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Building a Public Service Swiss Army Knife: Roy Plaeger-Brocker, MPA ’86

Roy Plaeger-Brockway

How Roy Plaeger-Brockway built a career improving health care systems through his Evans School education

When Roy Plaeger-Brockway, MPA ‘86, arrived at the Evans School, he had no idea that his degree would become the foundation for a career shaping health policy and improving the lives of Washington residents. But he knew “I wanted to make government work better.” At Evans, he found both the mindset and the tools that would guide him through decades of public service. 

Roy often describes his MPA as building a professional Swiss Army Knife. Each course became a go-to tool in his toolkit, including policy analysis, quantitative analysis, statistics, project planning, public health services, and organizational behavior. That toolkit was put to the test during his Governor’s Executive Internship. Paired with a senior health economist addressing rising health care costs, Roy analyzed problems, wrote decision papers, and helped launch early process improvements. The work also connected directly to ideas he was developing in his extended policy analysis paper with Professor Peter May. What began as academic exploration became the blueprint for pilot projects and ultimately a new model for delivering occupational health services. 

These skills helped Roy develop the Centers for Occupational Health and Education (COHEs), which improved care for patients, rewarded doctors with quality-based payments, and streamlined health care delivery. Today, this innovation includes most major health systems in Washington and has begun to take root in other states too. Roy credits Evans for the evidence-based decision-making approach that made these health care advancements possible. The ability to conduct rigorous analysis, frame ideas for decision makers, and build proposals on research enabled him to lead improvements that were practical and lasting. 

As Roy moved into senior executive roles and later into state and federal consulting, his Evans-built toolkit expanded much like a Swiss Army Knife. He led analyst teams, oversaw a major health care division, and played a central role in Washington state’s multi-year Lean Transformation. The work brought him into collaboration with leaders from Toyota, Boeing, and Virginia Mason. He found that the systems thinking, analytical discipline, and purpose-driven approach he learned at Evans were not only relevant but essential. These same habits later shaped his work teaching continuous improvement and leadership practices to federal health leaders at the Centers for Medicare and Medicaid Services. 

Throughout his career, Roy has seen Evans values reflected in every level of his work. He carried forward the belief that public service is a noble calling. He used evidence to build trust among partners and health systems, and grounded improvement efforts in a commitment to making care more affordable, efficient, and accessible for the people who need it most. 

For students considering an MPA, Roy has a clear message. “Evans gives you a toolkit that grows with you,” he said. “Whether you’re improving health care, the environment, or social services, the Evans School prepares you to step into complexity with self-confidence, a sense of purpose, and the tools to improve results for citizens. If you want a career where you can make a tangible difference, the Evans School gives you everything you need to start — plus the mindset to keep adding tools as you grow.” 

Roy’s story is a testament to what happens when curiosity meets rigorous training and a commitment to public service. His impact stretches across Washington state and into national health care leadership, and his Evans education remains central to everything he has built. His career is a reminder that what happens at Evans ripples far beyond the classroom.

Learn more about the Evans MPA

Keeping the Promise: Abel Lee Pacheco, MPA ’12

Abel Lee Pacheco delivering speech from Podium

Abel Lee Pacheco’s Journey of Service and Community

Fifteen years ago, Abel Lee Pacheco MPA ‘12 packed his car, said goodbye to his family in Los Angeles, and drove north toward a city he had never been to before. Seattle was cold, unfamiliar, and far from home, but Abel carried with him something stronger than fear: a promise to his parents that he would make them proud and a determination to serve the public good. 

Those early days were filled with both excitement and uncertainty. Abel arrived from Venice Beach, trading year-round sunshine for the rain and long winters of the Pacific Northwest. As the son of a Black man from Compton and an immigrant mother from Mexico City, he came to a place where he had no family or established community.

Fifteen years ago, Abel Lee Pacheco MPA ‘12 packed his car, said goodbye to his family in Los Angeles, and drove north toward a city he had never been to before. Seattle was cold, unfamiliar, and far from home, but Abel carried with him something stronger than fear: a promise to his parents that he would make them proud and a determination to serve the public good.

Those early days were filled with both excitement and uncertainty. Abel arrived from Venice Beach, trading year-round sunshine for the rain and long winters of the Pacific Northwest. As the son of a Black man from Compton and an immigrant mother from Mexico City, he came to a place where he had no family or established community.
What he did have was the faith and perseverance instilled in him by his parents. Qualities that carried him forward and ultimately led him to the Evans School of Public Policy & Governance, where he began to find his community and purpose.

At Evans, Abel found mentors who believed in him, classmates who inspired him, and a community grounded in shared values and a belief in the power of public service. He discovered that leadership is not about individual success but about collective progress. It is about showing up for one another and for the communities we serve.

That belief has guided Abel throughout his career. From serving as a Seattle City Councilmember to his work as Director of Government and Community Relations at Sound Transit, and as an Intelligence Analyst in the Washington Army National Guard, Abel’s path reflects the courage, equity, and service at the heart of the Evans School mission.

In February of last year Abel received devastating news that his father had been killed by a drunk driver on his way to work. In that moment of profound loss, he found strength in his father’s lessons. “You can’t keep a good man down,” his dad used to say. Even in grief, Abel continued his father’s legacy of compassion and perseverance.

“Home isn’t about location,” Abel reflects. “Home is about people.”

For Abel, the Evans School helped him find that home. It became the place where his purpose took shape, where his promise to his parents was fulfilled, and where he learned that public service is a lifelong calling.

“I stand here today because of the people who believed in me—my family, my community, and this school,” Abel shared at a recent Evans event. “Now it’s our turn to believe in the next generation.”

Abel’s story is a reminder that public service begins with a promise: to our families, our communities, and ourselves, to leave the world better than we found it. The Evans School continues to nurture that promise, preparing leaders who carry forward the same spirit of courage, equity, and service that shaped Abel’s journey. Staying engaged—through mentorship, connection, or support—ensures that more students like Abel can find their path, their purpose, and their home in service to others.

The Evans School would like to extend our special thanks to Abel Lee Pacheco for sharing his story with our community and for his dedicated service to the public good. 

Postsecondary Education in Washington

Washington stands out nationally for its robust network of 34 community colleges and six public universities. The state has also earned recognition as a pioneer in longitudinal data systems that connect education directly to workforce outcomes. Building on these powerful foundations, we collaborate with state agencies, policy innovators, and diverse stakeholders to equitably transform Washington’s higher education landscape. Our dynamic initiatives have tackled transfer pathway redesign, expanded community college baccalaureate opportunities, improved data utilization in CTE programs, and forged strategic partnerships with individual institutions to boost student success.

Publications

Dean’s Forum: Trust on the Ballot

Dean's Forum Logo

On Thursday, November 7, the University of Washington’s College of Arts & Sciences and the Evans School of Public Policy & Governance hosted Trust on the Ballot: Voting in Washington. The forum brought together three Washington Secretaries of State to explore the history and evolution of voting systems in Washington, examining both the successes and challenges within the current polarized climate following the November 5, 2024, General Election.

The panel discussion featured insights from current Secretary of State Steve Hobbs, along with former Secretaries Kim Wyman and Sam Reed. Together, they discussed how Washington’s voting systems have adapted over the years and the factors shaping election integrity and voter trust today. Their collective experience provided an in-depth look at the complexities of securing elections in an era marked by increasing challenges to democratic processes.

Event Panelists

Panelists sit in chairs on stage

Sam Reed, Former Washington Secretary of State
Kim Wyman, Former Washington Secretary of State
Steve Hobbs, Washington Secretary of State
Jodi Sandfort, Dean & Professor, Evans School

Alumni Spotlight: Joel Anderson, MPA ’23

For Joel Anderson, an MPA ’23 graduate, diving into public service has been all about understanding how our systems work and using that knowledge to make our democracy stronger. As the Assistant Director of External Affairs at the Washington Student Achievement Council (WSAC), Joel is on a mission to make higher education accessible for everyone in Washington state. His journey started as a young political campaigner, but his time at Evans helped open his eyes to the importance of democracy—showing him that creating policies and being accountable for them is just as crucial as making those policies happen.

Joel Anderson

Looking back, Joel admits he felt more comfortable pitching ideas than implementing them. But at Evans, he realized how important it is to pair a solid grasp of policy with clear communication. “Proactively sharing ideas with the communities, you serve is just as important as keeping track of your past decisions,” he points out, highlighting that both aspects are key to a healthy democracy. 

Joel’s drive to support higher education is deeply personal. As a caregiver for his dad, who battled a terminal illness, he witnessed firsthand how the financial strain of accessing and providing healthcare affected his family as well as his educational dreams. A merit scholarship opened the door for him to attend college, but he believes no one should have to rely on luck to get an education. Now at WSAC, he is working to create policies that ensure everyone has a fair shot at earning a degree or credential. 

For Joel, education is a vital community resource that helps strengthen democracy. “Our democracy gets a boost when everyone has equal access to information and basic needs,” he says. By helping students earn their degrees, schools and universities play a huge role in promoting economic mobility and social stability, laying the groundwork for engaged citizens. “If we want to safeguard our democracy, we have to improve access to education and help create well-informed students,” he insists. “Education is a right, not a privilege.” 

Joel believes that young people are central to this mission, and many of them are stepping up on critical issues like gun violence and healthcare access. For those who are new to civic engagement, he suggests getting involved with local organizations and keeping track of their advocacy efforts for future generations. “Knowledge is power and sharing that knowledge among young people can really make a difference in how we influence policy decisions,” he explains. 

Looking ahead, Joel sees misinformation as one of the biggest threats to democracy, whether it is falsehoods about public health or conspiracy theories around elections. He believes creating spaces for open conversations about different perspectives—and challenging ideas that jeopardize our democracy—will only make our democratic foundations stronger. 

With a passion for ensuring equitable access to education and a commitment to uplifting young voices, Joel is dedicated to shaping a vision of democracy that is all about opportunity, understanding, and resilience. We are grateful for his hard work and dedication to the future of democracy!

UW, WSU Launch New Program to Bolster Collaboration Among Local Public Leaders

WA CELI leaders pose on a stage

It’s no secret that trust in governance is faltering. A recent Gallup poll found that only 39% of Americans trust the federal government. And though trust is higher in state and local governments (57% and 66%, respectively), we know there is an opportunity to plant seeds at the local level to improve civic health.

To respond to this moment, the Evans School of Public Policy & Governance and the William D. Ruckelshaus Center (WSU)—in collaboration with the Association of Washington Cities—are partnering to launch the Washington Collaborative Elected Leaders Institute (WA-CELI), a new program that aims to bolster the credibility of elected officials with the public they serve.

The Project for Civic Health, initiated by Lt. Governor Denny Heck, highlighted the need for unique support for elected officials to work together across political divides. This inspired the creation of WA-CELI to build the skills and courage needed for collaborative problem-solving.

“We brought together 200 people and said ‘we know what the problem is. What could we do?’” said Jodi Sandfort, dean of the Evans School. “The elected officials said, ‘we need some help building skills to disagree without being disagreeable.’ To me, it’s pretty clear that what’s failing us right now is that people have learned that to get elected, you have to be extreme. They haven’t learned that when you govern, you have to compromise.”

As two of the premier public universities in the state, WSU and UW are uniquely positioned to help elected officials reach across political divides and work together. Drawing on the expertise from both schools, the program includes applied training and peer learning that focuses on building a network of public leaders with collaborative leadership skills. The goal is to reshape Washington’s political culture to create a more collaborative and community-focused environment.

“We’re going to use a lot of case studies. Say it’s a conflict about a local issue around public safety or a conflict about a local issue about environmental protection and just having practice of how to sit and look at the case and figure out what are the issues and simulate what it’s like to try to come up with a solution,” Dean Sandfort noted. “Part of it is building better relationships and having experiences that help them feel more confident in their ability to analyze a problem and think through how we’re going to create a solution that adds value rather than just a solution that might be politically palatable.”

This summer, the first cohort of leaders from a mix of city sizes, types, and government structures is participating in virtual and in-person events across Washington state. Costs of attendance are covered to ensure accessibility for all. To further highlight connection across division, venues for the in-person sessions were intentionally chosen to play with people’s perceptions of where WSU and UW have influence in the state. The first in-person session was held July 27 at the UW Spokane Center, and a future session will be held at WSU’s Everett campus, across the street from Everett Community College.

The goal of this program is for public leaders to come away with new skills to collaborate with people they don’t necessarily agree with. Graduates will join a network of public leaders, staying connected through events and additional training. This network aims to support a shift towards a more collaborative political culture in Washington. Participants will also present their work at the annual AWC conference to engage and inspire future cohorts.

A group of adults crouch on the floor and add pieces to a mock up city

Alumni Spotlight: Yulan Kim, Ph.D. ’23

Yulan Kim finished her Ph.D. at the Evans School in December 2023, with dissertation work focused on advancing scholarly understanding of collaborative governance. The Evans School caught up with Yulan after winter break to learn more about her dissertation research.

Evans School: Congratulations on your dissertation defense. Your project pushes our conceptual and empirical understandings of collaborative governance. Explain why collaborative governance is such a critical topic in the study of public management today.

Yulan: Collaborative governance is an increasingly popular policy making and implementation strategy that can address problems that do not fit neatly within organizational or jurisdictional boundaries. If managed properly, it provides added benefits of fostering citizen trust and participation, promoting equitable service provision (which I explore in my dissertation) as well as greater legitimacy, procedural transparency, and responsiveness (which is established in the literature).

The study of collaborative governance is important because of its broad applicability as a versatile governance arrangement that can be used in conjunction with other policy tools. In this sense, it is highly relevant to how we address many of the public management problems we face today. However, there are still challenges to ensuring that collaborative governance is properly designed and implemented, which is why it requires the continued attention of public management scholars.

Evans School: Your dissertation is an innovative mixed methods study of South Korean Social Security Consultive Boards. How do these boards operate and why was a mixed methods approach advantageous in this instance? 

Yulan: My dissertation focuses on mandated collaborative governance, and South Korean Social Security Consultive Bodies (SSCBs) are a perfect example of this type of arrangement. SSCBs are established at all local jurisdictions in South Korea through a legislative mandate. They act as platforms that bring together public, nonprofit, and private actors to create and implement regional social security policies. Their functions range from high-level decision making, such as establishing short and long-term regional social security plans, to the direct delivery of services to citizens.

My research questions around SSCBs require both the identification of causal mechanisms as well as understanding what drives such patterns. So, using a large-N survey supplemented by interviews to collect both quantitative and qualitative data helped me paint both the big picture as well as gain a detailed understanding of what drives these changes. 

Evans School: Central to your dissertation is discussion of authentic collaborative governance and trust. Why is the concept of “trust” key to understanding the presence of authentic or meaningful collaborative governance? 

Yulan: My decision to use trust as an indicator of authentic collaboration is guided by theory. Fostering trust is crucial to the development of collaborative dynamics that are defining features of collaborative governance. Trust as both an input and output of collaborative governance has also been confirmed by numerous empirical research as well. 

I wanted to evaluate whether authentic collaboration could be generated even in mandated settings where collaboration is imposed upon actors. Top-down arrangements risk becoming ceremonial institutions as the participants may not share motivations to engage with each other. In the context of SSCBs, I track whether trust, an output of collaborative governance, changes over time to understand whether actors have engaged in authentic collaboration. I find that even in mandated SSCBs, participants show enhanced trust over time, suggesting that collaboration is taking place. 

Evans School: Your dissertation project also examines how collaborative governance can enhance equity in policy making settings. What are some takeaways from your dissertation that are relevant to those engaging in collaborative governance across a host of different settings? 

Yulan: Collaborative governance is often used for the co-creation of public services within communities. However, collaborative governance requires the investment of time and resources from participants. This means that the ability of local participants to commit resources can lead to variation in the quality and quantity of services co-created across communities. Research suggests affluent communities are better able to pool such resources. I investigate whether collaborative governance perpetuates or mitigates inequity in access to public services across communities. My findings highlight the relative importance of internal management over resources, suggesting that despite resource disparities across communities, collaborative governance can serve as a strategy to co-create public services in a way that mitigates inequities in access to public services.

Evans School: What’s up next? 

Yulan: I have joined Ocean Nexus as a postdoctoral fellow in January 2024. Ocean Nexus is a network of scholars working to promote equitable ocean governance. In this position, I am working alongside a team of Evans researchers who are on a mission to introduce public policy and management concepts and frameworks to ocean scholars who seek to produce more equitable, policy relevant research. In the short term, I want to focus on applying policy process and public management concepts in ocean research through collaborations. In the long term and more ambitiously, I want to explore how collaborative governance, which is mainly researched in domestic contexts, can inform transnational ocean governance. I studied IR and comparative politics before coming to Evans school, so I look forward to synthesizing such training with my expertise in public management to do so. 

Evans School: Congrats on this postdoctoral fellowship! It will be fun to see how your work evolves in the coming year! 

Yulan: Thanks!