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Congestion anger may give boost to Kemper Freeman's long campaign for roads over rail

         

Bellevue developer Kemper Freeman Jr.'s years-long campaign for roads over rails as the way to address the region's transportation needs may be getting a boost just as he is releasing and beginning to promote a report called Mobility 21 as an alternative to the existing long-range plans. Having completed the Mobility 21 document, for which his Kemper Development Co. was key funder, he is now seeking to generate renewed discussion among policymakers and business leaders in Seattle and on the Eastside about the region's transportation future.

An unexpected assist for the highways believers was the announcement this week from Gov. Jay Inslee that he will be proposing additional lanes on I-405 in the hope of alleviating some of the congestion on the Eastside freeway that has grown dramatically worse of late, and ease the anger of Eastside motorist about it.

Freeman hopes the governor's announcement, which he applauded, may be the first indication of a broad-based effort to force a rethinking of already approved regional transportation plans that focus on light- rail as a key component of long-term plans rather than solutions needed now that focus on roads.

The more long-term boost, by which he hopes he can bring a new emphasis to his argument that more of projected funding should go to roadway systems, may well be in focusing on the greater efficiency to be derived from evolving technology for highways and vehicles.

An underpinning of Freeman's hope to create discussion on new transportation thinking is his focus on the importance of Seattle as the "Super Regional Center," and the importance or access to it for the 8- to 10-million people in the region, including the 670,000 for which Bellevue is a sub-regional center.

"What Bellevue and Seattle have in common is we are both driven by populations far bigger than our immediate city limits," he added, noting that a key roles for the Super Regional and Sub Regional cities is ensuring access.

But he makes clear he views the challenges to a successful synergy between Seattle and Bellevue relate to what he has long viewed as misguided transportation planning for the region.

And he cautions that he has a concern that another pitfall might be what he perceives as the inability of the leadership of Seattle, as that Super Regional Center, to understand that the impact of their decisions go far beyond the city's 600,000 population. And that they have some responsibility to consider those broader impacts on the region.

"Seattle scares me because the rest of us in the region need them to be the Super Regional City and I don't get the impression they are trying to do that," Freeman said. "Our premise is that Seattle and Bellevue each has a role to play in the regional picture and Seattle is not playing its role."

And in discussing the study, Freeman, a generally soft-spoken businessman, raises his voice in anger as he suggests Seattle and the Eastside have a common enemy, Sound Transit. It's Sound Transit's focus on rail as a keystone in the region's transportation future that Freeman has fought for years, including his lawsuit to stop construction of a light-rail line to the Eastside across I-90 that was rejected by the State Supreme Court in the fall of 2013.

Freeman is a believer in rapid transit as a part of the solution, but bus rapid transit (generally referred to by planners around the county as BRT), with center lanes of the I-90 freeway dedicated to buses rather than to rail, contending that when buses reach the Eastside, or suburban points north or south, they can carry passengers to more stops with greater flexibility than light-rail.

And he emphasizes, at a time of increasing frustration about the regions gridlock and congestion, that the BRT approach can begin service and help bring traffic relief in several years rather than decades and at dramatic lower costs.

Now comes what he sees as a boost to discussions that he hopes will lead to a revisit not just the I-90 rail plan but a need to rethink exiting plans.

Freeman, owner of Bellevue Square, Bellevue Place and Lincoln Square as well as emerging pieces of what his marketing folks refer to as The Bellevue Collection, a 6-million-square-foot portfolio of "commerce, style and culture," explained to Eastside business leaders recently about the rationale for Mobility 21.

The point of having produced Mobility 21 at this time is based on what the project describes as "Five Critical Realities," the first of which, that congestion is worsening, is an obvious reality that Freeman hopes may create some new converts in business and government to his goal of greater spending on the "roadway system."

But the more long-term boost, he hopes, he can bring a new emphasis to his argument that more of projected funding should go to those roadway systems by focusing on the greater efficiency to be derived from evolving technology for highways and vehicles.

Specifically, Mobility 21 suggests that automated driver assistance systems and collision-preventing features like adaptive cruise control, automated lane keeping on freeways, radar breaking and blind-spot monitoring will lead to 50 percent more capacity per freeway lane.

In fact, as an observer rather than an advocate for either position, I'm struck by the fact a massive worldwide effort is underway to radically change the shape of personal mobility with smaller, lighter, cleaner, collision-proof vehicles running on existing roadways.

There's an inescapable sense that those advancements will require transportation planners to weigh anew whether the transportation-expenditure priorities should remain the same or be re-evaluated.

And any decision on re-evaluating and possibly revising transportation plans to reflect emerging personal mobility technologies needs to be done with only transportation benefits as the goal, with no consideration for the politics of what kind of transportation some community or business groups might wish to emphasize.

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Confederate 'stars and bars' remains honored in Brazil where southerns migrated after war

As the battle rages over the future visibility role, if any, for the flag of the confederacy, one place the stars and bars will remain honored and celebrated is in Brazil, where Confederates created colonies after the Civil War at the invitation of the Brazilian emperor and proceeded to make a lasting mark on that nation's culture. 

That little-known Civil War chapter is the subject of a book by one of my closest friends, Gary Neeleman, that is to be published in Brazil in Portuguese before year end and negotiations are proceeding to have it published soon thereafter in English in the United States. 

When published in English, the book could be a timely addition to the current discussion, including both the legitimate effort to minimize future display of the Confederate battle flag and the less logical disparagement of Confederate heroes like Robert E. Lee and anything relating to the citizens of the Confederacy. 

Neeleman's Gary and Rose Neeleman research over the past 40 years through aged documents, old letters and newspaper clips brings him to conclude that history not racial hatred, pride not prejudice, were the driving force for those who migrated to Brazil rather than again become part of the United States.

My friendship with Neeleman, 81, extends back more than 40 years, beginning with our more than a decade as executives at United Press International. And I've been struck by his perpetual zeal to evangelize "the spiritual link between the United States and Brazil." While a focus of this column is on Neeleman's book on the Confederate migration, because of its timeliness, the column is really more about the journalist who built a lifelong love affair with Brazil and its people and has left his imprint on the nation, where his contributions will be honored in a few weeks in San Paulo. 

But to first finish the story of the Confederates, obviously, no slaves accompanied the some 7,000 "Confederado" families in the 1866 migration, in which they were personally greeted by Emperor Dom Pedro II upon their arrival in their new home. But interestingly, the southerners avoided acquiring slaves in Brazil, a country where slaves were more common at that time than in virtually any country in the world. 

Neeleman notes that when leaders of the more than 20,000 southerners who founded two communities in Brazil were asked about the fact they didn't have slaves, they replied that they no longer wanted to own people but preferred to employ them "so we can fire them if they don't do their job." 

The southerners, many of them from the most important and prominent families in the southern part of the United States, established the cities of Americana and Santa Barbara do Este. And, as Neeleman notes, for 150 years the descendants of those Confederate communities have gathered annually to celebrate their heritage at the Cemetario de Campo, the old cemetery where about 2,000 Confederate soldiers and their families have been buried. And the Stars and Bars that were the Confederate Battle Flag were and have remained highly visible there, some Confederates actually being buried wrapped in the flag. 

He recalls the year he was asked to help arrange for former President Jimmy Carter and his wife, Rosalynn, as well as aide Jody Powell to attend the Confederate picnic at the cemetery and how "they sat at the cemetery, sang Dixie and all three had tears streaming down their faces." 

"That portion of American history and the stories of the 'Confederadoes' are lost in a linguistic tomb because Portuguese is a barrier to entry for those seeking to explore history," explains Neeleman. who hopes those stories in English will bring a closer look in this country at that history. 

Neeleman routinely refers to "the two giants of the Western Hemisphere" and his research on Brazil and its people has actually resulted in not just a book on the Confederate but also two other books that emphasize the ties between the two nations. One already published, "Tracks in the Amazon," details the construction of a railroad through the jungle, at a cost of thousands of lives, to bring goods from Bolivia, down the Amazon to the coast. The other book tells the also little-known story of how Brazilian rubber saved the allied war effort in World War II after Japanese victories in the South Pacific captured the Indonesian rubber fields that represented about 98 percent of the world's rubber production at that time. Restoring brazilian rubber production was vital to the Allied success. 

It was in the early '60s that UPI plucked Neeleman, as a young reporter from Salt Lake City, and sent him to Brazil, where he had learned Portuguese as a young Mormon missionary. His regard for Brazil and Brazilians developed quickly and three of his seven children were born there, including David, whose launch of Azul as his third airline, following Morris Air and Jet Blue, has resulted in the fastest-growing carrier in Brazil. During the 1963 Pan American Games in San Paulo, Neeleman recalled being struck by the conduct of U.S. athletes who played what he described as "the Ugly Americans," overwhelmingly defeating their South American opponents and treating them with disdain following the competition.

"I made up my mind right there that I would someday do something about that attitude," Neeleman told me. And so he did when, after returning to Salt lake City, he called upon the close-knit Utah coaches to help him put together a college basketball post-season tour of South America. 

That tour, with Neeleman acting as scheduler, accommodations arranger and bag-boy, became an NCAA post-season fixture and Neeleman became a regular luncheon speaker each year at the NCAA tournament. 

Gary and Rose travel to Brazil about three times a year and when they're not traveling on personal or client business, or traveling to the Brazilian back country as part of their research for his books, he's doing Brazil's business as honorary counsel in Salt Lake City. 

One of those trips was last September when he received an unusual honor as the fourth recipient of an award whose English translation is Citizen of San Paulo. Others who preceded him as recipients of the honor named for the State of San Paulo were the Pope, the Dalai Lama and the founder of the Mormon Church in Brazil. Add Neeleman to the list.

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Willingness to provide funding key to state's life sciences future

Although this state is home to a world class life sciences and biotech non-profit sector, Washington's Legislature seems to only toy with understanding that being competitive with other states in the quest for pre-eminence in that industry requires demonstrating a willingness to spend state dollars.

That's likely at least part of the reason for the strong bi-partisan support among the lawmakers for a bill that would have put in place the essential final piece of a cancer research fund: an administrative body to begin planning grants, accepting donations and basically letting the fund become operational.

But one of the issues left undone when the Legislature adjourned at the end of March was final action on the bill, HB2679, that would have consolidated the cancer-research fund that was born of a bold idea in the 2015 Legislature into the Life Science Discovery Fund (LSDF). Intriguingly the same legislature left LSDF without a future by defunding it.

The bill was approved overwhelmingly by the Democrat-controlled House and passed out of the Senate committee and sent to the Ways and Means Committee, which has to approve bills that carry an appropriation. The bill languished there in the final days and died with the end of the session.

The LSDF-related bill, sponsored primarily by Democratic Rep. Jeff Morris, was to create a new Center of Excellence for Life Science and Cancer Research, to be overseen by LSDF.

The cancer-research-fund bill itself is designed to provide $20 million a year for the next 10 years with $10 million to come from state funds that can be released only after commitment of a "non-state match" of $10 million. The lawmakers appropriated $5 million to launch the fund, called CARE, which needs a board to oversee it and a contract with a non-profit designated to administer it before it can actually go into effect and begin considering grants.

So the provisions of the legislation creating the cancer fund are still in place, waiting to be implemented, and in fact Gov. Jay Inslee is in the process of selecting the 13-member board required to be named by July 1, according to the legislation.

The LSDF bill died at the end of last session and would have to be introduced again in 2017, in the event Morris should decide to take another run at employing LSDF as administrative entity

A life sciences ecosystem is important for the state and an ecosystem is supported by numerous pillars. In Washington, the approach of the lawmakers has been to take down the pillars, specifically removing the state's R&D tax credit for life science firms and ending the funding for LSDF, which was created a decade ago to provide funding for life-science startups, both in research and in commercialization.

As former Gov. Christine Gregoire put it: "We are in fierce competition with other areas but, unfortunately, as a state, we have gone in the wrong direction by eliminating the research and development tax credit that supports early stage companies and defunding LSDF."

The cancer-research fund is viewed by the life sciences industry as restoring a pillar and all have indicated their support for the fund. But those life science leaders also share the view that the $10 million a year of state funds that it provides is merely a start, particularly given the support other states have stepped up to provide. What could be considered the other end of the state-support spectrum from Washington is Massachusetts, where a 10-year $1 billion dollar plan to support life sciences is now in place.

Gregoire, who as Washington's Attorney General led the fight that brought millions in tobacco money to the states then as governor led the effort to create LSDF as a vehicle to fund life science innovations, called the new cancer-research fund "an essential building block for a vibrant life sciences sector."

Gregoire, newly named to the board of The Hutch and thus soon to make her mark from inside the industry, addedwith respect to the cancer fund: "It can do a lot of good for our researchers and advance the work being done in areas where we have a unique advantage, including immunotherapy. The cancer research fund is just one part of it and the state needs to continue its targeted role or we risk losing our talent and the ability to bring cures to people faster."

Part of the pressure on the states has come about because of what had become, in recent years, a trend of NIH grants that have stayed fairly constant while purchasing power for those grants has declined yearly.

In fact, this state has always had a healthy share of NIH grants, totaling about $230 million the past fiscal year with $94.8 million to Fred Hutchinson Cancer Research Institute, $71.8 million to the University of Washington and $29.3 million for the Benaroya Research Institute.

As to LSDF itself, because it is currently managing nearly three dozen grants toward their completion, it will still be in operation, if greatly reduced in staff and perhaps board, by the time of the nest legislative session, so it remains as a possible experienced administrative body for the board now being appointed to contract with to guide the cancer fund.

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Virgin deal should end business community concerns about Delta designs on Alaska

"We're viewing this as a combination that will make Alaska stronger and better positioned to remain a successful, independent, Seattle-based company for decades to come."

by Joe Sprague, Senior Vice PresidentCommunications & External Relations

There's no way of knowing the extent to which the shadow of Delta Airlines hung over Alaska Air Group's decision last fall to connect with Virgin America about a possible takeover.

But regardless, a local business community troubled for months that it needed to figure out how to help Alaska Airlines ward off what was perceived as a takeover effort by Delta Airlines can stop worrying. Alaska saved itself.

That's the underlying fact about the announcement last week that Alaska has agreed to buy Virgin America for $2.6 billion cash, with assumed debt, leases and other costs bringing the total to about $4 billion. That's a figure viewed by some experts as too much -- a huge premium that Alaska had to pay on Virgin's market valuation to beat out JetBlue to land the deal.

But it depends on what a company like Alaska is buying. And in Alaska's case, it's a twofer, or maybe a threefer, as it dramatically expands its California presence and keeps Jet Blue from acquiring Virgin's lucrative California routes. But maybe most importantly, it pretty much ends the concern about a Delta takeover strategy.

Concern over any Delta designs on Alaska should pass, if for no other reason than that the Justice Department wouldn't be likely to allow one of the Big Four carriers to buy number five, which is where the Virgin deal, once approved, would place Alaska.

That Justice Department point was offered by Joseph Shocken, president of Seattle's Broadmark Capital, when I asked him his thoughts after the Virgin announcement, since Shocken was perhaps the most outspoken business advocate of a "support Alaska" strategy over the past 18 months.

It was Shocken, whose business activity at his successful boutique merchant bank has made him somewhat of an expert on how mergers and acquisitions play out, who first reached out to me about "the business community needs to take sides and do so visibly against Delta."

I was receptive to Shocken's argument, and did several columns commencing with one that said Delta had turned from partner, which had been its relationship with Alaska, to predator.

The reaction of others I met with in the business community, not just in Seattle but across the state, after the first column indicated to me that Shocken wasn't merely crying wolf, particularly after a member of Alaska's board had confided "we're really worried."

So was the Delta issue a consideration for Alaska in its decision to approach Virgin America last fall about a sale?

Asked about that, Joe Sprague, Senior Vice PresidentCommunications & External Relations, said "We're viewing this as a combination that will make Alaska stronger and better positioned to remain a successful, independent, Seattle-based company for decades to come."

The deal still needs to pass through regulatory approval and as part of its information pack Alaska Airlines issued a timeline with the deal set to close January 1, 2017, and full integration by the first quarter of 2018.

The merge is likely to attract the scrutiny of Justice Department officials already pursuing allegations that America's biggest airlines have colluded to keep airfares high.

And since the takeover will mean California no longer will have an airline based in the state, which served as home to a variety of carriers over the decades, there may well be an effort to convince regulators it's not good for consumers.

For those who like a chuckle with their politics, it would amusing if Alaska-Virgin provided California's dynamic female Democratic duo in the U.S, Senate reason to clash for the first time with their Washington Senate Democrat counterparts.

But antitrust experts suggest the takeover of Virgin by Alaska probably will be seen by those federal regulators as a union that will better equip Alaska to compete against larger rivals.

And if the concern of Shocken and others who have watched the shrinkage of the airline industry by takeovers play out were legitimate, Alaska was destined to lose a battle with Delta so the prospect of an erosion of discount fares was bound to be an outcome, whether because if Alaska's growth or its decline.

The final piece of the Delta puzzle that needs to play out is the possible restoration of a Delta-Alaska partnership arrangement. The effort to achieve that is certainly a possibility with the retirement of Richard Anderson from the CEO role, since he was the key protagonist in the obvious beat-down-Alaska strategy. But since Anderson remains as executive chairman of the Delta board, he may still influence a Delta move to restore relations with Alaska, returning to partner instead of predator.

But the fact is any thoughts about that are not even on Alaska's agenda right now. 

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Anna Liotta brings generational expertise to effort to save golf

Anna Liotta, who has become a national guru at unlocking generational codes, is taking her knowledge on the road, at the behest of the Professional Golfers Association, seeking to reinvigorate older generations as well as help provide clues on how to interest more millennials in the game.

As she heads for San Diego next month to meet with 100 golf-management professionals, she is aware that there's a sense among PGA executives who have watched the total rounds of golf played decline by 2 percent a year for the last decade, that what could be at stake is the very future of golf.

Asked how she became an expert on what makes different generations tick, the founder of Seattle-based Resultance Inc., smiles and responds that as the 18th of 19 children, she just paid attention at home, adding "I was immersed in a multi-generational world."

"Whenever there's a wedding, graduation or family gathering, my family has six generations that are represented," she added. "There are 300 first cousins, 56 nieces and nephews and 47 great nieces and great nephews."

Liotta, daughter of a PGA professional and recipient of a golf scholarship while a student, has had golf as a life-long focus and says she is thus pleased to have been tapped to try to restore some of the sport's lost luster by focusing on different strategies to employ with different generations.

She was the only keynoter at a Sports Diversity and Inclusion Symposium in September of 2014 and the PGA, whose turn it had been to host the annual event attended by executives of all professional sports, invited her to keynote their annual conference in Indianapolis two months later.

Following her presentation as the first-ever female keynoter on the national conference stage in the PGA's 98 years, the organization contracted with her to consult on how to attract more millennials, Gen Xers and women of all ages to the game of golf.

"I have been working with the PGA on developing programs and messaging to attract and retain new players as well as re-engage lapsed golfers across the generations." She said.

Liotta elaborates on the generational issues facing golf by ticking off the challenges by generation.

"For boomers, it's their life stage with retirement and health issues, Gen Xers are focused on young families and Millennials are not interested in investing as much time or money into the game as their parents." She explained.

Liotta's role includes strategy for attracting more women to golf and noted, in an interview, that drawing more women golfers poses the same challenges as addressing the array of generations.

"Attracting women across the generations to the game of golf is a mission-critical initiative for the golf industry," Liotta said. "More women than ever are interested in playing golf, but it's up to the golf professionals and facilities to win the right to have them return after their first experience."

"Boomer and Gen Xer women are at the peak of their career and have high expectations of their customer experience on the course but unfortunately, often they are disappointed," she continued. "Millennial women have grown up playing competitive sports and are ready to bring their athleticism to business golf, but millennials demand a whole new level of inclusion and service from golf, or they take their disposable income to the yoga studio, cross-fit gym, or soccer field."

Part of her commitment to bring more women to the game was her launch 12 years ago of Women Taking a Swing at Cancer, a fund-raising event she presided over for several before turning it over to Gilda's Club, which has changed its name to Cancer Pathways and whose support for the golf event faded.

Liotta recalls that as a university student, she encountered what for her was a life-shaping video titled "What you are now is where you were when."

"That 1989 experience shaped my research in my organizational development studies and I wrote my honors thesis on generations," she recalls.

"What continues to delight me is that the more you learn about the formative things of an individual, the more you know about them," she added.

Running down the generations Liotta said: "Baby boomers want to tell a lot about themselves while a Gen Xer wants to cut to the chase and get to the bottomline. They self disclose after demonstrated value."

Millennials, she said, "want to tell you about themselves first, and how unique they are, what they are up to and each thinks he or she is uniquely fascinating."

Because many view millennials (born between 1980 and 1999) as the most challenging generation in the workplace I asked Liotta to expand on their characteristics.

"They are changing workplace expectations forever, and driving their managers crazy in the process," she said. "They are the first generation to have no expectation of retiring from the company they are working for today."

"Millennials typically decide in their first 30 days whether they will remain with a company for six, 12, or 18 months," she added.

Liotta four years ago wrote what has become a key source of information about the generations. It's called "Unlocking generational codes: Understanding What Makes the Generations Tick and What Ticks Them Off."

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McKibbon's plane-crash death left hole for Vancouver community he focused on


The divisiveness that seems to be the legacy these days of any discussion of issues, local or national, was something that longtime Vancouver community leader John McKibbin had a way of averting as he steered discussions toward productive dialogue, even in the face of some significant opposition.

Thus when McKibbin, 69, a Clark County elected official turned civic leader, died last week in the crash of his World War II-era single-engine plane near the mouth of the Columbia River, the loss was not just a personal tragedy for his family and friends. It was also a loss for the city and region he constantly strived to enhance.

The complexity of the issues on which McKibbin was working to create positive outcomes indicates the depth of the hole he left for Vancouver, Clark County and the state to find a way to fill.

Two issues stood out, and were to have been the focus of a breakfast meeting I had scheduled this past Monday with McKibbin and Don Brunell, the retired president of Association of Washington Business, who was McKibbin's longtime friend and associate.

Instead the breakfast became Brunell's sad opportunity to reflect for me on the man who had been elected to the Washington State Legislature in 1974, when he was not yet 30 years old, was elected a Clark County commissioner four years later and served three terms before he turned his focus to business.

"He brought people from opposite poles together, not always achieving agreement but to at least having an understanding of the other side's position," said Brunell, who had been McKibbin's friend since he joined Crown Zellerbach in 1979 as McKibbin was preparing to leave the legislature and run for county commissioner.

"He has been a good friend since then," Brunell said. "He was a problem solver who was gracious to his opponents as well as supporters. He had great political instincts. He worked issue by issue and had the ability to scope out an issue and try to reach resolution."

"When it came down to a divisive issue, he never personalized differences," added Brunell, who since retiring from AWB has been a Vancouver resident and writes a regular column on business and government, with the likelihood he will devote a column to McKibbin once he works through the loss of his friend and associate.

McKibbin was president of Identity Clark County at the time of his death, ironically while returning on a flight out past the mouth of the Columbia with the wife of a deceased friend who wished to scatter her husband's ashes at sea. He had headed that business advocacy and economic-development organization for the past two years after having been the founding chair 20 years ago.

One of the major issues that had McKibbin's focus was the struggle to resurrect the Columbia River Crossing Project, an effort to build a new bridge to connect Portland and Vancouver, replacing the 99-year-old span and extending Portland light rail to Vancouver.

The project died two years ago after more than a decade of negotiations between the two states broke down over the issue of light rail for the new span. McKibbin was quietly working leaders in both states to get discussions going again.

But the issue perhaps closest to McKibbin's heart was the initiative to create a Pearson Field Aviation Education Complex at the oldest continuously active airport in the United States, where his hanger in which he kept the classic plane he and a friend had refurbished was a regular gathering place.

That education project was the topic for an earlier Vancouver breakfast meeting with McKibbin and Brunell.

The issue, which many see as a bizarre example of government overreach, is National Park Service pushback on the effort to use part of a 22-acre parcel once owned by the city of Vancouver but sold in 1971 to the NPS as the permanent location for the Pearson Air Museum.

The Air Museum had been housed on the property, which the agency had leased back to the city, and it had become a community events center and was intended to house the development of a STEM learning center as the focal point of an aviation education complex.

After an acceleration of disagreement with the NPS over the agency's sudden concern about non-park use of parks property, the federal agency took possession four years ago of the facility, and most of the exhibits and other assets and forced the move of a half dozen vintage airplanes, one of which was McKibbin's, to other locations.

The effort to develop a STEM-focused education center led to research that determined that some 40 aerospace-related firms were located in Clark County and that has led to an effort to create an aviation high school, following the model of Raisbeck Aviation High School in the Highline School District. That aviation- and aerospace-themed STEM school is one of the South Seattle district's small high schools.

The flap over what was basically the takeover of the facility by the local Park Service official turned political when GOP Congresswoman Jamie Herrera Butler took up the cause and introduced legislation to resolve the dispute, but nothing has so far come of that effort.

Creation of the Aviation Education Complex, a STEM education center and likely including an aviation high school to help serve the current and future needs of a growing aerospace cluster in Clark County, seems destined to eventually come about, either at Pearson Field or elsewhere, and will be a testament to McKibbin's leadership.

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Granger schools create model for attendance that deserves attention across the state

 The search for education innovations that represent steps toward excellence is a challenging process at best, and one that seldom includes schools in underprivileged areas or those with large minority enrollment. 
 
Thus the dramatic turnaround in absenteeism for the schools in the Yakima Valley community of Granger to achieve the lowest incidence of chronic absenteeism in the state merits the attention of those seeking to bring change and educational enhancement to schools. After all, this is a district where nearly 85 percent of the students are Hispanic and a third of the families live below the poverty level.

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 last year recorded a chronic absenteeism rate of 3.6 percent, more than four times better than the statewide average of 16 percent.

But most dramatically, that average was more than twice as good as the chronic-absentee rates in Bellevue, Mercer Island and Lake Washington districts, meaning Granger schools had less than half as many students who were chronic absentees (meaning missing 18 or more school days during the year) than those high-visibility districts.

The innovative Granger program that came to be known as "every child, every seat, every day" is a success story with three heroines: retired Granger high school principal Janet Wheaton, her sister-in-law, Bellevue businesswoman Joan Wallace and Alma Sanchez, a mom turned student, turned education entrepreneur.

But Wheaton might well contend that the heroes in this achievement were the students who made up their minds to be in class regularly, the faculty and staff who became passionate about making the program successful and parents who played an important role in supporting their children.

Perhaps the most inspiring of the trio because of the challenges she had to overcome was Sanchez, then in her early 30s and mother of four, ranging in age at the time from 20 down to third grade, who had decided she needed to get her degree and enrolled at Heritage University in nearby Toppenish, a college with a largely Hispanic student body. 

Sanchez needed money for college so she went to work in Heritage's office of University Advancement, where she learned about the program then getting underway between Heritage and the Granger school district, so she became an intern in that district.

Wheaton urged Sanchez to work on the attendance problem so she did some research to find if there were any absentee programs nationally that could help address Granger schools' problem.

Her goal was a lofty one: full attendance, in a district that had only four students with perfect attendance when she arrived. Nearly a quarter of the 450 students had perfect attendance last year.
 
She devised an attendance-incentive program to have a year-end drawing for five iPads for students with perfect attendance, promoted the program with posters around school promising "Win One of 5 IPads" and with signs that read:"every quarter that you are in school every day you will receive fabulous prizes."
 
Wallace, whose role in this was that she and Wheaton 11 years ago had created a little non-profit called Friends of Granger that has been the vehicle to provide clothing, school items and other kinds of support for the kids, said"Absenteeism is a huge factor in kids failing to succeed in school. Moreover, truant kids are prime targets for gang recruitment."
 
She said 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."
 
Wallace also put together the relationship between the non-profit and Heritage that helped bring Sanchez to the district and it was the 501c3 that she and Wheaton had created that was awarded the $15,000 grant from the Yakima Valley Foundation. Sanchez' grant application was titled "Every Child, Every Seat, Every Day," which Wheaton said became the name of the attendance program at the Granger middle school, where Wheaton had urged the program be concentrated.
 
Kevin Wallace, the Bellevue city councilmember who has watched the outcome of his mother's investment of time and energy into Granger and her little non-profit, noted in an email: "I'd say the incentives were the capstone of a lot of other pieces. You have to visit the school in order to truly appreciate the passion the teachers have for their students."
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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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Remembering introduction to alternative medicine and ancient herb artemisinin

Small things sometimes serve to guide memories of major events in our lives, and so it is as I near the five-year mark of my first contact with alternative medicine. It came about as I was commencing a search for information on how I might best deal with a slow-growing prostate cancer.

A search for information on dealing with a cancer for which there is time to weigh approaches inevitably leads to exploration of both traditional medicine and alternatives that involve nature's role.

And it was as I pursued that examination of all my options before deciding on my preferred approach that I met a naturopathic physician, Dr. Eric Yarnell, then on the faculty of Bastyr University, and learned of artemisinin, an extract derived from an ancient Chinese herb called artemisia annua.

I had known a little about alternative medicine, but learning of artemisinin, also known as sweet wormwood, and the fact that it was being viewed as a cancer-fighting agent caused me to want to learn more both about the herb and about Bastyr, which is one of the most respected naturopathic universities in the nation.

In the end, thanks partly to the advise of Yarnell (advise that some have viewed as ironic, given the naturopathic focus on natural therapies), I had surgery to remove the prostate. But I have since learned more about naturopathic medicine and kept in touch with the potential health benefits of nature's products, like artemisinin, and studies relating to their potential to fight not just cancer, but also other diseases.

Paul Amieux 
Bastyr University 

I was reminded of the introduction to alternative medicine and artemisinin recently as I was reading about the Nobel Prize awarded last fall to an 85-year-old Chinese scientist named Youyou Tu for developing treatment for malaria from artemisinin, which has become the norm for malaria treatmemt worldwide.

Reading the story of the aging Chinese pharmaceutical chemist's award, which capped her 49-year search for a cure for malaria and her research that guided her to Artemisinin (which she first encountered in a 1,600-year-old text) caused me to wonder what progress had been made in bringing traditional and alternative medicine closer.

At the time, as I shared my explorations of alternative medicine with my doctors at the Polyclinic in Seattle and at University of Washington Medical Center, medical professionals in whom I had maximum trust and regard, I learned that they then had only a vague awareness of alternative medicine.

So I recently set about learning what has changed in awareness and understanding across medicine's diverse landscape in the past few years.

For one thing, the word "alternative" is disappearing, as evidenced by the fact that the National Center for Complementary and Alternative Medicine has rebranded as the National Center for Complementary and Integrative Health.

For another, there is a growing willingness on the part of traditional medical centers to pursue joint research projects with non-traditional medical institutions. That has been particularly true since the National Institutes of Health (NIH) has begun grants to traditional and non-traditional partnerships in an array of collaborative research grants, particularly relating to cancer.

In addition, in the Seattle area and East King County, the presence of an estimated 100,000 resident who are from the Indian subcontinent has brought a focus on Ayurveda Medicine, which has historic roots in that region, as another type of alternative medicine.

"Alternative meant separate from or in lieu of, but they are no longer viewed as two different medical worlds, but rather as integrated, taking the best of both," said Paul Amieux, Ph.D., Bastyr's Research Administrative Director. He actually is an intriguing example of integrative medicine as a graduate of University of Washngton Medical School with a Ph.D in pharmacology and a BA in biology. Thereafter he was an instructor at the UW medical school for a time.

I asked Amieux for a rundown of clinical trials at respected research universities here and around the world where early clinical trials are being conducted on the possible effect of artemisinin on various forms of cancer.

Among the trials are one at Georgetown on intravenous delivery for solid tumors, another at St. George University of London on oral delivery for colorectal cancer and one at University Hospital Ghent, Belgium, a safety study exploring the impact of escalating dosage in liver-cancer patients.

"Although there are indeed phase 1 and phase 2 clinical trials currently running and some individual case reports, there is no definitive clinical evidence of artemisinin's effectiveness from large, Phase 3, controlled clinical trials," Amieux said. "But there are clearly basic science publications that indicate it may effectively kill some types of cancer cells in the labs."

There's always a risk when a layman goes seeking to understand the intricacies of how medicine works. But I couldn't help wanting to learn why and how artemisinin might be a cancer fighter, in addition to already being the worldwide treatment of choice for malaria.

What I learned was that what some have described as artemisinin's "significant anti-cancer effect" is due, according those who undertand to the fact it contains peroxide. And research suggests that when peroxide comes in contact with cells having high iron concentrations, it breaks down, creating free radicals that basically provide overdoses of iron to iron-accumulating malaria and cancer cells.

I also learned, as I delved into alternative medicine, about mushrooms, which were then already being seen in a different light, and studies of the suggested impact of different kinds of mushrooms on different cancers have advanced since then. But mushrooms and cancer is a topic for a different day, particularly relating to collaborative studies funded by NIH, and a specific one involving UW, Cancer Care Alliance, The Hutch and Bastyr, a study whose results have not yet been published.
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Stuart Anderson, 93, hoping seniors focus will spur sales of his book


The need to be remembered is an urge that beats strongly in the breasts of those who have experienced fame. And the need tends to grow with the forward march of years beyond the time of fame.

That reality helps explain Stuart Anderson's quest to sell copies of his second book, Corporate Cowboy, and his distress at the fact that the Black Angus Steakhouse chain that is descended from his Stuart Anderson's Black Angus/Cattle Company won't carry or promote his book.


Anderson is quick to admit sales have not gone well for the book, his second. And he is convinced the reason is that it's not coming to the attention of those who dine at the restaurants, which now number 46 in six western states, but mostly California. The company has several times rebuffed his and Helen's efforts to put up posters and sell the book.

In fact, for reasons unknown but that sadden Anderson and Helen, his wife of more than 40 years, he wasn't invited to any of the events surrounding the celebration of the 50th anniversary of the chain in April of 2014, the month in which Corporate Cowboy was published.


So Anderson, 93, is going where he is most likely to find those who will remember him and where some will recall that he was the man who built a chain of 122 restaurants that was, for a string of years in the 1980s, ranked Number One in the nation among full-service restaurants.

The strategy is one of outreach to the seniors who represent a major share of the population of most communities in the Coachella Valley. It's a plan conceived by Brenda Lynn Martin, a longtime friend of the Andersons, who has a high profile in the desert for her promotion of various non-profit and community activities and events.

Explaining her decision to come to the aid of the Andersons in the effort to sell copies of his book, Martin, who has been friends with Stuart and Helen for a dozen years, told me: "My main goal is to fulfill his dream to get those books sold as a part of his leaving a legacy."

So Thursday evening a book signing and jazz fest at the Backstreet Bistro in upscale El Paseo will serve as the debut of a campaign, with Martin partnering with the restaurant's owner, Lavane Hause, to bring the book to the attention of gatherings of seniors at the restaurant each week, with jazz and a book signing.

"If this goes well, we can plan on a series of such gatherings, inviting seniors from a variety of locations, even snowbirds wintering here, to join the jazz and book signngs" Martin added.

"I hope this is the first of many," says Hause, who says of Anderson: "he reminds me so much of my dad. He and Helen lunch here frequently and I can't not try to help him."

I visited in recent days with the Andersons at their Rancho Mirage condo, looking west toward the San Jacinto Mountains, as I try to do each winter when Betsy and I get to spend time with friends in the Palm Desert area.

Anderson, who speaks softly and slowly from the effects of age as well as of a stroke he suffered seven years ago but retains a firm gaze, usually from beneath his cowboy hat, wanted to talk about the book and the challenge selling copies is presenting.

It is the story of how he built the restaurant empire that became a best-recognized national company with 10,000 employees and annual revenue of $260 million. 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 McDonald'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 Stuart Anderson's Black Angus 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 new owners took the fun out of his job.

But the time of his first book, he was still well-remembered, in Washington state in particular, including for a series of television commercials he did in the Seattle area for a senior housing organization.

After retiring, he and Helen retired to their 2,400 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 until he sold the ranch to Taiwanese interests, though to most travelers going past, it remains the Stuart Anderson ranch.

It's clear that Stuart and Helen nurture the hope that a focus on retirees and the strategy that Martin has put together may eventually create for Corporate Cowboy success like his first book experienced.

The challenge of travel for Anderson now means they seldom get to visit Seattle or the Ellensburg area any more.

But many of those on their way across Washington State on Interstate-90 will still note "that's where Stuart Anderson's cattle ranch was" as they pass the acreage stretched out along the highway.

our text here ...

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Concerns about Internet advertising may make crowdfunding tool difficult for entrepreneurs

It was born with great flourish in the spring of 2012, passed by Congress and signed by the president and hailed as the wellspring of new companies and jobs as the nation sought to emerge from the Great Recession. In fact, with a marketer's touch in a presidential election year, it was even called the JOBs Act.

Now after a nearly four-year wait for a recalcitrant Securities and Exchange Commission to adopt the rules required to implement the intent of the Jumpstart Our Business Startups Act to allow businesses to raise up to $1 million a year from a large number of small-equity investors, the rules are set to go into effect May 16.


Meanwhile, more than half of the states, tired of waiting for the SEC to act, have adopted their own versions of what is known as crowdfunding, which is largely expected to be Internet outreach to large numbers of potential investors by entrepreneurs seeking capital.

Because of SEC rules in effect under the Securities Act of 1933, the states' legislation limits fund-raising to residents in the state where the business is located.


And with the arrival of federal crowdfunding comes a growing concern that the crowdfunding laws of the various states may be rendered "impractical" since those who use the Internet or social media, the logical tools to reach a "crowd" of prospects, must ensure no one in another state can see the offering.

Washington was one of the first states to enact legislation to permit crowdfunding, with many of those testifying during the Washington Department of Financial Institutions' rule-making process suggesting entrepreneurs would be queuing up to look to crowdfunding to raise money.

But despite that expectation, in the 15 months since DFI enacted the rules and the law went into effect, only two businesses have filed to raise money in this state via crowdfunding. In fact, according to DFI Director Scott Jarvis, only 100 companies around the country have used intrastate crowdfunding to raise capital.

 
Joe Wallin 
Thus given that there is no line of entrepreneurs forming to seize the crowdfunding opportunity, there is no certainty how much demand there will be for the opportunity to raise money through crowdfunding once entrepreneurs have a choice between federal and state rules. The federal will allow businesses to raise money from investors anywhere in the country rather just in their home state. Using state law requires entrepreneurs to only raise money intrastate. 

One reason for slower-than-anticipated interest could be that the resurgent economy has made it easier to raise money through traditional funding sources, suggests Joe Wallin, a Seattle attorney with Carney Badley Spellman, who basically wrote the state legislation that was passed two years ago.

"The ebb and flow of the economy may impact the ability of entrepreneurs to tap traditional sources of capital so at some point, if not right away, the crowdfunding approach may become more popular," he said.

And now comes the likely additional deterrent to intrastate crowdfunding with the warnings about Internet use to advertise the offering, since the advertising may only be to residents of the state in which the offering is made.

Faith Anderson 

According to the SEC's directive, if someone in another state sees the information on the offering, it is no longer intrastate, which would basically nullify the fund-raising effort.

In one of the most thorough examinations of the new role of states in the crowdfunding phenomenon, Faith L. Anderson of the state DFI's Securities Division, describes as "draconian" the fact that rules "do not provide any relief for insignificant deviations" from the advertising limitations.

"A single out-of-state sale will void the exemption (for the entrepreneur raising money via intrastate crowdfunding) and result in an unlawful offer or sale of securities in the absence of another available exemption," she wrote.

Anderson's comments are part of a report she produced for securities departments of all 50 states as chair of the Small Business/Limited Offerings Project Group of the National Securities Administrators Association.

Anderson's document to her peers is designed to explain the strengths and weaknesses of both federal and intrastate crowdfunding options. But her focus on the challenges the SEC rules pose to intrastate offerings includes the comment that the combined effect of federal rules "is to severely restrict an issuer's ability to take advantage of state crowdfunding provisions that are premised on these federal provisions."

But the SEC staff has said the agency is considering amendments that could make Internet use possible.

"There is no timeframe by which the SEC may finalize the proposed amendments to Rule 147 (the rule that has raised a number of concerns for intrastate crowdfunding)," Anderson said in an email exchange with me. " In fact, they may never as they do not have a Congressional duty to act in this regard."

And Wallin added: "Unless it makes the changes being suggested for use of the internet in intrastate crowdfunding, the SEC is tamping down a nascent but important opportunity to cultivate local funding and entrepreneurship ecosystems before they even have an opportunity to develop."
 
But Wallin notes he is "optimistic that whatever the SEC finally decides, the state can figure out...maybe through new rules or amendments."
 
And Anderson closes her briefing to peers with: "As we learn what works and what doesn't from the viewpoint of entrepreneurs and small business owners, states and the SEC may make further adjustments to their crowdfunding rules."
 

Thus there seems to be optimism that what Congress launched with the right intent, but watched while the SEC dithered for almost four years, may still produce an opportunity for entrepreneurs to create jobs rather than being jobbed by thoughtless regulations.

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Congestion anger may give boost to Kemper Freeman's long campaign for roads over rail

 Bellevue developer Kemper Freeman Jr.'s years-long campaign for roads over rails as the way to address the region's transportation needs may be getting a boost just as he is releasing and beginning to promote a report called Mobility 21 as an alternative to the existing long-range plans. 
 
Having completed the Mobility 21 document, for which his Kemper Development Co. was key funder, he is now seeking to generate renewed discussion among policymakers and business leaders in Seattle and on the Eastside about the region's transportation future.

An unexpected assist for the highways believers was the announcement this week from Gov. Jay Inslee that he will be proposing additional lanes on I-405 in the hope of alleviating some of the congestion on the Eastside freeway that has grown dramatically worse of late, and ease the anger of Eastside motorist about it.

Freeman hopes the governor's announcement, which he applauded, may be the first indication of a broad-based effort to force a rethinking of already approved regional transportation plans that focus on light- rail as a key component of long-term plans rather than solutions needed now that focus on roads.

The more long-term boost, by which he hopes he can bring a new emphasis to his argument that more of projected funding should go to roadway systems, may well be in focusing on the greater efficiency to be derived from evolving technology for highways and vehicles.

An underpinning of Freeman's hope to create discussion on new transportation thinking is his focus on the importance of Seattle as the "Super Regional Center," and the importance or access to it for the 8- to 10-million people in the region, including the 670,000 for which Bellevue is a sub-regional center.

"What Bellevue and Seattle have in common is we are both driven by populations far bigger than our immediate city limits," he added, noting that a key roles for the Super Regional and Sub Regional cities is ensuring access.

But he makes clear he views the challenges to a successful synergy between Seattle and Bellevue relate to what he has long viewed as misguided transportation planning for the region.

And he cautions that he has a concern that another pitfall might be what he perceives as the inability of the leadership of Seattle, as that Super Regional Center, to understand that the impact of their decisions go far beyond the city's 600,000 population. And that they have some responsibility to consider those broader impacts on the region.

"Seattle scares me because the rest of us in the region need them to be the Super Regional City and I don't get the impression they are trying to do that," Freeman said. "Our premise is that Seattle and Bellevue each has a role to play in the regional picture and Seattle is not playing its role."

And in discussing the study, Freeman, a generally soft-spoken businessman, raises his voice in anger as he suggests Seattle and the Eastside have a common enemy, Sound Transit. It's Sound Transit's focus on rail as a keystone in the region's transportation future that Freeman has fought for years, including his lawsuit to stop construction of a light-rail line to the Eastside across I-90 that was rejected by the State Supreme Court in the fall of 2013.

Freeman is a believer in rapid transit as a part of the solution, but bus rapid transit (generally referred to by planners around the county as BRT), with center lanes of the I-90 freeway dedicated to buses rather than to rail, contending that when buses reach the Eastside, or suburban points north or south, they can carry passengers to more stops with greater flexibility than light-rail.

And he emphasizes, at a time of increasing frustration about the regions gridlock and congestion, that the BRT approach can begin service and help bring traffic relief in several years rather than decades and at dramatic lower costs.

Now comes what he sees as a boost to discussions that he hopes will lead to a revisit not just the I-90 rail plan but a need to rethink exiting plans.

Freeman, owner of Bellevue Square, Bellevue Place and Lincoln Square as well as emerging pieces of what his marketing folks refer to as The Bellevue Collection, a 6-million-square-foot portfolio of "commerce, style and culture," explained to Eastside business leaders recently about the rationale for Mobility 21.

The point of having produced Mobility 21 at this time is based on what the project describes as "Five Critical Realities," the first of which, that congestion is worsening, is an obvious reality that Freeman hopes may create some new converts in business and government to his goal of greater spending on the "roadway system."

But the more long-term boost, he hopes, he can bring a new emphasis to his argument that more of projected funding should go to those roadway systems by focusing on the greater efficiency to be derived from evolving technology for highways and vehicles.

Specifically, Mobility 21 suggests that automated driver assistance systems and collision-preventing features like adaptive cruise control, automated lane keeping on freeways, radar breaking and blind-spot monitoring will lead to 50 percent more capacity per freeway lane.

In fact, as an observer rather than an advocate for either position, I'm struck by the fact a massive worldwide effort is underway to radically change the shape of personal mobility with smaller, lighter, cleaner, collision-proof vehicles running on existing roadways.

There's an inescapable sense that those advancements will require transportation planners to weigh anew whether the transportation-expenditure priorities should remain the same or be re-evaluated.

And any decision on re-evaluating and possibly revising transportation plans to reflect emerging personal mobility technologies needs to be done with only transportation benefits as the goal, with no consideration for the politics of what kind of transportation some community or business groups might wish to emphasize.
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Reflections on presidential primary elections past from New Hampshire to Oregon

Watching the New Hampshire presidential primary results stirred memories that remain strong for Spencer Kunath, although it's been almost exactly a dozen years since he was "on the ground" there doing advance work for 2004 Democratic hopeful retired Gen. Wesley Clark.

Kunath's recollections included his experience on election day's earliest hours in Dixville Notch, the best-known of a cluster of villages in the Granite State's far north where national media attention out of all proportion to the actual import is focused each presidential election year, as it was this year.

Dixville exists as a town only for voting purposes. It's a precinct that sits almost entirely on the property of The Balsams Grand Resort Hotel, a renowned old summer retreat for the wealthy. And its nine registered voters this year (in 2004 there were 24, with Clark on hand for the midnight voting and winning the most Democratic votes) were almost all employees of the hotel, which is now being overhauled.

My conversations in recent days with Kunath, who a year after his New Hampshire experience as he was preparing to spend his junior year at Oxford served the summer of 2005 as my intern at Puget Sound Business Journal, prompted me to recall some of my own primary-election experiences in the days before PSBJ.

My most compelling memory is of the 1968 Oregon primary, my first primary as a 28-year-old political writer, where Robert Kennedy's driven effort to win the Democratic nomination for president hit a snag. Oregonians gave anti-war candidate Sen. Eugene McCarthy that state's nomination nod, the first-ever loss for a Kennedy.

I had the opportunity election night to be immersed in the sea of young supporters waiting in front of Portland's Benson Hotel for the defeated candidate's limo to arrive so they could demonstrate their continued affection for him and his campaign.

Then the limo arrived and Kennedy emerged behind the imposing frame of Jim Whittaker, the Seattleite and Everest conqueror who had become a close friend and constant companion of Kennedy's on the campaign trail.

I had been standing next to an ABC reporter named Bob Clark who quickly and literally disappeared beneath the mass of surging, shouting Kennedy supporters and I avoided Clark's fate by grabbing Whittaker's belt as he pushed past and held on until we had arrived inside the hotel.

As we wrote the stories that night, back at the Portland UPI bureau, to bring newspapers and broadcast outlets news of the outcome, I recall the headline the senior reporter put on his story: "Kennedy bushwhacked on the Oregon trail."

I recalled vividly that headline a week later when in fact Kennedy was "bushwhacked," assassinated by a gunman as he moved through the kitchen of the Ambassador Hotel following his remarks after his victory in the California primary.

Reflections on Kennedy in "The Last Campaign," as the book that detailed his 82-day campaign was titled, struck me as particularly thought-provoking for this 2016 campaign.

Because, although he feared, as he told one confidant, that there were "guns between me and the White House," he risked his life to ask Americans to help him reclaim "the generous impulses that are the soul of this nation."

That's the kind of exhortation to healing and hope not likely to grace the lips of any presidential candidate of either party during this campaign 48 years on from RFK's tragic quest to reclaim his brother's legacy and create one of his own.

But back to Kunath and his New Hampshire primary recollections of 2004 and that election climax at Dixville Notch (a word that means pass, incidentally, in White Mountains parlance).

There are a couple of possibly thought-provoking ways to view Dixvlle in the context of its primary election role.

First it could be that as merely a marketing creation to attract attention to Dixville and its grand hotel during primary season it's an appropriate reflection of the marketing that has created the campaigns of some of the presidential hopefuls seeking support from the voters in New Hampshire and in other states. Not quite entirely real but close.

Or the voters in Dixville may represent what Democracy was supposed to be about: Everyone who has the franchise votes (they all gather before midnight and cast their votes since the polls can close only after all registered voters have cast ballots) , and those seeking their support are likely to shake hands with each voter.

Let's see. Out of all proportion to reality. A marketing creation to attract otherwise unlikely attention. Perhaps the ultimate exercise in Democracy. I guess that would be a trio of descriptions that could apply to the nation's primary election season and its presidential hopefuls.

Kunath was 19 and a sophomore at DePauw University when he was dispatched by the Washington State Democratic Committee away from the Washington State gubernatorial race to help in the New Hampshire campaign.

"The voters there (referring to Dixville and the nearby villages) are really accustomed to direct one-on-one interaction with the candidates and expect that they'll come and sit for a visit," Kunath said. "It's a totally different world."

Kunath and I talked about the challenge facing reporters covering any campaign (now as in 2004 and 1968) from aboard the bus of a particular candidate, and the thought occurred to me that it might be a reason the media is often accused of bias.

"Reporters on a campaign bus need access to the candidate so they avoid saying anything negative about the guy whose bus they are on," said Kunath with the insight of one who has had a chance to be there.

"If they get kicked off the bus, they will lose their job because their employer is unlikely to pay for a rental car rather than to just assign a different reporter to the candidate," he added.
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Panel with two prominent local TV execs about challenges keys discussion of media accuracy

No time could be more logical for a conversation about accuracy in media than political season and presidential debates.

So this column is by way of sharing such a conversation between a couple of old-media "believers" about increasingly common challenges to old convictions, like how important is media accuracy? What does "accuracy" mean? Accurate to whom? Is it losing its importance? And what is media anyway?

Except the conversation in question was generated not by the political season, but by a panel discussion earlier that day in which I got to question two of Seattle's most respected television executives at the Columbia Tower Club's "Q and A with a CEO" series about the state of television now and challenges to come.

Pam Pearson, vice president and general manager of Tribune-Broadcasting owned KCPQ13, and Rob Dunlop, president and CEO of KCTS9, the local public-television station, both expressed conviction about the importance of local news and information to their stations.

Pearson, who was an executive at Tribune stations in Los Angeles and Chicago before arriving in Seattle in 1999, and Dunlop, who brought 20 years as a top executive with Seattle's Fisher Broadcasting when he arrived in fall of 2013 to guide Seattle's public-television station, have led with their actions rather than their words on this issue.

Pearson, who got her start in news as a reporter for Ted Turner's CNN in Atlanta, has added 10 hours a Day of local news programming to her station's offerings while Dunlop has acquired the on-line news journal Crosscut.com and emerging local website What's Good 206, which presents a millennial perspective on local issues.

Both Pearson and Dunlop have set a premium on quality journalism for their stations, even though news and information are only a portion of their offerings.

The discussion with Pearson and Dunlop ranged well beyond their news commitment since both are leaders in a medium that is challenged as never before by audience segments that can now find their content anywhere, and in fact create content themselves.

And Dunlop shared that his Channel 9 audience that includes about a quarter who are in the 4-to-11 age range. And even that audience is already straying to get their entertainment from devices other than the television screen.

What they are both aware of as they consider what the future holds is that commitment and quality don't carry any guarantee of success in a world where virtually anyone can be a content provider in the internet era, and that as it relates to news, the quest for accuracy is not necessarily pervasive.

As Pearson noted, "There are so few actual barriers to entry into the digital world by content providers...and it is very difficult to know what's credible."

And that question of credibility in news keyed the later conversation with a friend of mine, Pat Scanlon, who is responsible for the existence of this weekly email column because he pressed me six years ago, after my retirement from Puget Sound Business Journal, with "you should have a blog and I'll show you how."

Scanlon has since become what could be described as "the guru of all things digital on behalf of old-line media companies" and is thus versed in emergence of an array of digital content, having built a digital network of perhaps 200 small daily newspapers for the Pittsburgh Post-Gazette and later USA Today's national high school content.

The conventional media issue of "fact check" in debates or political discussion is a noble effort but one that makes few friends since there is a sense that "most people don't want to read the truth or the unbiased facts, they want to read things that support or reinforce their conclusion,"as one media observer put it.

"When all is said and done, only the local TV station or newspaper, of whatever size, has the tools that make them the perfect brands to hold authority accountable - journalistic standards combined with brand equity in their communities," Scanlon said. "But their window of opportunity to capitalize on this positioning is closing, and slowly some online-only outlets are making ground on the credibility required to perform this function and take this position."

I shared with him that I am less concerned about new-media content-creators and bloggers for whom credibility based on accuracy is the goal but rather on bloggers and other content providers who seek to acquire credibility without being forced to be accurate.

An example that constantly comes to mind for me is bloggers who provide paid content, meaning they are paid by the subjects of their blogs, without readers being made aware of that key fact.

Since I think that is a broader problem then people may realize, I once suggested to a newspaper publisher that he could cement a relationship with the social-media audience by regularly running a well-researched page about what blogs readers can trust and those that are questionable. That type of editorial service would obviously incense those new-media types who demand "who are you to decide what's accurate?"

The rise of Fox News has created its own divisive role as it relates to what politically disagreeing individuals view as "facts."

Thus the emergence of conversations that refer to what "your news media" says vs. what "my media" says in terms of delivering all the facts or in how the facts are portrayed.

In summing up the point about accuracy, Scanlon said: "altruistically, the truth is the truth. But realistically, accuracy means verification from multiple sources."

"And as to media accuracy, I feel it is more important than ever, but harder to attain," Scanlon said. "Currently, there seems to be a sense that whatever 'my' truth is makes it 'accurate.'"
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Deanna Oppenheimer, Bruce Kennedy and Ivar Haglund Hall of Fame laureates for 2016

The Seattle banker who became one of the world's most influential women in banking, the man who set Alaska Airlines on the road to national leadership in its industry and Seattle's clown king of fish and chips have been selected as 2016 laureates of the Puget Sound Business Hall of Fame.

Deanna Oppenheimer, who built her reputation at Washington Mutual then became a key executive at Barclay's Bank, guiding its U.K. operations, is still active as founder of CameoWorks and a member of several international boards. Both Bruce Kennedy, who turned Alaska Airlines from a struggling small carrier to a national leader in its industry, and Ivar Haglund, who founded and guided the growth of Ivar's seafood restaurants, are both deceased.
 
All three will be honored April 21 at the annual Hall of Fame induction banquet at the Waterfront Marriott as the three will join 115 other icons of regional business as laureates selected since the Business Hall of Fame was created in 1987 by Junior Achievement and the Puget Sound Business Journal.

Oppenheimer joined Washington Mutual's marketing department in 1985 five years after her graduation from University of Puget Sound and, from the time Kerry Killinger became CEO in 1990 and over the next 15 years, she was a key executive helping guide major acquisition decisions and the dramatic expansion of WAMU.

But she was watching from afar as she saw the Seattle bank that she helped grow during her two decades there disappear in the 2008 financial meltdown while she was steering Barclay's, the respected old British bank, successfully through the global crisis.

She returned home to Seattle in 2011 after five years at Barclay's transforming the global retail and business-banking divisions of the staid 350-year-old institution and founded Cameoworks LLC, a global retail and financial-services advisory firm.

In October 2010 was voted American Banker magazine's Second Most Powerful Woman in Banking.
Bruce Kennedy, who served as Alaska's chairman and CEO between 1979 and 1991, a period of dramatic growth in revenue and route expansion that set the airline on the road to being the dominant force in the airline industry that it has become today.

Kennedy was an Anchorage businessman whose real estate firm bought an Alaska airlines that was near bankruptcy in 1972 and the firm steadied the carrier financially, setting the stage for Kennedy to assume the top post.

Over Kennedy's 12 years at the helm, Alaska's revenue grew more than six-fold to $1.1 billion by the time he retired to focus his attention on humanitarian work, traveling to China to teach English, sheltering refugees in his home and serving as chairman of Quest Aircraft, which made aircraft for dangerous and remote locations.

It was under his leadership that Alaska developed routes to Southern California, Russia and launched the Mexico connection that has become a vital segment of Alaska's business today and that Alaska acquired Horizon Air, a Northwest regional carrier that has grown to be the nation's eighth largest regional airline.

Kennedy died in 2007 when his small plane crashed on Wenatchee as he was en route to visit his grandchildren. He was 68.

Ivar Haglund was a Seattle folk singer and restaurateur who came to be referred to as "King," of Seattle's waterfront And the "flounder" of Ivar's. In 1938 he established Seattle's first aquarium on Pier 54 along with the fish and chips stand as he presided over a growing restaurant chain guiding a belief that quirky fun is important. That conviction included erecting underwater billboards, seeking a permit for a facility to grow marijuana for his special chowder.

In 1965 he launched the annual fireworks display over Elliott Ba every "Fourth of Jul-Ivar." By then he had become a legend as rdstaurateur, radio personalityhe began lofting fireworks over Elliott Bay every "Fourth of Jul-Ivar," he was a legend. He became a radio personality and  Puget Sound's principal champion of regional folk music.

Bob Donegan, whose 15 years at the helm of Ivar's have brought a doubling of revenue as Ivar's clebrated its 75th aniverary last August.

Donegan notes that Ivar set up one of the first pension and healthcare programs and that "Ivar hired people, kept them for decades and treated them well, setting the stage for the company's philosophy that employees come first."

This is the 29th anniversary of the launch of the Puget Sound Business Hall of Fame, although the local event was superseded in 1993 when the JA's National Business Hall of Fame was held in Seattle and Steve Jobs was among the newly inducted laureates on hand to accept his award.

David Moore, JA president for Washington, announced that Seattle Mariner President Kevin Mather would be the chair of the 2016 event.
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Attracting investors to Montana's Big Sky Country and its entrepreneurs

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Those who have watched or experienced Liz Marchi's commitment to provide funding for Montana entrepreneurs and startups for a decade might suggest that the term "angel investor" was coined specifically to describe her.

It was 2003 that Marchi, who had arrived in Montana with three daughters and her then husband and settled in the Flathead Valley, decided to create the state's first angel fund, Frontier Angel Fund I. The fund closed in 2006 at $1.7 million, $300,000 more than she had hoped.

She eventually guided the Kalispell-based fund, which had attracted investors from around the country who were either fans of or summer residents in the Big Sky Country, to lead three deals and gather a total of 12 active investments and was soon also overseeing angel groups that had sprung up in Missoula and Bozeman.

Because she successfully syndicated her deals with a number of other angel groups outside the state, she jokes that she has become "the grandmother of crowd funding." She's not referring to the formal definition of crowd funding but rather the syndication efforts she initiated that attracted a crowd of angels from numerous groups making small investments.

Now Marchi, who grew up near Jackson Hole, WY, but who had never been to Montana when she arrived here in 2000, says she is looking forward to making the investor-leader handoff to Will Price, whose roots in the state brought him back from Silicon Valley to create Next Frontier Capital, at $20 million the largest venture fund ever raised in the state.

Price, on the board of or a key executive with a number of Bay Area tech companies, did his due diligence on the attitudes of national venture and mergers & acquisitions firms toward Montana before making the move to Bozeman.

Price's fund, which closed last April a year following his decision to bring his family to the state where his father, Kent Price, is well known as Montana's first Rhodes Scholar and University of Montana board member, has already made two investments.

I've kidded Liz and her husband, Jon, who in 1978 founded Glacier Venture fund as the first venture fund in Montana and presided over it for 29 years, about being "Mr. and Mrs. Montana Money." To which she once responded: "We are more like Mr. and Mrs. Montana risk capital since we share a very high risk tolerance...and often share the consequences."

Although Marchi talks about making a handoff to Price, as well as "the next generation of angels, including some members of Fund II in their '30s, who slay me in terms of their abilities," she was completing the formation in August of $2.7 million Frontier Fund II, which has already invested $900,000 with syndication adding $300,000 for a total of $1.2 million already invested.

"We have 48 investors in 10 states and meet physically in Bozeman and the Flathead, alternating with a WebEx option," Marchi said, noting that investors met in Bozeman today, with investors from two continents and four states, including Montana investors from Bozeman and Kalispell to review three Bozeman companies.

That sounds less like "handing off" for the 62-year-old Marchi than welcoming the potential follow-on investment opportunity that venture capital can represent for angel. And she hopes Price's fund will provide.

She says she does have an agreement with Fund II to be the key administrator only for the next two years, but could opt to remain longer. And she is down to business cards representing her current five involvements.

But Marchi is genuinely pleased at the implications of the arrival in Montana of Price, who did his homework before deciding a venture fund could work in Montana.

Price shared with me the research he did with and his thoughts about how "changing values" will benefit Montana's ability to attract capital.

Montana was often dismissed as a "fly-over" state, meaning that the most viable potential investors on the east and west coasts usually just fly over on their way to the other coast.

But Price's SurveyMonkey sampling of both venture and merger & acquisitions firms and found that the appeal of the big sky to many increasingly disenchanted with urban challenges was strong but that direct air access is a challenge Montana must come to grips with.

Fully 70 percent of responding M&A firms said they would consider buying a company in Montana, even though 80 percent said they had never been to the state. And a third of the venture firms said they would consider doing a deal in Montana, although 47 percent said they had never been there.

The import of improved air access to a state that has no direct flights currently to the major markets was dramatically indicated with the response of M&A firms, 90 percent of whom said it was "important" or "Moderately important" to have direct air access to the market of their investment.

"That's something the state is going to have to address," Price said. "But I think it will be addressed."

Among venture firms, almost two thirds sad the quality of the local syndicate partner would determine their involvement.

Although Marchi herself has attracted investors from around the country, she observes that "Being away from the noise of the coasts keeps us grounded in an important way.

"The entire conversation and perception needs to move about rural America, what is going on here and its role in making our economy and our country work better," she said, expressing the principle that has guided her commitment to Montana entrepreneurs.

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Montana's 'angel' investor sees changing values boosting state's investor appeal

Those who have watched or experienced Liz Marchi's commitment to provide funding for Montana entrepreneurs and startups for a decade might suggest that the term "angel investor" was coined specifically to describe her.

Liz Marchi
Liz Marchi 
It was 2003 that Marchi, who had arrived in Montana with three daughters and her then husband and settled in the Flathead Valley, decided to create the state's first angel fund, Frontier Angel Fund I. The fund closed in 2006 at $1.7 million, $300,000 more than she had hoped.   
     
She eventually guided the Kalispell-based fund, which had attracted investors from around the country who were either fans of or summer residents in the Big Sky Country, to lead three deals and gather a total of 12 active investments and was soon also overseeing angel groups that had sprung up in Missoula and Bozeman.

Because she successfully syndicated her deals with a number of other angel groups outside the state, she jokes that she has become "the grandmother of crowd funding." She's not referring to the formal definition of crowd funding but rather the syndication efforts she initiated that attracted a crowd of angels from numerous groups making small investments.

Now Marchi, who grew up near Jackson Hole, WY, but who had never been to Montana when she arrived here in 2000, says she is looking forward to making the investor-leader handoff to Will Price, whose roots in the state brought him back from Silicon Valley to create Next Frontier Capital, at $20 million the largest venture fund ever raised in the state.

Price, on the board of or a key executive with a number of Bay Area tech companies, did his due diligence on the attitudes of national venture and mergers & acquisitions firms toward Montana before making the move to Bozeman.

Price's fund, which closed last April a year following his decision to bring his family to the state where his father, Kent Price, is well known as Montana's first Rhodes Scholar and University of Montana board member, has already made two investments.

I've kidded Liz and her husband, Jon, who in 1978 founded Glacier Venture fund as the first venture fund in Montana and presided over it for 29 years, about being "Mr. and Mrs. Montana Money." To which she once responded: "We are more like Mr. and Mrs. Montana risk capital since we share a very high risk tolerance...and often share the consequences."

Although Marchi talks about making a handoff to Price, as well as "the next generation of angels, including some members of Fund II in their '30s, who slay me in terms of their abilities," she was completing the formation in August of $2.7 million Frontier Fund II, which has already invested $900,000 with syndication adding $300,000 for a total of $1.2 million already invested.

"We have 48 investors in 10 states and meet physically in Bozeman and the Flathead, alternating with a WebEx option," Marchi said, noting that investors met in Bozeman today, with investors from two continents and four states, including Montana investors from Bozeman and Kalispell to review three Bozeman companies.

That sounds less like "handing off" for the 62-year-old Marchi than welcoming the potential follow-on investment opportunity that venture capital can represent for angel. And she hopes Price's fund will provide.

She says she does have an agreement with Fund II to be the key administrator only for the next two years, but could opt to remain longer. And she is down to business cards representing her current five involvements.

But Marchi is genuinely pleased at the implications of the arrival in Montana of Price, who did his homework before deciding a venture fund could work in Montana.
Price shared with me the research he did with and his thoughts about how "changing values" will benefit Montana's ability to attract capital.

Montana was often dismissed as a "fly-over" state, meaning that the most viable potential investors on the east and west coasts usually just fly over on their way to the other coast.

But Price's SurveyMonkey sampling of both venture and merger & acquisitions firms and found that the appeal of the big sky to many increasingly disenchanted with urban challenges was strong but that direct air access is a challenge Montana must come to grips with.

Fully 70 percent of responding M&A firms said they would consider buying a company in Montana, even though 80 percent said they had never been to the state. And a third of the venture firms said they would consider doing a deal in Montana, although 47 percent said they had never been there.

The import of improved air access to a state that has no direct flights currently to the major markets was dramatically indicated with the response of M&A firms, 90 percent of whom said it was "important" or "Moderately important" to have direct air access to the market of their investment.

"That's something the state is going to have to address," Price said. "But I think it will be addressed."

Among venture firms, almost two thirds sad the quality of the local syndicate partner would determine their involvement.

Although Marchi herself has attracted investors from around the country, she observes that "Being away from the noise of the coasts keeps us grounded in an important way.

"The entire conversation and perception needs to move about rural America, what is going on here and its role in making our economy and our country work better," she said, expressing the principle that has guided her commitment to Montana entrepreneurs.
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Life Science Discovery Fund prepares for what could be its most important grant

 

The life Sciences Discovery Fund, in a finale made possible by a $2 million error by a legislative leadership intent on ending state funding for the organization whose years of grants have enhanced Washington's life-science competitiveness, is preparing for what could be its most important grant-making decision.
 
The board of LSDF, which was created a decade ago from the state's $1 billion share of tobacco-settlement money to promote the growth of the life-science industry, will soon be reviewing four finalists for what are characterized as "ecosystem" grants. The $2 million will go to one or more organizations that can stimulate momentum toward commercializing life-science innovations.
 
And while details of the four applications will remain under wraps until the LSDF board reviews them late this month and on February 8 announces one or more awards, one application that would pair the commercialization activities of the state's two research universities should attract considerable interest when those details emerge. That teamed application from UW and WSU is intriguingly titled the "Concept-to-Commerce Coalition."
 
The word "legacy" is one that has begun to be used by those who lament the decision by lawmakers to defund LSDF and who believe that what Executive Director John DesRosier dubbed "ecosystem 2016" grants could serve to create a follow-on to LSDF's decade-long role of funding life-science innovation.

 
  
But DesRosier, who has guided LSDF since it came into existence in 2005, insists "we're not using the term 'wind down' since we want to keep our options open," although he is retiring in April.

And the fact the organization must remain in existence over the next two years to manage the 46 grants already awarded from the fund means LSDF can't just go away. And that leaves some supporters buoyed by the possibility that a new role could emerge for LSDF, possibly with an administrative role managing another type of health-related activity.

"LSDF is in a transition as a model that we know has to change in response to current circumstances, said board member Roger Woodworth, chief strategy officer for Spokane-based Avista Corp.

"It has been a wonderful asset for the state that has been remarkable in terms of attracting, administering and validating a variety of exceptional ideas," Woodworth added. "It is in transition but that doesn't mean we throw it away or shut it down."

The unanticipated opportunity for the "ecosystem 2016" grants came about when the lawmakers, primarily the Republican majority that was never invested in the value of LSDF, specified that while the funds LSDF needed to manage the existing grants would remain in its account, its remaining operating funds would shift back to the general fund.
 
Except that when the lawmakers spelled out the operating-funds total of $11 million, there was unexplainably almost $2 million left in the LSDF account, unallocated and not ordered sent to the general fund. So it remained under LSDF control.

DesRosier notes that the "ecosystem" grant competition will be different from individual grants LSDF has made to for-profit or non-profit life-science entities that have received pieces of the $106 million in grants made since 2007.

"This grant-making won't be about trying to perpetuate ourselves but rather be a key step to support the life-science ecosystem with funding support for one or more organizations that either already exist or would come to existence to stimulate momentum in commercialization," DesRosier said.

"The opportunity for the life-science sector in Washington is a huge one and that's why, when this fund was first created a decade ago, it was a smart way to begin to capture the enormous intellectual capital that existed in this state," says Carol Dahl, LSDF board chair.

 

Dahl, who is executive director of the Lemelson Foundation that supports what are called "impact inventions," points to the fact that almost 70 percent of the $1.5 billion in federal funds that flow into Washington each year is for life science.

 

But Dahl is among the many observers who seek ways to address the dilemma that while this state has developed one of the nation's most impressive life sciences non-profit sectors, it trails many other regions in the development of a for-profit sector. The Seattle area's biotech cluster, for example, is dramatically exceeded by the industry size in The Bay Area/Silicon Valley and San Diego, as well as places like Boston and North Carolina's Research Triangle.

As one national ranking of biotech clusters characterized it, the industry in the Seattle area is "being anchored more to academic and independent research institutions than local companies."

In other words, this state is experiencing a gap between early stage ideas and things that investors can be convinced to embrace.

"I believe in the future of the state's life science community, but there needs to be a change in people's willingness to invest in it," she said. "They need to develop a confidence about being part of the commercialization of what those federal dollars are producing in what has become one of the nation's most impressive life sciences non-profit sectors."

In fact, it was because of LSDF grants that a number of the emerging life science companies that are growing, creating jobs and carving out key roles in their industry were able to bridge what's famously known as "the valley of death" between concept and the time when investors can be lured to be involved.

Enhancing commercialization is what each of the four of the ecosystem grant applicants seeks to foster, including the team-grant proposal put together by UW and WSU.

Anson Fatland, the associate vice president for economic development and external affairs for Washington State University, explained how teaming with his UW counterpart came about after both universities had submitted initial proposals back in September when the plan for the life science eco-system grants was first unveiled by LSDF.

Fatland noted that once he and Patrick Shelby, who directs the New Ventures group at the UW Center for Commercialization, were both invited to submit full proposals, "we decided to sit down and talk about what we were trying to do."

"We realized we had a truly unique opportunity for innovation activities across the state, allowing the industry to really talk about a legacy grant," Fatland said.

The other applicants are Accelerator Corp., which is seeking money for a commercialization funding program; the Washington Biotech and Biomedical Association, and what's called the Southsound Research Coalition, which also involves UW along with Madigan Army Medical Center and Multicare Healthcare Systems.
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National attention in '22 bowl game fed thirst for grid glory at Gonzaga before basketball

As UW and WSU football fans bask in the satisfaction of 2015 bowl-game victories and the college football season comes to a climax with this week's NCAA national championship game, a few students of sports-history trivia may recall when a third team from the State of Washington played in a national-visibility bowl game.

That was back in 1922 when the San Diego East-West Christmas Classic was scheduled to pit Notre Dame against little Gonzaga College from Spokane. It attracted national attention in advance of the game because it was a dream matchup pitting the teams coached by Knute Rockne and Gus Dorais, the two men credited with teaming at Notre Dame to create the forward pass.

But the game wasn't to be as Notre Dame lost its last game of the '22 season to Nebraska and Rockne decided his team didn't deserve a post-season game. So what developed was even more of a David-and-Goliath game, matching Gonzaga against a West Virginia that was undefeated and a victor over the Pittsburgh team that would play in the Rose Bowl a week later on New Year's Day.

Conversation at a recent Christmas-holiday gathering of Gonzaga alums and fans from across the state visiting in advance of the Bulldogs' annual basketball game in Seattle to give Westside fans a chance to see the Zags play turned inevitably, during the climax of football season, to that San Diego bowl game, and the era when Gonzaga played football.

That's a clue that this is a special-interest column from one who grew up in Spokane and graduated from Gonzaga, a column thus likely of interest primarily to fans of Gonzaga athletics or Spokane prominence, but perhaps also for fans of the underdog, in whatever setting or era. Others may wish to move on to more interesting fare.

The fact that there was football at Gonzaga before there was basketball will amuse or intrigue some who have been impressed with Gonzaga's record of 17 consecutive trips to the NCAA basketball tournament.

Basketball has served to satisfy Gonzaga's hunger for national athletic prominence in a way that would have been too far fetched to have even been dreamed of in years past on the Gonzaga campus. But the fact is that the hunger for a "big time" role in sports was first nurtured on the football field, beginning back in the '20s.

For two turbulent decades Gonzaga pursued a dream of gridiron glory, spurred in part by the visibility in gained in that 1922 bowl game, only to become entangled by the late '30s in a morass that threatened financial ruin for the tiny school.

It was a story repeated often across the country, beginning in that splashy era of the 1920s, when all America burned incense to the god of sports and small, private colleges, struggling to compete with their bigger brothers for academic recognition, turned to football as a ticket to prestige and prominence.

Gonzaga was among the first of many small, mostly private, schools to seek football prominence, pursuing an Ozymandian delusion of grandeur that football could be the ticket to a wealthy campus and national renown.

But back to the 1922 game against a West Virginia team competing in its first bowl. Gonzaga was led by a triple-threat back named Houston Stockton, who as a sophomore was writing large on the national football scene as his grandson, John Stockton, would do on the collegiate basketball scene at Gonzaga and in the professional ranks 60 years later.

Stockton had already attracted national attention a year earlier when as a freshman at St. Mary's in California, he gained honorable mention honors on the most prominent All-America team in 1921. But he transferred to Gonzaga and quickly began to make his mark as a Bulldog.

In the home opener in a new $100,000 stadium before an overflow crowd of 5,600, Stockton turned in a stunning single-game performance, scoring six touchdowns and kicking 10 conversions for 46 points as Gonzaga beat Wyoming, 77-0.

The odds against Gonzaga on that Christmas Day were overwhelming and the way the game unfolded bore that out as West Virginia took a 21-0 lead into the fourth quarter. Then Gonzaga found itself. The Bulldogs scored two touchdowns, one by Stockton, in 10 minutes. With two minutes to go, Stockton (who rushed for 110 yards that final quarter) found future Gonzaga coach Mike Pecarovich in the end zone. But he dropped the ball. Final score: West Virginia 21, Gonzaga 13.

The game got an eight-column headline in the New York Times sports pages as Gonzaga won praise from coast to coast, lauded as "the Notre Dame of the West." A Chicago Tribune sports writer enthused that "West Virginia won. But it wasn't a Christmas present. Pulling a bone from an angry bulldog is not like getting a toy drum from Santa Claus."

Dorais and Stockton teamed for two more years, including an undefeated 1924 season. Then Stockton moved on to professional ball with the Frankfort Yellowjackets, predecessor to the Philadelphia Eagles, which he guided to the NFL championship in 1926. Dorais headed for the University of Detroit where he spent most of the rest of his coaching career.

A number of great players followed Stockton as Gonzaga stars. George (Automatic) Karamatic, who won a place on the 1936 All-America team, and Tony Canadeo, known as the "Grey Ghost of Gonzaga" for his prematurely gray hair, went on to stardom in pro ball, setting the Green Bay Packers' single-season rushing record.

Ray Flaherty, a member of the 1924 undefeated team, became an all-NFL end in a decade with the New York Giants. Then he was hired to coach the Washington Redskins and became one of the dominant coaches in the NFL, guiding the Redskins to two NFL titles and five division titles.

His teams always included a cadre of Gonzaga players whom Flaherty routinely drafted, explaining to me in an interview years ago "I'd take too much heat from my Spokane friends if I didn't draft each year's best Gonzaga players. Some never forgave me for letting Canadeo get away."

The outbreak of war in 1941 ended Gonzaga's pursuit of football fame, a quest that was doomed to die at some point, having cost the school the then-dramatic amount of $60,000 in its worst year and providing less than a dime of profit in the best.
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Gil Folleher, who built strong business-leader support for JA, remembered for his legacy

Junior Achievement, as an organization focused on enhancing young people's understanding of business and finances, has had a natural appeal to business executives and their companies. But Gil Folleher, who died over the weekend at the Eisenhower Medical Center in Palm Springs at the age of 75, brought business-leader support for JA in the Seattle area to a near-evangelical level over his years guiding JA locally.

folleher
Gil Folleher 
Most importantly, perhaps, in the words of PEMCO CEO Stan McNaughton, he "left a legacy of footprints that will be followed for a long time. He was a king-maker-and the kids were the kings (and queens)."

The JA footprints in Washington state have left larger marks than the organization's impact in other states and that has been due to Folleher guiding involvement by executives at the highest levels of their companies.

In fact, he set a model for other non-profits to aspire to with a pattern from the late '80s through his retirement in 1998 of presidents or CEOs chairing, and being actively involved on, JA's board.

There are many important non-profit causes in this region, ranging from the needs of children or the sick or elderly to arts groups and causes to advance the community. And the most successful ones are blessed to have business executives supporting with time and dollars to help point them in successful directions.

And this is a time of the year when business people and others of means should pause to remember the cause or causes that are fortunate enough to have their attention and even affection.

But few organizations have been more successful over the years than JA in keeping focused on its cause: helping guide the understanding of the free enterprise system among young people and, recently even more vital in the view of many JA supporters, teach the importance of financial literacy.

Folleher, who moved from his Seattle leadership position to a role with the national JA organization in 1998 before retiring to Palm Springs, is being remembered by both active and retired business leaders who were closely involved with JA and who thus knew him best for the value he brought to the economic education of young people.

Folleher's strategy of creating close relationships among his board members included the Puget Sound JA chapter sending the largest delegation each year to the National Business Hall of Fame, an experience that he understood would contribute to the bonding strategy. Thus he made the trips an important part of each year's JA activities.

During his second tenure with JA in Seattle the number of students impacted by JA programs quadrupled to more than 60,000, deficits became surpluses and the annual budget grew to more than $2.4 million.

And in the manner of the best of non-profit executives, he groomed his successor well and thus David Moore, JA President for what has grown to be JA oversight for all of Washington state, says of Folleher, "he was my mentor, friend and inspiration." 

Under Moore, who spent a decade as Folleher's marketing director before succeeding him in 1998, JA programs have grown and come to reach a dramatically expanding number of students around the state each year. 
 
It was through involvement with JA as publisher of Puget Sound Business Journal to create a local Business Hall of Fame in a partnership between the newspaper and his organization that I came to be close friends with Folleher and eventually served as chair of the JA board.

Ken Kirkpatrick, retired president of U.S. Bank of Washington, knew Folleher the longest because it was Kirkpatrick, along with his future wife SaSa, who met Folleher at the airport when he arrived in Seattle in 1972 for for his first stint guiding JA's Seattle operations.

Kirkpatrick recalls that he was only 17 at the time, but was serving as JA's temporary executive director, "along with my janitor job there. He treated me like a king and he gave me my first ever Christmas gift from an employer-a very fancy shoeshine kit that I used just last week."

Woody Howse, then guiding Cable & Howse Ventures and now described as "the grandfather of Seattle's venture-capital community" was incoming board chair when Folleher arrived in 1987, returning to Seattle after serving as JA's Senior Vice President in charge of programs and marketing nationally. 

"Folleher's network through all of JA was unparalleled and as a result we got the benefit in Seattle of a world-class sponger of Best Practices," Howse said.

Lasting friendships was true for me, and this column is an unabashed good-memories reflection on a man who not only became a good friend, but who was responsible for many of my closest friendships formed over the mutual connection to JA and the work we all did together to build and promote the organization and its cause.
 
Scott Harrison, retired president of Barclay-Dean Interiors, who also served a term as JA board chair, praised Folleher for guiding board members to "embrace the vision that Gil and his team had for JA."

And John Fluke, of Fluke Venture Partners (another top executive who took his turn as JA board chair) and the son of the man described as "The Father of JA" in this region, said "I know Gil would want all of us to do our part to advance JA's mission to bring economic and personal financial literacy to all K-12 students."

Rather than merely recall Folleher after his death, friends from around the country were able to be on hand in Palm Springs last January for his 75th birthday celebration where, as Moore recalls with a smile, "we partied for three days."

Now those who were close to Folleher will gather again, despite his insisting there be no service or memorial, for a toast and sharing of memories January 13 at 5:30 p.m. at the Waterfront Marriott.
 
In what amounted to an appropriate summing up, Moore noted: "I have always said we are warming by a fire we did not build since what JA is today is a legacy for Folleher's passion and leadership."'
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