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updated 2:54 PM CDT, Jul 28, 2018

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WSU Med School Will Have Incubator

An unusual incubator to nurture new healthcare technology will be the first “classroom” to open for business at Elson Floyd College of Medicine. It will be a key part of the effort by the new Washington State University medical school to make innovation and entrepreneurship key parts of the curriculum.

andrewRichardsThus Andrew Richards, who the unusual title for a medical school of College Technology Incubator Officer, will be attracting increasing attention and interest as he seeks to create what he describes as a “hub of innovation” on the College of Medicine’s Spokane campus.

“The dream is that we will have up to 10 companies at a time being incubated, with the first ones arriving first quarter of 2017,” Richards said. “But realistically, we’ll get six or seven there.”

Richards, 36, is a Spokane native and WSU computer-science graduate who is convinced that bringing enhanced healthcare to underserved communities will require uncovering and nurturing technological innovations specifically focused on medicine and health.

That would be part of fulfilling the promise of the college, referred to for brevity as EFCOM, that it will seek to find ways to address the shortage of doctors in rural parts of the state. And  the promise of of its founding dean, Dr. John Tomkowiak, to foster innovation.

Richards said companies that will be included in the incubator are already being vetted and conversations are under way with what he calls “partner companies,” like Amazon that will make collaborative resources available to nurture the incubating companies.

The incubator will be a two-part endeavor, first hosting entrepreneurial startups that require the standard resources and mentoring but also building a seed fund to bring the companies to maturity and reward WSU with equity.

Richards explained that the strategy is to set up the incubator as a 501c that would separate the incubator from the med school by setting up a nonprofit.

“That would give us a more flexibility as to how we take equity stakes in companies we incubate and/or invest in, and It would also give us more flexibility as it pertains to taking in or spending money for our seed fund,” he added.

He concedes that “culturally, healthcare is a difficult nut to crack in creating an innovative environment in which you have to be willing to try things, knowing there will be failures.”

The incubator won’t be the first for a med school but it will one of a small handful of such facilities in the country, the most notable being at the University of Pittsburgh Medical Center and the Texas Medical Center, both of which have become regular contacts for Richards.

While WSU health care incubator is one of only a handful in the country tied specifically to a medical school, other entrepreneurial hubs, including healthcare start-ups, are an emerging part of the health science infrastructure in this region.

One is Cambia Grove in Seattle, a healthcare focused hub which bills itself as a place “where innovators and entrepreneurs can convene and catalyze new solutions,” adding that it “offers a shared space for the region’s emerging health care economic cluster.”

And the UW CoMotion is an innovation hub to provide “the tools and connections” necessary to speed the development of technology innovations, including health care and life science startups.

 “We’re building a really cool network and we’re already starting to send companies to each other,” Andrews, 36, said in an interview.

EFCOM characterizes itself as a “community based” medical school “training doctors to fill healthcare gaps across the state” and to fulfill that, med students will spend their first two years in Spokane before spending years three and four in Everett, the Tri-Cities and Vancouver, in addition to Spokane.

The first 60 students, to be selected from the hundreds of applicants that have flowed in, will arrive for class on the Spokane campus in the fall.

The key selling point that eventually convinced the legislature to create a second medical school in this state, despite the significant national stature of the University of Washington Medical School, was the dearth of doctors in rural parts of the state, which proponents of the WSU medical school promised to make a focus.

Part of the value of that multi-community presence is pointed up by the comment from Bob Drewel, senior advisor at WSU’s Everett Campus and a former Snohomish County executive and past head of the Puget Sound Regional Council.

“A lot of people think the only shortage of docs is in Eastern Washington, and that’s not true,” Drewel said. “If you look at Snohomish, Island and Skagit counties, the numbers are just as significant in need as anywhere in the state of Washington.

Richards talks about the myriad of companies, including a start-up called ReelDX in the healthcare IT space that he helped co-found, that are developing new technologies that give patients more options for accessing health care. He notes that some patients are using smart phone apps for video appointments with their doctors; sometimes those doctors are in other cities —or other countries.

In addition to co-founding and serving as CTO for ReelDX, described on its website as providing “an easy to use, secure, HIPAA-compliant platform for medical videos” with the Medvid.io platform he developed, Richards’ experience includes software and API development and other healthcare techonology.

In one presentation he showed a photo of Mercy Virtual Hospital, a new, first-of-its-kind hospital in suburban St. Louis that cost $54 million but has no beds. It is a telemedicine hub where doctors and nurses sit in call centers with video screens. They see and talk to their patients, have access to their medical records and can monitor vital signs. In many cases, the providers are able to diagnose problems and prescribe remedies. In others, they make referrals to other providers.

Richards is quick to express his view that the WSU medical school won’t be seeking to compete with UW School of Medicine, which he says does what it does with success that merits the national recognition it has.

“But UW medical school doesn’t do everything and what we need to do is focus on doing well what we do that they don’t do,” Richards said.

His philosophy is that to fulfill its mission. EFCOM must seek to “build the medical school of 30 years from now, not 30 years ago.”

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Alaska Airlines' 'magical' Spokane Fantasy Flight

When 67 Spokane area orphans and homeless kids and their elves take off Saturday from Spokane International Airport for a "flight" to the North Pole to meet Santa, it will be proof of both the "impossible things" that head elf Steve Paul believes in as well as evidence of "The Magic Dust of Caring" that seems to settle on those involved.

This year's Fantasy Flight is aboard an Alaska Airlines 737-900. This trip to the North Pole has been an annual event in Spokane, with little visibility, for almost 20 years. But it wasn't until Alaska got involved in 2008 at the request of Paul, president and CEO of the 501c3 that
  
Steve Paul and Santa-bound child

oversees details of the event, that the real magic arrived as well.

Paul, president of Northwest North Pole Adventures (NNPA), has guided details of the yearly event since 2000. The senior IT Project Manager at Ecova, an energy management company based in Spokane, spends much of the year preparing for the flight. He works with social agencies that select the children, gathers sponsors and oversees details like elf selection, all on a $200,000 budget that includes in-kind, like the Alaska flight.
Alaska pilot and happy child 
Originally United was the airline partner and provided the little organization that was then called North Pole Adventure with a plane that, once loaded with the children, taxied around the airport before coming to a stop at Santa's place.

But when United was unable to provide a plane in 2007, Paul recalls: "we threw together the 'magic buses' to get from the Terminal to the North Pole."

ThenPaul approached Alaska, which not only agreed to provide the plane but executives asked the event-changing question: "is there any reason why we don't take them up the air for the trip to the North Pole?"

Since then Alaska's employees have not only been enthusiastic participants, but often compete to be part of the crew.

"It's fair to say that Spokane Fantasy Flight...has as much of an effect on Alaska and Horizon employees as on the children who are treated like kings and queens for a night," said Alaska Airlines Chairman and CEO Brad Tilden.

To ensure the selection process for these children is reaching the most deserving, NNPA works only with the area's social agencies, which use their selection and screening processes to pull the children who desperately need to create positive Christmas holiday memories. Each child may only attend once in their lifetime.

So Saturday afternoon the children, age 4-10, are brought to the airport where each meets his or her "buddy elf." Then, with the help of the TSA workers, who look the other way as metal jingle bells on the kids' and elves' clothing set off alarms, they all pass through security and board the Alaska flight.

I first learned of the event a half dozen years ago from my friend, Blythe Thimsen, then editor of a Spokane magazine who was to be an elf that year, an experience she subsequently wrote about and sent me a copy of the article.

Retelling and updating the story has been my holiday gift to readers of The Harp since then because it's a story of human caring and compassion that won't get old.
I asked Paul, who puts on the uniform and becomes Elf Bernie for the day, for some details of preparation of the volunteer elves.

As evidence that nothing is left to chance, he told me the elves are advised on how to play their roles convincingly, being told to choose an elf name and "make certain your elf character fits you and get comfortable in your new identity."
The elves' prepping includes knowing how to answer questions from the children. For example, if asked what their jobs is, they say "I fix broken toys, using toy tools," and if asked how old they are, to say "I am 438 this year which is still young for an Elf."

As the flight nears its conclusion, the passengers are told to pull the window shades down and chant the magic words that will allow them to land at the North Pole. As the kids pull down their shades and do a chant, each waves a magic light wand they were given as they boarded.

The North Pole, where Santa and Mrs. Clause, real reindeer and a full complement of elves await, is actually a hanger on the other side of the airport. The ownership of the hanger has changed three times but each new owner has quickly joined the event. 
"Honestly, Spokane is the North Pole and we have an airline that is passionate about serving this adventure," said Paul, with his perpetual enthusiasm on display.
"You know, Mike, it feels like this is what I am supposed to do," he said. "It's not like I must force myself or convince myself to work on this. There's no regret of other things I could be doing. I'm both proud and very humbled. The donors fund and support us to ensure we have an amazing event each year. The volunteers literally crawl over each other to get selected to do their duty."

Paul added: "I know I can't fix the situations in life that have brought these children to the place we find them. But I can give them a brain full of amazingly magical memories of a day when they took their first airplane ride, when they touched their first reindeer and had their own elf as best friend, and met Santa in his North Pole home."
"I always believe in amazing and impossible things," he added.
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Hutch Award merits broader support, including MLB

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The award honoring the memory of the Major League Baseball star and manager for whom the Fred Hutchinson Cancer Research Center is named has been presented for more than half century, but it has yet to gain the visibility traction that would put it on the prestige pedestal that it’s supporters think it merits.

To students of baseball lore, the name Fred Hutchinson brings to mind a Seattle kid who became a star pitcher for the Detroit Tigers, went on to manage three big league teams, including guiding the Cincinnati Reds to the 1961 World Series, but succumbed to cancer in 1964 at the age of 45.

But to those afflicted by the disease that claimed his life, his name on the renowned Fred Hutchinson Cancer Research Center, created in 1975 by his brother, Dr. William Hutchinson, to honor his memory, has conveyed hope.

A year after Hutch’s death, three Midwest sports media admirers who saw him in action created an award to honor his memory, and ever since then The Hutch Award has been presented to a Major League Baseball player who exemplified the fighting spirit and competitive desire of Fred Hutchinson.

For years the award was given out annually in New York, starting with a flourish as the first honorees were New York Yankee legend Mickey Mantle and Dodger pitching great Sandy Koufax. But it was an event far from Seattle and wasn’t a fund raiser until, in 1999, it was brought back to Seattle and was moved to Safeco Field a year later.

But despite the fact the Seattle Mariners are a sponsor and, for the past 16 years, have hosted the annual luncheon where the award is presented at Safeco Field, attracting about 1,000 attendees and raising about a half-million dollars a year for The Hutch, it has not yet achieved the success its supporters think it could and should.

The missing link to bring the award to a visibility level equal to the prestige of The Hutch itself is viewed as active support from Major League Baseball.

And a new push to achieve higher visibility and broader support, including from Major League Baseball, is under way by officials of The Hutch as well as those who have long been involved in this event.

“We hope to take this prestigious award onto a national stage to increase the support and awareness around our world-class science at the Fred Hutch,” said Justin R. Marquart Deputy Director of Development at The Hutch. He was quick to note that local sponsors like the Mariners and Alaska Airlines have provided key support but that what direct involvement from Major League Baseball would mean is national sponsors.

Organized effort to gain visibility for what it is and what it does has not been part of the strategy for The Hutch as an institution until the last year or so, which is part of the explanation for the fact that this event hasn’t received a lot of media visibility, even locally.

Certainly the achievements of The Hutch’s “stars” have gained attention over the years. Those range from the Nobel Prizes in physiology or medicine that have gone to Donnall Thomas in 1990, Dr. Lee Hartwell in 2001 and Dr. Linda Buck in 2004, as well as the major awards across the medical industry to individual researchers. Perhaps the most compelling of advances for which The Hutch is known is the life-changing research of Thomas into bone marrow transplantation.

But research into cancer and related diseases has come to require huge amounts of money and the quest to attract those dollars from grants, individuals and events has come to require a visibility strategy and focus matching the research itself at the institutions where research and treatment are carried on.

“It is our goal to eliminate cancer as a cause of human suffering and death through prevention and curative treatments accessible to all patients,” as Marquart put it. And that “accessibility to all” is a major cost driver. Among those is the Hutch School, where patients and family members of those living temporarily in Seattle while being treated at The Hutch have classes, from kindergarten through high school.

The success the award has achieved since returning to Seattle is due to a large extent to the involvement of Jody Lentz, regional sales manager for Mass Mutual, who set up and chaired a committee to oversee planning for the event.

“We had about 25 to 30 people at the event at the hotel the first year and I thought ‘we should make this a fund raiser,’” she recalls.

Her plan included getting a hall of fame player as keynoter each year, and the event has generated attendance of between 1,000 and 1,400 and about $500,000 a year for The Hutch.

Her commitment to the event has stemmed from the fact that both cancer and baseball are part of her life. Husband, Mike, was the highest pick in the baseball draft ever from this state, being the second overall pick as the first choice of the San Diego Padres in 1975.

Her sons Ryan, Richie and Andy were all baseball All-Americans at the University of Washington and Ryan and Richie had careers that included high minor league play and time on the roster of the Major League teams that drafted them.

And she has suffered two cancers, the latest, thyroid, hit her in 2008, as that year’s event was in planning, after she had chaired and overseen the event the previous eight years.

“I just never got involved again,” she told me as we talked about her sense of frustration over the fact “I guess I figured it was time for others to have a chance to guide this event. But I do believe this event could be so much more as a source of funding for The Hutch.”

It was that 2008 event where John Lester, a native of Puyallup and most recently on the mound for the Chicago Cubs in this year’s World Series, was honored after being successfully treated at The Hutch for anaplastic large cell lymphoma.

Lentz is convinced that a lack of local visibility for the event is a reason that major local sponsors have not stepped up in major fashion to add value to the funds raised for The Hutch.

The 2017 event, an 11:30 to 1:30 luncheon, will be January 25 at Safeco with Boston Red Sox star Jim Rice as the Hall of Fame keynote speaker. The honoree for 2017 will be announced in the next few days.

Honorees are chosen by a vote of each Major League team to determine which player on the team meets the criteria and those chosen represent the finalists from which the winner is selected. Jamie Moyer is the only Mariner to be selected.

Last year’s honoree was Adam Wainwright of the Cardinals as the event raised just under $550,000, which The Hutch put toward faculty fellowships.

 

 

 

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Story of Granger shows caring can pay dividends

 

The tiny nonprofit that over the past 13 years has enhanced the lives of families, particularly the children, in the mostly Hispanic Yakima Valley Community of Granger has provided growing evidence that caring can pay dividends.

Sharing the story of the launch and growth of the little nonprofit, born spontaneously at a Thanksgiving table in 2003 as Bellevue businesswoman Joan Wallace and her sister in law Janet Wheaton fretted about the Granger children going hungry during the holidays, has become my Thanksgiving offering for the past half-dozen years.

It's the kind of story that deserves being shared anew, particularly since each year brings new successes and new chapters of the story for the small 501c3 called Families of Granger.

But the visibility Granger’s schools and the community’s families have gained over the past year could not have been imagined by its most committed supporters. What’s happened in Granger has become a success story that deserves replicating in other communities where need abounds.

The dividends for the community and those who have supported the annual plea from Wallace to her email friends and, for the past couple of years, including the letter signed by Wheaton, were the Granger middle school establishing the best attendance record in the state. And following that, Granger schools being honored with the first Innovations in Education award.

From a mediocre attendance record typical of the schools down the length of the Yakima Valley and in most of rural Washington, schools in the Granger district for the 2014-2015 school year recorded a chronic absenteeism rate of 3.6 percent, more than four times better than the statewide average of 16 percent.

Results for attendance marks for last year have not yet been announced by the office of the Superintendent of Public Instruction in Olympia, and unfortunately no plaque or certificate has been presented to the school for its attendance performance in the 2014-2015 year.

That seems like a sadly missed opportunity to recognize a dramatic accomplishment for a district in a community that is 85 percent Hispanic or Latino and where nearly a third of the families live below the poverty level.

To become the school with the state’s lowest incidence of chronic absenteeism (defined as missing 18 or more school days during the year), Granger middle school, had an average that was more than twice as good as the rates in Bellevue, Mercer Island and Lake Washington districts.

The quest for perfect attendance at Granger middle school was keyed to "Every Child, Every Seat, Every Day," which became a mantra for students, teachers and parents that allowed the district to achieve the best attendance in the state last year.

The program was created by Alma Sanchez, a mother of three turned student at Heritage University, turned education entrepreneur working at the Granger schools. She conceived and, with Wheaton’s help, “sold” to the students and parents as a “we can do it” belief in the full-attendance program,

While there is no display of the top-attendance mark, the Innovations in Education Award “is proudly displayed in the trophy case at the entrance of the Granger Middle School,” Wheaton said. Wallace, Wheaton and Sanchez were also honored in the Innovations in Education Award for their roles in the attendance program.

The award, presented by the Discovery Institute and sponsored by Bellevue developer Kemper Freeman, the Seattle law firm of Patterson Buchanan, KCPQ Television and Sound Publishing, is intended to become an annual award, which will enhance the Granger School District’s visibility as the first recipient.

And Wheaton noted, in an email to me, that the state has “put a very big focus on attendance this year,” adding her sense that the recognition given to Granger for its remarkable accomplishment has had much to do with that state effort. She noted that a panel from Granger was invited to share their success and the program’s specific strategies at a regional forum held in Yakima this fall.

The Friends of Granger 501c3 was instrumental in the district being awarded a $15,000 grant from the Yakima Valley Community Foundation, which has been renewed again last year and this year with the grant helping pay the costs of the attendance-incentive program.

Granger’s children are attracting broader attention as the women in Wallace’s Bellevue Presbyterian Church knitted hats, mittens and scarves and the importance of that was explained in a letter to the church women from a developmental preschool teacher in Granger.

“My children have not come to school with any sort of winter wear to cover their heads, necks, and hands.  I have noticed that these little hands and ears are very cold as our weather has been changing to colder temperatures.  My young students really appreciate your kind hearts,” she wrote.

“Melts your heart,” emailed Wallace as she sent me the picture of the youngsters in their hats.

“I never thought, when we started this, we would still be doing it and seeing how much has happened,” Wallace emailed me.

Then she shared, with obvious amusement: “(Husband) Bob looked at me at the outset and said: ‘you know if you start this, it won’t end. When you are working with a poor community, the needs never end. There’ll always be kids that need a new coat or their families are a little short.’”

And so it has been, to her obvious satisfaction.

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Washington GOP's record gubernatorial drought

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There was surprisingly little fanfare or discussion over the fact that Gov. Jay Inslee’s re-election extended his party’s record hold on the governor’s mansion so that when his term ends in 2020, it will have been four decades since a Republican was elected governor in Washington.

But both John Spellman, elected to what turned out to be a single term in 1980 as the state’s last Republican chief executive, and Dan Evans, who left office in 1976 after a record three terms, are convinced it’s more than running in an increasingly blue state that has denied the GOP the statehouse for a longer period than any other state.

Inslee defeated Republican challenger Bill Bryant, 55 per cent to 45 percent, with the GOP lamenting that there wasn’t much bad that could be said about a governor who hadn’t done a lot.

And as Evans quipped, when I asked him about what it would take for Republicans to win the governorship again, ”what we need is someone with Inslee’s looks and Bryant’s brains.”

In fact, although Washington is far more blue now than it was in either Evans’ or Spellman’s time, both had as much appeal to Democrats as to Republicans and that could help indicate the challenge for a rightward drifting state GOP.

Both Evans and Spellman were strong protectors of the environment. The State Department of Ecology was created during Evans’ term, as well as legislation to protect shorelines. And Spellman became the darling of environmentalists while raising the ire of everyone in his party, from the president’s energy secretary to members of Congress and legislators, over his decision to prevent construction of the Northern Tier Pipeline project.

And neither shied away from taxes. Spellman told me, during an interview in 2011 on the 30th anniversary of his inauguration, we passed more taxes in my four years than they have before or since. One of the challenges in seeking to get re-elected was that I said I would raise taxes only as a last resort and some people took that to mean I wouldn’t raise taxes.”

Spellman paid the price for raising taxes and defying special interests in a tumultuous term marked by a serious recession and a hard-right Republican Party, losing in 1984 to moderate Democratic businessman Booth Gardner.

I asked Spellman, who turns 90 next month, what kind of governor he had been and with a twinkle in his Irish eyes, he replied “I was a darn good governor.” And beyond the tumult of his times, including what he’d suggest may have been the worst economic period the state has experienced, there’s much to suggest in retrospect that may be an accurate assessment.

For his part, Evans, who just had his 91st birthday last month, was and remains a fan of a state income tax, as long as it’s part of “tax reform,” saying in an interview “I killed the income tax for two generation by getting a vote on it.  After that, the no-tax pledge became required in campaigns.”

“If we had prevailed with tax reform and the income tax component, we would be $4.5 billion better off in this state,” Evans added.

The governing philosophies of those two may indicate how close to ideologically blue a GOP gubernatorial candidate might have to be to break the Democratic hold on the state’s chief executive job.

Of course the Republican candidates have been competitive in some recent elections, with Dino Rossi losing to Christine Gregoire in 2004 only after a recount confirmed her victory, and Rob McKenna seen as losing to Inslee four years ago primarily because of some campaign missteps.

Spellman, handsome and personable with a winning smile, was an attorney, graduate of Seattle University then Georgetown Law School, whose ever-present pipe would be lit and relit during lengthy discussion sessions.

Because one of his legal clients was the United Steelworkers Union local, he had support from a lot of labor-union members as he successfully campaigned to become the first King County Executive. In fact,  my first meeting with Spellman in 1967 was when my steelworker uncle introduced me to him at a cocktail party in downtown Seattle after explaining to me what a fair and fine man this was who I was about to meet.

The passage of years has dimmed the remarkable courage Spellman evidenced in holding firm to his decision not to permit a pipeline to be constructed under Puget Sound despite pressure from a Republican administration, his own congressional delegation and the legislature.

That conviction brought him national attention in the form of a People magazine April 1982 profile of the little-known elected official who was “bucking president and party to turn an oil pipeline into a pipe dream.”

The profile went on to discuss how “one of the nation’s mightiest public-works projects, the $2.7 billion, 1,490-mile Northern Tier Pipeline designed to carry Alaskan crude oil from Puget Sound to Midwestern refineries, is being blocked by a single man, Governor John Spellman of Washington.”

And given the current political controversy about what attitude should guide this country’s view of international trade, Spellman’s thoughts on its importance would put him in the thick of any discussion on the topic today.

Spellman was an early believer in the importance of establishing relations with foreign nations and is proud of initiating relationships with Schewan Province in China and furthering relations with Japan during his term.

“Both world trade and world peace were in play then, as now, and relationships are very important in international affairs,” said Spellman in our interview. “The relationships we have are extremely important to the world in terms of peace and tranquility and trade, but trade is third among those in importance.”

I asked Spellman during our telephone interview for that 2011 column how it felt to lose his re-election bid.  “It wasn’t devastating. Maybe to some of my kids it was, but not to me,” Spellman replied. “I knew I had done a lot of things that weren’t calculated to make getting re-elected easy.”

 

 

 

 

 

 

 

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Shabana Kahn's efforts capturing squash-world attention

Shabana KahnShabana Khan, perhaps the most recognized women in the world in the fast-growing sport of squash, was honored last week in Philadelphia with the sport's most prestigious national award in recognition of her success in putting on the 2015 Men's World Squash Championship in Bellevue last November.

But despite her growing national, and international, recognition in bringing the world men's event to the this country for the first time, and for the series of squash events being scheduled in Bellevue over the next year, she is still struggling for recognition and support in the city she is seeking to turn into a global squash capital.

Khan, a lithe and athletic 48 year old who is former national women's squash champion and ranked among the world's best in her playing prime in the early 2000s, was honored in Philadelphia during the national squash championships with the 2016 W. Stewart Brauns, Jr. Award for major administrative contributions to the sport.
This season, under Khan's leadership working with PRO Squash Club in Bellevue, what the official publication of US squash describes as "an unprecedented skein of events" is planned for Bellevue, including four junior tournaments as well as a college showcase. To follow is a $200,000, sixteen-man pro tournament, described as "possibly the most lucrative event in tour history."

One of the prize events that will take place in Bellevue will be the first Bellevue Squash Classic in May, squash's equivalent of a PGA golf tour stop. The event, which will bring the world's best squash players to the Pacific Northwest, will showcase the four-wall glass court inside the Hidden Valley Boys and Girls Club, a location that Khan enthuses about.

When I first met and wrote about Khan a year ago, it was as she was struggling to make sure the men's event would come off as planned to fulfill her goals of providing Bellevue an opportunity to promote its role as host of a world-championship sports events, foster a sense of community involvement and support empowering a woman entrepreneur.

But as soon as Khan's challenges with dollars and event support came to light, developer Kemper Freeman provided her some financial support on the spot and Bellevue City Councilman Conrad Lee became her advocate in the quest to have the City of Bellevue participate. It was too late for that to happen, in part because it was too close to the time the world event was to take place.

But it's not too late for the city to get involved now for the coming year. That's something that would be a given in other communities that had the opportunity to have the brass ring as emerging center of what is becoming an increasingly popular sport in many places around the world.

As the men's world event quietly but successfully came about last fall, despite challenges with the Meydenbauer Center location, the leading world figures in squash, both players and presenters, began pressing Khan to create additional involvements. And those are coming to pass as she fulfills a request from Hong Kong to put on a squash event there, and in Los Angeles, where she will be guiding a major new event focused on young people.
In most places where it is played on a highly competitive level, squash is thriving. What was once known as a sport that was primarily for the wealthy could afford to is now more accessible to people of all income levels.

And with the growth of the sport and the accessibility to new squash players, the U.S., along with England and Egypt, are the three countries where the squash game is thriving most.

Khan founded YSK Events three years ago to bring the men's world event to the U.S. and has served as CEO since then as she and her brother Murad, as president, and sister Latasha as vice president for business development have turned it into what she hopes will be a full-service events company. Murad has played professional squash and it was Latasha who was national women's champion when Shabana defeated her to win the crown, providing me an opportunity to note in my column last year that "best in the family is best in the nation."

"Y" in YSK stands for both her 10-year-old daughter, Yasmine, who is always in her conversations, and her father, Yusuf, who was nine-time India champion when the Seattle Tennis Club hired him in 1968 to come to Seattle to be head tennis pro. Shabana was 2 ½ years old at the time. The "S" and "K" are for her initials.

It was her father who turned the Seattle area into a center for squash and it was he she partnered with to put on the Women's World Championship in 1999, the first time that event had ever been staged in the U.S.

"After hosting the Women's World Championships, I felt very confident in being able to bring the world's major squash event to this area," she told me, referring to last year's men's event.
"Additionally as a former player I wanted to take the sport to a new level and treat these amazing athletes how they truly should be treated," she said. "I had set out to create a new standard for the sport and expectation of the most prestigious event on the Professional tour."
But she noted that the most important consideration for getting the men's world event was that she wanted to thank her ailing father for his role in building the Seattle area into the center of squash in the Western U.S.
A laudable aspect of Khan's events is that they are focused on young people, from ages 11 to 19, giving them the opportunity to interact via Skype with the top squash pros in the world.
"In all the events, we offer free clinics for kids to work with the pros, who are amazing because they realize what we are trying to do and are working hard for them so they take the time with the young people," Khan said.
A key event will be the West Coast College showcase the second week of May, where high school squash players will be competing in what amounts to a recruiting show for college coaches, mostly from Ivy League schools but also a few western schools like Stanford.
Khan is looking for a major sponsor, as well as event sponsors, for her array of events since Wells Fargo, which had the $25,000 sponsorship and wound up with its name carried around the squash world as all the matches were streamed worldwide, has for various reasons not renewed.
"Bellevue is being recognized around the country and around the world so it seems fair to hope we begin getting some recognition in Bellevue," she said.

 
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CTI's Bianco: Controversial and complex CEO

Dr. James (Jim) Bianco, M.D., was an up-from-poverty son of Italian immigrants, just out of medical school in New York, when he was recruited by E. Donnall Thomas to come to the Fred Hutchinson Cancer Research Center to join its pioneering bone marrow transplantation team. The work of the team would bring Thomas a Nobel Prize for Medicine and launch some team members, including Bianco, on careers pursuing cures for cancer. Bianco has resigned suddenly from the company he founded in 1991 to find a cure for blood-related cancers. During more than a quarter century as chairman and CEO of what is now CTI Biopharma, he became one of the area's most intriguing CEOs, a complex and controversial leader praised by those who experienced his moral and philanthropic support and criticized by others who focused on his high-spending ways. Bianco has just turned 60 and whether he or his board decided it was time for him to leave isn't certain, and really doesn't matter except as fodder for cocktail conversation for those who knew of him, or knew him. Among the latter there's a conviction, summed up by one mutual friend: "He'll be doing something interesting within a year and his interests are so broad, it won't necessarily be in medicine." Bianco's challenges in seeking to find new cancer-fighting innovations and his confrontations with regulators over those drug-focused efforts were well documented over time by local media and wrapped up in a Seattle Times article following his sudden departure on October 2. The headline over The Times' story, "CEO Bianco retires after 25 years running profitless CTI Biopharma," was, for those aware of the long adversarial relationship that existed between him and the media, an amusing final putdown. But the person behind the controversies is always more intriguing to me. So it has been with Bianco, with whom I visited frequently over the years, usually while planning for columns exploring various aspects of Bianco and his involvements, including but beyond his company's business performance. Bianco, who received his B.S. in biology and physics from New York University and his M.D. from Mount Sinai School of Medicine, was high visibility in his business and also highly visible in fund-raising efforts for his special causes, though not in a way to designed to attract personal credit. Those personal causes included the Hope Heart Institute, where he and his wife, Sue, won the Wings of Hope award in 2002 and where he's helped revamp the key fund-raising event, and Gilda's Club, the cancer-support organization whose continued existence was largely due to Bianco's personal support. In addition he was long closely involved in the annual Celebrity Waiter event during the years that the Leukemia Society was the beneficiary of the most successful event of its kind in the country. He was long involved with Gilda's Club, named for the late comedian Gilda Radner, and when I once asked him about that involvement, he explained "Gilda's provides that other kind of Medicine, the kind you can't get in hospitals or clinics but that place where family, kids, friends etc have support. It's a great cause, but because they don't do research they're not sexy so funding in these times is tough. That's why I stay involved. It's in our (CTI's) DNA." Bianco's struggles with media coverage, usually over some aspect of the fact that CTI raised and went through about $1.8 billion without turning a profit in its quest for a successful cancer drug undoubtedly played a role in the wild ride investors went on. The stock price peaked in the mid $80s but spent most of the past decade bouncing between a few dollars a share and a few dimes. As one Bianco supporter put it, "let's just say the media and Jim Bianco don't like each other very much," the tension possibly due in part to the fact Bianco enjoys the perks go with the CEO role and is a competitive kind of guy who doesn't shrink from a fight. The latter isn't surprising given his Bronx upbringing as a second-generation Italian kid in a household shared by up to 20 relatives at a time in an environment where "you were okay as long as you didn't leave the few square blocks of our neighborhood." Then he smiled as he recalled that his bus to high school made its closest stop 10 blocks from his home. "Every day I sprinted to the bus because if you couldn't get there faster than anyone else, you were a statistic." He admits he didn't do very well academically in high school, but by the time he found himself at NYU, he recalls that a major disappointment was the lone "B" he received among his "A's." Bianco had a love of the arts from a young age, an involvement that actually brought him into life-saving contact with his most famous patient and ultimately one of his closest friends. As I wrote in a column a few years ago, the first meeting between Jose Carreras and the young physician who would have a key role in the life-saving treatment for his rare form of leukemia turned out to be a bonding moment for the opera singer and a fan "blown away" at being his doctor. "I was a fellow at The Hutch working with Doctor Thomas when they told me a singer from West Side Story, the opera, was coming in for a transplant and since I was from New York, they thought I might know him," recalled Bianco. "Since I had been a season ticket holder at the Met, I immediately identified him and was blown away that I was going to have the privilege of being his doc," said Bianco. "When he met me he observed 'you're not from here, you dress different!' When I told him I saw him at the Met and I loved his performance of Carmen, we hit it off." That first meeting almost 30 years ago was likely on the minds of both Bianco and Carreras when the famed creator of "The Three Tenors" came to Seattle for a special event at Benaroya Hall. The event, billed as "A celebration of life and friendship," was to celebrate both the 25th anniversary of Carrera's victory over cancer and the 90th birthday of Dottie Thomas, wife of the Nobel-prize-winning doctor. The "private performance" recital for about 500 invitees who paid $250 each to support a research fellowship benefiting the Jose Carreras Research Institute and The Hutch, was sponsored by Bianco's company. "When I learned Dottie was turning 90, coupled with the fact that September, 1987, was the month I admitted Jose to the Hutch for his transplant, there was no better tribute to both of these milestones than to bring Jose back to the U.S. for a celebration," Bianco said.
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'Tipping point' pledge for planned Bellevue arts center

A "tipping point" matching pledge of $20 million, half from the Arakawa Foundation, for the planned Tateuchi performing arts center in downtown Bellevue was announced Wednesday evening at a festive gathering of supporters at the Hyatt Regency Bellevue next to the site for the planned $200 million facility.

The $10 million pledged by Yoko and Minoru Arakawa, to name the 2,000-seat centerpiece of the center the Arakawa Concert Hall, puts the facility $122 million in cash and pledges on the way to the spring of 2018 groundbreaking of the $200 million facility, which is increasingly viewed as serving the region rather than just the Eastside.

Cathi Hatch, chair of the campaign, said the Arakawa gift, matched by $5 million each from the Freeman Family and Microsoft Challenge Matches, means "we need another $58 million to go to groundbreaking." Arakawa is founder and former president of Ninetendo.

While the facility will be the venue for many Eastside performing arts groups, the collection of Seattle arts leadership on the Tateuchi advisory board is evidence that the Center is coming to be viewed by Seattle arts organizations as an asset rather than the threat it was viewed as when it was first announced a few years ago.

The center, when completed, is viewed as complementing Seattle arts venues like McCaw Hall, Benaroya Hall, the 5th Avenue and Paramount theaters while filling a regional need by providing a more convenient venue for Eastside residents while offering an Eastside platform for Seattle arts groups.

Other significant donors were also honored at the Wednesday evening event, including the Tateuchi Foundation, for whose donation the center is named. Tateuchi board chair Alex Smith acknowledged tbe role the Bellevue City Council played with its unanimous vote in May of 2015 to provide $20 million toward construction.

The initial boost, when the center was first envisioned, came from the Kemper Freeman family committed the land where the center will be built.

" Between now And groundbreaking in the spring of 2018, our campaign committee will continue to focus on recruiting Founders Society-level donors," said Hatch, who added that donors at all levels will soon be sought, "including children with their penny jars."

The changing attitude of Seattle performing arts leaders toward a Bellevue concert center is in response to an increasing reluctancd of Eastsiders, who account for more than 50 percent of Seattle arts subscribes and Seattle ticketholders, to face the twin traffic challenges of Lake Washington bridges to Seattle and traffic tie-ups in downtown Seattle.

The strategy of Seattle arts organizations is to use the 2,000-seat center for the double benefit of attracting new audience while helping retain existing ticketholders and supporters.

The way it might work, for example, is a ticketholder for a season of 10 performances of a Seattle play, symphony or opera might wind up with seven of those in Seattle and three on the Eastside.

As I noted in a column last fall, the center isn't being done on the cheap, but its supporters like to talk about how the $200 million pricetag compares with projects like the recently opened Las Vegas center, the same eize, that had a pricetag of $400 million.
 

 
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Naturopath eyes ancient Amazon drug as possible depression treatment

 They are called "Ayahuasca Circles." And in with-it places like New York, Washington, Chicago, Silicon Valley, Los Angeles and, yes, Seattle, the in-crowds are being drawn to evening gatherings to share a tea made from a natural drug with ancient Amazon ties that takes them on group "trips" where spiritual revelations occur.

For those old enough to remember the sixties and Timothy Leary's "tune in, turn on and drop out" call to LSD gatherings, or the cocaine parties of the '80s, the tea-sharing at the ayahuasca circles may have a familiar ring.

But Leanna Standish, a Seattle naturopathic physician and prominent medical researcher, is convinced that ayahuasca (aiya was' ka), which she refers to as "a vast, unregulated global experiment," is going to "change the face of western medicine."

And with that conviction guiding her, she has sought and been granted conditional approval by the Federal Drug Administration (FDA), pending approval from the Drug Enforcement Administration (DEA), to begin manufacture and distribution for research on potential medical uses for ayahuasca.

DEA approval is needed because the basic ingredient in ayahuasca is DMT (dimethyltryptamine), DMT is illegal in the U.S., classified as a Schedule 1 drug for its likelihood of being abused. Tiny amounts of DMT apparently exist in parts of the brain associated with visual dreaming.

Getting FDA approval for a Phase I trial to pursue medical use of ayahuasca is considered a significant accomplishment and is partly a credit to Standish's reputation, as medical director of the Bastyr Integrative Oncology Research Center and researcher at University of Washington Medical School.

And unlike the LSD "trips" of the '60s, or as one authority described the gatherings two decades later as where "cocaine expressed and amplified the speedy, greedy ethos of the nineteen-eighties," ayahuasca devotees say it reflects our present moment--what some call the Age of Kale." They say "It is a time characterized by wellness cravings, when many Americans are eager for things like mindfulness, detoxification, and organic produce, and we are willing to suffer for our soulfulness."

I learned of Standish's interest in the drug from an article in a September issue of the New Yorker, titled "The Drug of Choice for the Age of Kale," with the headline "How ayahuasca, an ancient Amazonian hallucinogenic brew, became the latest trend in Brooklyn and Silicon Valley." And, I might add, the Seattle area.

Ayahuasca enthusiasts frequently use the language of technology, which may have entered the plant-medicine lexicon because so many people in Silicon Valley are apparently devotees. Thus technology-driven references like "cleansing the mother board," or "wiping the hard drive clean" crop up.
The New Yorker article by a long-time, award-winning writer for the magazine, who included the experience of participating in an ayahausca circle, quoted Standish at some length on the medical-research aspects of the drug.

Standish noted that "many people are going from all over the world to South America, part of a virtual drug-tourism industry, suggesting what I think is a huge need in Western Culture for this type of healing medicine."

The New Yorker article notes that vomiting can follow ayahuasca ingestion. According to the writer "this purging is considered by many shamans and experienced users of ayahuasca to be an essential part of the experience, as it represents the release of negative energy and emotions built up over the course of one's life." 

"Now, a critical mass of L.A.'s urban hippies are gathering in groups and projectile vomiting (and worse) on their way to enlightenment.," the writer says.

But Standish has been drawn to what she perceives as the medicinal potential. 
"I am very interested in bringing this ancient medicine from the Amazon Basin into the light of science," she said.

Her key initial scientific focus is in "creating a new treatment for depression," which she describes as "a pandemic in this country and in Western culture,"

She says she has started her own company, Standish Medicine Inc., as the vehicle to guide the research, once she gets the final okay from DEA and Bastyr's Institutional Review Board, and adds that she has some potential investors "interested in helping me with a new therapy for depression."

 
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Thoughts to ponder in recalling 9/11's global grief for us

(As the 15th anniversary of 9/11 nears, a compelling question to ponder is whether the global regard for us that existed then, as evidenced by the outpouring of grief that came that day in our behalf, remains our national treasure or whether it is merely a squandered legacy.

On the 10th anniversary, I shared a piece written a few days after that tragic 2011 September day by a former, now late, United Press International colleague, Al Webb, who did a wrap-up of the grief that citizens of every country shared on our behalf. Webb's article, written then from his post in London, captured that display of shared pain in a way that deserves, or rather requires, remembering. So I share it here again.)

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By Al Webb

LONDON (UPI) -- A small girl with a Cockney accent shyly waved a tiny American flag, and a queen brushed away a tear. In a Scottish town that has known its own tragedy, a lone church bell tolled. On a German river, foghorns sounded a low moan.

Across countries and continents, waves of sympathy for a nation in anguish rolled on. A young woman in a Kenyan park wept over the sad headlines in newspapers spread on the ground. A one-time terrorist donated blood for the victims. Hundreds stood in line in cities from Dublin to Moscow to sign books of condolences. 

And over the outpouring of grief and mourning for the lives lost in the boiling flames and rubble of the World Trade Center towers and a wing of the Pentagon, time and again came the strains of "The Star-Spangled Banner," sometimes in places where it had never been sung before.

In a gesture reminiscent of John F. Kennedy's "Ich bin ein Berliner," symbolizing his solidarity with another troubled people a half century ago, the Paris newspaper Le Monde perhaps summed it up best: "We are all Americans."

In London, where the little girl with the funny accent and her American flag pressed her damp face against the gates, the band performing the traditional Changing of the Guard at Buckingham Palace suddenly did something it had never done before -- it struck up "The Star-Spangled Banner."

For 45 minutes, the Mall in front of the palace became a little piece of America for hundreds of its citizens who were there because there were no planes to take them home. And the band of the Coldstream Guards played on.

As tear-stained faces lifted and sang along, as Americans and British and other nationals waved Old Glory, the marches rolled -- "The Liberty Bell" after the national anthem, followed by "The Washington Post March" and "Semper Fidelis" and finally, heart-rendingly, "When Johnny Comes Marching Home."

What the Coldstream Guards had triggered was the greatest mass demonstration of grief in Britain since Princess Diana was killed in a car crash four years ago. And as with Diana's death, a carpet of flowers, children's toys, poems, letters, all illuminated by tiny candles, built up this time at the fortress-like U.S. Embassy in London.

Amid the hundreds of bouquets, a single American flag was wrapped around a tree. One woman pressed her tear-dampened lips to its fringe in a soft kiss. 

The sweeping tide of mourning reached its crescendo at 11 o'clock Friday morning when Britain, France, Germany and scores of other countries in Europe, Africa and Asia went silent for three minutes, in honor of the innocent dead in America.

In Paris, the elevator at the Eiffel Tower stopped halfway to the top. Buses, trams and cars halted in their tracks across the continent.

In Spain, more than 650 city and town halls became gathering centers for tens of thousands who bent their heads in silent prayer -- and then, at the end of the three minutes, they lifted their eyes and applauded in that people's traditional tribute to the victims of terrorism.

On the River Elbe leading into Hamburg, ships flew their flags at half-mast. The minutes of silence crept by -- and at the end were broken by the sound of a thousand foghorns rolling across the water into the city's very heart.

In Lockerbie, Scotland, there was no applause, no singing, no bands, only the ringing of a single church bell and the flutter of flags at half-mast. This is a town with singular links to America, forged in a terrorist attack in the skies 13 years ago.

In all, according to an estimate by The Daily Telegraph newspaper in London, some 800 million people across Europe joined in the three minutes of silence.

At Berlin's Brandenburg Gate, once part of a dividing line between freedom and tyranny, a crowd of some 200,000 -- among them Germans whose relatives had died in terrorist attacks -- gathered beneath a black banner bearing the words, "We Mourn With You."

In Paris, crowds jammed the Place de la Concorde, itself a symbol of reconciliation, while church bells rang for five minutes before the silence.

In the government's Elysee Palace, "The Star-Spangled Banner" rang out, while over the French air waves, radio stations played John Lennon's "Imagine."

The bankers of Switzerland are not noted for their sentimentality, so they dealt in their own currency. At the end of the three minutes of silence, they announced they were donating more than $500,000 to the families of the victims of the atrocities in America. 

Lloyd's of London, the insurance market based in the British capital and one of several insurers of the World Trade Center, rang its Lutine bell and observed a minute of silence in memory of the dead in America -- some of them in the several broker offices Lloyd's has -- had -- in the WTC. 

In Belfast, the bullets and bombs of Northern Ireland's own form of terrorism, known as sectarian violence, went silent as tens of thousands from both sides of the divide -- Roman Catholic and Protestant - gathered in front of a makeshift stage at City Hall, to stand in silent tribute.

It is a city that knows the heartache of terrorism. "We have suffered for 33 years," said Betty McLearon. "People here have to be admired for the way they can cope with it. It will take the people in New York a long time to get over this."

In Moscow, the Russians observed a minute's silence as they laid wreaths and floral tributes outside the U.S. Embassy, once a symbol of the Cold War. Thousands of Muscovites lined up patiently to sign books of condolences.

In turbulent Israel, a nurse gently inserted a needle into the right arm of Yasser Arafat, himself a one-time terrorist who is now head of the Palestinian Authority. In a demonstration of support, he was donating blood to help the American injured.

Back in London, the minutes of silence were followed by a service of remembrance in the capital's majestic St. Paul's Cathedral, led by Queen Elizabeth II herself. In the audience of 2,400 inside, Americans hoisted the Stars and Stripes for the rest of the world to see via television.

Outside the cathedral, the tens of thousands who could not get in waved their own tiny flags and listened over the loudspeakers that carried the words and music for blocks around.  The cathedral's huge organ rumbled into life, to open the service, appropriately, with the American national anthem.

Then something happened that has never happened before, certainly not in public and doubtless not even in private. Softly, the queen began to sing "The Star-Spangled Banner."

Now, the British monarch does not "sing" national anthems. When they are played, she never even opens her mouth. Until now.

 But Queen Elizabeth sang it all, this song whose words were written 187 years ago during Britain's last war with her lost American colonies, through the final words, "O'er the land of the free, and the home of the brave." With the last note, the queen gently brushed away a tear. 

That said it all. 

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(Note: Al Webb, who died in February of 2015 at the age of 79, spent most of his career -- 28 years -- with UPI, separated by a few years in the 1980s for a stint with U.S. News and World Report. His reporting ranged from the civil rights struggles to the battlefields of Vietnam to the Houston Space Center covering the conquest of space.

Webb, along with Joseph L. Galloway, another UPI colleague, were two of only four civilian journalists who were decorated for their battlefield heroism, in Webb’s case for evacuating under fire a wounded marine during the Tet Offensive in 1968.)

 

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Wireless icons Stanton, Thomsen focus on baseball

John Stanton and Mikal Thomsen were in their late 20s when they teamed up at McCaw Cellular to become part of the birthing of a fledgling communications technology whose growth globally they helped guide through several major companies over the next 20 years, becoming iconic figures in the wireless industry.

Now just into their 60s, both have parlayed their business success into owning and guiding professional baseball teams, what they might well agree is a passion that rivals their business focus.

A business focus remains, however, as they continue to manage their Bellevue-based wireless venture and investment firm, Trilogy Equity Partners, formed by a collection of long-time wireless partners after the sale of their Western Wireless to Alltel Corp. in 2005.

Thomsen once told me that the opportunity six years ago to create the ownership team that bought the Tacoma Rainiers was like his “dream come true.” He would be owning his hometown team that he had grown up rooting for from the time his dad took him to his first game at age three. That was the year that the then-Tacoma Giants returned after a 55-year absence.

Stanton, who will soon assume the role of CEO of the Seattle Mariners after the ownership group he leads completes its purchase of the team from Nintendo of America, also recalls attending the games of his hometown team with his father. That was in 1969 when, as a teenager he became a fan of the Seattle Pilots in their first and only year of existence and recalls crying when they left town for Milwaukee.

Thomsen would undoubtedly echo Stanton’s “I am first and foremost a baseball fan” comment  that he made to the media gathering at Safeco Field when he was introduced as the leader of a 17 member local group that would become 90 percent owner of the team and he become the CEO, once Major League Baseball owners bless the deal.

Thomsen and his wife, Lynn, and Stanton and his wife, Terry Gillespie, are all alums of McCaw Cellular in the ‘80s and are now on the team of co-owners of the Tacoma Rainiers, though the oversight of the franchise, including attending many games and spending about 10 hours a week in the office during the season, falls to Thomsen.

The owners are fortunate that the baseball team acquisition included Aaron Artman as club president, a former Microsoft executive who oversaw the $30 million renovation of Cheney Stadium and remained with the new owners in the role of president.

Stanton’s and Thomsen’s baseball involvement extends across the state and all the way down to the West Coast League, an amateur collegiate summer league, where they are among owners of both the Walla Sweets and the Yakima Valley Pippins.

But it was when Thomsen had the opportunity to put together the purchase of the Tacoma Rainiers in 2011 that he turned to Stanton and his wife, an avid baseball fan herself, to become part of the ownership group.

Thomsen has immersed himself in his hometown baseball team and has enthusiastically committed to its increasing success, despite being the smallest market in far-flung Pacific Coast League and being the closest Triple-A team to a major league city.

In fact, the Seattle Mariners and the Rainiers are not only geographically close, which Thomsen admits may sometimes cost the Rainiers attendance of fans heading for Seattle, but close in that the Rainiers are the Mariners’ triple-A farm team.

As Thomsen puts it: “Most of the Rainiers fans are Mariners fans who enjoy keeping up with both teams and hearing about the players they saw in Tacoma performing with the major league club. I think the nearness of the M’s cuts both ways.”

In addition, the relationship is good for the Rainiers’ bottomline since the Tacoma roster is determined by and players’ salaries paid by the Mariners.

A lot of the changes brought about since Thomson’s group bought the team relate to community things, but he is pleased about what has happened in the stands and on the field.

At this point, atop PCL pack, the Rainiers seem headed for their first playoff appearance since Thomsen’s group bought the team, though Thomsen cautions that “it’s a long way from certain. We are only three games up on Fresno.” Plus the team appear on the way to another franchise attendance record, though beating the 352,000 attendance mark of last season is well behind the nearly 680,000 of the Sacramento River Cats.

In addition, Thomsen notes that the decision by the ownership group three years ago to build a new set of stands in left field “has been a stunning success,” adding that he celebrated his 60th birthday there in early May this year “with a couple hundred friends.”

He says the change of the team’s logo two years ago to “the now somewhat iconic ‘R’” has helped drive merchandise sales “through the roof.”

In terms of community involvement, he says the Rainiers “teamed this past off season with Tacoma Parks, the Cheney Foundation and Mary Bridge Hospital to add a playground behind the right field berm that includes a whiffle ball stadium,

“It is packed for most games and open as a public park when games are not going on in the stadium,” he adds.

“The community views this as a partnership and we go out of our way to be great partners,” Thomsen says with obvious pride.

 

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Stephen Vella: turns around airlines, creates flying mansions

Stephen Vella, a congenial Brit who spent his career building airlines before turning his attention to creating flying mansions for the global elite, is the man whose Kestrel Aviation Management oversaw creation of the first VIP interior on a 787-8 Dreamliner.

The first VVIP outfitted BBJ, as its officially referred to, has gotten global visibility for those who partnered with Vella’s company, which had turnkey responsibility for the project from purchase of the plane to planning and design of the special interior to meet the requirements of the Asian client who will operate the aircraft. The partners included Greenpoint Technologies of Kirkland and Pierrejean Design Studio of Paris.

The specially outfitted Dreamliner is back in Moses Lake, where the work to install the unique interior was done, as it awaits final signoff by the FAA and final closing of the sale to an undisclosed owner.

“Undisclosed owner” is the usual description of individuals, countries or companies who decide they wish to own a castle in the sky and contract with Vella and Kestrel to manage the purchase, design and delivery of the aircraft. Nohl Martin, Vella’s vice president for business development and communications, says outfitting the special interiors can cost as much as the airplane itself with the finished product, once the widebody is aloft, sometimes described by buyers as airborne oases of peace.

But these are oases that are reserved for the elite, both in stature and resources, and the fact they seek out Vella has made him a valued relationship for Boeing, but also for Airbus, since the contract for design and implementation of one of these widebody interiors begins with the purchase of the plane itself.

I had an opportunity recently to interview Vella while he his partner Martin, a longtime friend of mine, were on a visit to Kirkland, where she has family.

The Dreamliner, representing the first conversion of a composite and nearly all-electric aircraft to incorporate a high-end cabin and thus requiring virtually the entire focus of the Kestrel team for the past two years, is the 11th widebody conversion that Vella’s team has managed from purchase through entry into service. The company has also done 10 narrowbody VVIP cabin conversions.

But as communications vice president Martin points out: “Sadly it is a sector that rarely allows us to publicize our work -- until this 787 project.”

Visibility was not a problem for Vella when he was turning around airlines, particularly the nearly 15 years he spent helping turn Qatar Airways from a struggling, five-plane regional airline into one of the handful of the world’s Five Star airlines.

When Akbar Al Baker, Qatar’s group chief executive, was tapped by the Qatar government in  1997 to take over the failing airline, he contracted with Vella, who functioned for the next 15 years as basically the airline’s COO, doing the long-term planning, fleet management, overseeing brand development as well as mergers and acquisitions.

By early this decade, Qatar Airways was operating 150 planes with another 200 on order, producing billions of dollars in sales for Boeing, but also for Airbus since the fleet, Vella estimates, is about half from each manufacturer.

Vella, 62, is a native of Gibraltar, the British Overseas Territory at the southern end of the Iberian Peninsula, and he explains that, despite being a citizen of the United Kingdom, Spanish is his first language.

His upbringing in Gibraltar and his fluency in Spanish, along with a healthy dose of self confidence, allowed him to build his reputation in the airline-turnaround business early.

He recalls that he was still in college when he took time off to visit with an official the prime minister back in Gibraltar and convinced him to grant Vella a Masters scholarship in return for assisting the City architect in redesigning the airport terminal.

After graduation, he approached executives of British Caledonia and pitched that the fact he was bilingual would allow him to launch the airline’s Latin America routes.

He recalled with a chuckle that the pitch allowed him to land a job at a time when there were no jobs to be had and while he worked for peanuts, he was able to see the world.

By his early 30s he had become general manager of British Caledonia’s fleet management division, but at that point left to start his aviation consulting firm and early on helped Richard Branson acquire his first 747.

Vella has turned around eight airlines, including Qatar and the Spanish airline Air Nostrum, a Iberia affiliate, which is now the largest regional carrier in Europe, and started several airplane leasing companies, including one for Rupert Murdoch.

I asked Vella to give me a sense of what he thinks the future holds for the industry and he offered a couple of predictions. One, Asia is a fertile field for new airlines to come into existence. And he suggests that in this county we’ll see consolidation bring the industry down to four large airlines. He declined to name those he thinks will compose the final field of four.

 

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Huntsman World /Senior Games turns 30 this October

Jon Huntsman Sr.’s vision of creating an event that would attract hundreds of seniors to Southern Utah annually to engage in competition with each other in what he named the World Senior Games has become, over three decades, likely the most successful event of its kind in …well…the world.

Fulfillment of the prominent Utah businessman-philanthropist’s conviction that seniors could be lured to a remote but appealing corner of the West to demonstrate that their competitiveness remained strong despite advancing years will be played out again this fall for the 30th time.

Thus the City of St. George, along with officials and volunteers of the event itself, prepare to entertain almost 11,000 seniors during the first two weeks of October with athletes from every state and many nations. In fact, as Michelle Graves, Director of Sponsor Relations for the Games, emailed me: “Our goal this year is to host 10,950 athletes, which is the number of days in 30 years,” a goal only 400 ahead of the participant total for last year. “We also hope to host 30 nations, one for each year.”

I am registered again this October to be among the competitor in the 100 meters, against other “old guys” of my age (competition in all events is on the basis of five-year increments, as in 50-54 on up). But in addition to track and field, others of the thousands on hand will be participating in events ranging from archery, badminton and basketball to cycling, tennis, swimming and softballr.

The appellation “World” that Huntsman’s marketing acumen attached to the games’ name has, without doubt, been a key attraction for seniors willing to travel to a spot that you don’t get to easily so they can have the satisfaction of competing with the best of peers of their age.

I don’t know whether the intent of Huntsman and his wife, Karen, in their commitment to these games was because of the goodwill it has obviously fostered or economic development for the picturesque region known as “Color Country,” or “Red Rock Country.”

But the fact is both have occurred. The population of St. George was about 25,000 when the games were first held and has now grown to more than three times that at just over 80,000.

As long-time readers of the Harp are likely aware, participating in these games has held an appeal for me since I first learned of them in 2002, wanted to be a part of something called “World” games,  and came to run in the 100 meters and 200 meter events a year later, to my surprise finishing sixth in the 100.

It’s what attracted me back in 2011 after colon cancer surgery, needing to prove something to myself, and was amazed to finish third in the 100 meters in the 70-74 group. And again last year, when I finished second in 75-79 100-meter runners.

These games are a success story that Huntsman himself, now 79, probably couldn’t have envisioned. And except for those aware of Huntsman’s life of giving and caring, people might well be surprised that a multibillionaire who was in the process of building the world’s largest chemical company of its kind and developing a noted cancer hospital in Salt Lake City would have the time or interest to worry about it.

This Harp is, in fact, as much about a regard I have for Huntsman, whom I have never met, as the regard I have held for more than a dozen years for the annual gathering of senior athletes he has been committed to fostering and supporting, making it possible for me and others to test ourselves in peer competition.

A person like Huntsman is particularly important at a time when anger and hostility seem to have become what too many people bring to interactions with each other, rather than goodwill and regard.

Huntsman, a leader in his Mormon church, is a two-time cancer survivor who founded an institute with the goal of curing the disease and dispenses his substantial wealth to an array of causes, in addition to having taken the Giving Pledge, the promise taken by the world’s richest people to give away more than half of their wealth.

Huntsman’s philanthropic giving now exceeds $1.2 billion but he suggests he has a long way to go since his stated intent is to give all his wealth away.

Huntsman is wont to sum up his view of the non-giving wealthy thusly: "The people I particularly dislike are those who say 'I'm going to leave it in my will.' What they're really saying is 'If I could live forever, I wouldn't give any of it away.'

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Seattle investor friends focus on 'The Holy Grail of Energy' train project

The six-year-long commitment by two successful Seattle-area businessmen to sustain the alternative-energy breakthrough technology that one of them describes as "the holy grail of energy" is close to paying off. The story of their commitment to develop the technology owned by their company named Advanced Rail Energy Storage LLC (ARES) is as intriguing as that of the business itself.

ARES' launch project is a rock-laden train of special electric cars that would run up and down a long hill in the Nevada desert near Pahrump, 60 miles west of Las Vegas, to demonstrate on-demand delivery of electricity. The $55 million, 50 megawatt project is gathering interest from utilities across the county as it moves into final funding phase, fulfilling the vision of investor friends Art Harrigan, a respected attorney, and Spike Anderson, successful businessman who describes himself as a serial investor.

The two have partnered since 2010 to provide the majority of the funding for planning and preparation for ARES and its ARES Nevada project's launch, which is planned for spring of 2017 with completion expected by spring or early summer of 2018.

Now they are in the final fund-raising push for the last $15 million of equity and $15 million of debt necessary to cap the $25 million already committed and begin construction on a six-mile long track with 7.5 percent grade on 43 leased acres of BLM land

ARES Nevada will be the prototype for future projects elsewhere in the country. The Nevada project is smaller (able to fully discharge for a period of 15 minutes at 50 megawatts) than future projects are likely to be, though William Peitzke, the company's director of technology development, notes it will be "the largest energy regulation management project ever in the West."

As word of the planned Nevada project has spread, a number of utilities have reached out to the leaders of ARES, who invited about 30 representatives of utilities and the Electric Power Research Institute (EPRI) to a March 1 demonstration of a functioning scale model.

The gathering at the quarter-scale, proof-of-concept project in Tehachapi, in the mountains east of Bakersfield, CA. prompted EPRI representatives to announce to the assembled utilities people that they would develop an EPRI demonstration project and seek funding from member companies.

Since then, the ARES project has attracted media attention from the likes of Forbes and Fortune and, in recent days, from a newspaper in Finland.

Part of the interest generated in ARES, which is a company headquartered in Santa Barbara with its initial project incorporated as ARES Nevada, is due partly to the quality of the management team Anderson and Harrigan have attracted. The CEO is James Kelly, who for almost four decades was a key executive at Southern California Edison, and the executive vice president is Steve Sullivan, who worked with Kelly at Southern Cal Edison and guided many of his projects there.

But given that the two principal funders of ARES have not sought to put themselves in the limelight on this project, despite the fact they were largely responsible for generating the $15 million necessary to reach this point and attract this management team, ARES has not gotten the extended visibility it might need for the closing rush to funding.

But that will likely change as media, both nationally and locally in Washington State, begin to focus on the principal investors because their past successes in business amount, in the minds of many potential investors, to an imprimatur of likely success of their projects.

I've written recently about Harrigan, who is chairman of the ARES board, relating to his legal involvement setting the stage for Seattle's two major league sports teams to be saved and brought under local ownership. But he was also closely involved with Craig McCaw's Eagle River, formed after the sale of McCaw Cellular to AT&T. And he provided the legal guidance that gave birth to Nextel Partners, one of the nation/s largest cellular companies in the late 1990s, was involved in setting up Nextel's IPO and served on its board.

Anderson, whose career in sales and marketing included building one of the most successful reps firms on the West Coast then co-owning and eventually merging his firm, by then Anderson-Daymon, and building Costco's largest supplier of goods and services. Recently he founded, is funding and acting aa CEO for Clean Global Energy, a Bakersfield-based firm developing a process its website describes as "redefining oil separation in a better, cleaner way."

Part of the emerging visibility for Harrigan and Anderson was a letter Anderson recently sent to prospective investors explaining the project in detail and soliciting investors for the final $15 million of equity needed to get ARES Nevada project underway.

Anderson explained, in the extensive narrative on the project to the audience of more-than-qualified investors, that he would take the investing lead in the project with $10 million of the amount needed to complete it.

"We believe we can raise $15 million in debt, and will offer the remaining balance on the exact terms of my personal investment," Anderson explained, adding that "we believe that we can achieve close to a 25 per cent return on equity with ARES Nevada over the next few years "

"By running a train up and down a hill, ARES can help utilities add and subtract power from their grid on demand," Anderson explained in his letter. "A 19th century solution for a 21st century problem, assisted by that abundant natural resource called gravity."

And inevitably, the image of a train loaded with boulders running up a hill has spurred the metaphor of Sisyphus, the king from Greek mythology who was punished by the gods by being forced to roll an immense boulder up a hill, only to watch it roll back down, repeating this action for eternity.

Of course the Sisyphus image is flawed because the boulder being forced back downhill highlighted Sisyphus's forever failure whereas the trains loaded with boulders imbedded in sand rolling down the hill will exemplify the success of the ARES project.

Anderson explained that Shuttle trains, referred to as modules that are each made up of two electric locomotives and multiple weighted cars, will go up or down the track to either take electricity off the grid on the ascent or supply electricity to the grid by descending.

An example of the fact the Nevada project is on the small side of possible ARES projects, Harrigan and Anderson note that ARES can scale up to 3,000 megawatt, which would be a project as big as some hydroelectric projects. And Anderson noted that "the scope of the Nevada permit also allows for construction of a much larger system for an energy storage facility as well, essentially expanding the 50 MW system to add a 300 MW storage."

Said Anderson is his letter to prospective investors: The real problem we are addressing is providing an answer to the question of how do we generate more power since we can't build more dams, states are not permitting for fossil-fuel power generation and nuclear is enormously expensive."

Kelly suggests that a large part of the likely ARES appeal to investors and potential utility customers is that "ARES can be deployed at around half the cost of other available storage technologies and produces no emissions, burns no fuel, requires no water, does not use environmentally troubling materials. And it sits lightly on the land."

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Stuart Anderson, cowboy-country icon, dies at 93

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Stuart Anderson, with his 2,400-acre cattle ranch abutting the freeway in Central Washington and his signature mustache and cowboy hat, was the icon of cowboy country as he built what was regarded, in the 1980s, as the nation's most successful chain of affordable steakhouses. (It was actually dinner house chains but probably doesn't matter.)

Anderson, 93, passed away peacefully Monday at his Rancho Mirage home., surrounded by his family, including his beloved wife Helen, who was his partner for more than 40 years. He had been a diabetic for years but it was lung cancer that caused his death, though he had quit smoking in 1980.

Stuart Anderson founded his Black Angus/Cattle Company Restaurants chain in Seattle in the 1960s and from its corporate headquarters there he grew it into a chain of 122 restaurants spread across 19 states, with more than 10,000 employees and $230 million in annual revenue.

I felt compelled to come and talk to Stuart about his knowing he was in the final stages of life and that he was reconciled to that fact because he had led such a special life. It was filled with family, success, travel and, as Helen said, "lots of love." He had agreed to have me come down on Saturday to his home and work on his obituary together but that was not to be.

That became clear with the email Monday from Helen: "My wonderful, sweet, best friend Stuart has gone to that Mansion in the sky. He will be missed more than words can tell. He was larger than life and loved by so many. He was so pleased with the 93 wonderful years he had but said he was ready to go. Thanks for all the prayers and good wishes."

I first met Stuart four years ago when Betsy and I were vacationing in the desert. I had contracted with the Coachella Valley Economic Partnership to arrange a wine-and-cheese gathering of Northwest snowbirds to learn some business facts about their second home. The local Palm Springs Desert Sun publicized the event and as people visited, someone pointed out to me "there's Stuart Anderson," to which I responded: "I don't think so. I thought he was long gone."

So I went over to introduce myself to Stuart and Helen and learned that the guy with a weathered face and wearing a cowboy hat was much alive and provided an enjoyable get-to-know visit.

A couple of days later, I learned that he was actually going back into the restaurant business, reopening one of his first Black Angus restaurants, located in Rancho Mirage, (that had been forced to close and go out of business during the downturn) This is not really true. Someone came along to buy our lease which we gladly sold because of the downturn of the economy at that time. We were not forced to close.

So I produced a column about Helen and Stuart re-opening and running the restaurant, both of them visiting with customers and making the rounds each day for a number of months before it became clear that the challenge was too much for a man then nearly 90 who had been out of the business too long so gladly sold the lease.

I visited again four months ago with the Andersons at their Rancho Mirage condo, and found Stuart, who was speaking softly and slowly but retained the firm gaze he usually offered from beneath his cowboy hat. He wanted to talk about the book and the challenge of selling copies, compared to his first book. It is the story of how he built the restaurant empire that became a best-recognized national company. The book actually has a longer official title: "Corporate Cowboy. Stuart Anderson: How a maverick entrepreneur built Black Angus, America's #1 restaurant chain of the 1980s."

He first tried his hand as an author when in 1997 he produced "Here's the Beef! My Story of Beef," a book he described to me as "fun and informative," but most importantly to him, thousands of copies were sold in the Black Angus restaurants. The book was meant to be an answer to the highly popular Wendy's commercial of the time in which an elderly lady asks: "Where's the Beef?"

At that point it had been a decade since he had retired after five consecutive years of his restaurants being named the top steakhouse chain in the nation by USA Today in a poll by industry publication Restaurants & Institutions. He admitted candidly, in an interview we did a few years ago, that he decided to retire because the new owners took the fun out of his job.

At the time of his first book, he was still well-remembered, in Washington State in particular. He was often seen as a spokesperson for a series of television commercials he did in the Seattle area for a senior housing organization.

After retiring, he and Helen enjoyed their (You mentioned this in the 1st paragraph: 2,400 acre) ranch sprawled along Interstate 90 west of Ellensburg. He had bought the ranch in 1966 with the intent of raising the Black Angus cattle that would be served at his restaurants. But it turned out to be too great a challenge, for various reasons, so he continued to raise the cattle while buying his beef elsewhere, until he sold the ranch to Taiwanese interests, though to many travelers going past, it remains the Stuart Anderson ranch.

A private family gathering is being planned in Seattle but the celebration of life will be held in Rancho Mirage in November, which would have been his 94th birthday.

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Entrepreneur of the Year event has become community entrepreneurship celebration

In the quarter century since national accounting firm Ernst & Young (now rebranded as EY) brought its Entrepreneur of the Year event to Seattle and the Northwest, the annual black tie gala has represented a community celebration of entrepreneurship. And with that has come a growing awareness of the importance of recognition for those struggling to build businesses and create jobs.

That increased awareness of the role visibility plays has brought with it an array of events, created by firms, organizations and media entities who want to own a piece of visibility value of their own for creating visibility for and thus developing relationships with young companies and the entrepreneurs who guide them.

Indeed all of those other recognition events have brought value to the startup and entrepreneurial ecosystem by allowing individual firms to attract the attention of potential investors and potential new talent.

But the EY event has remained the most prestigious gathering for entrepreneurs, as this year's select group of honorees preparing for the June 17 event at the Sheraton Hotel are coming to learn. Among other things, Northwest winner get to move forward to compete for recognition at the EoY national and world events later in the year with winning entrepreneurs from the 145 cities and 60 countries in which the EoY event is held.

As Dan Smith, managing partner of the Seattle EY office, put it:"We've recognized many remarkable leaders who have disrupted industries, created new product categories, and successfully brought new innovation and technology to traditional industries."

In fact three winners in the local event have gone on to win at the national level. They are David Giuliani, who as founder and CEO of Optiva, won in the manufacturing category in 1997; Zillow Group CEO Spencer Rascoff, who won in the "services" category in 2013, and Zulily CEO Darrell Cavens, who won in the "emerging" category in 2014.

Smith notes that this year's finalists include 21 entrepreneurs from the life sciences, retail and technology industries, adding "we've definitely seen a lot of growth in these sectors compared to 30 years ago when the program started."

This annual Entrepreneur of the Year event has held a special attraction for me because of personal involvement, both before and since the event came to Seattle five years after Ernst & Young launched it in 1986 in Milwaukee.

Part of my regard for the event is having close connection to entrepreneurial honorees for this special recognition. The first was Kathryn Kelly, the president of a young Seattle firm ­­­called Environmental Toxicology, who was among those honored as finalists at the second event in Seattle in 1992.

Then came Pete Chase, CEO of Spokane-based Purcell Systems, who won in the communications category in 2006 and became a judge in the following three years, before guiding the sale or his company and launching a new company, Columbia International Finance, for whom I am doing some consulting.

And Leen Kawas, Ph.D., president and CEO of the promising young life science company M3 Biotechnology Inc., is a 30-year-old Jordanian woman who is among this year's honorees and whom I tout as changing the face of life sciences in this state. I have had the satisfaction of being an investor and providing introductions and visibility since she arrived at the helm of the fast-growing company in January of 2014.

The impact of the honor on the entrepreneurs nominated was evidenced by Kelly's reaction back then when I expressed my regret, having nominated her, for the fact she had been one of three finalists but had not won in her category.

"You have to be kidding! Just being here (including the video vignettes of each finalist shown before the envelope is opened and the winner disclosed) was the satisfaction of a lifetime," she said.

There is also a bit of amusement for me when I think of the Entrepreneur of the Year event in that as publisher of the Business Journal I was involved in two entrepreneur of the year events before Ernst & Young brought its event to Seattle.

That came about because Woody Howse, then a partner in the venture capital firm Cable & Howse Ventures, approached me about partnering in an event we named Entrepreneur of the Year, which we promoted and held in the mid-'80s to honor a single entrepreneur each year. It would be hard to top either of our honorees.

The first was W. Hunter Simpson, who had taken over defibrillator-manufacturer Physio-Control 20 years earlier and guided it into a global-leadership role in its industry. The next year we honored Microsoft founder and CEO Bill Gates, whose company was just then gathering momentum, having gone public a year earlier.

Cable & Howse, then the area's premier vemture capital, had a vested interest in creating visibility for entrepreneurs, as did the Business Journal. We were among many organizations then casting about to determine how best to serve those individuals who held the keys to our future.

In fact, some edginess on the part of the Ernst & Young Seattle leadership would have been appropriate at our having pre-empted Simpson and Gates as the two most impressive names in the local entrepreneur community at the time.

PSBJ and Cable & Howse partnered for several years thereafter with another accounting firm to stage a High Tech Entrepreneur of the Year event, before Ernst & Young Managing Partner Karl Guelich called me to let me know our party was over because the real thing was coming to Seattle.

Guelich had allowed us to go ahead without comment with a Seattle event using the E&Y copyrighted name, partly out of friendship and partly because he likely figured, as it turned out accurately, that our event might even lay visibility groundwork for the arrival of the official awards event of that name.

For perhaps a decade, the Business Journal was part of a process that represented a win for the firm, for the newspaper, and for the entrepreneurs as well. Ermst & Young always scheduled its event for a Thursday evening and provided all the advance detail needed for PSBJ to produce a special supplement with stories on the event and all the honorees, passed out to all attendees as a keepsake as they left the event and then it was inserted in the PSBJ copies that arrived in subscribers' mail the following day.

Since then some of the biggest names among regional entrepreneurs have been in the winners' limelight at the Northwest EoY. They included Mark Britton of Avvo, Jim Weber of Brooks Sports, Inc., Dara Khosrowshahi of Expedia, Inc., Gertrude and Timothy P. Boyle of Columbia Sportswear Company, Jeffrey P. Bezos of Amazon.com, Inc. and Howard Schultz of Starbucks Coffee Company.

So perhaps I'm prejudiced, but it seems clear that EY Managing partner Smith is accurate in suggesting that "the award has acquired a great deal of prestige, and is recognized around the world as an emblem of entrepreneurial success."

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Art Harrigan played legal role that helped save Seattle Mariners, Seahawks

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The community thank you last week to former Sen. Slade Gorton for his instrumental role in saving major league baseball in Seattle was an appropriate reminder of his signal accomplishment for the community. But without detracting from Gorton's role, it may also be appropriate at some point to recognize the Seattle attorney whose legal victory set the stage for the search for a local owner.

That would seem particularly appropriate since the Seattle attorney, Arthur Harrigan Jr., had key legal roles in saving two of the Seattle professional sports franchises

Art Harrigan not only succeeded in forcing Mariners owner Jeff Smulyan to give business and community leaders four months to find a local buyer, but five years later he paved the way for a local sale of the Seattle Seahawks by preventing owner Ken Behring from moving the team to Los Angeles.

The legal confrontations with the owners of two of Seattle's professional sports teams came about because Harrigan's law firm, Calfo Harrigan Leyh & Eakes, long represented King County on an array of issues. And both owners came into conflict with the county because they sought to abandon the county-owned Kingdome and their leases there.

The venue for resolving the future of the Seattle Mariners franchise was what amounted to an arbitration hearing before Arthur Andersen, the national accounting firm agreed to by both sides to decide some key issues relating to the lease.

Since it wasn't a court process, which would have gotten large visibility for the battle between attorneys, Harrigan's maneuvering over the meaning of wording in Smulyan's contract regarding an attendance clause that was key to the final outcome was little noted, thus little remembered.

Harrigan's argued interpretation of the lease-requirement wording was accepted by the Andersen firm, so Smulyan was required to give an opportunity for a local buyer to be sought.

Of perhaps equal importance, Harrigan successfully argued that there should be a local value lower than the open-market value. The accounting firm agreed and set a "stay-in-Seattle" valuation at $100 million, rather than the national open-market value of $135 million that it had determined.

That created the opportunity for Gorton and others leading the effort to keep the team in Seattle to find a local buyer for $100 million, rather than $135 million, within four months.

No one knows if, at $135 million, Ninetendo's owner would have opted to pick up the cost of saving the Mariners for Seattle.

With respect to the effort to block the Seahawks' move, King County hired Harrigan's firm to keep Behring from fulfilling his widely publicized intent in the winter of 1996 to leave Seattle and move the team to Los Angeles.

Behring made the argument, after some tiles had fallen from the Kingdome roof, that he had concerns about seismic security of the facility as he announced that he was moving the team to Los Angeles.

Harrigan recalled the February meeting at the Woodmark Hotel at Carillon point at which he, King County Executive Gary Locke, Gary Locke, his assistant, and chief civil deputy Dick Holmquist with Behring's attorney, Ron Olson (who he noted was also Warren Buffet's attorney).

"Olson read from a yellow pad, explaining that the team, fearing earthquakes might impact the Kingdome, had to be moved to the comparative safety of Southern California and the Rose Bowl," Harrigan said. "Holmqust and I were trying not to laugh."

"We were poised to file a temporary restraining order the moment the trucks began rolling up to the team's offices in Kirkland," Harrigan said.

"So when Behring and Olson left the room, I made the call and the restraining order was filed," he added. "Had that not happened, we would have had to go to California and ask a California judge to send them back."

Behring had quickly, after the restraining order, filed suit in Kittitas County, so as part of the legal process, Harrigan also had to get the state Supreme Court to toss out that suit.

A few weeks later he and Behring attorneys met with NFL owners who were considering whether to allow the team to move, in the event Behring could escape the Kingdome lease, and made their presentations.

"I had brought Jon Magnusson and two other renowned structural engineers with West Coast seismic design expertise who explained that the idea that Southern California was safer than the Kingdome in case of earthquake was ludicrous," Harrigan said.

The legal maneuvering all came to an end when it was announced that Paul Allen had purchased the Seahawks.

While Harrigan, 72, is ranked as Seattle's top commercial trial lawyer by Chambers & Partners, which ranks the world's best lawyers and law firms, his legal activities have ranged well beyond the courtroom.

He worked with Craig McCaw in his early Eagle River Investments days, helped create the wireless company Nextel, which became a $7 billion public company, is a member of the boards of several public companies. His is chair, and was a principal fund raiser, for an interesting new company that will generate energy by storing electricity on trains.

Harrigan, a Harvard graduate with his law degree from Columbia, served as Senior Counsel to the U.S. Senate Select Committee on Intelligence, worked on an investigation of CIA intelligence activities related to Vietnam.

Most intriguingly, and perhaps as important as his later pro sports involvements in Seattle, he headed the committee's investigation of IRS intelligence operations, discovering that the agency was giving individuals' tax returns, under the claim of national security, to other intelligence agencies who were then misusing the information in sting operations.

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First Innovations in Education Award to Granger School District


The first "Innovations in Education" award will be presented this month to the little Yakima Valley school district of Granger where "Every Child, Every Seat, Every Day" became a mantra for students, teachers and parents that allowed the largely Hispanic district to achieve the best attendance in the state last year.

The Innovations in Education Award is being created by the Discovery Institute and will be presented to three women for their key roles in the attendance-success story of the Granger district, where almost a third of the students are from poverty-level homes.

The award will be presented May 19 at a dinner at the Rainier Club as part of the Discovery Institute's 25th anniversary. Presentation of the award will precede a panel discussion with three noted education-change advocates on the topic of "Creating a 21st Century Public Education System."

The women being honored with the award are:

--Alma Sanchez, mother of four, turned student at Heritage University, turned entrepreneur, who wrote and managed the grant for the attendance-incentive awards program at Granger Middle School.

--Janet Wheaton, recently retired Granger School District administrator, who worked with Sanchez and helped her with the application for the $20,000 grant that funded the incentive program, The "Every Child, Every Seat, Every Day" was the title of Sanchez' grant application to the Yakima Valley Community Foundation.

--Joan Wallace, Bellevue business woman who for more than a decade has helped focus attention on the needs of the families of Granger and created the district's relationship with Heritage.

Discovery Institute is presenting the award in partnership with the Seattle law firm of Patterson Buchanan, a leader in school-personnel legal issues, particularly the annual School law Conference. Bellevue developer and retailer Kemper Freeman, one of whose key focuses has been education since his years in the legislature in the 1970s, is the major sponsor.

To ensure wide visibility for the award this year, and to help guide nominations in future years, Sound Publishing and Q13 television will be media sponsors.

It was in a recent column detailing the dramatic turnaround in "chronic" absenteeism for the schools in Granger to 3.6 percent, more than four times better than the statewide average of 16 percent, that I suggested the achievement merited the attention of those seeking to bring change and educational enhancement to schools. In addition, perfect attendance to 21 percent from 3 percent the previous year.

Steve Buri, president of Discovery Institute, seized the opportunity of the May 19 dinner event and its focus on creating a school system for the current century to agree that the Granger accomplishment merited the first Innovations in Education Award and that the dinner was the appropriate venue.

Discovery Institute's American Center for Transforming Education works with state legislators, policymakers and those involved directly in education to promote systemic change to the nation's education system.

The motivation in Granger to create the attendance-incentive program was the nagging awareness for educators and parents there, as in every economically challenged area, that absenteeism is a key factor in kids failing to succeed in school as well as their becoming prime targets for gang recruitment.

Sanchez worked to create a belief among faculty and staff that full attendance was possible and put encouragement, support and incentives in place for students. She did that by putting together a year-end drawing for five iPads for students with perfect attendance and promoted the program with posters around school.

The year-end awards promotion was accompanied by signage proclaiming "every quarter you are in school every day you will receive fabulous prizes."

The motivation to recognize the achievement with the new Innovations in Education award was the realization on the part of Discovery Institute and the rest of the team of companies involved with the award that significant education change will only come if attention is focused on new ideas that are producing noteworthy change.

Wheaton said she was sure that going forward there will be an effort to measure academic results from the attendance improvement, but added last year already paid a dividend in that it"was the first in many years that the entire district met standard in all areas of the state bilingual test - the Washington English Language Proficiency Exam."

It's worth focusing on the fact that while the public education system is under challenge from forces seeking to bring about necessary changes to curriculum and structure, the Granger story is evidence that essential change can come about through new vision within the current system as well as from external forces.

The panel conversation I will be moderating following the award presentation May 19 event will feature:

--Don Nielsen, who served eight years on the Seattle School Board and has written a book called Every School that has gotten national attention:;

--Bob Hughes, a member of the state Board of Education and former Corporate Director of Education Relations for Boeing.

-- Paul T. Hill, founder of the Center on Reinventing Public Education and Research Professor at UW-Bothell, whose focus is on re-missioning states and school districts to promote school performance, school choice and innovation, finance and productivity; and improving rural schools.


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Sanders' campaign reminds of 'Clean Gene's' presidential run in '68

For political junkies, old political writers being foremost among those, one of the recurring exercises is finding similarities between years-apart election campaigns. Thus this year's race for the Democratic nomination for president is offering such a comparison, particularly for those fond of fostering, or for some it's fearful of, the thought that history repeats itself.

With Donald Trump suddenly the presumptive Republican presidential nominee, there will be reach backs to campaigns and candidates of the past to which Trump's campaign this year will draw comparisons.

But the similarity I'm referring to in this case is between Sen. Bernie Sanders' intriguing quest of his party's nomination against an established party figure, Hillary Clinton, and Eugene McCarthy's quixotic campaign for the Democratic nomination in 1968.

McCarthy's campaign slogan of "Get clean for Gene" has become Sanders' "feel the Bern."

That '68 campaign in which McCarthy, a virtually unknown senator from Minnesota, forced Lyndon Johnson to withdraw from any re-election effort then sought to be his successor, will always be a vivid memory for me because it was the first presidential campaign I covered, as a young reporter for UPI.

A quick background for those to whom that 1968 campaign is merely a foggy recollection from a history class. The growing anger, particularly among the young, over the failing effort of the Vietnam War allowed a fed-up McCarthy to decide to run, almost match Johnson's total in the nation's first primary in New Hampshire, and thus caused Johnson to announce in a national television address that he would not seek another term.

Those angry against the war, largely young people who thought it was not only time to end what they viewed as an immoral campaign by their nation's leaders but also seeking broad change in the "Great Society" Johnson had created for their parents' generation, flocked to support McCarthy.

Sen. Robert Kennedy, brother of the slain president and viewed by many as heir apparent to John Kennedy's "Camelot," entered the campaign. For a handful of memorable months until Kennedy's assassination as he left the stage at Los Angeles' Ambassador Hotel following his victory in the California Primary, his campaign brought forth the unrest among minority groups and added those demanding social change to those seeking to end the war.

Kennedy' campaign actually was attracting some Democratic leaders and cementing delegates in each state, including in Washington State where Everest conqueror and Kennedy confidant Jim Whittaker was pinning down Kennedy delegates.

One of my favorite memories of covering parts of that campaign of nearly 50 years ago as a young political writer was a chance encounter at the 1968 Democratic state convention in Tacoma with a to-become-famous high school friend from Spokane.

Kitty Kelley was a spunky young woman for whom that presidential campaign would be the launch pad for a highly successful but controversy-punctuated career as a biographer of the rich and famous.

I glanced across the crowded hall and, seeing her for the first time in 10 years, I made my way through the crowd, said hello and asked her what she was doing there.

"I'm Gene McCarthy's press secretary," she said with a laugh.

"What the heck do you know about being a press secretary?" I asked.

"I decided I wanted to be one and did some research and found that two of the senators didn't have one," she responded. "So I picked McCarthy, made an appointment with him and told him I wanted to be his press secretary. He asked me 'what does a press secretary do?' and I told him we'd figure that out together. So I got the job."

So when McCarthy decided to emerge from relative anonymity and run for president, the campaign brought Kitty contact with political leaders and the prominent in society. Those contacts she made that spring and summer of '68 helped provide the exposure and experience that would allow her to launch her literary career.

I've watched with interest and amusement in the years since then as her ability to uncover long-hidden secrets and get the "ungettable" story on those about whom she produced a string of unauthorized biographies stirred the ire and criticism of the rich and famous and their friends.

Because she was an attractive blond woman with the name "Kitty," those stung by her tell-all biographies of Jackie Onassis Kennedy, Frank Sinatra, Nancy Reagan, the British Royal Family and perhaps most famously, the Bush family, found it easy to dismiss the quality of her work.

Over the years, when controversy swirled around her work, I've smiled to myself to think back on that encounter in Tacoma with a young woman I'd known as a Spokane teenager who had used brains and guts as substitutes for experience and privilege to carve out a high-visibility career for herself.

She thus exemplified an army of young women who did likewise in that decade of the '60s and early '70s, creating important roles for themselves in what had been, prior to that, a "man's world," and opening the way for others of their gender to do the same.

But back to the '68 campaign.

Kennedy's death ensured that Democratic party leaders would gather in force behind Vice President Hubert Humphrey, who didn't run in the primaries but merely gathered the necessary state-by-state support from delegates and local party leaders. Thereafter the outcome of who would get the nomination was really never in doubt, except in the ranks of those young and minorities who had come to believe McCarthy's election was vital to the changes they had come to demand.

The battles in the streets of Chicago between McCarthy supporters and Mayor Richard Daley's police force as the Democratic Convention gave the nomination to Humphrey ensured that McCarthy's supporters would largely abandon the system and stay away from the November election.

In the end Nixon's razor-thin margin of victory made it clear to political analysts that those who decided not to vote ensured that the Democratic nominee would lose.

Fast forward 48 years to the Sanders campaign, which has attracted large numbers of those, particularly the young and new voters, who want out with the current social and political structure and flock to him as the instrument of change.

It's obvious to the Democratic party insiders and most elected leaders in the states that Sanders isn't going to win the party's nomination at this summer's convention. Thus Clinton, as much a part of Democratic establishment and tradition as was Humphrey, will head into the general election season hoping that history does not repeat itself, as in disaffected prospective voters giving the election to the Republican nominee by staying away from the polls on election day.

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LSDF may metamorphose into life science, cancer research administrator

Recrimination and agitation over the Republican-led legislative defunding of the Life Science Discovery Fund Authority (LSDF) has given way to cautious enthusiasm about the possibility its staff and board may be tapped to administer and oversee funding activity for the state's new Cancer Research and Endowment Fund (CREA).

It's not yet certain that LSDF, created a decade ago out of the state's share of Tobacco Settlement millions to promote growth of the life science industry in this state, will take over administration of what would be a Center of Excellence for Life Science and Cancer Research. But bringing that about could amount to creating some vision out of what has been legislative confusion.

The Legislature's 2015 final budget compromise funded the cancer-research entity in a head-scratching manner while killing future funding for LSDF. But the lawmakers did not put the organization itself out of business because LSDF must function well into the next biennium to oversee fulfillment of the 46 grants already awarded from the fund. It just can't make any more life-science grants.

The quixotic aspect of the Legislature's creation of CREA was that the lawmakers gave specific detail to its board makeup and duties and required that it contract with "a program administrator" to oversee grant solicitation and distribution and fund management.
 
But lawmakers didn't designate who would manage the $10 million annual state-fund grant that would have to be matched from the private sector before it could be spent, so there has been speculation since then that LSDF would be a logical entity to oversee CREA.
 
Rep. Jeff Morris 

The proposal to turn cancer-fund administration over to LSDF has been up in the air since it was approved by the state House and passed out of committee in the Senate, but stalled in the Senate Ways & Means committee when the regular session ended.

Democratic Rep. Jeff Morris, a member of the LSDF board and sponsor of the proposal, said he hopes the legislation paving the way for a new role for LSDF will be part of final budget negotiations. He explained that Sen. Andy Hill, chair of the Ways & Means Committee and the key Republican in the negotiations, "asked if we would object to a 6 percent administrative-cost cap and I indicated we would not."

John DesRosier 
eanwhile, as a future role for LSDF remains unclear, its board of trustees, staff members and a number of recipients of its grants will gather March 25 to celebrate the contributions of John DesRosier, who served first as director of programs when LSDF was established in 2005, and through most of the Authority's existence as executive director. DesRosier, who has retired, had spent almost a quarter century in research and technology commercialization before joining LSDF as it was forming.

Among those who will be on hand to thank Des Rosier is Lee Huntsman, the first executive director, who was appointed by then-Gov. Christine Gregoire after LSDF was established in 2005 by Gregoire and the Legislature.

I asked Gregoire for a comment on the decade of LSDF's existence and on DesRosier's role and she said: "LSDF has accomplished more than I could have hoped. I believe it has helped save lives and I believe it will continue doing so and there is no greater accomplishment. We were fortunate to have John DesRosier as the leader to make it happen."

Commenting on DesRosier's role guiding LSDF, Morris said "John was one of the best strategic hires I've seen by our state in my years of public service. He made our grant-selection process world class and many other states have looked to our process to improve their own performance"

Part of what the cancer-fund legislation envisions is a board that better reflects an understanding of cancer, but by coincidence that comes somewhat with the current board, whose chair is Carol Dahl, executive director of the Portland-based Lemelson Fund. 

Dahl's research while a faculty member at the University of Pittsburgh was cancer focused and she also spent nearly six years at the National Cancer Institute and built the Office of Technology and Industrial Relations and multiple programs there during that period. 

Asked about her view of DesRosier's role, she said he"has truly been an amazing advocate for the life sciences in Washington and an outstanding steward of the state's investment in LSDF."

"The substantial impact of the LSDF funding resulting in over $60 million in health-care saving, more than a half billion in follow-on funding, and hundreds of lives saved ,is a credit to John's leadership and the dedication of the entire staff that has supported  LSDF since its inception," Dahl said.

One of the largest grants from LSDF was $5 million to Omeros Corp., which related to a $20 million partnership with Vulcan to advance the company's leading-edge G protein-coupled receptor program. GPCRs, which mediate key physiological processes in the body, are one of the most valuable families of drug targets.

Omeros chairman and CEO, Dr. Gregory Demopulos, described LSDF as "an important catalyst for innovation in Washington State's life sciences. And through investments like the one for Omeros has left a legacy of creating jobs and improving health and will have a sustained impact on the people of the state."

DesRosier described LSDF as having been a "critical resource" in helping early stage companies survive so they could gain traction for new sources of funding, including attracting traditional investors.
 
One such beneficiary of LSDF grants is M3 Biotechnology, a young Seattle biotech company focused on commercializing a drug that would reverse neurodegenerative diseases like Alzheimer's and Parkinson's by re-growing brain cells.
 
"LSDF funding allowed us to cross the start-up 'valley of death' until we could gain funding traction," said Leen Kawas, the 30-year-old CEO and president of M3 who recently announced completion of an over-subscribed A-Round that brought in nearly $10 million.

Because I was assisting Kawas with marketing and introductions while she was awaiting key grants from LSDF, I bit my lip for being unable to write about LSDF or its challenges with the legislature until her grants had been approved and there was no longer a conflict of interest.

I asked DesRosier if there was anything he wished LSDF had accomplished before the lawmakers struck it from future funding.

"I wish we had been able to create a more diversified revenue stream and not be dependent solely on state funding," he said.

Dr. Bruce Montgomery, perhaps the Northwest's most prominent biotech entrepreneur as well as the longest-term member of the LSDF board, may have best summed up the feeling of lost opportunity that the end of LSDF's life-science mission embodied for many.

"The best quote I can offer is the line from Joni Mitchell's 'Big Yellow Taxi': 'don't it always seem to go that you don't know what you got 'til it's gone,'" Montgomery replied to my request for a quote.
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