D.C.Y.F IS IN A PICKLE We are on it Lawsonforwashington.com

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Even after my December 3, 2025, termination—for raising good-faith concerns about training materials during encouraged participation—I offered in good faith to return and help address the systemic gaps I identified. Those concerns (outdated/sunset policies, lack of post-Loper Bright updates, repealed statutes with ambiguous effect) have since been validated by State Auditor findings of inadequate oversight and millions in overpayments across DCYF programs.Refusal to engage constructively has left me no choice but to pursue litigation ("choose violence," as it were) to protect my rights and force accountability. However, in the spirit of public interest and DCYF's core mission (RCW 43.216: child safety, family support, rehabilitation through competent practices), I propose the following limited, cost-effective restructuring plan as an alternative path to resolution. This plan is optimized for success, legally compliant, and directly addresses audit-identified deficiencies while minimizing disruption and exposure.Proposed DCYF Juvenile Rehabilitation Restructuring Plan

1. Leadership Accountability & Transition 
   • Immediate leadership review, including potential reassignment or separation of individuals responsible for the December 3, 2025, termination decision and related training deficiencies (consistent with WFSE CBA probationary standards and RCW 41.06 merit system principles).  
   • Appoint an independent interim overseer or special compliance master (myself or qualified external candidate) with authority to review past decisions and implement reforms—ensuring continuity while signaling accountability amid public scrutiny.

1. Temporary Policy Bridge with External Review 
   • Extend the current training policy framework via short-term sunset revision (e.g., 18–24 months) to maintain operations without immediate disruption (authorized under agency rulemaking RCW 34.05 and consistent with past extensions post-reforms like HB 1324).  
   • Retain an independent law firm (e.g., Perkins Coie or similar) on limited retainer for:  
     • Comprehensive gap analysis of training materials and authority (post-Loper Bright ambiguity, repealed statutes, compliance risks).  
     • Risk assessments for probationary and non-standard employees (outside full protections).  
     • Recommendations for updated, legally robust curriculum.
   • This external review ensures objectivity, reduces reprisal risk, and aligns with audit recommendations for stronger oversight.

1. Employee Relief & Compliance Fund 
   • Establish a limited ORM-administered relief fund (modeled on existing risk management practices) for employees harmed by past policy gaps or reprisal (e.g., wage withholding, separation without cause). Cap exposure via sovereign/qualified immunity principles while providing equitable remedies (back pay, record correction).  
   • Voluntary class review (external firm facilitated) for affected staff—capped, confidential, and mission-focused.

1. Long-Term Reform Implementation 
   • Pilot the JRO2 Reform Academy concept (youth patriot programs, compliance-focused training) in select facilities.  
   • Waive deficient/outdated training requirements for qualified rehires/transfers with demonstrated insight (e.g., my case)—prioritizing competence over rote compliance.

This plan is narrowly scoped, cost-effective, and directly responsive to State Auditor findings—delivering accountability without prolonged litigation or punitive exposure. It allows DCYF to emerge stronger, mission-aligned, and publicly credible amid current scrutiny