somebody that is curious. I think I mentioned flexibility, but adaptability is very important. When I was interviewing for my role, our VR director, who is fully blind, said to me, how are you going to present materials to me so that I am able to access them and read them? And for me, that was like a oh, how exciting, a new opportunity to take my knowledge and present it in such a way that somebody that I've never worked with before, having a visual impairment or blindness, can also use it. So what do I need to do differently to meet their needs? Not expecting them to accept whatever it is I'm pushing out their way and be just like here it is. If you don't get it, well, that's too bad. The last thing I would mention, and this is just because your fiscal director does have a great deal of access, it's important to remain diligent in managing that employee, just like you would any of your other direct reports. I am fully aware of the responsibility that I have for these millions of dollars that our taxpayers dollars, when all is said and done. So you know you don't want to be so trusting of the person that's managing your finances, that you set yourself up for any kind of a situation where maybe a good person does something not so good because they're in a very difficult spot. So that's where even if you don't know, finance, finding somebody in your own professional network that maybe knows a little bit more about this, that even if you ever have a slight inkling, you can say, hey, you know, my finance director told me this. Can we noodle that around just a little bit? Because I want to make sure that it's all okay. Based on your years of experience doing this and your relationship with your finance director.   Carol: That's good advice.   Kat: Yeah. I don't mean to be skeptical. I think it's just realistic to know that when you have access to and the ability to move around millions of dollars, you should be diligent in managing them just like you would anybody else.   Carol: And things have happened across the country in years past, and people have lost jobs and all kinds of things. So it is no joke. That is excellent advice. Do you have any final kind of words of wisdom for our listeners?   Kat: Don't be afraid to admit what you don't know. I mean, early on in my career, as I was being promoted into management positions, I was like, fake it till you make it right and we can all do that. But the further I've progressed and the older I've gotten, I've developed some of that crone wisdom that comes at this decade of your life, which is, boy, there's a whole lot I don't know. And there are people out there that have been doing this for a while. So who do I need to meet? Who do I need to form a relationship with? Who can be my buddy? And then how can I pay that forward? And that would be the other advice is if somebody has helped you out, pay it forward, help the next new person out that got their eyes crossed and looking overwhelmed when they're trying to figure out what in the world is re allotment, let alone carryover and maintenance of effort.   Carol: Oh my gosh. Well Kat, I really appreciate your wisdom and your honesty. You are so direct. I love it for our listeners. If you're a  leader or fiscal staff or share this episode with somebody new in the role, they do not have to do this alone. Thanks so much for joining me today, Kat.   Kat: Thank you Carol.   {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!

The Washington State Department of Licensing is under fire for sharing data with ICE. Guest: KIRO News Radio’s Chris Sullivan provides us with an I-5 update. // Big Local: A Lynnwood thief used stolen credit cards to buy subpar pizza. The old town dock in Tacoma is closed indefinitely due to a seal giving birth on it. // You Pick the Topic: A brawl broke out on an Air Asia flight because a group of women wouldn’t shut up.

Nate Weed, Chief of Resiliency and Health Security at the Washington State Department of Health, discusses a conversation at the 2025 Preparedness Summit between Directors of Public Health Preparedness, the CDC, and the Administration for Strategic Preparedness and Response facilitated by ASTHO; Carolyn Mullen, ASTHO Senior Vice President of Government Affairs and Public Relations, tells us about all the public health happenings from Washington D.C.; on Wednesday, July 9 at 2 p.m. ET the second installment in ASTHO's Essentials of Leadership and Management series will happen; and ASTHO has a free e-learning opportunity to allow your organization to better utilize the STRETCH framework. 2025 Preparedness Summit Web Page ASTHO Web Page: Legislative Alerts ASTHO Legislative Alert: White House Releases Additional FY26 Budget Materials ASTHO Webinar: Ignite, Accelerate, and Activate: Series 2, Session 1: Navigating Difficult Conversations ASTHO Web Page: Tools to Operationalize Equity Utilizing the STRETCH Framework  

Tobias Stroman: Battling a Broken System | The Hopeaholics PodcastTobias Stroman, a man whose life has been shaped by profound loss, resilience, and an unyielding drive to find purpose through pain. Tobias bravely shares the heart-wrenching saga of his older brother, Elijah Stroman, wrongfully incarcerated at 18 for 23 years of a 37-year sentence, only to be released by the Washington State Department of Corrections with no guidance, housing, or counseling. Tragically, just seven months after tasting freedom, Elijah lost his life to a fentanyl-laced batch of cocaine in a hotel room, days before his 42nd birthday. Tobias recounts the family's devastation during the trial, his mother's nightly tears, and their relentless fight—fueled by attorneys and a private investigator—to prove Elijah's innocence. As a young teen, Tobias grew up fast, taking jobs and entering real estate and life insurance to fund costly legal battles, all to bring his brother home. He opens up about his own descent into addiction—alcohol, cocaine, and ecstasy—trying to numb the pain of Elijah's absence, losing a job, marriage, and home along the way. A pivotal moment came driving from Arizona to California at 2 a.m., when a misdownloaded sermon and a minivan with a cross led Tobias to cry out for God's help, launching his journey into AA and sobriety. Despite a relapse after Elijah's viewing, Tobias called his sponsor, recommitted, and now channels his grief into a powerful vision: raising fentanyl awareness, opening a detox facility and sober living home, and advocating for those released from prison to navigate a world of challenges Elijah never mastered.#TheHopeaholics #redemption #recovery #AlcoholAddiction #AddictionRecovery #wedorecover  #SobrietyJourney #MyStory #RecoveryIsPossible #Hope #wedorecover Join our patreon to get access to an EXTRA EPISODE every week of ‘Off the Record', exclusive content, a thriving recovery community, and opportunities to be featured on the podcast. https://patreon.com/TheHopeaholics Follow the Hopeaholics on our Socials:https://www.instagram.com/thehopeaholics https://linktr.ee/thehopeaholicsBuy Merch: https://thehopeaholics.myshopify.comVisit our Treatment Centers: https://www.hopebythesea.comIf you or a loved one needs help, please call or text 949-615-8588. We have the resources to treat mental health and addiction. Sponsored by the Infiniti Group LLC:https://www.infinitigroupllc.com Timestamps:00:03:06 - Brother's Wrongful Incarceration and Release00:04:15 - Tragic Loss to Fentanyl00:05:21 - Impact of Wrongful Conviction00:08:29 - Challenges of Reentry00:12:20 - Family Devastation During Trial00:13:57 - Relief at Elijah's Release00:17:02 - Fighting for Elijah's Freedom00:18:18 - Personal Relapse After Loss00:19:22 - Growing Up Fast00:22:06 - Spiritual Awakening on the Road00:24:41 - Entering AA00:26:50 - Relapses and Losses00:28:49 - Renewed Commitment to Sobriety00:43:45 - Vision for Helping Others00:49:18 - Rebuilding After Tragedy

Recorded live at the 2025 GeekWire Awards in Seattle, this episode features industry leaders navigating a shifting tech and political landscape. Amid celebrations of AI breakthroughs, startup milestones, and community-building, guests discuss deeper concerns: capital flight, regulatory headwinds, and what the region needs to retain its innovation edge. Featured on the show: Ambika Singh, founder and CEO of Armoire (Workplace of the Year winner) Joseph Williams, Washington State Department of Commerce (Public Policy Champion for Innovation) Emer Dooley, Creative Destruction Lab, University of Washington (Geeks Give Back honoree) Laura Ruderman, CEO of the Technology Alliance Aviel Ginzburg, co-founder at Foundations (Geeks Give Back honoree) Anand Subbaraj, CEO of Zuper (CEO of the Year finalist) Related coverage: GeekWire Awards 2025 revealed: Community ‘alive and well’ at annual celebration of best in tech Photos: Inside the GeekWire Awards, where it was ‘game on’ for a night of networking and more Presented by Astound Business Solutions, with category sponsors BECU, Baker Tilly, JLL, WTIA, Alltech, Wilson Sonsini, and First Tech. With GeekWire co-founder Todd Bishop.See omnystudio.com/listener for privacy information.

Elle Talsma, Project Supervisor for the INSPIRE Program at the Minnesota Department of Health, tells us how the program encourages students to take an interest in public health; Chris Baumgartner, Deputy Chief Informatics Officer at the Washington State Department of Health, discusses his time in the ASTHO Leadership Institute; and the Implementing Pharmacist-Prescribed Contraception Learning Community is currently accepting applications. Minnesota Department of Health Web Page: INSPIRE Program ASTHO Web Page: ASTHO Leadership Institute ASTHO Web Page: Implementing Pharmacist-Prescribed Contraception Learning Community ASTHO Web Page: Stay Informed  

Kyle Manglona, Onboarding Experience Manager at the Washington State Department of Health, tells us about the department's revamped onboarding program; Lindsey Myers, ASTHO Vice President for Public Health Workforce and Infrastructure, gives us an update on the progress PHIG recipients have made in year two; an ASTHO blog article details Maryland's success for its Building a Healthier Maryland initiative; and ASTHO has a toolkit to help you improve virtual working relationships. PHIG Partners Web Page ASTHO Blog Article: Maryland Achieves Success Through Thoughtful Planning ASTHO Web Page: Engaging Partners in a Virtual Space  

Kristin Peterson, Chief of Policy at the Washington State Department of Health, tells us why the data-sharing agreement with the Tulalip Tribe is historic; Dr. Kim Baker, Assistant Professor and Assistant Dean of Practice at UT Health Houston School of Public Health, explains the success of the Own Every Piece campaign; several members of the ASTHO team collaborated on a recent Journal of Public Health Management and Practice article that focuses on efforts to improve access to care; and an ASTHO report explores the reasons cancer prevention messaging has often not resonated with its intended audience. Washington State Department of Health News Release: DOH and Tulalip Tribe sign historic Tribal-specific data sharing agreement UT Health Houston School of Public Health Web Page: “Own Every Piece” Campaign Promotes Reproductive Wellness and Birth Control Access to More than 3 Million Women Journal of Public Health Management and Practice Article: Public Health Agency Approaches to Improving Access to Care ASTHO Report: Improving Public Health Messaging – Exploring the Reach and Effectiveness of Cancer Prevention Communications  

According to the Washington State Department of Health, flu cases are on the rise. Fewer kids are getting vaccinated for the flu in Washington State. In fact, a CDC report from last year ranks Washington in the bottom third for children who've received the most recent flu vaccine. That puts us well below the national average, which has also been on the decline. Dr Elizabeth Meade says she's not surprised. She's a pediatrician at Swedish here in Seattle, and she's working to reverse the decline. We can only make Seattle Now because listeners support us. Tap here to make a gift and keep Seattle Now in your feed. Got questions about local news or story ideas to share? We want to hear from you! Email us at seattlenow@kuow.org, leave us a voicemail at (206) 616-6746 or leave us feedback online.See omnystudio.com/listener for privacy information.

While there has been a lot of attention to the plight of wild bees, we are increasingly discovering that there is a lot more that we don't know. A state checklist of bees is a great starting point for taking stock of what we do know. This week I am joined by Chanda Bartholomew, who is an Entomology Collection Taxonomist with the Pest Program in the Plant Protection Division of Washington State Department of Agriculture. She is the lead author of “An annotated checklist of the bees of Washington state” that was published in the Journal of Hymenoptera Research in November of 2024.  Link to the article: https://jhr.pensoft.net/article/129013/

Officials say the invasive Asian giant hornet, with its menacing nickname, has been eradicated from the United States. Also, with drone sightings in the news, we take a look at the current laws and regulations around hobby and commercial drone operation.Farewell, Murder Hornet, We Hardly Knew YouOver the past few years many words have been written about an invasive insect known casually as the “murder hornet”—more formally, the Asian giant hornet, or northern giant hornet. But this week, the USDA and the Washington State Department of Agriculture announced that the insect has been eradicated in the United States. Our long national nightmare is over.Science journalist Maggie Koerth joins Ira to talk about the entomology news, plus other stories from the week in science, including debate over how viruses should be named, the complicated relationship between science and law in the courtroom, and work tracing health signs—through earwax.What FAA Regulations Tell Us About Mysterious Drone SightingsIt's been all over the news the last few weeks: a slew of drone sightings in New Jersey and elsewhere on the East Coast, starting in mid-November. Federal authorities and President Biden have said that these drones don't appear to be a threat to public safety, and that the sightings have been a mix of legal drones, airplanes, and helicopters. But questions and concerns remain, particularly among people who live in these areas. And just this week, the Federal Aviation Authority (FAA) banned most drones from flying over nearly two dozen New Jersey towns.Dr. Missy Cummings, professor and director of George Mason University's Autonomy and Robotics Center in Fairfax, Virginia, has worked on drone technology extensively over the years. She agrees with what federal authorities have said: that these drones sightings are likely legal drones and aircraft, with some prankster drone owners mixed in.Transcripts for each segment will be available after the show airs on sciencefriday.com. Subscribe to this podcast. Plus, to stay updated on all things science, sign up for Science Friday's newsletters.

Emmy-winning journalist Alison Morrow was fired by Washington state authorities after she defied their orders to censor an interview with Dr. Aaron Kheriaty – an act he calls “a clear violation by a government employer of an employee's First Amendment free speech rights.” Reclaim The Net reports that with the “Silent Majority Foundation, Morrow has filed a lawsuit against the Washington State Department of Natural Resources (DNR) and its top officials, citing wrongful termination.” “I was told I could never interview Dr Kheriaty (or anyone with ideas like his) ever again if I wanted to keep my job… when I refused, I was fired,” writes Alison. “And I would do it all over again.” Alison Morrow (AKA Alison Westover) is an Emmy Award-winning journalist and media analyst with over a decade of experience in television news. A former FOX News producer and environmental reporter for NBC Seattle (KING TV), she holds a Master of Divinity from Boston University specializing in Psychology & Counseling. Morrow has earned an Associated Press Award and the Sigma Delta Chi Award for Excellence in Journalism. She currently hosts podcasts focused on environmental issues and media analysis, particularly covering endangered Southern Resident killer whales. Find more at https://alisonmorrowmedia.com and follow her at https://x.com/alisonmorrowTV Pete Serrano is Director and General Counsel for Silent Majority Foundation. Learn more at https://silentmajorityfoundation.org Dr. Stephanie Venn-Watson is a co-founder of Seraphina Therapeutics. She holds a Doctor of Veterinary Medicine from Tufts University, a Master of Public Health from Emory University, and completed a National Research Council Associateship with the Armed Forces Medical Intelligence Center. As a Technical Agent for DARPA and researcher with the U.S. Navy Marine Mammal Program, she discovered C15:0's role in preventing Cellular Fragility Syndrome. This led her to co-found Seraphina Therapeutics, developing the fatty15 supplement. Find more at https://drdrew.com/fatty15 「 SUPPORT OUR SPONSORS 」 Find out more about the brands that make this show possible and get special discounts on Dr. Drew's favorite products at https://drdrew.com/sponsors  • CAPSADYN - Get pain relief with the power of capsaicin from chili peppers – without the burning! Capsadyn's proprietary formulation for joint & muscle pain contains no NSAIDs, opioids, anesthetics, or steroids. Try it for 15% off at https://drdrew.com/capsadyn • FATTY15 – The future of essential fatty acids is here! Strengthen your cells against age-related breakdown with Fatty15. Get 15% off a 90-day Starter Kit Subscription at https://drdrew.com/fatty15 • CHECK GENETICS - Your DNA is the key to discovering the RIGHT medication for you. Escape the big pharma cycle and understand your genetic medication blueprint with pharmacogenetic testing. Save $200 with code DRDREW at https://drdrew.com/check • PALEOVALLEY - "Paleovalley has a wide variety of extraordinary products that are both healthful and delicious,” says Dr. Drew. "I am a huge fan of this brand and know you'll love it too!” Get 15% off your first order at https://drdrew.com/paleovalley • THE WELLNESS COMPANY - Counteract harmful spike proteins with TWC's Signature Series Spike Support Formula containing nattokinase and selenium. Learn more about TWC's supplements at https://twc.health/drew 「 MEDICAL NOTE 」 Portions of this program may examine countervailing views on important medical issues. Always consult your physician before making any decisions about your health. 「 ABOUT THE SHOW 」 Ask Dr. Drew is produced by Kaleb Nation (https://kalebnation.com) and Susan Pinsky (https://twitter.com/firstladyoflove). This show is for entertainment and/or informational purposes only, and is not a substitute for medical advice, diagnosis, or treatment. Learn more about your ad choices. Visit megaphone.fm/adchoices